Collaborative Airport Capital Planning Handbook (2011) / Chapter Skim
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Pages 14-21
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From page 14... ...
These performance metrics support the performance management and oversight process, including the performance of the people in charge C H A P T E R 3 The CACP Process CHAPTER 3 AT-A-GLANCE This chapter includes • Inputs to the process: resources, tools, and industry experts; • Outputs to the process: results, products, and motivations; • Feedback loop; • Responsibility matrix for participants in the process; and • Sample organization charts.
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The last tool is technology, which includes software and hardware used to facilitate the communication of information and the dynamic management of performance metrics and processes. Technology can range from simple Microsoft Word and Excel documents exchanged one at a time, to the use of sophisticated capital program management systems and collaboration software.
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The commitment by leadership to the four principles of Flexibility, Accountability, Collaboration and Transparency, must be demonstrated throughout all the components of the CACP process, with continuous oversight, adherence to meeting schedules, openness to change, commitment to solve problems in a positive manner, and diligence in managing metrics 16 Collaborative Airport Capital Planning Handbook
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• Partners: A senior manager of a department responsible and accountable for collaboration with the Leader to deliver specific results and products described in the CACP process. This individual is also responsible for developing an environment that encourages staff to communicate and collaborate, and for committing to transparent and accountable participation in the CACP process.
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Those individuals, groups of individuals, or departments internal to the airport organization that may include the executive administration, O&M, administrative, and technical departments, and any board of directors internal to the airport. For example, in the CACP process, an Internal Stakeholder may include the Leadership Team or, for more complex airports, may also include the CMT.
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Convene regular meetings to review and respond to reports on progress, budget, and schedule. Collaborate on performance metrics.
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Sample organization charts.
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These categories and the responsibility matrix can be adapted to airports of all sizes and structures. The CACP Process 21 CHAPTER 3 SUMMARY The following topics were covered in this chapter: • Framework to institutionalize collaboration, • Interrelated roles of CACP process participants, • Interactive leadership, • Continuous oversight, • Adherence to meeting schedules, • Openness to change, • Commitment to solve problems, and • Essential items of the CACP process.
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