National Academies Press: OpenBook

Collaborative Airport Capital Planning Handbook (2011)

Chapter: Chapter 2 - Collaboration and Communication

« Previous: Chapter 1 - Introduction
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Suggested Citation:"Chapter 2 - Collaboration and Communication." National Academies of Sciences, Engineering, and Medicine. 2011. Collaborative Airport Capital Planning Handbook. Washington, DC: The National Academies Press. doi: 10.17226/14542.
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Suggested Citation:"Chapter 2 - Collaboration and Communication." National Academies of Sciences, Engineering, and Medicine. 2011. Collaborative Airport Capital Planning Handbook. Washington, DC: The National Academies Press. doi: 10.17226/14542.
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Suggested Citation:"Chapter 2 - Collaboration and Communication." National Academies of Sciences, Engineering, and Medicine. 2011. Collaborative Airport Capital Planning Handbook. Washington, DC: The National Academies Press. doi: 10.17226/14542.
×
Page 9
Page 10
Suggested Citation:"Chapter 2 - Collaboration and Communication." National Academies of Sciences, Engineering, and Medicine. 2011. Collaborative Airport Capital Planning Handbook. Washington, DC: The National Academies Press. doi: 10.17226/14542.
×
Page 10
Page 11
Suggested Citation:"Chapter 2 - Collaboration and Communication." National Academies of Sciences, Engineering, and Medicine. 2011. Collaborative Airport Capital Planning Handbook. Washington, DC: The National Academies Press. doi: 10.17226/14542.
×
Page 11
Page 12
Suggested Citation:"Chapter 2 - Collaboration and Communication." National Academies of Sciences, Engineering, and Medicine. 2011. Collaborative Airport Capital Planning Handbook. Washington, DC: The National Academies Press. doi: 10.17226/14542.
×
Page 12
Page 13
Suggested Citation:"Chapter 2 - Collaboration and Communication." National Academies of Sciences, Engineering, and Medicine. 2011. Collaborative Airport Capital Planning Handbook. Washington, DC: The National Academies Press. doi: 10.17226/14542.
×
Page 13

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

Why Collaborate? Airport capital planning processes require significant sharing of information as well as an understanding of, and agreement on, priorities, methods, commitments and expected results. Communication alone is not sufficient to develop and deliver successful projects and programs in an ACP: more involved techniques like collaboration are needed. Collaboration is typically employed to solve problems, develop new understanding, and design new expected results. To be effective, collaboration needs to be set in a results-driven framework with defined targets and documented achievements. Furthermore, collaboration is important for the development of sound management practices to • Increase confidence of the participants; • Obtain buy-in from funding entities, stakeholders and the public in the ACP process; and • Create accountable and transparent reporting structure. The 5 Cs—A User’s Guide For the purposes of this Handbook, there are many subtle distinctions between communica- tion, coordination, cooperation, collaboration and consensus that require definition for a better understanding of the process. These terms are often used interchangeably and misused in a way that adds confusion to the process. Each has its own merits and limitations and each plays a role in the CACP process. An article in the publication Innovating, entitled “Collaboration vs. C-Three (Cooperation, Coordination, and Communication)” (Denise, Leo 1999), details the distinctions and importance of these concepts. Communication Communication is a process by which “people understand each other and how information is transferred in an organization.” It involves an action to express and/or exchange information (not just facts but also policies, targets, failures, etc.) from one person to another. The activity of dispensing information is the expressive part of communication. The other critical aspect is listening and understanding, or comprehensive communication. As noted in the Innovating article, For most of us, failure to speak is less critical than failure to listen. Most of us are better at pushing infor- mation out than at taking it in. (Denise, Leo 1999) Communication is informative and typically one-way. There is a transfer of information but not necessarily an exchange of ideas. This transfer is critical for establishing priorities, expectations and 7 C H A P T E R 2 Collaboration and Communication CHAPTER 2 AT-A-GLANCE This chapter includes • Benefits of collaboration, • Best practices for collaboration and communication, • Strategies for measuring collaboration, and • Institutionalizing collaboration.

