Collaborative Airport Capital Planning Handbook (2011) / Chapter Skim
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Pages 57-65
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From page 57... ...
Performance metrics are both qualitative and quantitative. The quality of metrics and the ability to report on results will be a function of the reliability and dependability of the data for the performance metrics created.
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The organization needs to be empowered to participate openly and honestly in reporting results, and to work cooperatively and collaboratively to reach consensus throughout the CACP process. Fundamental to the effective oversight of the CACP process is the ability to establish successful collaboration.
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• Refine and revise performance metrics and targets. When: Performance should be actively managed and tracked on a monthly basis during regularly scheduled meetings to review the progress of the CACP process.
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See page C-18 in Appendix C Products: The following is a list of written documents, processes, data, events, and/or other benefits that will be produced as part of this effort: • Identification of performance metrics and targets for use in monitoring CACP process staff and process performance.
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It allows SFO to consider and evaluate new project requests during the fiscal year. This also enables SFO to reallocate funds from any project that cannot be, or is not being, implemented for another project that may need the funding or to fund a new project that was not anticipated.
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3. Satisfied, motivated staff dedicated to executing the CACP process.
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Compelling Practice #14 Progress Reports PANYNJ has two comprehensive reporting mechanisms that aid them in monitoring and tracking the ACP. In support of managing design projects for the Aviation Department, the Engineering Department uses Open Text Corporation's LiveLink to generate the quarterly "Present and Planned Workload" report that breaks down the work underway by discipline so that it can be aggregated by project to assess whether projects are meeting their scheduled completion dates and whether scheduled construction awards are on track.
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Partners: Leadership Team, CMT and the Technical Department Methods: The following is a list of techniques that should be used to communicate and collaborate with Partners as part of this effort: • Collaborate with the Partners annually on – Team member performance as acknowledged by the Leadership Team, the CMT and the Technical Department for successes, progress made in achieving targets and performance metrics that meet expectations in formal settings within the organization. – Nominations of staff by Leadership Team and/or CMT for recognition awards in the agency or the industry.
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Checks and Balances: Oversight 65 Products: The following is a list of written documents, processes, data, events, and/or other benefits that will be produced as part of this effort (see Appendix C for Model Documents and Appendix D for Sample Forms) : • Presentations by staff at Board or Commission meetings, conferences or at industry events.
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