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Suggested Citation:"Chapter 3 - Implementing ACDM." National Academies of Sciences, Engineering, and Medicine. 2021. Airport Collaborative Decision Making (ACDM) to Manage Adverse Conditions. Washington, DC: The National Academies Press. doi: 10.17226/26090.
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Suggested Citation:"Chapter 3 - Implementing ACDM." National Academies of Sciences, Engineering, and Medicine. 2021. Airport Collaborative Decision Making (ACDM) to Manage Adverse Conditions. Washington, DC: The National Academies Press. doi: 10.17226/26090.
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Suggested Citation:"Chapter 3 - Implementing ACDM." National Academies of Sciences, Engineering, and Medicine. 2021. Airport Collaborative Decision Making (ACDM) to Manage Adverse Conditions. Washington, DC: The National Academies Press. doi: 10.17226/26090.
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Suggested Citation:"Chapter 3 - Implementing ACDM." National Academies of Sciences, Engineering, and Medicine. 2021. Airport Collaborative Decision Making (ACDM) to Manage Adverse Conditions. Washington, DC: The National Academies Press. doi: 10.17226/26090.
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Suggested Citation:"Chapter 3 - Implementing ACDM." National Academies of Sciences, Engineering, and Medicine. 2021. Airport Collaborative Decision Making (ACDM) to Manage Adverse Conditions. Washington, DC: The National Academies Press. doi: 10.17226/26090.
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Suggested Citation:"Chapter 3 - Implementing ACDM." National Academies of Sciences, Engineering, and Medicine. 2021. Airport Collaborative Decision Making (ACDM) to Manage Adverse Conditions. Washington, DC: The National Academies Press. doi: 10.17226/26090.
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Suggested Citation:"Chapter 3 - Implementing ACDM." National Academies of Sciences, Engineering, and Medicine. 2021. Airport Collaborative Decision Making (ACDM) to Manage Adverse Conditions. Washington, DC: The National Academies Press. doi: 10.17226/26090.
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Suggested Citation:"Chapter 3 - Implementing ACDM." National Academies of Sciences, Engineering, and Medicine. 2021. Airport Collaborative Decision Making (ACDM) to Manage Adverse Conditions. Washington, DC: The National Academies Press. doi: 10.17226/26090.
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Suggested Citation:"Chapter 3 - Implementing ACDM." National Academies of Sciences, Engineering, and Medicine. 2021. Airport Collaborative Decision Making (ACDM) to Manage Adverse Conditions. Washington, DC: The National Academies Press. doi: 10.17226/26090.
×
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Suggested Citation:"Chapter 3 - Implementing ACDM." National Academies of Sciences, Engineering, and Medicine. 2021. Airport Collaborative Decision Making (ACDM) to Manage Adverse Conditions. Washington, DC: The National Academies Press. doi: 10.17226/26090.
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28 3.1 Fundamentals of ACDM Implementation What Is ACDM Implementation? ACDM is a process and also a state of mind of stakeholders agreeing to work collaboratively— not side by side—in operations planning and real-time operations. Switching from a pre-ACDM organization to an ACDM one requires time to convene the stakeholders, design the local ACDM process, decide on the resources to dedicate, and educate the operations community. This is why implementation is such an important aspect of a successful ACDM process. It typically requires a specific project management structure, which will ultimately manage the local CDM, and a realistic “implementation roadmap” to prioritize the different projects brought under the ACDM initiative. ACDM Starts with a Team ACDM requires strong executive buy-in and support from the different stakeholders. This support is of strategic importance because it sets up strengthened operations and overall airport resilience. Even though one of the stakeholders should lead and manage the ACDM initiative, all internal and external stakeholders should embrace it and contribute to its success. ACDM cannot be a one-party journey. It is crucial that operating staffs understand the benefits of ACDM and adopt it, because they are the ones who make ACDM work and keep it alive. More than a process, ACDM is a philosophy and is about agreeing to work together transparently. To achieve this, a strong bottom-up component should be established through workgroups and conferences during which the operations commu- nity can contribute to shaping the local ACDM, provide feedback, and share lessons learned. A Joint Vision with Shared Ambitions After agreeing on general terms for collaboration, the stakeholders should gather to define the following: • Strategic goals. These are high-level directions for enhancing local operations. They address the following questions: Why do we want to implement ACDM locally? How can we work together to improve our operations and make them more resilient? • Operational objectives. These are short-term objectives—to be met within a 5-year horizon— that translate the strategic objectives into practical and implementable targets that are going to structure the ACDM initiative. They address the following question: What should we do first to achieve the strategic objectives? The local ACDM should reflect the joint vision of the stakeholders and address shared ambi- tions. The strategic goals should be defined by the local (airport) decision-makers representing C H A P T E R 3 Implementing ACDM