process tracking. A frequently used form of communication is to issue a directive, a standard of per- formance, or a policy statement. The goals, process, roles and responsibilities, targets, and benefits are the essential components of any effective ACP and must be communicated. This can be accom- plished by in-person meetings and by electronic or hard copy documentation (memos or reports). Coordination Coordination is the process of bringing a team together to develop common goals and objectives. It begins with the assumption that there are differences in what people comprehend about a process, and that there are overlapping responsibilities, redundancy in processes, and even conflicts in goals and objectives. Coordination is the framework through which the process is clearly communicated, and otherwise competitive and contradictory processes are aligned and mutually supported. Coordination is fundamentally based on two conditions: that the people and the units know what they are to do and when they are to do it; and that they see the relationship between what they do and what the coordinated whole achieves. (Denise, Leo 1999) Coordination is the responsibility of leaders to orchestrate, managers to demonstrate and staff to accommodate. Cooperation Cooperation is a process in which a team works together to achieve mutually beneficial goals and results. Critical to gaining cooperation from a team is a shared understanding of the goals, value and benefits of the process as well as the expectations of the teams’ performance. Creating a culture of cooperation requires as much of an openness to work together on different ideas as it is about achieving high performance. Collaboration Collaboration is a dynamic process with real-time interaction between people that is iterative and evolutionary. It is not about agreement but rather about creation. It is an interactive process conducted by people, preferably in person, in which ideas can be exchanged and policies, targets, measures and metrics can be shaped and reshaped from people’s input based on their experience and knowledge. Unlike communication, it is not about exchanging information. It is about using information to create something new. Unlike coordination, collaboration seeks divergent insight and spontaneity, not structural harmony. And unlike cooperation, collaboration thrives on differences and requires the sparks of dissent. (Denise, Leo 1999) For the purposes of this framework, there are four steps to creating collaboration. 1. Define the goals, objectives and challenges. Establish a results-driven framework with achiev- able targets. 2. Define the team and clearly communicate and document their roles and responsibilities. 3. Build sufficient time into the schedule for dialog and exchange of ideas. 4. Harness the results, demonstrate what is achieved and reward success. Consensus Consensus is when an entire group reaches general agreement such that all ideas and opinions have been listened to and considered. Consensus is a successful result of communication, cooperation and collaboration. It is the process by which the majority of those involved reach an agreement on the strategy, process, policy, and results. In fact, a true test of a successful collaboration is that consensus is reached indicating that those involved in the process have attained a shared understanding of what is important and can realize its benefits. Methods of Communication and Collaboration The focus of this Handbook is to describe effective methods and strategies for communicat- ing and collaborating as the distinctions between the two are often blurred. There is significant confusion and important differences between the two that play a key role in a successful ACP. 8 Collaborative Airport Capital Planning Handbook

Collaboration is predicated on good communication but communication does not substitute for collaboration. The methods of communication and collaboration can be via written documentation, elec- tronic documentation, or direct human interaction. Technology can significantly aid in com- munication as well as facilitate collaboration but nothing substitutes for in-person interaction. It is equally important to know who needs to be engaged in a collaborative process and who needs to be informed and therefore communicated with on a regular basis. During an ACP process, communication can take various forms, including • Agency staff and project meetings; • Written policies, procedures, standards, directives, and so on; • Capital Program Management System (CPMS) software (status updates, automatic notifica- tion, data tracking, reports); • Dashboard, scorecards, and so on; • Email; • Intranet, extranet, Internet (Microsoft SharePoint sites, document control sites, blogs, list- servs, wiki); • Social and professional networking sites; • Newsletters; • Media relations programs; and • Government and community affairs plans. Collaboration can take various forms, such as through • Regularly scheduled meetings with project and leadership teams, • Teleconferencing, • Videoconferencing, • Interactive whiteboard technology (e.g., Smartboard), and • Web conferencing technology. Descriptions of the methods for both communicating and collaborating for each step in the CACP process are detailed in Chapters 4 through 6. A summary of recommended methods of communication and collaboration is included in Figure 2 as a quick reference guide. The best practices regarding collaboration and communication were primarily found in the literature from the healthcare, higher education and transportation industries. A few examples of notable findings are as follows: Best Practices for Collaboration • Set expectations for results, products and levels of collaboration with clear measures to mark progress. • Apply technology tools to create interactive shared workspaces when needed to synchronously connect people in different locations. • Create a safe environment for all to listen to different opinions and share ideas. • Document decision-making processes that describe how ideas are shared and consensus is reached. • Establish a platform for all to report on mistakes and failures in a safe, non-punishment envi- ronment where creative solutions can be offered. Best Practices for Communication • Conduct productive meetings by being clear on meeting objectives, providing ample notice, setting an agenda with designated participants, and clearly documenting accomplishments, actions and next steps. Collaboration and Communication 9

