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Checks and Balances: Oversight 61 Through this iterative process with formal reporting and monitoring in place, the Columbus*Stat Panel is able to receive data on conditions and performance, reshape programs, priorities and resource allocations among projects, and improve accountability and service delivery to consumers. Critical Success Factors: · Develop relevant measures that are tied to mission, goals and objectives so as not to waste time and money collecting unnecessary data. · Set reasonable performance targets in advance to motivate departments to deliver service improvements. · Report accurate and timely data and regularly provide useful information for managers. · Train managers to understand how to learn new ways to use data, measures, com- municate and report so that performance data will be used to inform decisions. Evaluation Goals: The goals of the second element of Oversight are to Compelling Practice #12 Managing Schedule 1. Create a collaborative platform and schedule to improve theprocess,projectsandperformanceof the CACP process. PANYNJ has found that tracking project schedules 2. Identify alternative strategies (metrics, funding or staffing) and completions closely has been effective in imple- necessary to achieve results. menting the ACP. The more projects that can be 3. Develop a set of performance evaluations for both man- completed and the assets subsequently retired, the agers and leaders involved in the process. more assets for which rates and charges can be col- 4. Manage change in scope, schedule and budget through a lected, and the more revenue that can be generated. collaborative and scheduled review and reporting process. 5. Identify and sustain best practices. Actions: The following is a list of actions, activities or tasks that should be completed as part of this effort: · Review goals against targeted performance metrics and make necessary adjustments to process as necessary. · Refine actions, targets and schedules based on perfor- mance metrics. · Compelling Practice #13 Report on progress according to established schedules. · ACP Process Evaluation Review lessons learned and replicate best practices. · Secure additional resources if necessary. San Francisco International Airport (SFO) has work- · Utilize feedback from performance evaluations to make ing groups that conduct a mid-year review of the necessary adjustments in staffing, definition of roles and ACP to identify issues early. It allows SFO to con- responsibilities and the process as necessary. sider and evaluate new project requests during the fiscal year. This also enables SFO to reallocate funds When: Review of projects' scope, cost and schedule, evalu- from any project that cannot be, or is not being, ation of targets against goals, and adjustments due to changes implemented for another project that may need should take place during monthly meetings. The perfor- the funding or to fund a new project that was not mance of the ACP process, people and projects should be anticipated. evaluated annually incorporating lessons learned and dupli- cating best practices.