Implementing ACDM 29 the stakeholders. The operational objectives should be proposed by the stakeholders’ operations leaders. The goals and objectives should be unanimously adopted and recognized by the airport operations community as a way to enhance operations and make them more resilient. Roadmap CDM@USA: The ACDM Program Achieving the operational objectives and, more generally, implementing ACDM requires setting new plans and procedures, making some organizational changes, and perhaps devel- oping or procuring new systems and equipment. All these improvements are projects for the wider ACDM implementation program or “roadmap” to be completed at the previously defined horizon. This local ACDM implementation roadmap should, as far as practicable, identify projects specific to individual stakeholders that could positively or negatively affect the other stakeholders’ projects. The size, extent, and complexity of the ACDM implementation roadmap will depend on the airport specificities (e.g., size, traffic, stakeholders, and issues to be addressed). Working Together for the Success of ACDM Implementing ACDM and completing all the projects of the ACDM implementation roadmap calls for a project/program management organization. The members of this project manage- ment group or “office” are not necessarily utilizing 100% of their time working on the CDM implementation, except perhaps at some large-hub airports with comprehensive and complex roadmaps. The project management group/office should represent the diversity of the stake- holders in order to ensure the participation of their respective entities in the ACDM initiative and promote ACDM internally. These project team members are called CDM Champions, with one leading the group as CDM Manager. Change Management Aspects ACDM has change management aspects that should not be neglected. Creating new missions for CDM Champions, promoting deep collaboration with external stakeholders, and setting up new procedures and perhaps new systems and equipment are the many modifications of the operating conditions and working environment that can adversely affect individual and collec- tive performance if they are not carefully planned. Impacts on the organization and the workforce should be evaluated, and the human factor should be considered. The operations team members should be trained and prepared for these changes through an ACDM curriculum adapted to their role within the ACDM process and organization. Standardization and Certification Again, a local ACDM process should serve the needs and the vision of the airport where it is being implemented. However, although each airport is different, no airport is completely independent and isolated from the others, and they are ultimately all part of the U.S. NAS. It is important that we speak the same language to ensure interoperability and facilitate information and experience sharing. ACDM should not create walls inside the NAS; it is intended to create bridges in and between aviation facilities and stakeholders. The guidance proposed in the toolbox provides flexibility to adapt ACDM to all airports and airport systems regardless of their level of traffic, location, and other specificities. How- ever, it promotes standardization through a common language, unique step-by-step pro- cesses, and a self-certification sheet. Airports pursuing ACDM implementation should follow these directions as far as practicable to enable interoperability and mutual understanding from airport to airport.

