TABLE OF CONTENTS

Performance Management Repor�ng Modules 2

Foreword 3
Preface 4
About This Book 5
Acknowledgements 6
Introduc�on 7-8
General Overview 9
Module 1 10-16
Module 2 17-25
Module 3 26-30
Module 4 31-47
Module 5 48-52
Module 6 53-54
References/Excellent Opportuni�es 55-56
Ready To Do Business 56
Airport Master Plan 57
Appendix 1 58-60

FIRST EDITION: OCTOBER 2019

REPRINT: DECEMBER 2019
SECOND EDITION: UPDATED & REPRINT AUGUST 2020

1
 PERFORMANCE MANAGEMENT REPORTING MODULES
FOR FEDERAL AIRPORTS AUTHORITY OF NIGERIA
Federal Airports Authority of Nigeria (FAAN) is a service organiza�on statutorily charged to manage all commercial airports in
Nigeria and provide service to both passenger and cargo airlines. The Authority is responsible for crea�ng condi�ons for the
development of air transport and services connected with it, in the most economic and efficient manner. FAAN is supervised
by the Ministry of Avia�on.
Currently FAAN’s management team is composed of Capt. Hamisu Rabiu Yadudu, as the MD/CE, with Engr. Salisu Nurudeen Daura
as the Director, Engineering Services, Mrs. Aboderin Adenike, as the Director, Finance and Accounts,Mr. Anozie Honorius, as
Dircteor Human Resources and Administra�on,Mr. Abdulkadir Sadiku Rafindadi, as as the Director, Commercial and Business
Development, Capt. Sadiq Usman Salim Abubakar, as Director, Security Services, Capt. Mukhtar Muye as Director, Airport
Opera�ons and Barr. Dr. Omozeghian Imade Clifford, as the Company Secretary/Legal Adviser.
VISION STATEMENT
To be among the best Airport Groups in the world.
MISSION STATEMENT
To develop and profitably manage customer-centric airport facili�es for safe, secure and efficient carriage of
passengers and goods at world class standards.
CORE VALUES
We are guided by: Safety, Integrity, Dedica�on, Excellence and Service (SIDES)
CORE FUNCTIONS
FAAN’s func�ons include the following:
i. To develop, provide and maintain at airports, and within the Nigerian airspace all necessary
services and facili�es for the safe, orderly, expedi�ous and economic opera�on of air transport.
ii. To provide adequate condi�ons under which passengers and goods may be carried by air and under which
aircra� may be used for other gainful purposes, and for prohibi�ng the carriage by air of goods of such classes
as may be prescribed.
iii. To charge for services provided by the Authority at airports.
iv. To provide accommoda�on and other facili�es for the effec�ve handling of passengers and freight.
v. To develop and provide facili�es for surface transport within airports.
vi. To carry out at the Airports (either by itself or by an agent or in partnership with other persons) economic
ac�vi�es that are relevant to air transport.
vii. To carry out at the Airports (either by itself, its agent or in partnership with other persons) such other
commercial ac�vi�es which are not relevant to air transport but which in the opinion of the Authority may
be conveniently carried out without prejudice to the func�ons specified in this subsec�on.
viii. To provide adequate facili�es and personnel for effec�ve security at all airports, etc.

2
 FOREWORD

In the Ministry of avia�on, we are desirous to entrench series of reforms in order to key
into and sustain interna�onal best prac�ces and ensure safety and security in our airports,
while providing our customers with affordable and best flying experiences. Performance
management repor�ng is no doubt a veritable tool to achieving these reforms agenda.
Performance management repor�ng addresses the gaps inherent in project formula�on
and implementa�on. Thus, this handbook is a deliberate a�empt to chart the way to the
realiza�on of this next level agenda in FAAN.
Some of the projects we inherited in 2015, would have been completed and
commissioned in 2014 or even before then, if the tenets of PMR were followed in their
formula�on and implementa�on. This not being the case, some of these projects were s�ll
less than 30% completed when we were handed over in 2015. We also no�ced that because
major stakeholders were not carried along in the formula�on of these projects, most of
them had serious func�onal challenges and so needed remodeling. The huge costs inherent
in remodeling of such projects would have been avoided if the ini�ators had the benefit of
and the applica�on of the knowledge in this handbook.
Therefore, in order to avoid the costly mistakes of the past, I hereby recommend
this handbook, Performance Management Repor�ng Modules to you, while appealing that
the content be read with understanding and conscious and deliberate effort to put it into
prac�ce.

Sen. Hadi Sirika

Hon. Minster for Avia�on

3
 PREFACE

The ever-changing development landscape accompanied by the increased challenges, accountability,

drive for performance, quality standards and the need for upgrades in airport opera�ons and
management make this a handy as well as �mely publica�on for the Authority and its stakeholders.
The applica�on of performance management repor�ng system is a common internal tool across
the airport industry to enhance the performance and efficiency of an airport, airport system or network
over �me. Performance measures support the establishment of corporate goals and planning, iden�fy
areas requiring management a�en�on and promote individual staff accountability. As many services
cri�cal to the airport performance are outsourced to suppliers or undertaken by other providers, they
should be included in the performance measurement system.
The development of relevant and appropriate key performance indicators represents a best prac�ce for
airport managers, and should be linked with an airport’s strategic or business plan. Such performance indicators
should cover ac�vi�es by all service providers at an airport. Using airport performance indicators for benchmarking
between or among airports, however should be done with cau�on as the comparability of the underlying data
and its repor�ng is limited since significant differences exist among airports.
This handbook from all intents and purposes is a collec�on of interna�onally tested tools designed to support
the performance management repor�ng system in FAAN for its projects and programs. As part of management’s
responsibility, performance management repor�ng provides the basic building blocks of decision making for
strategic planning, resource mobiliza�on, u�liza�on, project monitoring, evalua�on and sustainability. It is a key
complement of our effort to achieve organiza�onal efficiency as expressed in our vision and mission. Like Peter
Drucker would wisely say “If you can’t measure it, you can’t improve it”.
In the light of this, I strongly recommend this handbook to you as a key to result-based management system in
FAAN that will support the Economic Recovery and Growth Plan ERGP, Execu�ve Orders and other Development
Agenda of the Federal Government for the next level of sustainable growth.
Yours sincerely,

Capt. Hamisu Rabiu Yadudu

MD/CE

4
 About this handbook

This handbook is a modest contribu�on from the Planning, Research and Sta�s�cs Department intended to
strengthen the following principal competencies of FAAN staff:
• Understanding conceptual frameworks for program or project design planning and
implementa�on upon which management repor�ng will be based;
• Iden�fying and dis�nguishing between the key components of management repor�ng in airports;
• Understanding the synergis�c rela�onships between program design, implementa�on and
management in order to determine the expected impact and objec�ves and how they will be achieved;
• Knowledge of the various tools and frameworks for performance management repor�ng design for
effec�ve planning and management decision making;
• Determine appropriate airport key performance indicators and key performance areas for project
design, implementa�on as well as project outcomes and impact;
• Developing effec�ve, flexible and responsive project management repor�ng plans; and recording and sharing
informa�on on best prac�ces and lessons learned in PMR in the Authority.
As illustrated in the handbook, a project or program employs a progression of ac�vi�es that is consistent from the design
through execu�on, implementa�on and to the evalua�on stage. These ac�vi�es begin when an organiza�on, like
FAAN, mobilizes a set of inputs (human, financial resources and equipment),to carry out ac�vi�es (training sessions,
tangible and intangible programs, projects, infrastructure modelling) that will generate outputs (number of people
trained, number of carousels bought, level of awareness created, kilometers of runways built or maintained).
Outputs contribute to outcomes, which cause changes in behaviors or systems among clients or benefactors of the
project (e.g., increased knowledge, improved services, safety, environmental sani�za�on, airport deconges�on,
easy facilita�on, ease of doing business, etc.). Outcomes contribute to impacts, which should be sustainable
and a welcoming improvement in fundamental condi�ons at airports, leading to passengers and airlines’
sa�sfac�on, community-airport’s cordial rela�onship and improvement in general welfare of members of staff
and other stakeholders.
It is our hope that you will find the collec�ons of these edited �me-tested modules in this handbook very invaluable
in your day-to day ac�vi�es in FAAN.

Hycienth Ngwu
General Manager (PRS)

5
 ACKNOWLEDGEMENTS

We hear�ly appreciate the various Authors,Researchers and Corporate Organiza�ons whose works we edited and
modified to suite our needs in this handbook.
Also, our unalloyed apprecia�on goes to the Directors and Management of Federal Airports Authority of Nigeria,
(FAAN) led by the Managing Director/CE, Capt. Rabiu Hamisu Yadudu for the support.
And to all members of staff of Federal Airports Authority of Nigeria, the astute and indefa�gable
General Managers,Regional Managers,Airport Managers, DGMs and AGMs for their inspira�on.
And, to the staff of Planning, Research and Sta�s�cs Department for their dedica�on and diligence to duty.

“Our desire is to make air travel more affordable to all and this we are achieving with the injec�on of funds
to provide new terminals and re-modelling of our airports. The infrastructure at the na�on’s avia�on
industry have not been improved upon since 1970s and 80s when they were built. Our administra�on is
making deliberate efforts to increase handling capaci�es and infrastructure of the na�on’s transport
sector”

President Muhammadu Buhari; 2018

6
 INTRODUCTION

Federal Airports Authority of Nigeria is statutorily charged among other things, to develop, provide and maintain
at airports and within Nigerian air space all necessary services and facili�es for the safe, orderly, expedi�ous and
economic opera�ons of the air transport; to provide adequate condi�ons under which passengers and goods may
be carried by air and under which aircra� may be used for other gainful purposes; to develop and provide facili�es
for surface transport within the airports; to provide adequate facili�es and personnel for effec�ve security at all
airports; … to do anything which in its opinion is calculated to facilitate the carrying out of its du�es under this Act.
By carrying out these func�ons, FAAN creates certain projects or services (outputs) for specific stakeholders,
(passengers, airlines, tenants, airport communi�es, etc). If these stakeholders u�lize the outputs, they may then
change the way of doing certain thing(s) and experience some level of benefit (outcome) as a result of u�liza�on
of the outputs. These outcomes may contribute, together with the results of other projects or services, to bring
about desired goals (impacts). And in this way FAAN’s mission and vision are achieved. These are the principal
objec�ve of performance management report.
Performance Management Repor�ng is a systema�c process by which an agency or MDA involves its employees
as individuals and members of a group in improving organiza�onal effec�veness in the accomplishment of the
agency’s mission and goals (mandate). It defines the impact and outcome using Key Performance Indicators (KPIs)
and targets to track changes on the impact Key Results Areas (KRAs) in a Medium-term Sector Strategy or Strategic
Plans
Unlike the conven�onal Monitoring and Evalua�on technique, Performance Management Report is a process
designed to improve service delivery, strengthen management effec�veness and efficiency, and have evidenced based
accountability. It is a sub-set of a broader change management concept called Results Based Management (RBM).
RBM is a management strategy that focuses on achieving results and performance (outcomes and impact) rather
than solely ac�vi�es and inputs. Its primary objec�ve is to provide evidence-based data/informa�on that would
support management decision making and general governance management control. It provides informa�on on
how a service or project is progressing, where there are challenges and what might be the solu�ons. It engenders
a process where service providers are accountable for resource u�liza�on and results delivered.
The Key Performance Indicators are measures of project or program impacts, outcomes, outputs and inputs that
are monitored during project or program implementa�on.to assess progress toward project objec�ves. They are
also used later to evaluate project’s success. Indicators organize informa�on in a way that clarifies the rela�onship
between the project’s impacts, outcomes, outputs, and inputs and helps to iden�fy a problem along the way that
can impede the achievement of the project’s objec�ves. KPIs are derived from a project’s development objec�ves
and implementa�on plan. Thus, they are project specific and link a project’s inputs and ac�vi�es with quan�fied
measures of expected outputs and impact.
The integra�on of performance indicators with the conven�onal monitoring and evalua�on techniques
came due to the inadequacies of the later to focus adequately on the factors that are cri�cal for posi�ve
development impact. Other inadequacies include the too much emphasis placed on the mechanics (physical and
financial) of project implementa�on; project objec�ves were o�en not well thought out or clearly ar�culated
clouding the development of appropriate performance monitoring indicators; the risks and factors that mostly
influence project outcomes were poorly iden�fied and so ra�ngs tended to be overly op�mis�c, etc. All these
make the conven�onal monitoring and evalua�on very difficult and unrealis�c.

7
Consequently, studies, par�cularly, that of the Por�olio Management Task Force Report and its reviews by the
Opera�ons Evalua�on Department of the World Bank were commissioned and the outcome gave the integra�on
of performance indicators with the conven�onal monitoring and evalua�on techniques, and so performance
management report was midwifed.
USES OF PERFORMANCE INDICATORS
• STRATEGIC PLANNING: For any project or ac�vity, incorpora�ng performance measurement into the
design forces greater considera�on of the cri�cal assump�ons that underlie that program’s rela�onships
and casual paths. Thus, performance indicators help clarify the objec�ves and logic of a program
• PERFORMANCE ACCOUNTING: Performance indicators can help inform resource alloca�on decisions
if they are used to direct resources to the most successful ac�vi�es and thereby promote the most efficient
use of resources.
• FORECASTING AND EARLY WARNING DURING PROGRAM IMPLEMENTATION: Measuring progress against
indicators may point toward future performance, providing feedback that can be used for planning,
iden�fying areas needing improvement, and sugges�ng what can be done.
• MEASURING PROGRAM RESULTS: Good performance indicators measure what a program has achieved
rela�ve to its objec�ves, not just what it has completed; in this way they promote accountability.

• BENCHMARKING: Performance indicators can generate data against which to measure other projects or
programs. They also provide a way to improve program from learning from success, iden�fying good
performers, and learning from their experience to improve the performance of others.
• QUALITY MANAGEMENT: Performance indicators can be used to measure customer sa�sfac�on, and so assess
whether and how the program is improving their lives and u�lity.
Thus, Performance Management Reports (PMRs) are main products of sector performance analysis. It serves as
main source of performance informa�on about progress made in achieving results defined in Medium term Sector
Strategy (Strategic Plans) and Zero Budget ZBB. It is the prac�ce of change process which is designed to improve
service delivery, strengthen management effec�veness and efficiency, and have evidenced based accountability.
FAAN is commi�ed to key into the performance management repor�ng to promote and align to the Economic
Recovery and Growth Plan (ERGP) of Federal Government and Execu�ve Orders which seek to create conducive
business environment, diversify the economy and ensure a sustainable economic growth
The modules in this booklet, are presented in an easy to understand formats. We have also tried to give mul�ple
examples of various outputs, with their goals and their KPIs. We hope that readers and stakeholders will use the
examples to ar�culate properly their developmental outputs with specific goals and monitorable KPIs

8
 GENERAL OVERVIEW OF PERFORMANCE MANAGEMENT REPORTING IN FAAN

The key objec�ve of performance management repor�ng in Federal Airports Authority of Nigeria (FAAN) seeks
to align workers interests to FAAN’s vision, mission and core values. It seeks to iden�fy efficient, effec�ve and
economic ways through which FAAN’s ac�ons, ac�vi�es, projects and programs can be achieved. It does this by
se�ng goals and benchmarks for outputs and establishing baseline data, key performance indicators for measuring
progress during implementa�on and intended goals. Through this, FAAN’s objec�ves are achieved and workers’
welfare maximized. In FAAN, the process is as follows:
i. Performance Planning sets out performance expecta�ons and goals for the Directorates in line with their
mandates towards achieving overall objec�ves of FAAN. These expecta�ons and goals are usually ar�culated in the
directorate’s strategic plan and from where yearly budgets, are usually drawn by the departments in the
Directorate. The compila�on is presented and defended by them in the FAAN IGR Budget Commi�ee. At the end
of the financial year, the performance of each directorate is ar�culated, collated and published in FAAN’s Annual
report by the PRS department
ii. Performance Monitoring starts with the monitoring of staff daily performance in office. Usually targets based on
previous benchmarks are given and outputs assessed at the end of the week.
iii. Managing Director’s Commi�ee on Performance Management Report. The membership of this commi�ee is
drawn from various departments. Senior officers from grade level 13 to 15 are nominated by their Directors to
represent them in the Commi�ee. The Commi�ee is charged with the responsibility of carrying out the func�ons
of performance management repor�ng for FAAN. The General Manager of Planning, Research and Sta�s�cs is
the Chairman of the commi�ee. The report of this commi�ee is presented to the Managing Director, who is the
Chief Execu�ve of FAAN for considera�on and further direc�ve.

