National Academies Press: OpenBook

Collaborative Airport Capital Planning Handbook (2011)

Chapter: Appendix C - Model Documents

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Suggested Citation:"Appendix C - Model Documents." 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:"Appendix C - Model Documents." 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:"Appendix C - Model Documents." 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:"Appendix C - Model Documents." 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:"Appendix C - Model Documents." 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:"Appendix C - Model Documents." 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:"Appendix C - Model Documents." 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:"Appendix C - Model Documents." 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:"Appendix C - Model Documents." 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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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.

C-2 The Columbus Covenant C-3 Massachusetts Port Authority: Capital Programming Calendar C-4 Broward Aviation CIP Process: Proposed Roles & Responsibilities Map C-5 City of Phoenix: Project Planning Process Flowchart C-6 City of Phoenix: Annual CIP Budget Process C-7 City of Phoenix: CIP Project Impacts on Operating Budget C-8 Broward County Aviation Department: Business Case C-14 City of Phoenix: CIP Priority Ranking Worksheet C-15 Massachusetts Port Authority: Construction Closeout Checklist C-16 Massachusetts Port Authority: Construction Closeout Flowchart C-17 City of Phoenix: CIP Project Change Request Flow C-18 Broward County Aviation Department: Airport Development Performance Measures C-1 A P P E N D I X C Model Documents

C-2 Collaborative Airport Capital Planning Handbook The Columbus Covenant Vision: To be the best city in the nation in which to live, work, and raise a family Mission: To provide leadership that will inspire: high standards of excellence in the delivery of city services; a spirit of cooperation, pride and responsibility to achieve strong, safe and healthy neighborhoods; and, a shared economic prosperity and enhanced quality of life. We undertake this mission believing and knowing that we can make a difference for future generations. Principles of Progress: Prepare our city for the next generation Promote a diverse and vibrant economy that offers everyone an opportunity to share in our prosperity Deliver measurable, quality public services and results to our residents Advance our neighborhoods Challenge ourselves to realize our city’s promise and potential Goals: Customer Service: provide quality and efficient service delivery to customers using “best practices” Neighborhoods: engage and promote strong, distinct, and vibrant neighborhoods Safety: enhance the delivery of safety services Economic Development and Technology: provide an atmosphere that promotes job creation and economic growth in existing and emerging industries Education: encourage and promote participation in learning opportunities Downtown Development: develop a vibrant and thriving downtown that is recognized as an asset for the region Peak Performance: invest in all city employees and develop systems that support a high-performing city government Signed on September 25th, 2000 Michael B. Coleman Doug Moore, Local 1632 Kevin L. Boyce Janet E. Jackson Michael C. Mentel Maryellen O’Shaughnessy Mitchell J. Brown John R. Doutt Joel S. Taylor Jesse R. Jones Barbara McGrath Chester C. Christie Melinda Carter Hugh J. Dorrian Matthew D. Habash Richard W. Sensenbrenner Charleta B. Tavares Wayne A. Roberts G. Hannah Dillard William C. Myers Jennifer L. Knight, FOP Mark Barbash Mike Vance, CMAGE John Ferner, IAFF Linda Page James L. Stowe City of Columbus Michael B. Coleman, Mayor

Model Documents C-3 FIGURE 2-2 MASSACHUSETTS PORT AUTHORITY Capital Programming Calendar Date Responsible Group Action Completed Deliverable to August Program Managers Operations Staff Engineering Staff Planning Completion of inventory of Maintenance (review most recent Annual Report of Conditions by the Trust Engineer) and Improvement/Extension needs for each program. Program Managers Operations Staff Engineering Staff Department Directors August CEO/Executive Director Senior Staff Reaffirm Authority-wide Strategic Plan Goals and Objectives. Issue policy direction for program. All Staff September Program Managers Budget Unit Distribute memo of instruction with calendar for program targets, and program proposals. Department Directors October Program Managers Operations Staff Engineering Staff Meetings to review the status of projects in existing Capital Program and update program accordingly. Budget Unit Program Managers Engineering Staff Operations Staff November Program Managers Operations Staff Engineering Staff Identification and evaluation of a range of solutions and selection of best alternatives to meet needs. Documentation of proposed projects on Project Prospectus Forms and assignment of project code. Program Managers Operations Staff November-January Program Managers Operations Staff Engineering Staff Review of maintenance portion of proposed operating budget with proposed Capital Maintenance Reserve projects for consistency. Program Managers Operations Staff November-January Program Managers Operations Staff Engineering Staff Prioritization of Maintenance Reserve projects within each program and capital equipment requests exceeding $100K. Evaluation of tradeoffs between programs and establishment of the proposed MR Capital Budget. Deliver to Budget Unit with cash flow projections. Program Managers Operations Staff Budget Unit Department Directors November-January Program Managers Operations Staff Engineering Staff Prioritization of I&E projects within each program. Evaluation of tradeoffs between programs and establishment of proposed I&E Capital Budget. Delivery to Budget Unit with cash flow projections. Program Managers Operations Staff Budget Unit Department Directors January Budget Unit Set next year's deposit to MR Fund. Set transfer to Capital Budget Account by June Board. CEO/Executive Director Secretary-Treasurer January Budget Unit Senior Staff Operations Staff Program Managers Evaluation of proposed program and tradeoffs between programs and finalization of the Annual Capital Program. CEO/Executive Director February CEO/Executive Director Presentation and approval of Capital Program. Members of the Board After February Approval Capital Programs Distribution and implementation of the new Capital Program. CEO/Executive Director All Staff