30 Airport Collaborative Decision Making (ACDM) to Manage Adverse Conditions 3.2 Stakeholder Identification and Executive Buy-In Who Should Initiate the Local ACDM Initiative? ACDM is typically initiated by a small group of stakeholders involved in operations efficiency and resilience. These stakeholders typically include the airport operator, the ATCT, and the main air carriers, because ACDM usually starts from the flight operations and airside/airspace. The airport operator is generally in the best position to coordinate the impetus for all discus- sions on the ACDM initiative. This is because the role and mission of the airport operator encom- pass or interface with all the different domains and functions of an airport from the curbside to the airspace, and that of the large variety of stakeholders from transit agencies and city/county departments to the different branches of FAA. The notion of the airport operator is evident most of the time because most airports are controlled and operated by local governments (i.e., cities and counties) and sometimes even states. However, a growing number of airports (e.g., Chicago Midway International Airport, Ontario International Airport, Orlando Sanford International Airport, and New York Stewart International Airport) have entered into agreements (e.g., partnerships, management-for-fee, and outsourcing) with private firms for part or all of the management services. In those cases, the leading entity should carefully choose among the main stakeholders. Who Should Be Part of the Local ACDM Initiative? The short answer to this question is, “Everyone who has an impact on airport capacity and resilience,” because ACDM has the ultimate ambition to federate all the stakeholders of airport operations on these two matters. However, stakeholder involvement can vary. A successful ACDM project needs to acknowledge that the participation level in the implementation project and the ACDM process may differ among the stakeholders. Stakeholder Identification Stakeholders potentially involved with ACDM can significantly vary from one airport to another. The following inventory proposes an overview of the different stakeholder groups and their members who are critical to the ACDM process or bring a specific value-added effect (Table 4). Executive Buy-In: The Top-Down Component of ACDM Executive buy-in is essential to the success of the ACDM initiative, both for its implementa- tion and its continuation once in place. The executive management of the ACDM signatories must have a firm commitment to develop, implement, and continually improve the ACDM process. They must also promote ACDM internally as a priority for improving operations efficiency and resilience in order to illustrate a full top-down buy-in within the airport staff. Memorandum of Understanding The Memorandum of Understanding (MoU) is the birth certificate of the local ACDM initia- tive. It creates a general, high-level framework that will be the vehicle of the ACDM implemen- tation project. An MoU is a high-level agreement that formalizes a convergence of will among parties, indicating an intended common line of action. The MoU should include the following: • Description of the ACDM. This is a general description of what ACDM is and its expected benefits to each stakeholder or category of stakeholders.

Implementing ACDM 31 Stakeholder Group Definition and Roles Example(s) Airport Operator This category includes the internal stakeholders of the airport operator concerned with airport operations. Aviation services Airport operations Communications Emergency management Engineering and maintenance Public safety Terminal operations Airport Facility Operators Many airports have terminals and other facilities operated by third parties. This category includes fixed-base operators, passenger terminal facilities operated by third parties (e.g., Propeller Airports at PAE, JFKIAT at JFK Airport’s Terminal 4, Lonestar Airport Holdings at AUS, and Private Suite at LAX), and contractors providing critical management services. Terminal operators Fixed-base operators Parking garage operators Air Navigation Service Provider The FAA is the air navigation service provider within the U.S. National Airspace System. However, some air traffic control facilities are staffed by private companies under contract with FAA. FAA ATCT FAA Terminal Radar Control FAA TechOps Federal control tower operator Apron Management or Ramp Control Service Providers Apron management service providers include airline hub control centers; all entities providing ramp control services, gate planning, and resource allocation; and other apron management- or ramp control-related services. Hub control center of the main air carrier Ramp towers Flight Operators Flight operators are a broad category that includes but is not limited to air carriers. Urban/Rural Air Mobility operators fall under this category. Air carriers Air taxis/urban air mobility Air ambulances and aerial work services Commuters Aircraft Ground Support Providers Aircraft ground support includes a wide variety of servicing activities directed toward the aircraft on the ground. At airports regularly facing adverse winter conditions, the de-icing service providers should be ACDM partners. Aircraft de-icing service providers Aircraft fueling Catering Multi-service ground handlers Other Aviation Tenants This category includes any other aviation tenants that do not fall under one of the previous categories and that could have a role in the ACDM process. Aircraft recycling center Maintenance repair and overhaul centers Ground Transportation (Landside)/Ground Mobility Service Providers This category includes all entities providing (ground) mobility services from and to the airport. Public transit agencies Taxi companies Transportation network companies Water taxis or ferries Hotels Hotels are important stakeholders involved in accommodating passengers on flights being diverted or canceled, as well as providing lodging to airport workers mobilized for providing a response to prolonged adverse conditions (e.g., snow removal). On-airport and selected off- airport hotel facilities Emergency Management, Public Safety, and Law Enforcement The airport police, paramedics, aircraft rescue and firefighting (ARFF), and state and local public safety, emergency management, and law enforcement bodies should be part of the ACDM initiative. Airport police Airport emergency medical care ARFF DHS (CBP and TSA) Search and rescue services State/local emergency management agencies Other jurisdictions Table 4. Inventory of potential ACDM stakeholders.