10 Collaborative Airport Capital Planning Handbook Stage Step Frequency Results Agency Policy Annually Accountability Organization Annually Accountability Resources Annually Accountability Management Monthly Accountability ACP Policy Annually Transparency and Accountability Financial Planning and Management Annually Transparency and Accountability Capital Planning and Management Annually Transparency and Accountability Capital Programming Annually Accountability Airport Capital Plan Annually Transparency Project Planning and Definition When completed Accountability Design As needed Accountability Construction Weekly Accountability Project Closeout and Evaluation When completed Accountability Operation Annually Accountability Performance Management Monthly Transparency and Accountability Evaluation Annual/As needed Transparency and Accountability Meeting and Reporting Monthly Transparency and Accountability Motivations Annual/As needed Transparency Method O ve rs ig ht Collaboration Method Communication D ev el op m en t Im pl em en ta tio n Le a de rs hi p/ Po lic y Symbols Hard Copy Documentation Electronic Documentation Dynamic Meetings Informative Meetings Figure 2. Recommendations for communication and collaboration.

Collaboration and Communication 11 Case Study 1: Methods of Collaboration The Columbus*Stat Program formalized collaboration among key managers to be accountable, transparent and flexible in managing their programs and to allow for change and innovation. It main- tains a commitment to regularly communicate results of progress, success, failures and improvements to the mayor and his top aides. The program began with a half-day workshop involving department managers to collaboratively develop a mission statement and measures to accomplish that mis- sion. The development of those measures became more accurate and useful due to the dynamic and interactive involvement of the team in the process. Once the measures were defined, each had a defined reporting frequency and man- agers were responsible for reporting on their data quarterly or monthly. The Office of Performance Management meets with managers to establish per- formance measures, with the focus on developing measures that work for the man- agers and engages managers in a collaborative process that is supportive of their needs. Internally, managers communicate performance using written briefs and perform- ance dashboards. They collaborate on results in staff meetings and at regular Columbus*Stat panel review meetings. The City of Columbus, Ohio, attributes its success to the decision made by leader- ship to formally engage managers and their staff in the process, thereby demysti- fying the process and accelerating buy-in from managers and staff. The philosophy was that in order for the performance measurement to be meaningful, leadership needed to engage the people who work in the departments to develop the met- rics. From the beginning, ground rules were established requiring that metrics be directly related to the mission and communicated to the public regularly. For exam- ple, if the mission identifies a customer-focused service, then that metric will demonstrate how the customers will benefit from that service. Critical Success Factors • Provides leaders and managers with the information they need to track perfor- mance, document success and identify opportunities for improvement. • Collaboration requires strong leadership, designation of key departments with clear roles and responsibilities, established targets and results defined and reviewed regularly, and forum for regular review, monitoring and reporting on progress. • Since its inception in January of 2006, the City has 100% of the departments actively participating in Columbus*Stat, involving over 600 metrics for 150 programs. • Provide status updates in writing and present findings to appropriate parties according to a designated schedule and discuss at regularly scheduled meetings. • Develop multiple mediums for communicating on a regular basis: newsletters (hard copy and electronic), bulletins, staff meeting updates, published progress reports, email blasts, and so on.

Measuring Collaboration So how does an agency know that it has been successful in collaborating? Using a measure- ment system to determine the level of collaboration between internal stakeholders provides a quantitative metric to demonstrate success. Once an environment of collaboration is created, the greatest challenge is then to develop a system to institutionalize collaboration within the agency that holds its staff and leaders account- able. To do that, it is critical that “collaboration” be measured and documented. Measures of collaboration can be applied to both personnel and an entire organization. In his article entitled “Measuring Collaboration Among Grant Partners,” Bruce Frey, from the Univer- sity of Kansas, conducted significant research on collaboration and developed a collaboration measuring technique for secondary education grant programs among partners. This article described the importance of measuring collaboration for soliciting funding entities and for sus- taining innovative programs in the future. This collaboration measurement scale has been adapted for measuring collaboration between internal stakeholders in the ACP process (see sam- ple forms on pages D2 through D4 of Appendix D). These forms can be used annually, or at key milestones or deliverables depending upon the complexity of the ACP. It is intended to be used by each Leader and Partner identified in each step of the CACP process (see Chapters 4 though 6). As important as it is to use this evaluation form to rate collaboration within an organization, it is even more essential that this rating be incorporated into individual staff goals and performance evaluations and subsequently used as the basis for rewards and/or penalties. Institutionalizing Collaboration The process to establish a culture of collaboration and to institutionalize it begins with lead- ership. Leaders must clearly communicate that collaboration is expected. Leaders must demon- strate the importance and value of collaboration by illustrating its benefits and recognizing those who participate. Leaders establish a platform for collaboration by • Convening regularly scheduled meetings and encouraging the sharing of ideas; • Defining and requiring regular, transparent reporting; • Holding managers accountable for communicating open and honest information; • Setting standards for achieving targets and performance objectives; and • Measuring and celebrating successful collaboration. Leaders ultimately hold managers accountable to collaborate, and, as described in this Hand- book, to deliver a collaborative ACP process that is transparent and honest. Leaders change on a regular basis, and, in the absence of a collaborative director or Executive Leader, the internal department managers become the leaders who must work together and hold their staff and supervisors accountable to develop, manage and deliver an ACP in a collaborative manner. Regardless of where the expectation of collaboration originates, what is most important is that the value of the CACP process is clearly understood and the methods and processes to develop and implement it begin to happen in earnest. Collaboration can also be forced onto an agency by external stakeholders demanding more accountability and transparency. Those external stakeholders can be agencies such as the FAA or TSA, tenants, or the general public, which includes neighbors and advocacy/community groups. Once the imperative to be more accountable and transparent is effectively communi- cated, then the process to collaborate becomes institutionalized. Then it is more likely that there will be investment in the resources to facilitate the process. The more managers become collab- 12 Collaborative Airport Capital Planning Handbook