CFO/Finance Division Business Analyst (New BCAD Position) CIP Review & Approval Committee (BCAD Deputy Directors & Division Managers) CIP Project Lead (BCAD Manager or designated staff) CIP Project Sponsor (BCAD Division Manager or above) CIP Program Office KEY PROCESS OUTPUTS BCAD Executive Staff 1a Develop Annual CIP Planning Strategic Guidance 3 CIP Proposal Review & Approval 7 Communicate, Revise & Complete CIP Plan 5 CIP Business Case Review & Selection of Projects for Implementation 6 Complete CIP Plan for Final BCAD Approval 4 CIP Business Case Development 8 CIP Project Management & Reporting 2 CIP Proposal Development 1.2a Gather input, develop document, & distribute to CIP “players” 2.2 Develop CIP project proposals using standard template 7.1 Coordinate External Stakeholder review meetings & plan adjustments 8.1 Coordinate reporting on all CIP projects 6.1 Coordinate creation of Final CIP Plan Package 3.2 Gather, review, prepare CIP Proposal Package & distribute 5.2 Gather, review, prepare CIP Business Case Package & distribute 4.1 Assign Business Analyst resources for Business Case support 2.1 Generate Potential CIP project list & assign for proposal development 2.3 Coordinate proposal submissions & provide support 1.4a Review CIP Guidance with staff 4.4 Oversee development & sign-off on final Business Case for submission3.1 Submit project proposals on time & answer questions/make revisions 8.2 Report on CIP projects & provide warning on potential change requests 6.2 Respond to any final adjustment requests 7.3 Respond to any final adjustment requests 5.1 Submit Business Case on time & answer questions/ make revisions 1.1a Meet & share ideas and input for CIP Guidance 4.2 Lead Business Case development project 3.3 Conduct meeting to review all proposals & make GO/NO GO decisions & communicate 5.3 Conduct meeting to review all Business Cases & make GO/ NO GO decisions & communicate 6.2 Make adjustments to Final CIP Plan based on budget considerations 7.3 Make adjustments to Final CIP Plan based on external stakeholder considerations 8.3 Review change requests & emergency CIP project needs 2.3 Provide technical CIP proposal support as requested 4.3 Provide technical support for assigned Business Cases 4.4 Initiate development of CIP Budget (Annual & Updated 5 Year) 5.4 Review approved projects and create recommended CIP Budget 6.1 Present Recommended Final CIP Budget 1.3a Review and approve CIP Guidance Document 6.3 Make Final Decisions on CIP Plan & Budget 8.4 Respond to changes & funding issues 7.2 Present CIP Plan to External Stakeholders & capture feedback UPDATE ANNUAL CIP GUIDANCE DOCUMENT FINAL CIP PLAN WITH STAKEHOLDER SUPPORT FOR DEPLOYMENT CONTINUOUSLY UPDATED CIP PLAN & PROCESS FINAL CIP PLAN & BUDGEET (ANNUAL & 5 Year Update) APPROVE CIP PROJECTS FOR BUDGETING COMPLETE, & RESPONSIVE CIP BUSINESS CASES CIP PROPOSALS APPROVED FOR BUSINESS CASE DEVELOPMENT COMPLETE, ACCURATE & RESPONSIVE CIP PROPOSALS Roles Macro Steps O ctober 15th January 10th F ebruary 10th 1b CIP Project Revalidation Process Tollgate #1 Tollgate #2 Tollgate #3 1.6b CIP Program Office will plug approved/revalidated projects into a matrix that will form the baseline for the new CIP Planning cycle 1.4b CIP Program Office will gather revalidation projects and review 1.3b Project Sponsor will submit approved Revalidation forms to the CIP Program Office 1.1b CIP Program Office will issue instructions and timelines for CIP process revalidation 1.2b Project Lead will complete a Statement of Need – Revalidation form for each project that adheres to the Revalidation Process 1.5b The CIP Review Committee and Exec. Staff will review the package and meet to review/approve the Revalidated projects. REVIEWED & APPROVED REVALIDATED PROJECT LISTS FOR NEW CIP PLANNING CYCLE July 15th S eptem ber 15th F ebruary 27th (OM B) M arch 15th (AAAC Subm ittal) A pril 15th (AAAC Presentation) M ay 30th (AAAC Approval) June 15th (OM B) Tollgate #0