“ Change does not just happen, you and I must appreciate that
we all have our part to play if we want to bring CHANGE about”
-------- President Buhari

9
 MODULE 1

Central to result-based management (RBM) is the ‘results chain’ – the causal sequence for an opera�on that
s�pulates the necessary sequence to achieve desired objec�ves – beginning with inputs, moving through
ac�vi�es and outputs, and culmina�ng in outcomes and Impact (overall Goal/s). This provides the framework for
the iden�fica�on of indicators for performance management repor�ng. Figure 1.1 below illustrates this:

Figure 1.1 The results Chain

The Results Chain
Logframe The Results Chain

Goal The
Theposi� ve and
positive nega�
and ve, intended
negative, and and
intended unintended
unintended long-term
long-term results produced by FAAN project
results produced by FAAN project or program.or program.
“RESULTS”

Purpose
The
Themedium
medium– term results
– term of FAAN’s
results ac�vi�
of FAAN’s es.
activities.

Outputs
The
Theproducts
products,andactivities
ac�vi�es and
which resultresults
which from from FAAN
FAAN projects or programs.
project or programs.

Activities Actionstaken
Actions taken
or or work
work performed
performed through
through whichwhich
inputsinputs
are are
mobilized to produce specific output or results.
mobilized to produce specific output or results.

Inputs Thefinancial,
financial, human
The human andand material
material resources
resources required
required to to
implement
implementthethe
project or program.
project or program.

1.2 What does Results-based management (RBM) mean for Federal Airports Authority of Nigeria?
• It expands the scope of performance management repor�ng along the results chain;
• Ensures that outcomes and Impact (overall Goal) are included in the plans to measure progress and performance,
• Shi�s emphasis towards the measurement of changes in the output (services created) and impact (access,
usage) of the services created in achieving FAAN mission and vision.

1.3 Linking performance management reporting to a logical framework

10
The main output of a FAAN logical approach to project design is the logical framework(logframe) matrix.

Figure 1.2: Rela�ng the logframe to the results chain

The Results Chain

Logframe The Results Chain

Goal The
Thehighest-level
positive andresult to which
negative, FAAN opera�
intended on (the project
and unintended or
long-term
program) is intended to contribute.
results produced by FAAN project or program.
“RESULTS”

Purpose
The improved situa�on that a project or program is expected to
The medium
contribute – cantly
signifi term results of FAAN’s
to is completed activities.and on �me.
successfully

Outputs
The
Theproducts
products,andactivities
ac�vi�es and
(services)
whichwhich results
results fromfrom
FAAN
FAAN project/
project program.
or programs.

Activities Actionstaken
taken
Actions or or work
work performed
performed through
through whichwhich
inputsinputs are
(resources) are mobilized to produce specific output.
mobilized to produce specific output or results.

Inputs Thefinancial,
The financial, human
human andand material
material resources
resources required
required to to
implement the project/program.
implement the project or program.

The logframe is a summary table, and usually accompanies the project’s or program’s design document.
See (Figure 1.3).

A well-designed performance management system is a sine qua non to a

successful project formula�on, implementa�on and sustainability

11
Figure 1.3: The logframe matrix
What the programme will do; How performance will be measured Factors outside Management control
what it seeks to achieve that may affect project performance
Logframe hierarchy Performance indicators Means of verification Assumptions & Risks
Goal (Impact) (Goal-to-Super-Goal)
Higher objec�ve to which this project Indicators (increasingly standardized) to The program evalua�on system Risks regarding strategic impact
or program, along with others, is measure program performance.
intended to contribute.

Purpose (Outcomes) (Purpose-to-Goal)

The outcome of a project or program. Measures that describe People, events, processes, sources of Risk regarding program level impact
The change in beneficiary behavior, the accomplishment of the purpose. data for organizing the project’s or
systems or ins�tu�onal performance The value, benefit and return on the program’s evalua�on system.
because of the combined output investment.
strategy and key assump�ons.

Outputs Output indicators that measure the People, events, processes, sources Output-to-Purpose)
project or program & services finally of data – supervision & monitoring
The actual deliverables. What the delivered by it. system for valida�ng the project’s Risks regarding design Effec�veness
project or program can be held design.
accountable for producing.

Activities Inputs/Resources People, events, processes, sources of (Activity-to-Output)

data –monitoring system for valida�ng
The main ac�vity clusters that must Budget by ac�vity. Monetary, physical & implementa�on progress. Risks regarding implementa�on & efficiency.
be undertaken in order to accomplish human resources required to produce
the Outputs. the outputs.

1.3 What is the role of monitoring in PMR?

Monitoring is the day-to-day management task of collec�ng and reviewing informa�on that reveals how a project
or program is proceeding and what aspects of it, if any, needs correc�ng. It is a con�nuing func�on that uses
the systema�c collec�on of data on specified indicators to inform management and the main stakeholders of an
ongoing FAAN’s projects or programs and the extent of progress and achievement of results in the use of allocated
funds. Repor�ng is an integral part of monitoring and its informa�on is used to draw conclusions in evalua�ons.

1.4 The approach to results-oriented monitoring in PMR

The basic tool for se�ng up a robust monitoring system is the logical framework (logframe) approach.
The key ingredients of such a system must include the following:
• Project/Program objec�ves that are clearly defined and stated in a logical framework that iden�fy client
popula�on and delivery to a set of standards.
• A minimum set of results indicators, both quan�ta�ve and qualita�ve, for each objec�ve and cri�cal
assump�on that are feasible to collect and analyze;
• An assessment of the capacity for monitoring; and an assessment of training needs when capacity needs
to be strengthened;
• A plan for data collec�on and analysis, including baseline and ongoing data; the plan is to include a
combina�on of techniques such as report review, field visits and special studies and surveys;
• A monitoring and evalua�on plan and budget summarizing informa�on needs, data collec�on and analysis,
informa�on use, repor�ng and presenta�on. It must iden�fy who will be responsible and the �me frame for
key tasks is also noted and updated regularly. The budget must include funds for staff, consultants, travel,
relevant mee�ngs and workshops, baseline data collec�on, data management, special reports and studies,
and where training is envisaged, funds for capacity-building;

12
 A repor�ng and feedback system that allows for �mely decision-making by management on monitoring findings;
iden�fy who is responsible for ensuring ac�onable interven�on; and an annual review mee�ng a�ended by key
stakeholders that will allow a par�cipatory annual assessment of performance and results obtained to date as well
as planning next year’s monitoring and evalua�on ac�vi�es for good results-based management.
Figure 1.4 sets out key ques�ons at each stage of the logframe to which performance management
repor�ng Officer should pay par�cular a�en�on. Managers and Management will need to be updated regularly
on the answers to the ques�ons in order that they can respond in a �mely and construc�ve manner to keep the
project or program on track towards achieving its objec�ves.

Figure 1.4: Monitoring ques�ons and the logframe

Monitoring ques�ons
Logframe The Results Chain

Goal Measuring changes

The positive andatnegative,
Goal level intended and unintended long-term
requires longer �me-frame and is
results produced by FAAN project or program.
therefore dealt by at evalua�on stage
“RESULTS”

Purpose Are the intended outcome being

achieved?
The medium – term results of FAAN’s activities.
*Are outputs leading to
What is causing delays or
achievement of the Purpose
unexpected results?
Outputs Is there anything happening
The products, activities and which results fromlead
that should FAAN
project or programs. management
Are ac�vi�es leading to the to modify the opera�on’s
expected output implementa�on plan?
Activities State any Observa�ons
Actions taken or work performed through which inputs are
mobilized
Are ac�vi�esto produce
being specific output or results.
implemented
on schedule and within budget?

Inputs Are
Thefinance, personnel
financial, humanand and material resources required to
materials available on �me &
inimplement the�es
the right quan� project or program.
and quality ?

*CCM indicators measure changes in customer (PAX and airlines) behaviour resul�ng from delivery of a
project/program (output). They are important means of tracking progress.

13
 1.5 What is the role of evaluation in performance management reporting?
Evalua�on on the other hand is the systema�c and objec�ve assessment of an on-going or completed project,
program or policy, its design, implementa�on and results. The aim is to determine the relevance and fulfillment of set
objec�ves, as well as efficiency, effec�veness, impact (overall Goal) and sustainability. An evalua�on should provide
informa�on that is credible and useful, enabling the incorpora�on of lessons into management decision-making.

Figure 1.5: Evalua�on ques�ons and the logframe

Monitoring ques�ons
Logframe The Results Chain

Impact Sustainability
Goal •The
What changes did the • Are the
positive and negative, intended benefi
and ts likely tolong-term
unintended be
opera�on bring about? maintained for an extended
results produced by FAAN project or program.
• Were there any unplanned period a�er assistance ends?
or unintended changes?
“RESULTS”

Purpose
Eff ec�medium
The Relevance
veness – term results of FAAN’s activities.
• Were the opera�on’s • Were the opera�on’s objec�ves
objec�ves achieved? consistent with beneficiaries
• Did the outputs lead to needs and with FAAN’S Mission &Vision?
Outputs the intended outcomes?
The products, activities and which results from FAAN
project or programs.

Activities Actions
Effi ciencytaken or work performed through which inputs are
•mobilized
Were stocks of items available
to produce on �meor
specific output and in the right
results.
quan��es and supply?
• Were ac�vi�es implemented on schedule and within budget?
Inputs • Were inputs delivered economically?
The financial, human and material resources required to
implement the project or program.

1.6 The approach to results-oriented evaluations in PMR

A solid monitoring system is essen�al for evalua�ons to provide credible results informa�on. The
informa�on provided by baseline studies, progress reports and review mee�ngs enable FAAN
performance management repor�ng officer’s evalua�ons to focus on obtaining and confirming results
achieved apart from providing accountability to the Management and Stakeholders.

Evalua�ons carried out by independent evaluators are undertaken only when there is a special
management need or if the evalua�on can inform the long-term strategy and policy needs of the FAAN.

14
1.7 Monitoring and Evaluation in Performance Management Reporting?
Thus, Monitoring and Evalua�on (M&E) are cri�cal component of PMR and is a sine qua non to the success
of any project/program. The body literature of the subject ma�er asserts that the thin line between success
and failure of any project is determined by the extent to which Monitoring and Evalua�on is carried out.
As a Planning responsibility, monitoring ac�vity provides the basic building blocks of decision-making, for
strategic planning, resource mobiliza�on and u�lisa�on. It is a key measurement ac�vity in our efforts at achieving
organiza�onal effec�veness, our vision and mission. If we cannot monitor, we cannot measure and if we cannot
measure, certainly we cannot improve. Monitoring gives informa�on on where a policy, program or project is at any
given �me (or over �me) rela�ve to respec�ve targets and outcomes. Monitoring focuses in par�cular on efficiency,
and the use of resources. A baseline study is usually conducted before the project or program begins. For performance
management repor�ng which is the key to results-based management to be meaningful, monitoring and evalua�on
must be objec�ve, transparent, con�nuous and most importantly its informa�on, should be readily available.
Monitoring and evalua�on systems must also be fully funded throughout the project’s or program’s lifecycle, since
lack of sustained funding is a major reason why monitoring and evalua�on fail.
In summary we undertake M&E because?
• Monitoring and Evalua�on is a key measurement ac�vity in our efforts at achieving a results-based
management in FAAN’s which is the key factor in the achievement of our Mission and Vision effec�vely
and efficiently.
• Monitoring and evalua�on enables the improved management of the outputs and outcomes to meet our
clients’ needs and so is sine qua non to results-based management.
• It encourages the alloca�on of effort and resource in the direc�on where it will have the greatest impact.
• It plays a crucial role in keeping projects on track, create the basis for reassessing priori�es and create an
evidence base for current and future projects through the systema�c collec�on and analysis of informa�on on
the implementa�on of a project.
• It provides the basic building blocks of decision-making, for strategic planning and resource mobiliza�on.

1.8 Principles of results-oriented performance management reporting in FAAN

FAAN’s framework on PMR should be guided by the following principles:
i. All FAAN projects and or programs should be regularly and systema�cally monitored and evaluated
(including processes, performance and output);
ii. Monitoring and evalua�on must be built into the design of every project and program and such projects or
programs should have a Baseline data fully captured from the beginning;
iii. Monitoring and evalua�on system needs to be responsive and appropriate to the characteris�cs of the
situa�on being monitored or evaluated. To the extent possible, a Planning Officer should be integrated with
project or program designers to enable the integra�on of Monitoring and Evalua�on principles in the project
or program design.
iv. Monitoring and Evalua�on system must reflect the informa�on needs of the clients to whom the project
or program targets.

15
1.9 Performance reporting throughout the lifecycle of a project
Performance repor�ng should occur throughout a project’s lifecycle. A baseline study is usually conducted
before the opera�on begins. Evalua�on can occur for different purposes at different points, and should not cease
with the comple�on of the project. At the comple�on of the project, con�nuous evalua�on is necessary to ensure
adequate maintaince and that the project is really impac�ng on the client.

Figure 1.6: Performance repor�ng throughout the lifecycle of a project

Final Evaluation Ex – Post Evaluation

Developmental
Evaluation Mid - term
Evaluation
Flow of benefits

Baseline

Time
Duration of project

“One of the most tried-and true forms of management is feedback”

Dr. Christopher Lee

16
 MODULE 2

2.0 HOW TO DESIGN A PERFORMANCE MANAGEMENT REPORTING SYSTEM IN FAAN

Except as otherwise restricted by order, the areas for the purposes of conduc�ng a performance management
repor�ng in airports include the following areas:
• Runway, apron and taxiway system • Gates and aircra� parking • Aerobridges • Ground service equipment •
Freight facili�es • Check-in • Government inspec�on • Security clearance • Gate lounges • Baggage • Baggage
trolleys • Flight informa�on display and signs • Washrooms • Car parking • Airport access. Others may include
projects outsourced to third par�es.

