Click for next page ( 6

The National Academies | 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 5
Introduction 5 Prudent management of facilities and investments can reduce future operating costs, help avoid higher replacement costs, and minimize unexpected infrastructure crises. A more systematic approach to multi-year financial and capital planning can benefit the air- port by improving the basis for intergovernmental cooperation and decision making by increasing opportunities for lower financing costs and by improving access to state and fed- eral aid programs. A sound management structure with accountable and transparent processes and results increases the confidence of funding entities, stakeholders and the traveling public. Well-trained and motivated staff will have ownership in the process, pride in their products and recognition in the community. The agency will become an innovative leader in the industry and the community. What Is the Value of Collaborative Leadership? For collaboration to be effective, the Executive Leader must set the direction, set the tone, and lead by example. It is equally important for the Executive Leader to provide the resources for, and to create an expectation of, collaboration among the departments. The managers and task leaders in each department are leaders within their own departments and share the responsibil- ity of managing resources and collaborating with each other. An Executive Leader's commitment to collaboration in partnership with the department managers and leaders can provide the fol- lowing in an organization: An open and honest environment where accurate data is maintained, reliable reports are gen- erated, information and resources are shared, and work toward creative solutions occurs on a regular basis. A team committed to collaboration because it enjoys working together to innovate, find the best solution and take pride in the work and outcomes. A team that understands that solutions generated in a collaborative environment are more comprehensively analyzed and vetted. A team that with its performance is able to demonstrate the value and benefits of collabora- tion to the agency, its stakeholders and customers. Sustaining Collaboration Is the Challenge The challenge for this Handbook is to develop a CACP process that agencies can institution- alize in order to sustain it through changes in leadership or political and external influences. Therefore, a critical goal of the Handbook is to illustrate how a collaborative process can be real- ized and measured to demonstrate the value and benefits that are derived from collaborating to decision makers, operators, and stakeholders. Inherent in a collaborative process is a commit- ment by leadership to create a transparent and accountable organization, thereby increasing confidence in the process, empowering staff to save time and money and delivering reliable, high-quality, cost-effective projects and services to the traveling public. To that end, this Hand- book will endeavor to illustrate the steps and methods that an agency can employ to achieve an institutionalized, sustainable CACP process. How to Use the Handbook This Handbook is divided into seven chapters to guide airports of various sizes, composition, and governance in the development, implementation and oversight of a Collaborative Airport Capital Plan.

OCR for page 5
6 Collaborative Airport Capital Planning Handbook Chapter 1 provides an introduction and describes the purpose of this Handbook and the value of a CACP process. Chapter 2 (Collaboration and Communication) describes the distinctions between collabo- ration and communication and the measures and indicators of successful collaboration. Chapter 3 (The CACP Process) provides a detailed overview of the various components of the CACP process (the inputs, outputs and feedback loop), the CACP process itself, and the CACP process participants. Chapter 4 (The Foundation: Leadership) describes the role of leadership in a CACP process in terms of policy, organization, resources and management. Chapter 5 (The Nuts and Bolts: Development and Implementation) details critical steps in the development and implementation of the CACP process. Chapter 6 (The Checks and Balances: Oversight) offers techniques for overseeing and managing a CACP process, including important elements of evaluations and motivations. Chapter 7 (Tools and Technology) identifies methods and offers suggestions for tools and technology used to facilitate a CACP process. More importantly, this Handbook provides a detailed guide to the steps, goals, actions, par- ticipants, methods, products and results associated with each phase in a CACP process. It also contains sample forms and model documents on various processes discussed in Chapters 4 through 6 along with a bibliography and a glossary of terms, abbreviations, and acronyms. The intent of this Handbook is to introduce airports to the fundamentals of the ACP process and guide airports in developing a collaborative framework for the successful development and execution of an ACP.