Collaborative Airport Capital Planning Handbook (2011) / Chapter Skim
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Pages 22-31
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From page 22... ...
Knowing who the decision makers, influencers, and funding entities are helps to shape the policies and procedures for accounting and reporting on critical components of the CACP process. Furthermore, recognizing the needs and wants of the beneficiaries, partners and participants is a first step in developing a process and program that will gain the support for new initiatives, programs, and projects important to the growth of the airport.
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have dedicated departments, the Capital Programs Department and Capital Management Division, respectively, that are responsible for developing, implementing, and overseeing the ACP. Having this function centralized in one department creates ownership and accountability.
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From the results of the scoping session, the Project Manager from the CMD prepares a "Briefing Sheet" for presentation to the CIP Steering Committee. If the Steering Committee approves the project, the project will proceed to the Executive Team for review/approval.
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• Develop a system of, and environment for, open and honest communication where new ideas and different opinions can be shared by the Leadership Team and CMT with the objective of developing a consensus on the goals, processes, and results of a CACP process. • Establish a collaborative process to set priorities and evaluate trade-offs that acknowledges conflicts, provides for resolutions, and sets expectations for results among various stakeholders.
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– To obtain consensus on the mission, goals, priorities and results. • Communicate with Approving Authorities using in-person presentations – To obtain the necessary support and agreement on the vision, mission, goals and expected results aligned with resources to deliver a CACP process.
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• Establish a strong coordinating structure with a dedicated schedule for reporting, reviews and progress meetings. • Define the expected levels of service and the performance metrics aligned with goals and objectives.
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28 Collaborative Airport Capital Planning Handbook Case Study 3: Organizational Change The City of Columbus implemented Columbus* Stat to demonstrate its commitment to transforming governments to be more accountable and transparent as well as to create opportunities and incentives to effectively and efficiently manage performance and increase public involvement.
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Resources Goals: The goals of the third major area of Leadership responsibility are to 1. Identify and provide adequate resources (human, technological and financial)
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2. Empower the Leadership Team to manage the CACP process and own the process and results.
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4. Staff buy in to the CACP process and make a commitment to deliver.
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