2.1 Steps in Developing a Performance Management Reporting Plan

A Performance Management Repor�ng (PMR) Plan is a guide as to what you should monitor and evaluate, what
informa�on you need, and who you are repor�ng for. The plan outlines the key evalua�on ques�ons and the detailed
monitoring ques�ons that help answer the evalua�on ques�ons. This allows you to iden�fy the informa�on you
need to collect, and how you can collect it. Depending on the details of the Performance Management Repor�ng
plan, you can iden�fy the people responsible for different tasks, as well as �melines. The plan should be able to be
picked up by anyone involved in the project at any �me and be clear as to what is happening in terms of monitoring
and evalua�on. It is also important to remember that there are many types of evalua�ons.
An evalua�on plan should ideally be done at the planning stage of a project, before you commence implementa�on.
This will allow you to plan ahead of �me the data collec�on ac�vi�es that you may need to undertake, such as
pre-interven�on surveys (baseline data). However, it is never too late to develop a Performance Management
Repor�ng plan. Retro-fi�ng a Performance Management Repor�ng plan to an exis�ng project may just mean that
you may be constrained in some of the data that you can collect.
Step 1. Iden�fy your Performance Management Repor�ng audience
Iden�fy who the Performance Management Repor�ng audience or stakeholders are. They include the people or
organisa�ons (here the FAAN) that require a Performance Management Repor�ng to be conducted. Remember
that Performance Management Repor�ng is generally undertaken for improvement, accountability, learning, or
for all together.

Step 2. Define the Performance Management Repor�ng ques�ons

These ques�ons should be developed up-front, and in collabora�on with the primary stakeholder (FAAN) and
other stakeholders who you intend to report to. These ques�ons go beyond measurements to ask the higher
order of ques�ons such as whether the project is worth it, or could it have been achieved in another way. Overall,
Performance Management Repor�ng ques�ons should lead to futher ac�on such as project improvement,project
mainstreaming, or project redesign.

Step 3. Iden�fy at this stage whether the Performance Management Repor�ng audience has specific
�melines by which it requires the report. This will be a major factor in deciding what you can and
cannot collect.
When framing your outcome-focused Performance Management Repor�ng ques�ons, keep them open-ended.
Eg. “To what extent did...”

17
2.2 Performance Management Reporting Questions
• Process
How well was the project designed and implemented (i.e. its quality)

• Outcome
To what extent did the project meet the overall needs?
Was there any significant change and to what extent was it a�ributable to the project?
How valuable are the outcomes to FAAN, other stakeholders, and par�cipants?

• Learnings
What worked and what did not?
What were unintended consequences?
What were emergent proper�es?
• Investment
Was the project cost effec�ve?
Was there another alterna�ve that may have represented a be�er investment?
• What next
Can the project be scaled up?
Can the project be replicated elsewhere?
Is the outcome self-sustaining or does it require con�nued interven�on?
• Theory of change
Does the project have a theory of change?
Is the theory of change reflected in the program logic?
How can the program logic inform the research ques�ons?
2. 3. Another way of classifying broad Performance Management Reporting
questions is presented below.

PMR ques�on
• Relevance
Does the project/program and contents meet the demand (needs) of the target group?
To what extent is the project/program goal in line with the vision and mission of FAAN?
• Efficiency
Did the engagement method used in this project lead to similar numbers of par�cipants as previous or other
programs at a comparable or lesser cost?
Have the more expensive engagement approaches led to be�er results than the less expensive engagement
approaches?
• Effec�veness
To what extent did the project/program lead to increased sa�sfac�on for the clients as stated?
To what extent did the engagement method encourage the target group to take part in the project?
• Outcome
To what extent has the project led to more sustainable and welcoming behaviours in the target group?
Were there any other unintended posi�ve or nega�ve outcomes from the project?
• Sustainability
To what extent has the project led to the long-term behaviour change?

18
Step 1. Iden�fy the Performance Management Repor�ng ques�ons
In order to answer PMR ques�ons, monitoring ques�ons must be developed that will inform what data will be
collected through the monitoring process. Monitoring ques�ons are quite specific in what they ask, compared to
evalua�on ques�ons. For example, for an evalua�on ques�on of “What worked and what did not?” you may have
several specific ques�ons such as “Did the workshops lead to increased knowledge on energy efficiency in the
office?” or “Did par�cipants imbibe safety efficient techniques”.
The monitoring ques�ons will ideally be answered through the collec�on of quan�ta�ve and qualita�ve data. It
is important to not leap straight into the collec�on of data, without thinking about the PMR ques�ons. Jumping
straight in may lead to collec�ng data that provides no useful informa�on, which is a waste of �me and money.
If you have developed a program logic (logframe), you can use this to start iden�fying relevant monitoring ques�ons
and indicators. Once you have iden�fied monitoring ques�on in your program logic (logframe), you can transfer
them into your PMR system.

Step 2. Identify the data sources

The next step is to iden�fy what informa�on you need to answer your monitoring ques�ons and where this
informa�on will come from (data sources). It is important to consider data collec�on, in terms of the type of data
and any types of research design. Data sources could be par�cipant themselves, or airports or ques�onnaire, or
even literature. You can then decide on the most appropriate method to collect the data from the data source.

Step 3. Identify who is responsible for data collection and timelines

It is advisable to assign responsibility for the data collec�on so that everyone is clear of their roles and
responsibili�es. This also allows new staff to come onto the project and get a sense of who is responsible for what,
and what they may have to take on and when.
Collec�on of monitoring data may occur regularly over short intervals, or less regularly, such as half-yearly or
annually. Again, assigning �melines limits the excuse of ‘not knowing’.
You may also want to note any requirements that are needed to collect the data (staff, budget etc). It is advisable to
have some idea of the cost associated with monitoring, as you may have great ideas to collect a lot of informa�on,
only to find out that you cannot afford it all. In such a case, you will have to priori�ze.

Step 4. Identify who will evaluate the data, how it will be reported, and when
This step is op�onal but highly recommended, as it will round off the PMR plan as a complete document.
Remembering that evalua�on is the subjec�ve assessment of a project’s worth, it is important to iden�fy who
will be making this ‘subjec�ve assessment’. In most cases, it will be the project team, but in some cases, you
may involve other stakeholders including the target group or par�cipants. You may also consider outsourcing a
par�cular part of the evalua�on to an external or independent party.
For a PMR to be used (and therefore useful) it is important to present the findings in a format that is appropriate to the
audience. This may mean a short report, or a memo, or even a poster or newsle�er. As such, it is recommended that
you consider how you will present your PMR from the start, so that you can tailor the way to present your findings
to the presenta�on format (such as graphs, tables, text, images).

19
Step 5. Review the Performance Management Reporting plan
Once you have completed your PMR plan, highlight data sources that appear frequently. For example, you may be
able to develop surveys that fulfil the data collec�on requirements for many ques�ons.
Also consider re-ordering the PMR plan in several ways, for example, by data source, or by data collec�on
�meframe. Finally, go through this checklist. Does your PMR plan:
i. Focus on the key PMR ques�ons and the PMR audience?
ii. Capture all that you need to know in order to make a meaningful PM report of the project?
iii. Only asks relevant monitoring ques�ons and avoids the collec�on of unnecessary data?
iv. Know how data will be analysed, used and reported?
v. Work within your budget and other resources?
vi. Iden�fy the skills required to conduct the data collec�on and analysis?
vii Are your data and KPIs...specific, measurable, achievable, relevant, and �me-based ? (SMART)

NOTE. It is advisable that at least one of the following three performance management repor�ng
exercises should be undertaken during the lifecycle of a project:
__ self-evalua�ons - undertaken by project or program managers and implementa�on staff;
__ non-mandatory evalua�ons - undertaken by independent consultants and managed by FAAN management;
__ mandatory independent evalua�ons - undertaken by FAAN Performance Management Repor�ng team and
managed by FAAN Planning Department.
Step 6. Importance of a literature review.
A literature review is a desktop-based research of previous projects and other ini�a�ves that can inform and
support the need for a project, as well as provide a founda�on for the work to be undertaken. The review should
iden�fy whether similar work has been done, what works, and what doesn’t, so that you do not have to re-invent
the wheel. The review should ideally have recommenda�ons to inform the need for a project and the project
design.
It is important to make sure that the literature review does not just describe similar works, but evaluates them in
rela�on to the intended project. It must therefore involve a cri�cal review of works in rela�on to your intended
project. Literature reviews also help in se�ng baseline data for the new project.

20
Table 2.1: Steps in the design of a Performance Management Reporting System for FAAN
STEP TO-DO-LIST
Check the project’s or Review and revise (and if necessary, prepare) a logical framework.
programs’s design Ensure that objec�ves for Goal (impact), Purpose (outcome), Outputs, Ac�vi�es and Inputs assump�ons
are clearly stated and measurable.
Ensure that indicators are adequately specified with quan�ty, quality and �me.

Assess capacity for Iden�fy what human and financial resources are available for PMR
performance Managerment Assess training requirements for all monitoring staff.
Repor�ng
Specify training requirements.
Plan for data collec�on and Check exis�ng informa�on sources for reliability and accuracy, to determine
analysis what data is already available?
Decide what addi�onal informa�on should be collected, for baseline purposes,
for monitoring and for evalua�on.
Set a �meframe and schedule for data collec�on and processing, and agree on
responsibili�es.
Prepare the performance Summarize agreed informa�on needs, data collec�on, informa�on use, repor�ng
Management Repor�ng and presenta�on in a monitoring and evalua�on plan.
plan and budget
Summarize capacity building and support requirements.
Cost all monitoring and evalua�on ac�vi�es, and iden�fy funding sources.
Plan for repor�ng and Design the repor�ng system, specifying formats for reports.
feedback Devise a system of feedback and decision-taking for management.

2.4 Checking Project/Program Design

The star�ng point in design of the Performance Management Repor�ng system is to refer to the logframe and its
associated products – the implementa�on schedule and the budget as well as the project document or opera�onal
plan indica�ons on monitoring and evalua�ons.
It is vital that there is a clear link between the logical framework (logframe) and the Performance Management
Repor�ng plan, and that informa�on flows cater for the needs of management at different levels in
the management hierarchy. Figure 2.1 summarises the linkages required:

“PMR is a key complement of our effort to achieve organiza�onal

efficiency asexpressed in our vision and mission in FAAN”

Capt Hamisu Rabiu Yadudu, MD/CE FAAN

21
Figure 2.1: Components of the PMR plan, and their linkage to the logframe
PROJECT PLANNING TOOLS

LOGFAME

Result Performance Means of Assump�on

Hierarchy Indicators Verifica�on and Risks
BASELINE AND EVALUATION
Goal • Arrangement for baseline data collec�on and follow-up
survey of outcome indicators
Purpose • Plans for self evalua�on, or any regular evalua�ons to
be conducted by external consultants
Outputs
MONITORING
Ac�vi�es Inputs Costs • Arrangements for collec�on analysis for data on:
— Achievement of targets at Output Purpose
levels
— Comple�on of ac�vi�es, and compliance with
IMPLEMENTATION SCHEDULE
contractual agreements
Ac�vi�es J F M A M J J A S O N D — Expenditure against budget
— Risks and assump�ons
Ac�vity 1

Ac�vity 2
REPORTING
• Agreed flow and format for reports, linked to
Ac�vity 3 management levels
• Agreed system for feedback and management review
etc.

CAPACITY-BUILDING AND SUPPORT

BUDGET • Specifica�on of training and support requirements for
Item Quan�ty Cost FAAN & implemen�ng partners
• Arrangements for verifying the quality and accuracy of
Input M&E outputs

Traninnig, Manpower M&E WORKPLAN AND BUDGET

• M&E ac�vi�es included in logframe and implementa�on
Data collec�ons schedule
• M&E costs included in budget
PMR PROCESS

22
Table 2.2: The logframe matrix

What the programme Factors outside Management control

will do; what it seeks to How performance will be measured that may affect project performance
achieve
Logframe hierarchy Key Performance indicators Means of verifica�on Assump�ons & Risks
Goal (Impact) The program evalua�on system (Goal-to-Super-Goal)
Higher objec�ve to which Risks regarding strategic impact
this project or program, Indicators to measure program
along with others, is intend- performance.
ed to contribute
Purpose (Outcomes) People, events, process- (Purpose-to-Goal)
The outcome of a Measures that describe the accomplishment es, sources of data for Risk regarding program level impact
project or program. The of the purpose. The value, benefit and return organizing the project’s
change in beneficiary on the investment. or program’s evalua�on system.
behavior, systems or
ins�tu�onal performance
because of the
combined output strategy
and key assump�ons.
Outputs Output indicators that measure the project People, events, processes, (Output-to-Purpose)
The actual deliverables. or program & services finally delivered by it. sources of data – supervi- Risks regarding design Effec�veness
What the project or pro- sion & monitoring system for
gram can be held account- valida�ng the project’s design.
able for producing.
Ac�vi�es Inputs/Resources People, events, processes, (Ac�vity-to-Output)
The main ac�vity clusters Budget by ac�vity. Monetary, physical & sources of data –monitoring Risks regarding implementa�on &
that must be undertaken human resources required to produce the system for valida�ng efficiency.
in order to accomplish the outputs. implementa�on progress
Outputs.
.
NOTES:
1. Objec�ves of the project/program should be assessed for their compliance with FAAN vision and mission
2. Have external factors been taken into account? Successful implementa�on is dependent on other factors
that lie outside management control – the assump�ons and risks specified in the project’s logframe.
3. These factors must also be monitored in order that managers are in a posi�on to respond to changes in the
project’s opera�ng environment.
4. To make assump�ons and risks ‘monitorable’ they need to be incorporated in the monitoring and evalua�on
plan and should be specified with indicators.
5. It is important to revisit the risks and assump�ons during the project life cycle to ensure that they s�ll apply.
6. Will indicators effec�vely measure progress? An indicator is a quan�ta�ve or qualita�ve factort hat provides a
simple and reliable means to measure achievement or to reflect the changes connected to a project/
programme.
7. Where possible and relevant, indicators should allow for the collec�on of disaggregated data (by sex, age and
other relevant variables).

23
2.5 Best Practice ‘Do’s’ for Key Performance Indicators and Means of Verification

Indicators

i. Indicators should be SMART – Specific, Measurable, Accurate, Realis�c, Timely.

ii. Indicators should be objec�vely verifiable, meaning that different persons using the same indicator
would obtain the same measurements.
iii. Outcome indicators (purpose level) reflect the target popula�on and type of benefits.
iv. Outcome indicators include coverage of target group (passengers, airlines tourists, and other businesses)
access to, use of, and sa�sfac�on with the delivered project/program.
v. Output indicators are derived from management record-keeping and internal analysis

Means of Verifica�on

Indicators can be measurable at reasonable cost by exis�ng means or by procedures to be developed by

the project manual. In either case, responsibility will be clearly assigned.
.
2.6 Common weaknesses in key performance indicator selection are as follows:

• Too many indicators are selected – Managers have a tendency to ask for too much informa�on, assuming that
the more they know the be�er they will be prepared. However, the result is o�en informa�on-overload.Instead,
informa�on needs must be related directly to decision-making roles and to levels of management – more detail
is required by field level managers, while aggregated and summarized data is used at higher levels.
• Selec�on of indicators should reflect this through the specifica�on of a minimum set of informa�on. The trap of
including too many indicators should be avoided, as this will add to the work and cost of collec�ng,recording and
analyzing the data.
• Don’t select overly complex indicators – Some indicators present major problems for data collec�on, either in
terms of the skills or the resources required.
• Informa�on about outcomes is also required. Client contact monitoring (CCM) provides a means of tracking the
likelihood of achieving outcomes and impact.