32 Airport Collaborative Decision Making (ACDM) to Manage Adverse Conditions • Objectives of the MoU. This section describes the intentions of the memorandum. MoU objec- tives typically include: – Creating the cooperative framework to implement ACDM. – Ensuring technical mechanisms allowing common information sharing. – Implementing procedures to increase traffic predictability and operations resilience. – Setting up monitoring mechanisms in order to evaluate efficiency and resilience and propose further optimization. • Commitment of the signatories. This is a “moral engagement” of the signatories to support the local ACDM initiative, dedicate resources to this effort, and follow the collaborative proce- dures. Typical MoU commitments are the following: – Ensure active participation in all levels and phases of the implementation project as required. – Support the development and validation of procedures or systems part of the ACDM implementation roadmap. – Follow the collaborative ACDM plans, operational procedures, and rules. – Share information under the agreed conditions and act on the shared information. • ACDM organization. This section briefly describes the main elements of the ACDM organi- zation. These elements are further described in section 3.3, ACDM Organization. The main bodies are: – Steering Group (SG) that provides executive leadership to the initiative, – Working Group (WG) led by the CDM Manager and attended by the CDM Champions, and – Technical Subgroups (TSGs) that conduct specific discussions or projects. • General provisions on costs. The principle is that costs associated with equipment or resources will be covered by each concerned party. This should also apply to any system adaptation or integration unless otherwise approved. Where an interface is required between parties, each one will try to minimize the cost impact on the other. • Confidentiality. This section features general provisions on confidentiality of information exchanged as part of the ACDM initiative. • Dispute resolution. This section explains how disputes should be handled within the ACDM organization on the conduct of the initiative or between members of the ACDM initiative. • Amendments. This section features general provisions of the mechanism for submitting amendment proposals to the SG. The proposed template (see section 3.3, below), suggests referring to the Terms of Reference of the SG, which should be a separate document. • Signatures of the ACDM members. The MoU should be signed by members of the upper management of each signatory who has decision authority (e.g., the airport Chief Executive Officer, the Director of Operations of the air carriers, the Chief Executive Officer or Managing Director of the ground handling service providers, and others). This level of signature will also confirm the strong executive buy-in that is needed to support the adoption of ACDM by the whole community of operations. The ACDM MoU should be a high-level agreement among the participants in the ACDM initiative. It should not be confused with the more detailed terms of reference setting up the rules of the ACDM workgroups or with any service-level agreement on data sharing. An MoU template is available in the toolbox. 3.3 ACDM Organization Structure of the ACDM Organization The ACDM initiative needs a team, and this team should include at least (1) a decision level composed of executive managers, (2) a project/program management level that is the backbone of the ACDM initiative, and (3) project groups combining technical experts and operations leaders who run the different projects that broadly implement ACDM (Figure 9).

Implementing ACDM 33 These three stages correspond to the following bodies: 1. The SG in charge of overseeing the ACDM initiative, 2. The WG providing project/program leadership to the ACDM initiative, and 3. The TSGs created by the WG for performing individual projects. Steering Group The SG is the oversight and decisional body of the ACDM organization. The SG should have one representative for each signatory. These representatives should be from high-level management, preferably the chief operations officers of the individual partners or Directors of Surface Opera- tions for airlines. The SG should have access to airport performance reviews. It can decide to create an Advisory Group composed of airport operations experts to provide independent expertise and recommendations through the CDM Manager. Terms of Reference should be set for the SG. This document should detail the rules of the SG, including membership, mission statement, frequency of regular meetings, and mechanisms to convene extraordinary sessions. Note: At larger airports, signatories who cannot attend the SG meeting regularly could decide on a group representative (e.g., through the local Airline Operations Committee). CDM Manager The CDM Manager is the project/program manager of the ACDM initiative appointed by the SG, responsible for implementing ACDM at the airport. While the CDM Manager might be a full- time employee of one of the ACDM patrons, it is important that the CDM Manager acts for the sake of the ACDM initiative and in the interest of all the stakeholders. The CDM Manager reports to the SG. At larger airports, making the CDM Manager position a full-time job might be required in order to achieve the set objectives and complete on time all the critical projects needed to set up the local ACDM. Working Group The WG typically comprises the CDM Manager and the CDM Champions. TSG leaders and project managers may participate by providing the WG with progress reports on their projects. Figure 9. ACDM organization structure. Steering Group (SG) CDM Manager Working Group (WG) Advisory Group CDM Champions Subgroup Subgroup Subgroup

