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 59
Checks and Balances: Oversight 59 Performance Management Goals: The goals of the first element of Oversight are to 1. Establish a set of qualitative and quantitative performance metrics for monitoring the CACP process. 2. Integrate metrics into the organization's review and evaluation processes. 3. Establish target levels of performance for each metric. 4. Deliver a CACP process on time with realistic targets and financial projections. Actions: The following is a list of actions, activities or tasks that should be completed as part of this effort: · Establish performance metrics to use for monitoring the CACP process. These should include measures of staff performance, as well as measures of the overall process. · Define protocols for measuring performance, including approaches for collecting data and calculating metrics. · Define performance metric and calculation procedures in writing. · Relate metrics to the organization's goals and targets. · Determine appropriate targets for each identified metric. · Measure performance. · Communicate performance results in a collaborative environment. · Refine and revise performance metrics and targets. When: Performance should be actively managed and tracked on a monthly basis during reg- ularly scheduled meetings to review the progress of the CACP process. Performance metrics should be revisited, refined and revised as is necessary with lessons learned and new data on an annual basis. Leader: CMT (See Step 2 of the Development phase for a description of a Finance Department, Step 3 of the Development phase for a description of a Lead Technical Department and Step 5 of the Implementation phase for a description of O&M Department.) Partner: Lead Technical Department Methods: The following is a list of techniques that should be used to communicate and col- laborate with Partners as part of performance management: · Collaborate with Technical Department at regularly scheduled meetings regarding The progress of projects, process and staff performance to meet targets and objectives. Performance metric results and targets achieved to be communicated through regularly scheduled meetings described below. Information on staff performance to be incorporated into the organization's staff review and appraisal process. Progress toward targets to be reviewed regularly in a formal setting where input on progress and actions to address changes can be made. · Communicate to Leadership Team at regularly scheduled meetings on Results on milestones and targets achieved, changes made and anticipated results and progress toward achieving goals and results. Sample Performance Metrics: The following is a brief list of types of performance metrics that may be established for monitoring the CACP process, depending on resources and availability of data: · Schedule adherence. · Budget adherence.
OCR for page 60
60 Collaborative Airport Capital Planning Handbook · Extent of work accomplishments. · Degree to which ACP complies with program constraints. · Quality, efficiency and responsiveness of staff work. The following approaches may be used to measure performance of the CACP process: · Financial analysis of the ACP. · Queries from supporting databases and tools (see Chapter 7). · Monthly reports. · Performance appraisals of staff. An example of good performance measures was provided by BCAD. See page C-18 in Appendix C. Products: The following is a list of written documents, processes, data, events, and/or other benefits that will be produced as part of this effort: · Identification of performance metrics and targets for use in monitoring CACP process staff and process performance. · Measurement of performance on an ongoing basis. · Monthly performance reviews. · Periodic reviews of metrics and targets. Results: The following are the results an agency can expect in terms of targets achieved, ben- efits realized and value added when an agency follows the recommended effort outlined above: 1. Quantified results of staff and process performance in developing the ACP. 2. A transparent process that documents and celebrates success, and makes adjustments to improve the process and performance. 3. Accountable managers and increased motivation by staff to participate in process. Case Study 4: Implementing Performance Management The City of Columbus developed the Columbus*Stat program to formalize a collaborative performance measurement for account- able and transparent budgeting in multiple departments. Perfor- mance management was viewed as a critical process to guide investment decisions and improve accountability in performance. The focus of the program is to · Carefully define and refine measures. · Gather appropriate and relevant data. · Report on data according to a set schedule. · Train staff to manage the process. · Address any change efficiently within the review processes. The main concern is to track the right measures, as data overload is always a risk. Therefore, analysts stay focused on working with each department to exam- ine the measures and identify new measures based on operational and strategic initiatives. The process is fluid and measures are refined, added and deleted largely based on the collaboration with the departments to achieve the Covenant goals.