2.7 Client Contact Monitoring (CCM) Indicators:

Client Contact Monitoring (CCM) is defined as a systema�c inves�ga�on to monitor FAAN’s clients: Passengers,
Airlines, Tourists, Tenants, etc) percep�ons of a newly introduced or monitored project/program. CCM aims to
obtain informa�on about the client’s reac�on to the outputs of a project/program, and is intended to provide
managers with an indica�on of progress towards achievement of the project’s purpose.
CCM Indicators should be to provide an effec�ve means of valida�ng whether the output strategy is working or
not, for it is no longer service delivery but service u�liza�on. It should therefore include informa�on about client
access to, use of, and sa�sfac�on with project/program outputs. Monitors should seek feedback directly from
the clients, (men, women and children).
CCM indicators should be included in the logframe at Purpose level.

24
Figure 2.2: Client Contact Monitoring (CCM) and the Logframe
Results Performance Means of Assump�ons
Hierarchy Indicators Verifica�on and Risks

Goal

Purpose
The benefits
derived by the
beneficiaries


Transition from service
delivery to benefit Customer Contact Monitoring indicators

Outputs
The service provided
by the opera�on

Ac�vi�es

2.8 Planning for Data Collection and Analysis

The data collec�on task can be split into two sets of requirements:

1. Baseline data to gain informa�on on clients and the local context (what was) prior to the start of the main
project/program ac�vi�es
2. Ongoing data for monitoring of progress during implementa�on
Both sets of data are subsequently used for monitoring and evalua�on. Special case studies and surveys can be
undertaken to update baseline informa�on and to understand the reasons for changes that have occurred.
2.9 Why do you need baseline data?
Monitoring and evalua�on to a large extent use the same indicators and data sets with evalua�on. Evalua�on is
rendered difficult if the relevant baseline and monitoring data are not available.
More substan�ve informa�on about how the project/program has changed clients’ behavior and patronage are
required for evalua�on, and so evalua�on considera�ons must be explicitly addressed during system design. The
main mechanisms for this are:
Arrangements for baseline data collec�on – what was the situa�on before the project/program commenced; and
in the case where comparison groups are included in a baseline study, how did the situa�on within the scope of
the project/program compare with that outside?
Arrangements for a follow-up study – what difference has the opera�on made:
i) since start-up; and in comparison with groups outside the scope of the opera�on?
The techniques used to collect baseline data are no different from those used in other exercises such as reviews,
assessments and evalua�ons. The difference lies in the purpose of the exercise. Baseline studies provide the
necessary informa�on to complete the planning of the project/program, through benchmarking of indicators and
analysis of context. They are also the basis of sound monitoring and evalua�on, providing a snapshot of the
condi�ons prior to start-up. Baseline data facilitates measurement of the outcomes and impact of a project/program.
Without baseline data, it is diffcult to determine what difference the project has made.

25
 MODULE 3
3.0 Some key points to keep in mind when planning the collection of baseline information:

• The collec�on of baseline data should be �med to be undertaken prior to the start of a project/program or next
phase;
• Baseline and follow-up studies should be included in your M&E plan as key components, and therefore should
be appropriately budgeted for and resourced; and
• The results of a baseline study should be analyzed and presented in a format that is succinct and clear, and most
importantly, that can be easily understood by programming staff, project managers or repor�ng delegates and
evaluators.
3.1 What monitoring data are required and where will it come from?
Ongoing data requirements for monitoring can be summarized within the logframe structure as table 2.4 below.

Table 3.1: Monitoring Ques�ons and the Logframe

Logframe Monitoring ques�ons Assump�ons

Level
Outcomes What are clients’ (Passenger, Airlines, Tenants) access to
use of and sa�sfac�on with the project/program or service
delivered?
Are they benefi�ng as envisaged?
Outputs What are the physical achievements of the project /program? Are any external factors
Is the clients’ receiving the worth of the services planned? significantly affec�ng the
Are assets being created and maintained as planned? projects progress?
Are other services complimentary to this being rendered? Is the effect posi�ve
Ac�vi�es Are the projects/programs going on as planned? or nega�ve?
Are there any obstacles to a seamless ac�vity?
Who is par�cipa�ng in the project?
Inputs What management structures are in place for the
implementa�on of the project and how efficient are they?
What is the current posi�on?
Is funding going on as planned?
Any kick off?

a. Input monitoring
Tradi�onal informa�on systems are o�en geared to sa�sfying the administra�ve requirement that funds and
resources are adequately accounted for, and that work has been accomplished as planned. But perhaps the most
common weakness in physical and financial monitoring is that devia�ons from the plan may not be traceable to
responsibility centers, or that the reason for the devia�on is not clear. If, for example, an airport data for rest room
cleanliness indicates that there has been an interrup�on to the distribu�on of supplies, it is important that this
informa�on is accompanied by iden�fica�on of who is responsible and why the problem has occurred.

26
b. Field visits – a valuable source of informa�on
Field visits are an essen�al monitoring tool for Federal Airports Authority of Nigeria (FAAN) providing the necessary
close contact with clients.
Field visits can serve a number of interlinked purposes:
• To gauge progress towards achieving the project’s objec�ves
• To determine clients’ percep�ons and reac�ons to ac�vi�es
• To assess u�liza�on of assets created, and to iden�fy any nega�ve effects
• To assess the quan�ty and quality of work undertaken, and the appropriateness of other ac�vi�es
• To make physical checks of projects/programs and services op�miza�on and efficiency.
• To help management iden�fy problems and make decisions to overcome them early enough
• To establish symbio�c rela�onships with clients, and implemen�ng partners
• To ensure that clients opinions are fully considered in implementa�on plan as captured in the
project/program design.
3.2 Who undertakes data collection and analysis at the field level?
It is essen�al that duplica�on of monitoring be avoided, that informa�on gaps are iden�fied, and that resources
for monitoring are used efficiently. The M&E Plan will help to clarify who will collect what, and why. It will also
provide a framework for agreeing on responsibili�es for the scaling up of the monitoring effort.
Cons�tute mixed teams – Need to include a staff whose project or program is being monitored – to take advantage
of the different perspec�ves of various individuals on the project.
Develop a team approach, with frequent team mee�ngs to promote integra�on and shared Percep�ons
3.3 Qualities and skills required of those monitoring projects
They must:
• Have an understanding of FAAN’s mandate: mission and vision.
• Have good analy�cal and repor�ng skills
• Have skills in qualita�ve and quan�ta�ve data collec�on techniques
• Have knowledge on input and output monitoring, and inventory control.
• Be honest, observant, percep�ve, inquisi�ve, persistent, and diploma�c
• Be sensi�ve listeners who also have the ability to influence and convince people through
discussion
• Be Energe�c, willing to travel and spend the majority of their �me in the field
• Capable of reviewing problems with officials on-the-spot
• Be team players
• Be able to determine and focus on what is important.
3.4 Planning for Reporting and Feedback
Guidance for monitoring and evalua�on report wri�ng:
1. Be as short as possible, consistent with the amount of informa�on to be presented.
2. Focus on results being achieved as defined in the logframe or defined in the objec�ves, and link the use of
resources allocated to their delivery and use.
3. Be clear on who your audience is and ensure that the informa�on is meaningful and useful to the intended
reader.
4. Write in plain language that can be understood by the target audience.
5. Ensure �mely submission of progress reports. Even if incomplete in certain aspects or component coverage, it is
be�er to circulate key results in other areas rather than wait for the complete picture
6. Provide a brief summary (1 page) at the beginning.
7. Be consistent in your use of terminology, defini�ons and descrip�ons of partners, ac�vi�es and places.
8. Present complex data with the help of figures, summary tables, maps, photographs, and graphs.
9. Only highlight the most significant key points or words (using bold, italics or other stresses).

27
10. Include references for sources and authori�es.
11. Include a table of contents for reports over 5 pages in length.
3.5 How would project/program managers use reports?
A baseline study report provides the necessary informa�on to ‘benchmark’ indicators for the project’s Purpose
and Goal, providing a snapshot of the situa�on before the opera�on commences or at least in its early stages. The
follow-up study then provides a picture of how the situa�on has changed. The baseline study also provides useful
informa�on for planning purposes.
If the study is conducted before implementa�on starts, baseline informa�on can help to fine-tune the project’s
design. If the study is conducted during the early stages of implementa�on, then it can provide useful informa�on
to validate the design, or to iden�fy necessary modifica�ons.
Timely progress repor�ng will inform whether or not the project is on track regarding the delivery of outputs
and outcomes, and thereby permit management to focus its energy on the most cri�cal bo�lenecks. Moreover,
progress reports at quarterly and six monthly intervals should:
i Be results-oriented (provide updates on outputs achieved, and include CCM informa�on)
ii. Be ac�on focused
iii. Allow management to review what has been done in the last repor�ng period as compared to the plans, and
iv. Permit management to decide on what needs to be done in the next period.
Self-evalua�on reports should:
i. Be results-oriented (provide an assessment of actual output and outcomes achieved)
ii. Permit the prepara�on of new or follow-up projects/programs in a way that incorporates the experiences of
the exis�ng project/program.
iii Provide a close-out analy�cal report for those projects/programs that are being terminated.
3.6 Preparing the Performance Management Reporting Plan and Budget
Below is a matrix for developing the PMR plan.

Fig 3.1 The Monitoring and Evalua�on plan

Means of Verifica�on Use of Informa�on
Indicators Frequency &
Logframe Responsibility Responsibility Presenta�on
(including Data Cost of Repor�ng
Elements for Collec�on for Collec�on
Targets) Source Collec�on
Goal
Assump�ons
Purpose
Assump�ons
Output
Assump�ons
Ac�vi�es
Assump�ons
Inputs
Assump�ons
The following informa�on should be entered into the matrix:
a. Logframe element – Goal, Purpose, Output, ac�vity, inputs and assump�ons
b. Indicators – for the Goal, Purpose and Outputs, the indicators contained in the project logframe should
be inserted and targets added.
For inputs, the physical quan��es and project financial costs should be inserted for the main cost categories
– for example:

28
i. for items the projected quan��es and cost of each commodity
ii. for human resources, the projected staff �me and cost etc.
c. Data source – the primary or secondary data source that will provide informa�on about each indicator
– e.g. exis�ng sta�s�cs or records; project accounts; nutri�on survey; etc.
d. Frequency of collec�on and cost– how o�en primary data will be collected, or secondary data analysed
(e.g. quarterly, annually, at end of phase, etc.), and the budget required.
e. Responsibility for collec�on – which organisa�on or unit will be responsible for collec�ng and/or analysing the
data.
f. Collec�on Method – how the data is being collected (e.g. focus group mee�ngs).
g. Repor�ng – in which report(s) the informa�on will be included.
h. Presenta�on – at which fora or mee�ngs the informa�on or report will be presented and discussed.

3.7 Planning for Reporting and Feedback

Guidance for performance management report wri�ng
i. Be as short as possible, consistent with the amount of informa�on to be presented.
ii. Focus on results being achieved as defined in the logframe or defined in the objec�ves, and link the use
of resources allocated to their delivery and use.
iii. Be clear on who your audience is and ensure that the informa�on is meaningful and useful to the
intended reader.
iv. Write in plain language that can be understood by the target audience.
v. Ensure �mely submission of progress reports. Even if incomplete in certain aspects or component coverage,
it is be�er to circulate key results in other areas rather than wait for the complete picture.
vi. Provide a brief summary (1 page) at the beginning.
vii. Be consistent in your use of terminology, defini�ons and descrip�ons of partners, ac�vi�es and places.
viii. Present complex data with the help of figures, summary tables, maps, photographs, and graphs.
ix. Only highlight the most significant key points or words (using bold, italics or other stresses).
x. Include references for sources and authori�es.
xi. Include a table of contents for reports over 5 pages in length.

3.8 Monitoring the partner’s reporting system

Opera�ons repor�ng should be monitored for:
i. Timeliness – whether reports are submi�ed at the specified and agreed �mes. This can be monitored simply by
recording on a flow chart when reports are received.
ii. Completeness – whether all of the informa�on required by the report format is provided.
iii. Consistency – whether the units used in consecu�ve reports facilitate comparisons in performance over �me.
This can be monitored by checking the report against the agreed milestones and indicators specified in the
monitoring plan.
iv. Content – the extent to which the report provides an analysis of what has taken place, or simply presents ‘bare’
figures.
v. Reliability/accuracy – the extent to which the report is a fair representa�on of the facts.
3.9 Feedback
How can we ensure that relevant PMR informa�on triggers dialogue and decision-making by the various
concerned stakeholder groups?

29
i. The first step is to acknowledge receipt of progress report and provide comments regarding report conclusions,
recommenda�ons and �meliness.
In addi�on, the PMR plan should programme more formal feedback opportuni�es such as:

i. Quarterly progress review mee�ngs – Reviews output progress (planned versus actual)
ii. CCM findings and early evidence of outcome and acts on improvement proposals
iii. Evalua�on debriefing workshop – Conducted at the end of the field mission stage of the evalua�on, where
ini�al evalua�on findings are presented and discussed in order that stakeholder feedback can be incorporated
into the final report.

At the end of the review, the Na�onal Monitoring and Evalua�on Department of the Ministry of Finance, Budget
and Na�onal Planning come up with a measurement framework – the MDA Performance Scorecard.
THE MINISTRY, DEPARTMENT AND AGENCY PERFORMANCE SCORECARD TEMPLATE
The MDA Template is an innova�ve tool specifically designed to assess service delivery from the MDAs.
It provides a structure that allows stakeholders to quickly tell how an MDA is performing and what needs
a�en�on and a top-level “dashboard” that gives a broad picture of the MDA performance on its “Mandate”. The
Scorecard in addi�on provide focus to the MDAs on key results areas they need to address, the outcome and
outputs to deliver to the stakeholders. Its aligns the day-to-day work that everyone is doing within the MDA
priori�ze projects, products and services to be delivered. The MDA scorecard template is as shown below:
MDA SCORECARD TEMPLATE (Sec�on A Signatories)
Name of Ministry
Name of Honourable Minister
Honourable Minister’s Signature Date:
Permanent Secretary’s Name
Permanent Secretary’s Signature Date:

MDA INFORMATION (Sec�on B)

MDA DETAILS
MDA Name
Acronym
Address
Mission Statement
Agencies/Parastatals
under the Ministry

MDA CONTACT PERSON

Name
Designa�on
Phone
E-mail

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 MODULE 4

UNDERSTANDING THE RIGHT KEY PERFORMANCE INDICATOR (KPI)

4.1 One key success factor in making an airport reliable and efficient is performance
measurement. Measuring anything is comparing it to an agreed standard. Without knowing the
current performance of the airport, it will be difficult to discern which performance area or areas that
could be improved upon. For this purpose, Key Performance Indicators (KPI) are readily used. KPI’s
are a set of simple measures or pointers that give indications on the current and future performance
of a project or program. Or put in a simpler form, a KPI is a type of performance measurement that
helps you understand how your organization or department is performing. A good KPI should act as
a compass, helping you and your team understand whether you’re taking the right path toward your
strategic goals.
They could be quantitative or qualitative. They are used as benchmarks and then monitoring
progress. They do not provide a detailed analysis, or directly suggest how to improve the airport, but
can be used as pointers, showing where more work has to be performed. To be effective, a KPI must:

• Be well-defined and quan�fiable.

