Guidebook for Integrating Collaborative Partnering into Traditional Airport Practices (2019) / Chapter Skim
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Pages 50-57
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50 5.1 Introduction This chapter presents details of collaborative partnering best practices in relation to the airport organization's experience with collaborative partnering. Specifically, the chapter presents an Organizational Readiness Model for Partnering in airports to aid in setting up and improving a collaborative partnering program.
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Required Practices to Move to A Higher Level *
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52 Guidebook for Integrating Collaborative Partnering into Traditional Airport Practices 5.3 Components and Application of the Organizational Readiness Model 5.3.1 Level 1: Initial Level of Organizational Readiness Required Practice • Obtain Top Management Support: As is the case with the successful implementation of any innovation, collaborative partnering works best when it is driven by the owner or the owner representative, needing top management support and resources for successful outcomes. Top management support can mean the following: – Allocating an appropriate budget.
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From page 53... ...
Ground Control: Role of the Organization in Partnering 53 � Directives from city or county governments may specify use of partnering. For example, in 2012, Mayor Edwin Lee of San Francisco issued Executive Directive 12-01, which called for "city departments with contracting authority" (including San Francisco International Airport)
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54 Guidebook for Integrating Collaborative Partnering into Traditional Airport Practices 5.3.3 Level 3: Defined Level of Organizational Readiness Required Practices • Develop Meaningful Partnering Measurement Systems: Measurement of partnering efforts is critical to: – Evaluate the usefulness of partnering on projects to understand what practices best fit the organization and to generate lessons learned for continuous improvement. – Identify "weak spots" where the organization might use training or seek help from external experienced partnering experts, entities, or organizations as a knowledge-sharing exercise.
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Ground Control: Role of the Organization in Partnering 55 An issue resolution process is a vital project practice in collaborative partnering. It includes: – Development of an Issue Resolution Ladder.
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56 Guidebook for Integrating Collaborative Partnering into Traditional Airport Practices 5.3.5 Level 5: Optimized Level of Organizational Readiness Required Practices • Have the Partnering Steering Committee Measure Performance: This practice is an extension of the responsibilities of the steering committee as recommended at Level 4. In an organization with a mature collaborative partnering culture, steering committees measure performance across partnered projects and possibly in comparison to non-partnered projects to gauge organizational performance and calibrate practices as needed.
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From page 57... ...
Ground Control: Role of the Organization in Partnering 57 training. During these trainings, intra-organizational sharing of lessons learned helps team members improve their implementation of collaborative partnering.
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