34 Airport Collaborative Decision Making (ACDM) to Manage Adverse Conditions The CDM Champion positions are typically not full time. A CDM Champion should be desig- nated within the organization of each stakeholder. CDM Champions act like assistant project managers to the CDM Manager. They supervise the participation of their entity in the ACDM initiative, promote ACDM internally, and regularly inform their management of the progress of the ACDM initiative. CDM Champions perform key roles because they, along with the CDM Manager, keep the ACDM initiative alive. Technical Subgroups As explained later in this chapter, ACDM implementation is a program made of many projects—mainly in operations and information systems. All these projects cannot necessarily be managed by the CDM Manager and the CDM Champions. Additional resources might be required. Consequently, TSGs should be created for driving individual or group projects. A leader should be chosen for each TSG who should send regular project progress reports to the CDM Manager. TSGs can be created for incorporating existing collaborative initiatives within the ACDM organization. For instance, the airport IROPS Contingency Response Committee and the “Snow Committees” could become TSGs of the ACDM organization. 3.4 Defining the ACDM Project Defining Common Goals and Objectives After agreeing on general terms of collaboration, the stakeholders should gather to define the following: • Strategic goals. High-level goals for the desired end-state of airport operations. They address the questions: Why do we want to implement ACDM locally? How can we improve operations efficiency and resilience together? • Operational objectives. Short-term (up to 5-year) objectives translating the strategic objec- tives into practical, implementable targets that are going to structure the ACDM initiative. They address the question: What should we do first to achieve the strategic objectives? Strategic Goals The local ACDM project should reflect the joint vision of the stakeholders and address shared ambitions. The strategic goals should be defined by the SG, while the operational objectives should be proposed by the WG. The strategic goals should be unanimously adopted and rec- ognized by the airport operations community as a way to enhance operations and make them more resilient. The strategic goals should be defined during an SG workshop that is moderated by the newly appointed CDM Manager. The members should ask themselves the following questions: • Why do we want to implement ACDM at our airport? • How can we work together to improve operations efficiency and resilience? Leaders should be invited to make high-level observations on the existing hindrances to oper- ations efficiency and resilience. The following observations—inspired by issues faced by real airports—illustrate the expected final statements from the SG members: • Observation 1. Internal and external stakeholders should collaborate better in real time. We talk to each other only when there is a significant issue. There is no broad vision of the airport resource and capacity shared in real time throughout the airport operations community.