• Be communicated throughout your organiza�on and department.
• Be crucial to achieving your goal. (Hence, key performance indicators.)
• Be applicable to your Line of Business (LOB) or department
• As well as being SMART

4.2 Initial Selection

The trouble is, there are thousands of KPIs to choose from. If you choose the wrong one, then you are measuring
something that doesn’t align with your goals. How, then, should you go about selec�ng the right KPIs for your
organiza�on?
The best way to accomplish this is by researching and understanding some of the most important KPIs. This
way, you’ll have a be�er understanding of which ones are specific to your industry and which ones will be of no
benefit.
The number of performance indicators for any project should not be too large, as this would make a quick
overview of the system difficult. Thus, for each ac�vity area, two or three indicators are usually developed.
The ac�vity areas – and an ini�al set of indicators – are selected based on previous research as stated earlier.
Then, a ques�onnaire-based survey study is performed, collec�ng informa�on from airport managers, and
stakeholders concerning the usefulness of the ini�ally selected indicators. The stakeholders can also suggest
further indicators as the need may warrant. Based on the results from the survey, a final set of indicators are
selected.
In airport, the ac�vity areas where performance indicators are required are:
i. Airport Opera�ons: including all physical movements and flows at the airport.
ii. Airport Economy: incorpora�ng costs, income and profit.
iii. Airport Environmental Issues: consis�ng of noise considera�ons, water quality, energy consump�on, etc.
iv. Airport Safety and Security: incorpora�ng both works to prevent and handle accidents (safety) and threats
origina�ng from humans (security).
v. Airport Customer Service: collec�ng various aspects of passenger sa�sfac�on.

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Table 4.1a shows a typical KPIs for the five Key Performance Ac�vity areas in an airport, while table
4.1b shows the specific KPIs for a par�cular program or project within the five KPAs

ACTIVITY AREA KPIS

Airport Opera�ons 1.Turnaround �mes in the apron/gate area
2.Arrival (Inbound) efficiency
3.Departure (Outbound) efficiency
4.Temporal distribu�on of demand by �me-of-day
5.Total traffic in terms of aircra� movements
6.Runway occupancy �mes by type of aircra�
7.Taxiing �mes from runways to apron/gates and vice-versa
8.Baggage delivery �me
9.Number of runways and taxiways simultaneously in use
Airport Economy 1.Income per passenger
2.Traffic income per passenger
3.Non-aeronau�cal income per passenger
4.Staff cost per passenger
5.Revenue per expenditure ra�o
6.Commercial income per square meter of floorspace
7.Expenditure per passenger
8.Contribu�on per WLU
Airport Environmental 1.Energy consump�on
Issues 2.Number of contamina�on events
3.Waste recycling (tons)
4.Area affected by aircra� noise
5.Number of breaches of noise limits
6.Share of journeys that use public transport

Airport Safety 1.Number of aircra� safety incidents

and Security 2.Number of incidents at security checkpoints
3.Time between shut-down and reopening in case of breach of security
4.Time it takes to business opera�ons to begin in case of evacua�on
5.Taken �me and grade of destruc�on when returning to normality

Airport 1.Check-in wai�ng and processing �mes

Customer 2.Security control wai�ng and processing �mes
Service 3.Amount and dura�on of delays
4.Quality of signage/ease to find the way
5.Baggage wai�ng �me.

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ACTIVITY AREA KPIs
Airport Opera�ons Arrival inbound efficiency: This indicator measures the arrival delay at the
airport a�er removing ATFM regula�ons (e.g. ground holding), and if possible
inbound flight delay, from the measurement. Thus, it shows if the airport is
able to deal with the incoming flights without causing delays.
Departure outbound efficiency: This indicator measures the pre-departure
delays at the airport, a�er the possible removal of delays not caused at/by
the airport. It indicates whether the airport is able to process the flights in a
�mely manner.
Turnaround �mes in the apron/gate area: This indicator measures the
average turnaround �mes (the �me required for ac�vi�es from landing un�l
the aircra� can take off again) in the apron/gate area. It can be appropriately
used in benchmarks, and when studying how the airport develops over �me.
Airport Economy Income per passenger: This indicator shows the total (annual) income for
the airport divided by the (annual) number of passengers (sum of depar�ng,
arriving and transferring). It is used for analyzing how well the passenger flow
can be u�lized.
Traffic income per passenger: This indicator shows the total income per
passenger for aeronau�cal ac�vity (landing fees, etc). Together with the
total income indicator, these two can also be used to analyze the ability of
the airport in obtaining income from non-aeronau�cal ac�vi�es such as car
parking, space leasing, etc.
Airport Environmental Issues Energy consump�on: This indicator shows the airport’s (annual) energy
consump�on in kWh/m2, and could be for benchmarks and comparison with
historical data.
Number of contamina�on events: A contamina�on event might e.g. be when
an airport has a leakage of de-icing fluid or fuel into a noncontrolled area. This
indicator should of course be minimized.
Airport Safety and Security Number of incidents at security checkpoints: For this indicator, it is not
immediately evident that a low number is good, since it might be due to
inefficiencies in the security process. For high numbers, the cause and possible
remedies should always be considered.
Number of aircra� safety incidents: A safety incident might be traced to
another actor, e.g. the airline in case of an emergency landing, or to the
airport, e.g. if a ground vehicle drives into the movement area without
approval from the tower.
Airport Customer Service Check-in wai�ng and processing �mes: This indicator measures the �me that
the passengers spend checking in, and is an important parameter for the Level
Of Service at the airport, together with e.g. available space for each passenger
in different parts of the terminal.
Security control wai�ng and processing �mes: Wai�ng and processing �mes
are known to directly affect the passenger sa�sfac�on, especially in a nega�ve
way when they become too long. Therefor it is important to monitor these
and make sure that they are acceptable.

33
4.2 ASSUMPTIONS TO ACHIEVING A SUCCESSFUL PROJECT OR PROGRAM IN FAAN
What are the key assump�ons that would enable the achievement of your outcome (target)?
These are all the necessary condi�ons that must hold before the outcome (target) could be achieved. They are
also factor that could limit the achievement of the targets. Ensure that all are listed.
2. Translate each of the stated assump�ons to output language. See examples below.
NB: The outputs are the projects
Sector Objec�ve: To provide easy facilita�on in baggage check-ins and check-outs

OUTCOME OUTCOME OUTPUTS OUTPUT KPIS BASELINE AS 100% TARGET

TARGETS AT YEAR FOR YEAR ….
Provision of Carousels 1.Reduce the There is 1. Travelers are Increasing Achieved 60%
incidence of trav- reduc�on in happy. passengers reduc�on in
eler’s bag dam- the number of 2.% age drop complains. complaints in
age by 1:100000 damaged in passenger’s Over 80% year …
check ins traveler’s bags. complaints. travelers
2. reduce �me 2.Time is 3. Airline complain of
wasted in bag shortened in operators are damaged
checks-in and baggage happy baggage
out. check-in and
out

How do we track changes on the outputs?

■State the outputs Key Performance Indicators for the sector outputs already defined.
■Each output could have more than one KPI.
■Establish baseline values on the output’s KPIs
■Set medium term targets on the output’s KPIs
■Repeat same process for each of the output indicators
■Present your group work using the format below:

Sector Objec�ve:
To provide easy facilita�on in baggage check-ins and check-outs
(Provision of carrousels) Reduc�on in number of damaged bags

OUTCOME OUTCOME OUTPUTS OUTPUT BASELINE 60% 80% 100%

TARGETS KPIS AS AT YEAR TARGET FOR TARGET FOR TARGET FOR
YEAR 1 YEAR 2 YEAR 3
Provision of 1.Reduce the There is 1. Travelers Increasing Achieved 60% Achieved 80% Achieved
Carousels incidence reduc�on in are happy. passengers reduc�on in reduc�on in 100%
of traveler’s the number of 2. % age drop complains. complaints in complaints in reduc�on in
bag damage damaged in passenger’s Over 80% trav- year 1 year 2 complaints in
by 1:100000 traveler’s bags. complaints. elers complain year 3
check ins 2.Time is 3. Airline of damaged
2. reduce �me shortened operators are baggage
wasted in bag in baggage happy
checks-in and check-in and
out. out

34
VARIOUS AIRPORT STRATEGIC INITIATIVES (OUTPUTS) AND GOALS (IMPACTS) WITH THEIR KEY
PERFORMANCE INDICATORS

OUTPUTS OUTPUT KPIS GOALS (IMPACTS) GOAL KPIS RESPONSIBILTY

Runway To make for safe Safety in 1000 Planes take- Nos accident in DES, DAO
landing and off and landing landing and
take- off of aircra�. take-off of aircra�s
in 1000 opera�ons
Runway pavement To allow for Safety of airport personnel, To stop incursion/ DES
runway patrol reduc�on in alligator cracks encroachment
into the runway,
appropriate
runway markings,
ensure adequate
vehicle service
road markings
Runway Surfacing To maximize Maximiza�on of fric�on for Nos aircra� in DES
fric�on for wheel wheel braking, preven�on landing and
braking of loose objects and debris stoppage
on the runway incidence in 1000
opera�ons.
Runway To maintain the To minimize hydroplaning The reduc�on of DES
Derubberiza�on/ macro And removal of rubber deposits
hydroplaning texturing built into rubber deposits and water logs on
the runway by on the runway the runway
the grooves and
removal of rubber
deposits

Approach Ligh�ng Enhance visibility Safety in day and night Provision of DES
System and night landing landing adequate
ligh�ng system, No
incidence/
accidents in
landing
and take-off in
1000 opera�ons
Taxiway Provide free access Promo�on of Safety in air- To prevent aircra� DES
of the aircra�s cra� accessibility collision
from the runways
to the apron or
service hanger
Apron To improve smooth Promo�on of safety. Deconges�on and DES
parking of aircra�. Decrease conges�on easy access to the
taxiway by other
aircra�.
35
Building, renova�on To make for Passengers comfort To provide quality customer DES, DAO
or maintain airport passengers’ comfort
terminals facilita�on, ease
and comfort
Perimeter fencing To Promo�on of Reduc�on in the� and DES
prevent incursion safety of airport preven�on of unauthorized
and unauthorized facility and passengers, persons into the restricted
persons into the preven�on of areas
runway. animal incursion
Baggage carousel Easy facilita�on Minimizes �me Reduc�on in number of DES
of baggage to wastage in complaints by passenger
passengers at reclaiming
baggage reclaim baggage.
point.
Jet bridge Enhance smooth Protec�on of Reduc�on in DES
access to aircra� passengers from passenger
harsh weather. facilita�on �me in and out of
the aircra�
Building/ To provide Enhance passenger Number of DES
renova�on of enabling working facilita�on and ease passengers processed and
Administra�on environment for of doing business number of office spaces for
Blocks stakeholders airport stakeholders
Building/ To ensure Promo�on of fire Number of fire DES
renova�on, and effec�ve safety, preven�on incidence and �mely
Comple�on of opera�onal of fire incidence and stoppage of fire incidence
ARFFS Watch Tower performance of effec�ve control of
project fire figh�ng team fire outbreak
Building/ To enhance work Ensuring a healthy Reduc�on in DES
Rehabilita�on of performance of workforce number of work-related
Avia�on Clinics staff, provision of incidences,
personal effec�ve use of personal
protec�ve protec�ve equipment (PPE)
equipment (PPE)

Freight Facili�es To ensure Efficiency in cargo Reduc�on in dispute DES/ DCBD

adequate handling arising from cargo
measurement of handling, check
all freights arbitrariness in freight
declared

Check-in Counters To enhance Ensure Increase in the number of DES

passenger customer sa�sfac�on passengers processed
facilita�on and reduc�on in
processing �me

36
Security Clearance To Ensure safe and Reduction in the DSS
enhance passenger secure passenger trafficking of illicit items
facilitation clearance and dangerous goods
Flight Information Provide adequate Availability of Reduction in the number DES
Display/ Signage and timely timely information of passengers that missed
information to their flights, easy
passengers ccessibility within the
terminal building
Washrooms Provide standard, To ensure Number of clean DES/ DAO
clean and adequate passenger comfort washroom available
washrooms for
passengers
Airport Access To ensure passenger To ensure Reduction in the number DES
Road route accessibility passenger timely of passengers that missed
and reduction in and easy access to their flights
traffic congestion the airport
Car Parking To ensure that Safe parking slots Increase in the number of DES
passengers have revenue sgenerated from
adequate car car park
parking facility
ADDITIONAL KEY PERFORMANCE INDICATORS
GOAL 1: TO PROVIDE SAFE AND SECURE AIRPORTS
Objec�ve: To Improve Access Roads To The Airports

S/N STRATEGIC INITIATIVE KPI

1 Road Expansion or Dualiza�on Numbers of roads expanded or lanes Per Access Road
where necessary
2 Install Appropriate Signage and Number and Varie�es of Direc�onal
Provide Standardized Markings Signs/ Marking Per 100 Meters
3 Fill all Exis�ng Potholes Percentage of Potholes Per Kilometre filled
4 Implement Traffic Number of Traffic Light and Personnel Per Access Road
Management Plan and Control
5 Provide Adequate Drainage System Percentage of Drainages Per Access Road
6 Clearing of Blocked Drainage Percentage of Cleared Drainages Per Access Road
7 Improve Ligh�ng Number of Ligh�ng, Fixtures and Fi�ngs Replaced
8 Create Shoulders or Expand Distance of Shoulders Expanded Per Km
Where Necessary
9 Build or Provide Addi�onal Bus Shelters Numbers of Bus Shelters Built Per Km
10 Conduct Survey to Determine Survey Conducted and Reports Published
Where Pavements Are Needed

