Click for next page ( 58


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 57
CHAPTER 6 Checks and Balances: Oversight The final component of the CACP process is Checks CHAPTER 6 AT-A-GLANCE and Balances. The purpose of the Checks and Balances This chapter includes component is to formalize a process for Oversight, thereby Establishing a management culture of trans- establishing a culture of transparency and accountability parency and accountability; and institutionalizing collaboration within the Agency. Monitoring goals, process and people; Oversight is the responsibility of the Executive Leader, the Implementing productive evaluation strategies; Leadership Team and the CMT so that focus is retained at Meeting regularly to report on progress; all levels through Motivating staff to succeed; and Recognizing performance and innovation. Maintaining continued involvement. Establishing regular review and improving processes. Keeping informed of targets, progress and achievements Documenting and communicating success in performance metrics, delivery of services and performance of staff in delivering results. The principles of flexibility, accountability, collaboration and transparency are tested and real- ized during oversight. Diligent performance review of the organization, people, processes, proj- ects, and collaboration is critically important in the oversight process. Monitoring and evaluation are predicated on the availability of meaningful and reliable data. Performance metrics are both qualitative and quantitative. The quality of metrics and the ability to report on results will be a function of the reliability and dependability of the data for the performance metrics created. Evi- dence of successful oversight is an organization that is innovative. It is important to remain flexible in developing and evaluating performance metrics. Metrics are not static: they are dynamic and should change as the organization evolves. Major Elements in Oversight Oversight has four major elements, which are by definition interactive and dynamic. To be successful, oversight needs to operate in a collaborative environment that reaches consensus around key milestones, deliverables and results. The four elements are: 1. Establishment of an approach for performance management to support monitoring the process and the performance of people, products and projects. 2. Continual evaluation of the process and performance in a collaborative environment where participants share information and explore new and alternative ways to accommodate change or improve performance. 3. Dedication to a regular meeting and reporting structure to maximize results as well as to communicate progress to all stakeholders, thereby increasing confidence and engagement in the process. 57

OCR for page 57
58 Collaborative Airport Capital Planning Handbook 4. Commitment to rewarding success as often as is needed to retain the confidence and partic- ipation of key players and to continue to provide sufficient motivation to sustain, improve and institute a successful CACP process. One critical aspect of oversight is the role that Leadership plays in setting the example and cre- ating a culture that Manages expectations of performance. Fosters a positive environment to share information. Develops new ideas and processes to innovate and improve performance. Rewards success and collaboration. Recognizing and managing shortfalls or failure to reach targets and goals in a positive environ- ment is as important as recognizing and celebrating successful completion of goals, targets and results. Approving Authorities need to be confident that the information provided is real and viable. The organization needs to be empowered to participate openly and honestly in reporting results, and to work cooperatively and collaboratively to reach consensus throughout the CACP process. Fundamental to the effective oversight of the CACP process is the ability to establish success- ful collaboration. Collaboration by definition involves the active engagement of a select group of people (Executive Leaders, Leadership Team, CMT and managers from key departments) to Develop and evolve the process. Exchange ideas on solutions to problems and challenges. Identify new opportunities to improve and/or optimize the process. Maximize opportunities to deliver quality projects on time and within budget. Foster innovation and change. Empower staff and enhance staff performance. A few techniques that can be used to institutionalize and sustain collaboration in an ACP process and improve accountability and transparency include Formal agreements and partnerships that document expectations, roles and responsibili- ties to achieve agreed-upon goals, targets and results to all parties involved. These agree- ments need to codify a commitment to a process that engages people to meet regularly to review progress and resolve problems or conflicts. (See Case Study 2 on Institutionalizing Collaboration.) A written document or manual that identifies key players and describes the roles and respon- sibilities of each and the process by which consensus can be reached to develop the ACP pol- icy, procedures, and guidelines. This should be included as part of the ACP for stakeholders to clearly understand the expectations and identify responsible parties. (See Figures 3 and 4.) Annual reviews of staff performance that document staff roles in the process. Reviews provide both a written process that actively engages key players in a dialogue of what worked well, what needs improvement, new ideas to enhance the process and performance, and opportunities for change and innovation. Reviews also offer a critical perspective by those involved and a feed- back loop to effect better management of the process. Successful collaboration is realized when Staff is highly motivated and actively engaged in regular meetings and in public forums. The ACP delivers a dependable and reliable scope, cost and schedule estimates for all projects. The ACP process yields innovative solutions in a fiscally constrained environment. The airport delivers high quality and dependable projects, operations and services. Customers are satisfied and there is increased demand to use the airport.