orative and communicative, the more likely those managers will be chosen for their leadership and management skills, further institutionalizing collaboration. Since leaders change on a regular basis, it is important for an organization to establish a lead- ership structure composed of people who can sustain a culture of collaboration and can help institutionalize the process. An institutionalized culture of collaboration allows for a standard set of expectations to be defined and a framework for new leaders and managers to emerge. Indicators of Successful Collaboration As stated, collaboration must begin with leadership. Leaders must set an example though their own commitment and demonstrated actions. They must set expectations for their staff and set standards of performance for managers to follow. A collaborative agency is able to increase accountability and transparency internally and externally, which is essential for organizational buy-in and increased confidence by various stakeholders to lend funding and support. Benefits that can be realized from successful collaboration are as follows: • More resources available for funding projects/programs, staff training, new personnel, grants for innovative projects, and so on. • More opportunities for partnership provided by potential funding entities, granting agencies, and so on. • Higher quality proposals received from qualified consultants and better bids received from contractors. • More interest in competing for space in a facility by existing and new tenants. • Increase in passenger traffic and higher revenues realized from expanded patronage. • Improved relationships with the community and elected officials (more opportunity for joint sponsorships/events and speaking engagements). • Increase in awards and recognition by peers in the industry as well as in trade organizations, transportation agencies, and so on. The more successful the CACP process, the higher the demand to share best practices and lessons learned. Tak- ing the time and opportunity to regularly reach out to and engage the industry and broader audiences to share expe- riences of successful collaboration is critical to the contin- ued growth of an agency and innovation. Additional Resources Denise, Leo, “Collaboration vs. C-Three (Cooperation, Coordination, and Communication).” Innovating, Vol. 7, No. 3 (Spring 1999) pp. 25–35. Frey, B. B. et al., “Measuring Collaboration Among Grant Partners.” American Journal of Evaluation, Vol. 27, No. 3 (September 2006) pp. 383–392. Frey, B. B. et al., “Measuring Change in Collaboration Among School Safety Partners.” Persistently Safe Schools: The National Conference of the Hamilton Fish Institute on School and Community Violence, 2004, pp. 63–72. Wegner, Phil and E. Fort, Facilitating Government-Wide Collaboration and Knowledge Management: The MAX Federal Community. Office of Management and Budget (OMB) / Budget Formulation and Execution Line of Business (BFELoB) (July 22, 2009). Collaboration and Communication 13 CHAPTER 2 SUMMARY The following topics were covered in this chapter: • Definitions of the 5 C’s, • Collaboration and communication techniques, • Measurement and indicators of successful collaboration, • Process to institutionalize collaboration, and • Best practices for communication and collaboration.

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TRB’s Airport Cooperative Research Program (ACRP) Report 49: Collaborative Airport Capital Planning Handbook provides guidance to those in the airport community who have responsibility for, and a stake in, developing, financing, managing, and overseeing an airport capital plan and the individual projects included in it.

The handbook provides guidance on appropriate performers for each task in the collaborative planning process, and defines and describes the different ways to communicate to help ensure effective exchanges between internal and external stakeholders.

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