37
Objec�ve: To Improve Security At The Airports
S/N STRATEGIC INITIATIVE KPI
1 Create Double Layered Number of Double Layer Security Points Created and manned
Security Screening Before the
Entrance of the Terminal Building
2 Introduc�on Of K-9 Sniffer Dogs Presence Of K-9 Sniffer Dogs
3 Provide CCTVS Cameras in Percentage of CCTV Coverage on
And Around the Airports the Landside, Airside and Terminal Building
4 Implement Availability of SOPs and its implementa�on
Standard Opera�ng Procedures
for Agencies in the Airport
5 Implement Passenger Enlightenment Number of Enlightenment Campaigns/
Programs Materials an implemented
6 Ensure Compliance mechanism Records keeping and Timeliness of Report
7 Conduct Periodic Airport Number of Vulnerability Studies Carried Out in a year
Vulnerability Studies
8 Provide Patrol Vehicles Number of Patrol Vehicles Provided Per Airport
9 Provide Communica�on Equipment Quality of communica�on Equipment Provided Per Airport
10 Ensure Synergy Among the Recording commitment to the Standard
Various Security Officials by Opera�ng Procedure by Each Agency
Clearly Defining Roles
12 Ensure Periodic Training and Refresher Number of Basic Level Training Courses
Course for Appropriate Personnel Carried Out Per Airport Per Year
13 Ensure That Airport Managers Are Number of Airport Managers Trained on
Involved in Security Training Security Awareness Per Year
14 Ensure Perimeter Fences are in secured Number of Perimeter Fences secured
15 Provide adequate Security Equipment Number of Security Equipment Provided Per Airport
16 Develop an Integrated Land Use Plan Number of Airports with Land Use Plans
and Ensure its strict Execu�on and Records of strict Compliance
Objec�ve: To Have Safe And Secure Runways At The Airports
S/N STRATEGIC INITIATIVE KPI
1 Seal All Cracks and Expansion Joints Percentage/Number of Cracks and Expansion Sealed
2 Effect Repairs on all Pavement Failures Number of Repairs Effected and Reports Made
3 Re-Mark Runway when necessary Number of Times Runway is Re-Marked
4 Provide Adequate Airfield Lights Percentage/Number of func�oning Airfield Lights
5 Derubberize when necessary Number of Times Runway is derubberised Per 500 Landing
6 Ensure Grass and Shrubs are Number of Times Grass and Shrubs are cut to ensure safety
Cut at Least Twice A Month
7 Ensure proper Drainage system Evidence of proper Drainages in place

38
Objec�ve: To Establish and Maintain A Well- Equipped Fire Cover For All Airports
S/N STRATEGIC INITIATIVE KPI
1 Provide Appropriate Fire Equipment Number of appropriate Fire Equipment Accessories Provided
and Accessories to All Airports
Objec�ve #5: To Have Func�onal and Safe Taxi-Ways At The Airports
S/N STRATEGIC INITIATIVE KPI
1 Install Appropriate Signage Number of Signage Installed and Illuminated
and Illumina�on
2 Ensure Taxiway is in order. Re-marking, resurfacing re-filling of potholes on Taxiway
3 Seal all Cracks and Percentage of Cracks and Expansion Joints Sealed
Expansion Joints
4 Effect Repair on Percentage of Repairs Done on Pavement Failure
All Pavement Failures
5 Proper Reposi�on of all Obscured Signs iden�fied and Reposi�oned
obscured Signages

GOAL 2: TO IMPROVE AND STANDARDISE AIRPORT OPERATIONS

Objec�ve: To Improve Toll Gate Service At The Airports

S/N STRATEGIC INITIATIVE KPI

1 Introduce automated toll gates Percentage/Number of Toll Gate Automated
and prepaid tolling system.
2 Conduct Customer Service Training Percentage/Number of Customer service staff Trained
3 Ins�tute Customer Service Customers Service Protocol in place
Procedures/protocols
4 Implement Ease of Doing Level of compliance of Ease of Doing Business by Stakeholders
Business in Airports
5 Mo�vate /Reward Staff Number of Staff Rewarded
6 Build Toll Gates Percentage/Number of Toll Gates Built
and Collec�on Points
7 Automate Revenue Collec�on Number of Revenue Collec�on Points Automated
Process

39
Objec�ve: To Have Efficient Customer Service Delivery At Airline Desks
S/N STRATEGIC INITIATIVE KPI
1 Provide Adequate and self-service Number of designated Check-in Counters for Business
Check in Counters Class, Economy, People with Special Needs Provided
2 Provide Flight Informa�on Number of Flight Informa�on Display Board
Display System in The Airports
3 Conduct Customer Service Training Number of Customer Service Training Carried Out Per Year
4 Availability of serviceable Number of available serviceable Conveyor Belts
Conveyor Belts
5 Counters Efficiency Reduc�on in Check-In Time/Queue
6 Provide Facilita�on Equipment Number of Facilita�on Equipment
Objec�ve: To Improve Efficiency At Screening Points
S/N STRATEGIC INITIATIVE KPI
1 Adequately trained Staff at Screen- Number of Staff trained and deployed at Screening Points.
ing Point
2 Conduct Customer Service Training Number of Customer Service Trained and deployed
3 Implement Customer Service Pro- Number of Customer Service Procedures developed
cedures
4 Provide Adequate Screening Equip- Number of Facilita�on Equipment Provided Per Airport
ment
5 Ensure Adequate Power Supply Number of Alterna�ve Sources Provided
6 Ensure A Maintenance Schedule for Number of scheduled Maintenance Ac�vi�es Carried out
Screening Equipment
7 Ensure adequate Spare Parts for Number of screening machines spare parts available in store
Screening Machines
8 Strict Observance of Screening Records showing observance of Screening Codes
Codes
9 Ensure Efficient Supervision and Records of supervising ac�vi�es recorded in Rou�ne Roster
Monitoring
10 Mo�va�on/Reward Staff Records showing mo�vated Staff and parameter used
11 Submission and Analysis of Daily Number of Daily Screening Reports submi�ed per week
Screening Reports

40
Objec�ve: To Have Func�onal Informa�on Service Delivery
S/N STRATEGIC INITIATIVE KPI
1 Create Conspicuous Informa�on Number of Visible Informa�on Desks with Signage Available
Desks with Signage
3 Train, Deploy and Monitor Adequate Number of Staff Trained and Deployed Per Airport
Staff
4 Implement a Service Delivery Availability of Service Delivery Standard protocols
Standard in all Airports
5 Provide Wi-Fi Services Availability of working Wi-Fi Service at the Airport
6 Provide Informa�on Display System Number of Informa�on Display System and Signage Provided
and Signage
7 Conduct Voice and Speech Training Number of Staff Trained On Voice And Speech Per Airport
for Staff
8 Provide Modern Equipment Availability of Modern Equipment at the Airport
9 Ensure adequate channels of An- Number of channels of Communica�on to Passengers in All Air-
nouncement and Communica�on to ports
Passengers
10 Provide Passenger Informa�on Number of Digital Screen Provided for Passenger Informa�on
Service on Digital Screen

Objec�ve: To Improve APRON Facili�es At The Airport

S/N STRATEGIC INITIATIVE KPI

1 Provide Adequate Illumina�on at Percentage of Illumina�on coverage at the Apron area of Airport
Aprons
2 Ensure Aprons are adequate for the Enough Apron Area to cater for the Airport’s capacity
airport capacity
4 Set Standard protocol for the Availability of Standard protocol for removing of Abandoned
Clearing of Abandoned Aircra�s Aircra�
5 Adequate Apron marking Aprons markings are adequate and maintained
6 Ensure Frequent Degreasing Number of Times Apron was Degreased given the Aircra�s Refu-
elled
7 Ensure protocols for Handling Availability of enough parking spaces, and procedures
Equipment

41
Objec�ve: To Have Efficient Handling Services At The Airport
S/N STRATEGIC INITIATIVE KPI
1 Ensure the Provision of Adequate Availability/Number of Ground Handling Equipment
Ground Handling Equipment
2 Provision of Serviceable Ground Number of Serviceable Ground Power Equipment in the Airport
Power Equipment
3 Ensure Cooling System in Aircra� are Monitoring and Recording checks on Cooling System
Func�onal while Boarding Func�onality of Aircra� while Boarding
4 Train and Educate Handlers Frequency/Number of training for Handlers
5 Ins�tute Reward Mechanism Number of Staff Rewarded and the parameter for the reward
Objec�ve: To Have Efficient Cargo Opera�on At The Airports
S/N STRATEGIC INITIATIVE KPI
1 Billing according to Consolidated Recording of Consolidated Cargo Weight of Aircra�
Cargo Weight of Aircra�
2 Liberalize cargo opera�ons and En- Market Liberalized and Number of New Entrants
courage New Entrants

Objec�ve: To Provide And Sustain Constant Water Supply For All Airports
S/N STRATEGIC INITIATIVE KPI
1 Ensure Uninterrupted Clean Water Number of Airports with Uninterrupted Water Supply
Supply to the Airports
GOAL 3: TO TRANSFORM THE AIRPORT INTO VIABLE, COMMERCIAL AND TOURIST CENTRES

Objec�ve: To Improve Parking Service Delivery

S/N STRATEGIC INITIATIVE KPI

1 Ensure Adequate Parking Lots in the Number of Airports with Adequate Parking Lots
Airports
2 Build Mul� Storey Car Parks Number of Mul� Storey Car Parks Built
4 Improve Ligh�ng Number of Ligh�ng, Fixtures and Fi�ngs func�oning
5 Mark the Car Parks Number of Car Parks Marked
6 Provide Adequate Entrance and Exit Entrance and Exist Control Implemented
Control to the Car Park
7 Provide Electronic Monitoring Equip- Availability/Serviceability of Electronic Monitoring Device
ment
8 Create Temporary Outdoor Brand Number of Outdoor Hoardings Created
Promo�onal Ac�vi�es
9 Provide Facility for Overnight Parking Number of Overnight Parking Facili�es provided and func�onal
10 Fill the Potholes Elimina�on of Potholes in the park
11 Managing Park Concessions Timeliness in approval/renewal/termina�on of concessions

42
Objec�ve: To Reorganise Airport Taxi Opera�ons
S/N STRATEGIC INITIATIVE KPI
1 Standardize all Airport Taxi protocols Airport Taxi Opera�on Standardize and Documented
for opera�ons
2 Ensure strict Compliance to Protocols Reward for Compliance
Established
3 Establish means of iden�fying online Crea�on of Parks for Online Taxi Operators at the Airport
Taxi Operators
Objec�ve: To Improve Retail Shop Service
S/N STRATEGIC INITIATIVE KPI
1 Design and Implement Effec�ve Re- Percentage of Retail Shops Adhering To Retail Mapping Scheme
tail Mapping System
2 Review and Set Appropriate Price Percentage of Profit Per Item Against Market Price
Ceiling/Cap
3 Service Delivery Standard Protocols Availability of Service protocols to ensure op�mum service deliv-
Across Airports ery in the Airport
Objec�ve: To Establish World Class Duty Free Shops
S/N STRATEGIC INITIATIVE KPI
1 Design and Implement Effec�ve Re- Percentage of Duty-Free Shops Adhering to Global Airport Retail
tail Mapping System Standards
2 Implement and Monitor Service Number of Inspec�ons Carried Out to Enforce The Designed Deliv-
Delivery Standards Across All Inter- ery Standards
na�onal Airports
Objec�ve: To Have A Func�onal Mul�-Modal Transport System At The Airports
S/N STRATEGIC INITIATIVE KPI
1 Implement an Integrated Availability/ level of Implementa�on of Mul�-Modal Transport
Mul�-Modal Transport Network at Network Design at the Airports
the Airports
Objec�ve: To Improve Revenue Collec�on At The Airports
S/N STRATEGIC INITIATIVE KPI
1 Design and Implement A Fool-Proof Availability of a fool-proof Airport Wide-Revenue Collec�on
Airport Wide Revenue Collec�on system
System
2 Develop New Non-Aeronau�cal Rev- Number of newly developed Non-Aeronau�cal Revenue Base in
enue Sources a year

Objec�ve: To Improve The General Aesthe�c Of Airports

S/N STRATEGIC INITIATIVE KPI
1 Develop Landscaping Walk Ways, Number of Walk-ways, Fountains, recrea�on parks created in the
Fountains and Recrea�on Parks Airport
Around The Airport
43
GOAL 4: TO INSTITUTE MINIMUM CUSTOMER SERVICE STANDARD

Objec�ve: To Improve Sanitary Condi�on Of Toilets

S/N STRATEGIC INITIATIVE KPI

1 Implement Cleaning Standard on Clean ambiance of Airport environment at all �mes
Daily Basis
2 Replace Obsolete Fi�ngs Percentage of Obsolete Fi�ngs Replaced/Unrepalced
3 Implement a Maintenance Schedule/ Number of �mes regular Maintenance is done
protocol
Objec�ve: To Enhance Passenger Facilita�on On Airside
S/N STRATEGIC INITIATIVE KPI
1 Implement standard Vehicle and Number of Complains/Commenda�ons on Car-hire services
Driver protocols
2 Implement workable protocol for Number of Commercial Shu�le Bus opera�ons available
Commercial Shu�le Bus Opera�ons

Objec�ve: To Standardise Port Health Service Delivery

S/N STRATEGIC INITIATIVE KPI
1 Implement a Standard protocol for Availability of a standard protocol for Airport Health service
Airport Health Service Delivery Delivery
2 Ensure the Effec�ve implementa�on Number of trained Staff deployed to implement the programme
3 Provide Adequate Facility for the Number of facili�es for the implementa�on, e.g Yellow card
Services processing.

Objec�ve: To Have Improved Financial Services At The Airports

S/N STRATEGIC INITIATIVE KPI

1 Implement Strategies to a�ract Number of Banks, Bureau de Change, etc in the Airport.
Banks, Bureau De Change and other
Financial Opera�ons in Airports

Objec�ve: To Have Improved Medical Services At The Airport

S/N STRATEGIC INITIATIVE KPI
1 Implement a Commercialized Availability of a Commercialized Clinic at the Airport
Medical Services to non-members of
staff in the Airports
2 Recruit Professionals to run the Availability of professionals in the Clinic
facility
3 Equip the Clinic to a�ract pa�ents Number/Availability of modern facili�es/drugs/ambulance

44
Objec�ve: To Have Standardised Lounge Services At The Airports
S/N STRATEGIC INITIATIVE KPI
1 Provide Appropriate Furnishing in Availability of good Furnishing
the Lounges
2 Ensure the Provision of Food and Availability of Food and Beverages at Protocol Lounges
Beverages at Protocol Lounges

Objec�ve: To Have Improved Passenger Facilita�on At The Airports

S/N STRATEGIC INITIATIVE KPI
1 Replace, Upgrade or Provide Escala- Number of Replaced and Upgraded Escalators, Travellators and
tors, Travellator and Elevators where Elevators
non-existent
2 Implement a Maintenance Program/ Maintenance Program/Schedule Developed Availability of
Schedule and Train Staff to Manage Maintenance log Number of Staff Trained to maintain them as
them Properly schedules
3 Repair, Replace or Provide Cooling Availability of serviceable Cooling System in the Airport
System
Objec�ve: To Have Improved Services From Government Agencies
S/N STRATEGIC INITIATIVE KPI
1 Ensure Compliance with the Ease of Records of Compliance/Non-compliance per week
Doing Business.
2 Clearly define and Harmonize Role of Availability of defined protocols with other Agencies in the
The Various Agencies Airport

GOAL 5: TO MAKE THE AIRPORTS DATA DRIVEN

S/N STRATEGIC INITIATIVE KPI

1 Ensure Staff are computer-literate Number of Computer-literate Staff
2 Develop Data Management Plan Availability of Data Management Plan
Availability of Record Keeping in so�,
hard copies and as back-ups in cloud.
3 Replace, Upgrade and provide Com- Availability of office Computers and Internet facility at the
puter and Internet Connec�vity at Airports Percentage of Replaced and Upgraded Computers and
the Airports Internet facility
Commercial Ac�vity
• Daily Retail Income per square meter
• Monthly Rental Income per square meter
• Daily Retail Area per passenger
• Daily Car Parking Income per car space

45
Daily Fixed Asset Produc�vity
• Terminal Area (square meter) per passenger
• Total Airport Site Area (square meter) per passenger
• Movements per gate
• Movements per runway
• Passengers per gate
• Passengers per check-in desk
• Passengers per car parking space
Airport opera�ons
• Passengers per movement
• Passengers as a % of WLU
• Cargo as a % of WLU
• Average number of Runways
• Average Terminal Area (sq. meters)
• Average Airport Site Area (hectares)
• Average number of Gates
• Average number Check-In Desks

Addi�onal KPIs
Distribu�on of Airport Income
• Aeronau�cal income as a propor�on of total income (%)
• Non-Aeronau�cal Income as a propor�on of total income (%)
• Non-Opera�ng income as a propor�on of total income (%)
Distribu�on of Opera�ng Expenses
• Personnel Expenses as a propor�on of total opera�ng expenses (%)
• Contracted Services as a propor�on of total opera�ng expenses (%)
• Materials, Equipment, Supplies as a propor�on of total opera�ng expenses (%)
• Communica�ons, u�li�es, Energy & Waste as a propor�on of total opera�ng expenses (%)
• Maintenance (excluding contracted services) as a propor�on of total expenses (%)
• General and Administra�ve Expenses as a propor�on of total opera�ng expenses (%)
• Personnel Expenses as a propor�on of total opera�ng expenses (%)
Opera�ng Expenses vs. Capital Cost
• Opera�ng Expenses as a propor�on of total costs (%)
• Capital expenses as a propor�on of total costs (%)
Interest vs. Deprecia�on
• Interest Expenses as a propor�on of total cost (%)
• Deprecia�on as a propor�on of capital costs (%)

46
Please note that the measurements of the KPIs are gauged according to ICAO’S standards. Any devia�on no�ced
in this handbook shall to its inconsistency with ICAO’S standard be null and void.