Implementing ACDM 35 • Observation 2. Several hindrances can be easily removed to significantly improve efficiency overall. The SG has identified specific issues to be addressed collaboratively [attach list] as part of the ACDM implementation. • Observation 3. Gate resource is a significant bottleneck that should be improved. Besides the addition of new gates, progress can be made on the tactical and real-time management of the gate resource. Aircraft wait too long on the taxi lanes. Marshallers and wing walkers should be ready when the aircraft arrives, even when the flight is early/late. Pushback should be on time as well. • Observation 4. Recent adverse events could have been better managed with joint procedures. Stakeholders do not necessarily know what others know and what others can or cannot do for them. There is a lack of mutual understanding on many issues. • Observation 5. The winter operations staff recommends more training before each season and suggests inviting airline representatives and the ATC staff. Formal debriefing sessions with lessons learned should be held after each winter season in order to improve our performance over time. • Observation 6. Each stakeholder has a piece of critical information that is not necessarily avail- able to the others. The airport operator usually learns about diverted flights when they are about to land. The ATC staff have little information about the aircraft de-icing capacity. Airlines would like to get more information on airport resources during construction. The strategic goals should derive from these observations. It is not required that each obser- vation leads to a strategic objective. Instead, observations should be grouped together as far as practicable to limit the number of strategic objectives to around 5. • Observation 1 → Strategic Goal 1: Integrate real-time operations management. • Observation 2 → Strategic Goal 2: Enhance operations efficiency overall. • Observation 3 → Strategic Goal 3: Enhance gate resource management. • Observations 4 and 5 → Strategic Goal 4: Enhance adverse conditions readiness. • Observation 6 → Strategic Goal 5: Share real-time operations data. A date (year) should be agreed on to achieve these strategic goals. An ACDM implementation roadmap typically covers a 5-year timeframe. Five years is also a reasonably foreseeable horizon for improving operations, and it can be aligned with the investment plans of the stakeholders as needed. Each airport is different, and so different operational deficiencies or difficulties can be identi- fied as priorities to be addressed through enhanced collaboration. For instance, “expediting snow removal on the non-movement area” could be among the operational objectives of an ACDM initiative at an individual airport in Washington State, but will most likely not be a priority in Florida. In two comparable airports of the same region, one can consider gate management in general as a weakness when another will focus on adverse weather conditions. Consequently, it is not expected that all airports will pursue the same strategic goals and operational objectives. Operational Objectives The WG should work on operational objectives that will translate the strategic goals into short- term, practical targets. Each strategic goal should have at least one operational objective to be completed by the end of the ACDM implementation roadmap horizon. However, it is possible for a strategic goal to lead to several operational objectives with different deadlines. For instance, the fictional airport used in the example could decide to create three different operational objectives (OOs) for achieving the example Strategic Goal 1: • OO1. Provide collaborative tools to airport and stakeholders by 2022. • OO2. Create a new Integrated Airport Operations Center by 2023. • OO3. Integrate ACDM patrons to the Airport Operations Center by 2025.

36 Airport Collaborative Decision Making (ACDM) to Manage Adverse Conditions The operational objectives proposed by the WG should be reviewed and approved by the SG. A first rough estimate of the resources needed to achieve the local ACDM objectives can typically be prepared at this point. Roadmap CDM@USA: The ACDM Program Achieving the operational objectives, and more generally implementing ACDM, requires setting up new plans and procedures, making some organizational changes, and perhaps developing or procuring new systems and equipment. All of these improvements are the many projects of the wider ACDM implementation program or “roadmap” to be completed at the previously defined horizon. Based on the set operational objectives, the stakeholders should convene during a special ACDM workshop for drafting an inventory of all the enhancements needed. All together, they make the ACDM implementation roadmap. For instance, building on the three opera- tional objectives (OO) of the previous examples, individual projects (P) at this fictional airport could be: • OO1. Provide collaborative tools to airport and stakeholders by 2022 – P1. ACDM portal sharing flight operations data and real-time key performance indicators – P2. Real-time chat rooms for the stakeholders of airport operations – P3. “Hotline” between the ATCT and the Airport Operations Center • OO2. Create a new Integrated Airport Operations Center by 2023 – P4. Integrated Airport Operations Center (terminal and airside) – P5. Migration of Airport Security to Integrated Airport Operations Center • OO3. Integrate ACDM patrons to the Integrated Airport Operations Center by 2025 – P6. Wanna Fly Airlines Hub Control Center liaison at the Integrated Airport Operations Center – P7. ATCT liaison at the Integrated Airport Operations Center It is understood that a specific project might address or contribute to addressing more than one operational objective. Projects should be located on the ACDM implementation timeline. A precise schedule is not needed at the end of the first ACDM workshop. The main goal of the workshop is to identify the needs and to place them on the timeline for further planning effort. Some projects might require the approval of the SG and individual stakeholders because of the resources needed. The ACDM implementation roadmap should integrate or mention projects that, though not necessarily part of the ACDM project or common to different stakeholders, could affect the community of airport operations’ efficiency and resilience. Major capital improvement projects, such as the construction of a new terminal or end-around taxiways, should be mentioned on the ACDM implementation roadmap even if they are handled by a separate and specific project management structure. This structure should coordinate and inform the WG, though massive capital improvement projects can warrant modifications to the ACDM implementation road- map. The ACDM organization can address or facilitate certain issues faced by the capital improvement projects. ACDM Implementation Workbook An ACDM Implementation Workbook is proposed to support the initial steps described in this chapter. The workbook should be shared within the ACDM organization and beyond as necessary to inform the stakeholders, to enable executive buy-in, and to inform all parties about the nascent ACDM initiative.