Sessions may include Meeting Facilitator (CMD PM), DCS, Estimator, OD, Scheduler, assigned Budget Analyst, & other Stakeholders identified by the Steering Committee New Project Request (NPR) entered into Skire by OD & sent to CMD CMD Program Manager approves or refers project to CMD PM for further research CMD DAD will determine if the project will appear on the CIP Steering Committee Agenda Cl a rif y – CM D w o rk s w /O D to re so lv e is su e s R e fe rs fo r m o re in fo CMD Sec III enters approved project request on CIP Steering Committee Agenda CIP Steering Committee reviews new/edited project requests monthly. Hold Decline Approve Approve w/ MOD 1) Policy issue – must go to Exec Team for consideration. -- or -- 2) Project request goes back to OD for changes. Project request is terminated. No further action is required. Project request is approved to enter scoping phase or to be sent to Exec Team for review. Project request is approved to enter scoping phase or to be sent to Exec Team with some modifications CMD Program Manager assigns CMD PM to coordinate scoping sessions. A p p r o v e d A p p r o v e d G:\CMD\CAPITAL MANAGEMENT DIVISION\FLOWCHARTS\CIP PROCESS.VSD CMD PM conducts scoping sessions. Discussions to include, but are not limited to, interrelationships, scope, objectives, identifying risk, “need” date, blackout dates, anticipated soft costs, BCA, ROI, probable funding sources, NEPA and environmental issues Staff works together with stakeholders to develop schedule, scope & budget Project goes to CIP Liaison group for ranking Project/report goes back to CIP Steering Committee for consideration Hold Decline Approve Approve w/ MOD Project goes back to OD via CMD. OD will decide to 1) terminate project or 2) resubmit at a later date. Project request is terminated. No further action is required. Project will be submitted to the Executive Team for approval. Project will be submitted to the Executive Team for approval with some modifications NO YES YES w/ Mod Exec Team denies project. CMD will notify the CIP Steering Committee & OD with explanation. Exec Team approves as is. CMD will notify the OD and will request an AV# from FMD Exec Team approves but with slight modification. CMD will notify the OD and will request an AV# from FMD. CMD Sec III will make necessary change in Skire. Scope, schedule and estimate will be reviewed by CMD PM for project impacts. FMD will assign and notify CMD of a new AV# for approved project and defined funding source. CMD Sec III updates Skire with new AV# and notifies OD, NEPA Mailbox, and CMD PM. Project goes into “Pending” B & R Approval Status Original Approval: May 30, 2008 Revised: February 17, 2010 Assign Priority Ranking Assign Priority Ranking Project moves to Planning Manager for Funding Allocation