Sec�on C: Service Delivery Component

Key Result Area 1: (Derived from Sector, Medium Term or Na�onal Development Plan)
Outcome Statement 1: (Derived from Sector, MTS or NDP and should link to KRA1)
Outcome Indicators/Measures Planning Target Actual Sources
Indicators/Measure 1
Indicators/Measure 1
Indicators/Measure 1
Outcome Statement 1: (Derived from Sector, MTP Opera�onal Plan and should link to Outcome1)
Outcome Indicators/Measures
Indicators/Measure 1
Indicators/Measure 1
Indicators/Measure 1
Projects Leading To Delivery of Output 1
Project 1
Project 2
Project 3
Etc.
NB: In case of Mul�ple key Result Areas, Outcomes and Outputs please Duplicate the Sec�on Above

47
 MODULE 5

RISKS MANAGEMENT IN AIRPORTS AND PROJECTS

5.1 RISK. This is the possibility that an event which will adversely affect the achievement of an objective may
occur. In other words, any event that may endanger achieving an objective partly or completely is identified
as risk. Risks can come from various sources including uncertainty in financial markets, threats from project
failures, which may come at any phase in the project’s life-cycles, legal liabilities, credit risk, accidents, natural
causes and disasters, deliberate attack from an adversary, or events of uncertain or unpredictable root-cause.
Other examples of risk sources are: stakeholders of a project, employees of a company or the weather over
an airport. The inherent risks associated with investments, makes risk management an important business
management practice.

5.2 RISK MANAGEMENT IN AIRPORTS

ICAO STANDARDS
In 1990, the 190 member na�ons of the Interna�onal Civil Avia�on Organiza�on (ICAO) adopted, in Annex 14 to
the Conven�on on Civil Interna�onal Avia�on, three recommended prac�ces regarding bird hazards to avia�on.
These recommended prac�ces were that authori�es:
i.Assess the extent of the risk posed by birds on and in the vicinity of airports, take necessary ac�on to
decreasethe number of birds, eliminate or prevent the establishment of any site in the vicinity of the
airport which would be an a�rac�on to birds and thereby present a danger to avia�on.
ii. Because of the increasing threat to avia�on worldwide caused by birds, ICAO member na�ons voted to
make these recommended prac�ces into ICAO Standards, effec�ve November 2003. This ac�on makes
these prac�ces a mandatory component of the standards that airports must operate under and represents
a significant challenge for many airports throughout the world.
iii. Airport authori�es should also recognize that because of the ICAO standards and advances in our ability
to manage bird risks at airports, bird and other wildlife strikes are no longer automa�cally considered an
“act of God” for which nothing could have been done. Increasingly, airport authori�es are being taken to
court in the a�ermath of damaging strikes occurring in the airport environment. Plain�ffs are demanding
that airports demonstrate “due diligence” in the risk management of bird strikes.

5.3 ASESSING THE RISK

To comply with ICAO standards, airports first need to conduct a Wildlife Risk Assessment and, based on the
findings of the assessment, develop and implement a Wildlife Risk Management Plan.
i. A Wildlife Risk Assessment typically entails documenta�on of the species, numbers, and behavior of birds and
other wildlife using the airport and immediate surroundings. These systema�c surveys by a qualified field
biologist should document bird ac�vity over the course of an en�re year because species, numbers and behavior
can change drama�cally from season to season. These surveys also should document the habitats and sources of
food that a�ract birds to the airport.
ii. Once the informa�on from the systema�c surveys is compiled, an analysis can be done to rank the species
posing the highest risk to aircra� safety at the airport based on numbers, body size, flock size, behavior, and �me
spent in aircra� movement areas. Examina�on of past airport-specific and na�onal bird strike data can also help
determine which species are most likely to be struck and to cause damage. This formal risk assessment is cri�cal
because a year-long survey typically will document 50 to 100 bird species usingan airport. Obviously, management
efforts need to focus on those species posing the greatest risk to aircra�. For example, bird surveys during a risk
assessment at a USA airport revealed a poten�ally hazardous species (American crow) frequen�ng the airport
throughout the day in rela�vely large numbers.
48
However, a closer examina�on of the behavior and flight pa�erns of these birds revealed that they posed a
low risk because they stayed away from runways and were adept at avoiding aircra�. In contrast, Canada geese
and vultures were less frequent visitors to the airport but posed a much higher risk because of their larger size,
diminished ability (rela�ve to crows) to detect and avoid aircra�, and their daily flight paths across runways going
from night �me roos�ng areas to day�me feeding sites.

5.4.1 MANAGING THE RISK: food, water, shelter

The Wildlife Risk Assessment forms the basis for developing a Wildlife Risk Management Plan. Birds are a�racted
to an airport for at least one of three reasons: food, water, and shelter. Thus, the founda�on of a Wildlife Risk
Management Plan for any airport should be the implementa�on of programs to minimize food, water and shelter
that are a�rac�ng birds posing the greatest risk. These habitat management ac�vi�es may involve removal of
trees used as perching and roos�ng sites by raptors and starlings or plan�ng varie�es of grass, such as endophy�c
fescues, that are unpalatable to grazing birds such as geese. To discourage gulls and other scavengers, garbage
dumps should be prohibited within 5 km of airports, and food waste on the airport should be stored in covered
containers at all �mes. Water is a magnet for many bird species. Covering storm-water detainment basins and
improving drainage to eliminate standing water will help discourage ducks, geese and other water birds that pose
a high risk to aircra�. If habitats and food that are a�rac�ve to high-risk bird species are not minimized or eliminat-
ed, then ac�ve control efforts (discussed below) will provide only temporary relief at best.

5.4.2 MANAGING THE RISK: active control

The second component of the Wildlife Risk Management Plan should cover the use of techniques to disperse
or remove hazardous wildlife that intrude on the airport. There are a variety of techniques that can be used to
disperse birds: pyrotechnics fired from hand-held launchers, recorded bird-distress calls that were broadcast from
vehicle-mounted speakers, trained falcons and dogs, bird-frightening lasers, chemical repellents, and
dead-bird effigies to name a few. Removal of birds by shotgun, air rifle or trap is also a cri�cal component of risk
management on many airports. Flocking birds such as gulls and geese will o�en habituate to con�nued
harassment from non-lethal frightening techniques such as described above. Selec�ve removal of a few birds by
shotgun will reduce habitua�on by surviving members of the flock. Air rifles or traps can be used to remove
pigeons from hangers and other buildings. Because most birds are protected by na�onal laws, permits are
usually needed before undertaking lethal op�ons.
A mistake by many airport managers is focusing too much on the equipment and techniques (tools) needed to
manage birds on an airport and not on the personnel that are going to use those tools. There are no devices
or techniques that will, in and of themselves, solve the bird problem on an airport. The various tools described above
are important. But the most cri�cal component of a Bird Risk Management Plan is competent, trained and mo�vated
personnel who know how to use those tools. These personnel must be knowledgeable in the iden�fica�on, legal
status, risk-level, and behavior of the various bird species and be skilled in deploying the various techniques in an
integrated fashion. Managing birds and other wildlife on an airport is a complex endeavor that is part science and
part art. It involves numerous bird species exhibi�ng a range of behaviors, flight pa�erns, and adaptabili�es. For
one example, skilled deployment of pyrotechnics may be effec�ve in dispersing a flock of geese or gulls away from
the airport in some situa�ons but not in others. Pyrotechnics may be totally ineffec�ve in dispersing species such
as shorebirds, buzzards or vultures.
5.4.3 ESTABLISHMENT OF AN AIRPORT BIRD RISK WORKING GROUP OR TASK FORCE
This is another important component of the Bird Risk Management Plan. They monitor and coordinate bird-control
ac�vi�es at the airport. This group should include representa�ves not only from various airport departments but
also from the local government and key landowners immediately outside the airport whose ac�vi�es may influ-
ence bird numbers in the airport environment. For example, wildlife refuges, city parks, waste-management
49
facili�es, and golf courses located within 5 km of an airport may serve as focal points for birds that fly across the
airport or approach and departure paths. Educa�ng these neighbors about the risks of bird strikes may help in
implemen�ng programs to prohibit certain land uses near the airport or to minimize bird ac�vity at the sites.
5.4.4 PILOTS AND AIR CARRIERS CAN HELP
Although the management of bird risks is primarily an airport’s responsibility, there are ac�ons that can be
taken by pilots and air carriers in partnership with airports to reduce damaging strikes. Pilots have a unique
“bird’s eye view” of an airport and can some�mes see bird and other wildlife ac�vity not readily apparent to
airport personnel. Thus, bird and other wildlife hazards observed at airports should be reported to ATC tower or
airport opera�ons. Likewise, when a bird strike does occur, pilots and the air carrier should endeavor to report the
strike to the airport and Civil Avia�on Authority. The iden�fica�on of the species of bird involved in the strike is
cri�cal. Thus, remains of the bird should be frozen or otherwise preserved for iden�fica�on by a local expert. A�er
all, an airport cannot solve a bird problem of which it is not fully aware or does not understand. Documenta�on
of the problem also is an important means of educa�ng the public about the need to manage wildlife at airports.
5.5 WILDLIFE STRIKE HAZARD REDUCTION
The wildlife strike hazard on, or in the vicinity of, an aerodrome shall be assessed through:
(a) The establishment of a na�onal procedure for recording and repor�ng wildlife strikes to aircra�;
(b)The collec�on of informa�on from aircra� operators, aerodrome personnel and other sources on the presence
of wildlife on or around the aerodrome cons�tu�ng a poten�al hazard to aircra� opera�ons; and
(c) An ongoing evalua�on of the wildlife hazard by competent personnel.
Ac�on shall be taken to decrease the risk to aircra� opera�ons by adop�ng measures to minimize the likelihood
of collisions between wildlife and aircra�. The appropriate authority shall take ac�on to eliminate or to prevent
the establishment of garbage disposal dumps or any other source which may at tract wildlife to the aerodrome,
or its vicinity, unless an appropriate wildlife assessment indicates that they are unlikely to create condi�ons
conducive to a wildlife hazard problem. Where the elimina�on of exis�ng sites is not possible, the appropriate
authority shall ensure that any risk to aircra� posed by these sites is assessed and reduced to as low as reason
ably prac�cable. States should give due considera�on to avia�on safety concerns related to land developments
in the vicinity of the aerodrome that may a�ract wildlife. Fencing. A fence or other suitable barrier shall be a
provided on an aerodrome to prevent the entrance to the movement area of animals large enough to be
hazard to aircra�. A fence or other suitable barrier shall be provided on an aerodrome to deter the inadvertent
or premeditated access of an unauthorized person onto a nonpublic area of the aerodrome. Suitable means of
protec�on shall be provided to deter the nadvertent or premeditated access of unauthorized persons into
ground installa�ons and facili�es essen�al for the safety of civil avia�on located off the aerodrome. Loca�on the
fence or barrier shall be located so as to separate the movement area and other facili�es or zones on the is
aerodrome vital to the safe opera�on of aircra� from areas open to public access. When greater security
thought necessary, a cleared area should be provided on both sides of the fence or barrier to facilitate the work
of patrols and to make trespassing more difficult. Considera�on should be given to the provision of a perimeter
road inside the aerodrome fencing for the use of both maintenance personnel and security patrols.
5.6 Impact of weather on opera�ons
Weather can significantly affect aircra� opera�ons. Low cloud, fog and rain may impede visibility at or around an
airport while thunderstorms and lightning can cause serious disrup�on to flight schedules.
Thunderstorms, and the rapidly rising or falling air currents which usually accompany them, can make air travel
uncomfortable for passengers and difficult for pilots in control of aircra�. Aircra� are unable to take-off or land
during a storm and will o�en be re-routed around storm cells or diverted from their des�na�ons. Thunderstorms
and lightning strikes near airports may also stop ground opera�ons un�l they pass.

