Click for next page ( 30

The National Academies of Sciences, Engineering, and Medicine
500 Fifth St. N.W. | Washington, D.C. 20001

Copyright © National Academy of Sciences. All rights reserved.
Terms of Use and Privacy Statement

Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.

OCR for page 29
The Foundation: Leadership 29 8. New and/or revised benchmarks, tasks and targets are determined as a result of the meetings. 9. Departments work to address problems and shortcomings, refine programs, meas- ures and services and use this information to make necessary changes. Critical Success Factors: Strong leadership committed to make the necessary changes. Transparency and accountability with the public increased confidence and credi- bility in the City government. Resources Goals: The goals of the third major area of Leadership responsibility are to 1. Identify and provide adequate resources (human, technological and financial) and training to achieve goals and deliver results. 2. Develop partnerships with potential funding entities and co-providers of services. Actions: The following is a list of actions, activities, or tasks that should be completed as part of this effort: Clearly understand and account for staff's, funding entities' and customers' expectations and needs. Embrace and expound the importance of good stewardship over funding resources and approval processes. Develop and nurture strong partnerships with contractors, concessionaires, vendors, regulators, and consultants. Provide sufficient resources to deliver results. Identify back-up resources in the event of changes in the economy or political priorities. Identify grant opportunities and track deadlines and submittals. Formalize grant commitments in written agreements. Identify risk and develop alternative scenarios. Optimize resources to deliver on goals and manage performance. Establish formal monitoring process and regular reporting tools. Develop achievable targets for process and performance. Provide staff with appropriate training and resources to achieve targets and results. Identify potential partners to supplement and/or support the delivery of services for the staff and for the airport and formalize in written agreements. Participate in external organizations and committees that are tied to funding programs. When: Resources need to be secured and in place prior to the development of the ACP and then on an ongoing basis as needed. Leader: Executive Leader (See Agency Policy for a description of Executive Leader.) Partners: Leadership Team and Approving Authorities Methods: The following is a list of techniques that should be used to communicate and col- laborate with partners as part of this effort: Collaborate with Leadership Team during scheduled meetings to Evaluate goals and tools against level of resources provided and develop alternatives to achieve goals and targets given potential resource limitations or constraints.