G:\CMD\CAPITAL MANA GEMENT DI VI SION\F LO WCHARTS\CIP PROCES S.VSD July 1 st will be the last date Division s w ill be able to submit project revisions / de le tions/additions to CMD for co ns id eration for the up coming Fiscal Year . During th e month of July, the CMD Team will work wi th Division Li aisons to refine definition s and planning process. The CIP Steering Committee begins the annual review of the entire CIP Program in September and completes this process by November of each year. This review includes all documentation with scopes, schedules, and budgets. CMD Submits CIP to FMD for Financial Feasibility. The CIP Steering Committee will re vi ew the CIP Program. If ne eded, revisions will be made b ased on results of Fi n ancial Feasibility. CMD wi ll su bmit the final CIP Program to FMD. FMD submits CIP Program to B & R in January and April. CMD wi ll no tify Steering Comm itte e when the CIP bu dget is approved by City Council. C M D w i l l w o r k w i t h F M D o n f u n d i n g t h e p r o p o s e d C I P Ye ar En d Upda te to Ex ec ut iv es CIP Stee ring Co mmi tt ee Me eti ng Me et ings wi th Di vi sion Li ais on s CI P St ee ri ng Co mm ittee Me eting Meeti ng s wi th Divisi on Liai so ns CI P St ee ring Co mmi tt ee Ranki ng Me et ings CI P St eering Co mmi t tee Meet in g Me et ings wi th Division Li aiso ns CI P Li ai s on Ra nk ing Meeti ngs CM D pr epa re s dr af t CI P Quarterly Up da te to Ex ecut ive s CIP Stee ring Co mmi tt ee Me eti ng Me et ings wi th Di vi sion Li ais on s CIP Stee ring Co mmi tt ee Wo rks hop ACIP Du e to AD OT Airport Capita l Im prov em en t Pr og ra m (A CI P) du e to the FA A on No ve m ber 30 th CM D updates dr aft CI P Init ial me et ing s an d CI P fe as ib il it y wi th FM D Dr aft CIP Re vi ew ed wi th Ex ec ut ive Te am CI P St ee ri ng Co mm ittee Me eting Meeti ng s wi th Divisi on Liai so ns Fi na n ci al Man ag em en t Di v isi on (F MD) an d CMD me et to re vi ew the prop os ed CI P bu dg et CI P St eering Co mmi t tee Meet in g Me et ings wi th Division Li aiso ns Me eti ng s be tw ee n CM D an d FM D co nt inu e thro ugh ou t the m ont h Dr af t CI P revie we d wi th Ex ec utive s Quarterly Up da te to Ex ecut ive s Preli mi na ry CI P bu dg et du e to B & R CIP Stee ring Co mmi tt ee Me eti ng Me et ings wi th Di vi sion Li ais on s B & R re vi ew s t he initial dr af t of the CIP CMD revises the CI P pe r in st ruct i ons fr om FMD/ B & R. Co ns ults wi th t he Di v isi on s CI P St ee ri ng Co mm ittee Me eting Meeti ng s wi th Divisi on Liai so ns to discu ss dr aft ca rr y over li st Fe bruary 15 th – su bm it pr oj ec t lis ti ng to Ri sk Manage me nt / In su ran ce po li cy CI P St ee ring Co mmi tt ee discu sse s pro po se d ch an ge s to th e CI P CM D co nti nu es to me et wi th FM D to ma ke ne ce ssa ry ch an ge s to the CI P Ma rc h 15 th – la st da y for pr oc ur em e nt of Capi ta l a sse ts Ma rc h 15 th – Fina nc e Pu rc ha si ng bi ds over $1 0,0 00 du e Ma rc h 15 th – ca rryover s ar e du e by D ivisio ns to Ca pi tal Ma nag em en t CI P St eering Co mmi t tee Meet in g Me et ings wi th Division Li aiso ns FM D revi ew s the CI P an d su bm its ca rry-overs to B & R Dr af t fina l CIP revi ew ed wi th Ex ec ut ive s & re ce iv e ap pr ov al to su bm it to B & R Quarterly Up da te to Ex ecut ives Divisions ki ck of f pr oj ect pl an ni ng fo r upco m ing fi sca l ye ar Final CI P sub mittal to B & R by Fiscal CIP Stee ring Co mmi tt ee Me eti ng Me et ing wi th Di vis ion Li ai so ns CI P da tabas e up dated to in clude approved ca rry-ove rs Ma y 1 st – la st da y for EAS cont ra ct in g to be su bm it te d Ma y 15 th – last da y to s ubm it for requ ir em en ts co ntra ct s CI P St ee ri ng Co mm ittee Me eting Meeti ng wi th Divisi on Liai so ns Ju ne 1 st - EA S no ti ce to pr oc ee d (NTP S) du e Coun cil ad op ts the CI P CI P St eering Co mmi t tee Meet in g Me et ing wi th D ivi sio n Liai s ons AC IP Pl an ni ng Be gi ns Divi sio ns pr epa re and su bm it ne w CI P Project Reques ts to the Cap i tal Ma na ge me nt Di vi si on (P er fo rm ed thr ou gh o ut the ye ar ) 1. Di vision s can submit projec t c hange request s th roughout the year; ho we ver, there wi ll be a cut o ff da te in February in ord er to pr epare t he final CIP fo r Finan cia l Ma nagement Div ision re view. 2. Finan cia l fe asibi lit y w ill be per fo rmed thr ou g hout the y ear. Ke y dates for fe asibi lit y to be deter mi ned.