Implementing ACDM 37 3.5 ACDM Implementation in Motion After Drafting the ACDM Implementation Roadmap After drafting the local ACDM implementation roadmap, an estimate of the budget, an iden- tification of project funding, and an inventory of the resources needed should be prepared and discussed by the WG and then the SG. The ACDM implementation roadmap should be an achiev- able program that serves the strategic objectives and achieves the operational objectives defined for the ACDM initiative. Improving operations and teamwork takes time, and realistic due dates should be set. The completion of major projects and intermediate operational objectives are the many implementation milestones. Multiple projects might be linked together to form a major sequence of milestones that can be prioritized as “fast tracks” helping to achieve the goals and objectives. The ACDM implementation roadmap should be managed as a program. Monitoring Each Project Each project should be monitored by the WG. TSGs and project managers should send regular progress reports to the CDM Manager. Progress reports can and should be as simple and straight- forward as possible and should include the following: • A summary of the work accomplished since the last progress report, • A list of existing and potential hindrances identified, • The overall percentage of physical completion of each task, and • Status update on the funds expended to date. Other key performance indicators can be added to align with the project management practices of the airport and its stakeholders. However, the bureaucracy should be minimized to focus the effort of the participants on the implementation itself and the delivery of the projects. The WG should have regular meetings to review these progress reports, to adjust the schedule of the ACDM implementation roadmap and request additional resources to the SG if needed. Progress Reports on ACDM Implementation The SG should convene regularly, and the CDM Manager should provide the SG with a progress report on the implementation of the ACDM implementation roadmap. While it might not be relevant to review each individual project with the SG, the major pieces of the roadmap (e.g., fast tracks) might deserve the attention of the members. The SG should be made aware of the main issues faced by the implementation effort, espe- cially when these obstacles are procedural or cultural and stakeholder specific. The members of the SG should do their best to support and help the CDM Manager succeed and achieve the goals and objectives that they set for the ACDM initiative. ACDM Newsletter It is a good practice to have a newsletter to communicate to the community of airport opera- tors about the progress made on ACDM implementation and the success of the different projects. Milestone achievements should be celebrated. Collective successes involving multiple stakeholders should be mentioned as well. Contributors to the ACDM initiative should be put in the spotlight. Email-based newsletters are a simple and efficient way to provide updates. More elaborate news- letters might be prepared at larger airports.

Next: Chapter 4 - Featured ACDM Projects »
Airport Collaborative Decision Making (ACDM) to Manage Adverse Conditions Get This Book
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Airport collaborative decision making (ACDM) is a process in which the stakeholders of operations—airport operators, the air traffic control tower staff, flight operators, ground handlers, fixed-base operators, and others—share information to improve policies, planning, real-time coordination, and decisions regarding operations.

The TRB Airport Cooperative Research Program's ACRP Research Report 229: Airport Collaborative Decision Making (ACDM) to Manage Adverse Conditions proposes a step-by-step approach to achieve ACDM implementation, supported by templates and a workbook, to involve stakeholders, define common goals and objectives, appoint leadership for the initiative, tailor a vision that serves the local needs, and develop a roadmap of successful projects delivering practical improvements.

Of the airports surveyed as part of this project, 67 percent do not hold regular meetings with the flight operators. Interviews with staff at individual airports show a lack of real-time coordination between the stakeholders. However, nearly all the survey participants responded affirmatively that they would consider holding such meetings to improve collaboration because it is commonly understood that more cooperation can help address local issues and improve overall efficiency.

Supplemental materials to the report include a presentation with an overview of ACDM, a toolbox that provides guidance and resources for implementing ACDM, and a text file that contains the steps for opening the toolbox and other materials.

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