Guidance for Diversity in Airport Business Contracting and Workforce Programs (2020) / Chapter Skim
Currently Skimming:
Pages 65-76
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 65... ...
65 As airports develop, improve, or expand their diversity programs, an analysis of costs may be required to evaluate the cost-effectiveness of the programs. By tracking costs along with benefits, airports can determine which efforts result in the most cost-effective solutions and can focus their resources in those areas.
|
From page 66... ...
66 Guidance for Diversity in Airport Business Contracting and Workforce Programs This chapter describes various types of costs incurred by an airport to run diverse business contracting programs and diverse workforce programs. These are the costs airports should attempt to quantify and track when conducting a comprehensive assessment of costs associated with implementing diversity programs.
|
From page 67... ...
Measuring Costs and Benefits of Contracting and Workforce Initiatives 67 is being met and is precise, especially through phone and in-person meetings. Even in the RFP and lease agreement phases, airports communicate with contractors and concessionaires on expectations, including what they may expect from working at the airport (Buckner, Pitters, and Weddig 2017)
|
From page 68... ...
68 Guidance for Diversity in Airport Business Contracting and Workforce Programs of time into more stable enterprises. These programs can track the amount of money each protégé firm receives in contracts over the course of their mentorship.
|
From page 69... ...
Measuring Costs and Benefits of Contracting and Workforce Initiatives 69 (e.g., $500,000 or more)
|
From page 70... ...
70 Guidance for Diversity in Airport Business Contracting and Workforce Programs a complete understanding of the cost of a diversity program, airports must account for these indirect costs. Examples of these indirect costs include: • Staff time from numerous other offices in the airport needed to successfully implement the diversity program.
|
From page 71... ...
Measuring Costs and Benefits of Contracting and Workforce Initiatives 71 executed. Running a successful diversity program may require these employees to oversee, track, document, or report information related to the diversity program.
|
From page 72... ...
72 Guidance for Diversity in Airport Business Contracting and Workforce Programs • Direct economic effects represent impacts on industries directly involved with airport programs, such as businesses contracting directly with the airport to provide a service. • Indirect economic effects account for impacts on supply chain industries, such as businesses that provide raw manufacturing inputs to the directly affected industries.
|
From page 73... ...
Measuring Costs and Benefits of Contracting and Workforce Initiatives 73 economic impact analysis when a formal economic impact study is outside the airport's budget, or to provide annual data on economic impacts in between formal studies. The Benefit-Cost Tool compiles payments to diverse businesses in the airport's contracting and concessions programs and uses state-specific economic impact multipliers to calculate the economic impacts for DBEs, ACDBEs, and other diverse businesses that are not certified.
|
From page 74... ...
74 Guidance for Diversity in Airport Business Contracting and Workforce Programs skilled businesses and greater competition on contracts. Ultimately, these improvements can drive down contracting costs.
|
From page 75... ...
Measuring Costs and Benefits of Contracting and Workforce Initiatives 75 • The frequency with which staff are promoted internally. High rates of internal promotion indicate the airport is cultivating skills and expertise internally and the workforce has opportunities for advancement.
|
From page 76... ...
76 Guidance for Diversity in Airport Business Contracting and Workforce Programs 3. Calculate the change in performance data.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.