Model Documents C-7 CIP PROJECT IMPACTS ON OPERATING BUDGET CARD #: 3 -$ 171,298$ 176,193$ -$ 238,105$ 244,908$ 300$ -$ -$ -$ 28,200$ -$ -$ 22,000$ -$ -$ -$ -$ 300$ 288,305$ 244,908$ COMMODITIES CONTRACTUAL SERVICES TOTAL COMMODITIES: CAPITAL OUTLAY TOTAL CONTRACTUAL SERVICES: TOTAL CREDITS: GRAND TOTAL TOTAL LABOR REQUIREMENTS: TOTAL CAPITAL OUTLAY: INTERNAL CHARGES & CREDITS CIP AV # LABOR REQUIREMENTS Note: 07-01-2009 Total Positions Total Salaries

C-8 Collaborative Airport Capital Planning Handbook

Model Documents C-9

C-10 Collaborative Airport Capital Planning Handbook

Model Documents C-11

C-12 Collaborative Airport Capital Planning Handbook

Model Documents C-13

C-14 Collaborative Airport Capital Planning Handbook CAPITAL MANAGEMENT DIVISION OWNING DIVISION CIP PRIORITY RANKING WORKSHEET Project Number Project Name Owning Division Fund Source Instructions: Using the Project Prioritization Criteria Scoring Matrix, please score the above referenced project using one of the criteria listed. If the project can fall into other categories, please list it below and provide an explanation in the space provided. PRIORITY RANKING 100 50 30 Mandate (code compliance / TSA requirement/FAA requirement/ADOT requirement, etc) Safety (life safety/imminent health/environmental) Security (upgrade to existing systems, e.g. badging) Level of Service (project is critical to operations/customer service) Revenue Generation / Cost Reduction (project increases revenue – ROI analysis, use 5% discount factor over 5 – 10 years as required) Noise Mitigation/Community Relations Land Acquisition Asset Preservation / Maintain Existing Facilities Other Qualifying Criteria Reason Date

Model Documents C-15

Approve – Project change has been approved Page 1 CIP PROJECT CHANGE REQUEST FLOW Wednesday, July 30, 2008 OD and PM identify what type of change is needed OD submits a project change request to CMD mailbox (CIP Request AVN/AVN/PHX) CMD Database Administrator prints project change request and checks for completion; logs request in database & forwards to the CMD Program Manager for review CMD Program Manager reviews and assigns CMD PM for validation and/or research Needs research CMD PM researches supporting documentation, contacts OD & Project Manager for additional information Scope Change Schedule Change Budget Change CMD PM validates the cost increase from supporting documents (e.g., design docs, eng reports) CMD Database Administrator updates the database with the schedule change CMD PM verifies with Fiscal if the scope change impacts the funding source & if it should be considered a “new” project OD submits a new project request as required, following the CIP Project Planning Process Is cost estimating/ scheduling required Report information to Steering Committee and Executive Team CMD PM reconvenes scoping sessions with stakeholders CMD PM confers with Fiscal to find additional funding sources to support change request Estimator/scheduler work together to develop schedule & scope CMD PM prepares report for CMD Program Manager CMD Program Manager reviews for completion Is project change report complete? CMD Database Administrator makes necessary change in database. Legend OD = Owning Division PM = Project Manager MOD = Modifications CIP = Capital Improvement Program CMD = Capital Management Division CMD DAD considers each project change up to $450K. OD, Steering Committee and Executive Team will be informed of decision: Decline – Project change request is terminated Send to Steering Committee for further review Project/report change request goes to CIP Steering Committee for consideration Hold Decline Approve Approve w/ MOD OD may decide to resubmit. OD will be informed of decision Project change request is terminated. OD will be informed of decision Project change has been approved Project change has been approved with some modifications Project change request submitted to Exec Team for consideration NO YES YES w/ Mod Exec Team denies project change request. CMD will notify the CIP Steering Committee & OD Exec Team approves. CMD will notify OD & the CIP Steering Committee Exec Team approves with modifications. CMD will notify OD & the CIP Steering Committee Is project over $900K? OD and Executive Team will be informed of decision Approval Date: August 11, 2008 G:\CMD\CAPITAL MANAGEMENT DIVISION\FLOWCHARTS\CIP PROJECT CHANGE REQUEST\CIP Project Change Request Flowchart VER 2 - 06.23.08.

C-18 Collaborative Airport Capital Planning Handbook

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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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