50
5.7 Minimising disrup�ons
Nigerian Airspace Management Authority (NAMA) works closely with Nigerian Metrologogical Agency (NiMet) and
air traffic controllers in our airports to minimise disrup�ons caused by weather. Air traffic controllers will adjust the
number of aircra� movements per hour to match the opera�ng condi�ons at each airport.
5.8 Impact on runway selec�on
Weather, par�cularly wind speed and direc�on, is generally the major factor to determine which runways to use
at an airport, in which direc�on aircra� will take off and land and which flight paths are used.
Aircra� must take off and land into the wind or with minimal tail wind. This means current and forecast wind
direc�on dictates the selec�on of runway/s in use at any �me. Wind direc�on can change with short no�ce and
this may affect the flight paths and runways used.
Wind blowing across the runway is called a cross wind. Generally, aircra� can take off or land where there is only a
low cross wind, usually up to a speed of about 15 knots (28 km/h). Cross winds above that speed may force aircra�
to use another runway or divert to an alterna�ve airport.
5.8 Windshear
Windshear is a sudden change in wind direc�on or speed and is usually associated with thunderstorm ac�vity.
Windshear can be either ver�cal or horizontal and can have a significant impact on the control of aircra� during
take-off and landing.
5.9 Condensa�on trails
A condensa�on trail, or contrail, is a thin trail of condensed water vapour some�mes seen trailing behind aircra�
flying at high al�tudes. Due to their unusual behaviour, they can some�mes be mistaken for a UFO.
5.10 LANDING ON SLIPPERY RUNWAYS
As a �re rolls along a wet runway, it is constantly squeezing the water from the tread. This squeezing ac�on
generates water pressures which can li� por�ons of the �re off the runway and reduce the amount of fric�on the
�re can develop. This ac�on is called hydroplaning, so technically, whenever a �re is moving on a wet surface, it is
hydroplaning. This results in �re-to-ground fric�on which can be low at high speeds and improve as speed reduces.
Viscous hydroplaning (normal wet runway fric�on). A thin film of water acts like a lubricant. The microtexture of
the runway surface (sandpaper-like roughness) breaks up the water film & greatly improves trac�on.
There are three types of hydroplaning : Viscous, Dynamic and Reverted rubber.

i Viscous hydroplaning occurs on all wet runways and is a technical term used to describe the normal slipperiness
or lubrica�ng ac�on of the the water - While viscous hydroplaning does reduce the fric�on it is not to such a low
level that the wheel cannot be spun up shortly a�er touchdown to ini�ate the an�skid system.
Viscous hydroplaning is the most commonly encountered cause of low fric�on on wet runways, and occurrences
are o�en mistaken for dynamic hydroplaning.
ii. Dynamic hydroplaning is the technical term for what is commonly called hydroplaning. During total
dynamic hydroplaning the �re li�s off the pavement and rides on a wedge of water like a water ski.
Because the condi�ons required to ini�ate and sustain it are extreme, it is a phenomenon that is rarely
encountered. However, when dynamic hydroplaning occurs it li�s the �re completely off the runway and causes
such a substan�al loss of �re fric�on that wheel spin up may not occur.

51
iii.Dynamic hydroplaning. At high speed the �re planes on deep, standing water. Tire grooves & runway surface
macrotexture (stoney or grooved surface) help drain water from the foot print & improve fric�on.
The condi�ons required to cause dynamic hydroplaning are high speed, standing water and poor surface
macrotexture. These condi�ons must con�nue without interrup�on to keep the �re on its plane. In the absence
of any of these condi�ons, dynamic hydroplaning will either not occur at all or will affect only a por�on of the
�re footprint.
Reverted rubber hydroplaning can occur whenever a locked �re is skidded along a very wet or icy runway for
a �me long enough to generate fric�onal heat in the footprint area.
Reverted rubber hydroplaning can be ini�ated at any speed above about 20 knots and results in �re fric�on
levels comparable to that of icy runways.

PERFORMANCE AGREEMENT TEMPLATE FOR PUBLIC SERVANTS OF THE FEDERAL REPUBLIC OF NIGERIA
(JANUARY - DECEMBER, YEAR........)
Name of Ministry
Mandate of the MDA
Name of Public Officer
Responsibilty under the MDA
Key Results Area for Sevice Delivery
Outcome Statement 1: (Derived from the MDA scorecard)
Outcome Indicator/Measures Agreed Target Actual Delivery
Indicator/Measure 1
Indicator/Measure 1
Indicator/Measure 1
Output Statement 1: (Derived from the MDA scorecard)
Output Indicator/Measures Agreed Target Actual Delivery
Indicator/Measure 1
Indicator/Measure 1
Indicator/Measure 1
NB: In case of Mul�ple key Result Areas, Outcomes and Outputs please Duplicate the Sec�on Above
Par�es to the Agreement
I understand that these targets will be reviewed bi-annually and will serve as the basis for assessing my
performance within the year.
Head of Agency’s Name:.............................................................................................................................
Head of Agency’s Signature:..................................................................Date:.............................................
Permanent Secretary’s Name:.....................................................................................................................
Permanent Secretary’Signature:.............................................................Date:............................................
Honourable Minster:................................................................................Date:...........................................
Mr. President:...........................................................................................Date:...........................................

52
 MODULE 6

6.0 INTRODUCTION TO FATIGUE MANAGEMENT

The avia�on industry provides one of the safest modes of transporta�on in the world. Nevertheless, a
safety-cri�cal industry must ac�vely manage hazards with the poten�al to impact safety. Fa�gue is now
acknowledged as a hazard that predictably degrades various types of human performance, and can contribute to
avia�on accidents or incidents. Fa�gue is inevitable in a 24/7 industry because the human brain and body func�on
op�mally with unrestricted sleep at night. Therefore, as fa�gue cannot be eliminated, it must be managed.

6.1 FATIGUE MANAGEMENT APPROACHES IN AVIATION

Fa�gue management refers to the methods by which avia�on service providers and opera�onal personnel
address the safety implica�ons of fa�gue. In general, ICAO Standards and Recommended Prac�ces (SARPs) in
various Annexes support two dis�nct methods for managing fa�gue:

i. A prescrip�ve approach that requires the service provider to comply with duty �me limits defined by theState,
while managing fa�gue hazards using the SMS processes that are in place for managing safety hazards in general;
ii. A performance-based approach that requires the service provider to implement a Fa�gue Risk
Management System (FRMS) that is approved by the State. These approaches share two important basic
features. First, they are based on scien�fic principles and knowledge and opera�onal experience.
Both should take into account:
• The need for adequate sleep (not just res�ng while awake) to restore and maintain all aspects of waking func�on
(including alertness, physical and mental performance, and mood);
• Daily rhythms in the ability to perform mental and physical work, and in sleep propensity (the ability to fall asleep
and stay asleep), that are driven by the circadian clock in the brain;
• Interac�ons between fa�gue and workload in their effects on physical and mental performance;
• The opera�onal context and the safety risk that a fa�gue-impaired individual represents in that context.

Second, because fa�gue is affected by all waking ac�vi�es (not only work demands), fa�gue management
has to be a shared responsibility between the State, Service Providers and individuals:

• The State is responsible for providing a regulatory framework that enables fa�gue management and ensuring
that the Service Provider is managing fa�gue-related risks to achieve an acceptable level of safety performance.
• Service Providers are responsible for providing fa�gue-management educa�on, implemen�ng work schedules
that enable individuals to perform their du�es safely, and having processes for monitoring and managing fa�gue
hazards.
• Individuals are responsible for arriving fit for duty, including making appropriate use of non-work periods to
obtain sleep, and for repor�ng fa�gue hazards.

53
DEFINITIONS
1. Apron: A defined area, on a land airport, intended to accommodate aircra� for purposes of loading or unloading
passengers, mail or cargo, fuelling, parking or maintenance.
2. Taxiway: A defined path on a land aerodrome established for the taxiing of aircra� and intended to provide a
link between one part of the aerodrome and another, including: Aircra� Stand Taxilane. A por�on of an apron
designated as a taxiway and intended to provide access to aircra� stands only apron taxiway. A por�on of a
taxiway system located on an apron and intended to provide a through taxi route across the apron.
Rapid Exit Taxiway. A taxiway connected to a runway at an acute angle and designed to allow landing
aeroplanes to turn off at higher speeds than are achieved on other exit taxiways thereby minimizing runway
occupancy �mes.
3. Apron Management Service: A service provided to regulate the ac�vi�es and the movement of aircra� and
vehicles on an apron.
4. Avio-Bridge Or Passenger Boarding Bridge Provide all-weather dry access to aircra� and enhance the security
of terminal opera�ons. They are o�en permanently a�ached at one end by a pivot (or rotunda) to the terminal
building and have the ability to swing le� or right. The cabin, at the end of the loading bridge, may be raised or
lowered, extended or retracted, and may pivot, to accommodate aircra� of different sizes.
5. Heliport: An aerodrome or a defined area on a structure intended to be used wholly or in part for the arrival,
departure and surface movement of helicopters.
6. Runway: A runway is the area where an aircra� lands or takes off. It can be grass, or a hard surface such as
asphalt or concrete. Runways have special markings on them to help a pilot in the air to tell that it is a runway
(and not a road) and to help them when they are landing or taking off. Runway markings are white.
Most runways have numbers on the end. The number is the runway’s compass direc�on. (For example, runway
numbered 36 (pronounced as THREE, SIX) would be poin�ng north or 360 degrees). Some airports have more
than one runway going in the same direc�on, so they add le�ers to the end of the number R for right, C for center,
and L for le�.
7. Terminal Buildings: Also known as airport terminals, are buildings that have spaces where passengers board
or alight from flights. These buildings house all the necessary facili�es for passengers to check-in their lounges
luggage, clear the customs and have lounges to wait before leaving. The terminals have house cafés, and bars
to serve as wai�ng areas for passengers. Ticket counters, luggage check-in or transfer, security checks and
customs are the basics of all airport terminals. Large airports can have more than one terminal that are
connected to one another through link ways such as walkways, sky-bridges or trams. Smaller airports usually
have only one terminal that provides all the required facili�es.
8. Runway: A defined rectangular area on a land aerodrome prepared for the landing and take-off of aircra�.
9. Runway End Safety Area (RESA): An area symmetrical about the extended runway centre line and adjacent to
the end of the strip primarily intended to reduce the risk of damage to an aeroplane undershoo�ng or
overrunning the runway.
10.Runway Guard Lights: A light system intended to cau�on pilots or vehicle drivers that they are about to enter
an ac�ve runway.
11. Runway-Holding Posi�on: A designated posi�on intended to protect a runway, an obstacle limita�on surface
or an ILS/MLS cri�cal/sensi�ve area at which taxiing aircra� and vehicles shall stop and hold, unless otherwise
authorized by the aerodrome control tower.
12. Safety Management System (SMS): A system for the management of safety at aerodromes including the
organiza�onal structure, responsibili�es, procedures, processes and provisions for the implementa�on of
aerodrome safety policies by an aerodrome operator, which provides for the control of safety at, and the safe
use of, the aerodrome.

54
13. Stopway: A defined rectangular area on the ground at the end of take-off run available prepared as a suitable
area in which an aircra� can be stopped in the case of an abandoned take-off.
14.Taxiway Strip: An area including a taxiway intended to protect an aircra� opera�ng on the taxiway and to
reduce the risk of damage to an aircra� accidentally running off the taxiway.

15. Threshold: The beginning of that por�on of the runway usable for landing.

16. Touchdown Zone: The por�on of a runway, beyond the threshold, where it is intended landing aeroplane first
contact the runway.

17. Unmanned Aircra� Systems (UAS): An aircra� and its associated elements which are operated with no pilot
on board.

18. Hangar is a closed building structure to hold aircra�, spacecra� or tanks in protec�ve storage. Most hangars
are built of metal, but other materials such as wood and concrete are also used.

19. Control Tower is the building at an airfield from which air traffic is controlled by radio and observed physically
and by radar.
REFERENCES
1. Airport Service manual, Doc 9137, ICAO, 4th Edi�on, 2002
2. Budget Implementa�on and Performance Monitoring Report, 2016 Report and 2017 Half year Report.
Ministry of Budget and Na�onal Planning, Abuja
3. Developing KPIs for Airports, Tobias Anderson Granberg and Ander Oquillas Munoz, EIWAS, 2013.
4. European Commission - EuropeAid Coopera�on Office, Project Cycle Management Guidelines, Volume 1,
Bruxelles, March 2004
5. Handbook for Monitoring and Evalua�on, 1st edi�on, IFRC,2002.
6. h�ps://www.quora.com/How-does-a-wet-runway-affect-the-landings-of-planes
7. ICAO Standards and Recommended Prac�ces Annexes 14,
8. Monitoring and Evalua�on Opera�ons Manual, Na�onal Aid Council UNAIDS, 2002,
9. “Performance Management, Managerial Authority, and Public Service Performance.” Journal of
Public Administra�on Research and Theory. Nielsen, Poul A. 2014.
10. Performance Management: The Three Laws of Performance: Rewri�ng the Future of Your Organiza�on
and your Life (1st ed.) Zaffron, Logan, Steve, David (Feb 2009).
11. Performance Monitoring Indicators handbook, Robert Mosse and Leigh Eilen Sontheimer.
The World Bank, Washington D>C.
12. Project Cycle Management Handbook by EuropeAid Co-opera�on Office General Affairs Evalua�on
13. Queensland Government Performance Management Framework Policy Department of the Premier and
Cabinet h�ps://www.qld.gov.au/gov/sites/default/files/performance-management-framework-policy.pdf
14. “The Impact of Performance Management on Performance in Public Organiza�ons: A Meta-Analysis.”
Public Administra�on Review, Gerrish, Ed. 2015.
15. Thomas J. Cook, Jerry Vansant, Lesile Stewart, and Jamie Adrian, “Performance Measurement:
Lessons Learned for Development Management,” World development 23(8) 1995.
16. www.airservicesaustralia.com/services/how-air-traffic-control-works/impact-of-weather

Flying is the second thrill known to man. The first is the landing”
Airportag.com

55
 EXCELLENT OPPORTUNITIES

The avia�on industry contributes over $1billion to the Nigerian economy annually and supports more than 150,000 jobs in
Nigeria thus crea�ng immense business opportuni�es for both local and foreign investors.
Investment in airport infrastructural facili�es top the list of such opportuni�es as listed below:-
• Construc�on and management of Hanger facili�es as well as Fixed Based Opera�ons (FBOs).
• Construc�on and management of hospital facili�es including but not limited to Hotels.
• Construc�on and management of automated car parks.
• Development of Terminal buildings.
• Construc�on of runways, taxiways and aprons;
• Construc�on and Management of helipads
• Construc�on and Management of Independent Power Plants (IPP).
• Construc�on and Management of Avia�on fuel depot.
• Construc�on and Management of Cargo air services for perishable agricultural produce.
• Construc�on and establishment of Maintenance, Repair and Overhaul (MRO) facility.
• Construc�on of Aerospace University.

READY TO DO BUSINESS
Projects Loca�ons
Hotels Abuja, Port-Harcourt, Akure, Ibadan, Yola
Duty Free Shops Kano, Port-Harcourt, Abuja, Calabar, Enugu
Avia�on Fuel Depots Abuja, Kano, Ibadan, Ilorin, Port-Harcourt, Akure. Yola, Maiduguri
Water Bo�ling Plants All Airports
Holiday Inns/ Resort Centres Jos, Port-Harcourt, Owerri, Calabar
Cargo Complex/ Warehouse Calabar, Lagos, Kano, Abuja, Port-Harcourt, Akure, Yola, Jos, Owerri, Ilorin
Interline Offices Lagos, kano, Port-Harcourt, Abuja, Kaduna, Enugu
Cold Storage Facili�es Jos, Yola, Owerri, Lagos, Abuja, Kaduna
Shopping Malls Kano, Ibadan, Yola, Abuja, Port-Harcourt, Akure
Petrol Sta�ons Port-Harcourt, Abuja, Ibadan, Ilorin, Akure, Yola, Maiduguri
Fish/ Agic Farms All Airports (except Lagos and Kaduna)
Hor�culture/ Flower Gardens All Airports
Housing Estate/ Amusement Parks/ All Airports
Conference Centre
Mul�purpose Hall Enugu, Minna, Abuja, Kano, Port-Harcourt
Public Gallery Lagos, Abuja, Kano, Port-Harcourt, Enugu, Calabar
Avia�on Sta�s�cs FAAN H/Q Planning Dept
Database and Cybercafe All Airports
Hangars (Aircra� maintenance facility) Maiduguri, Ilorin, Port-Harcourt, Ibadan, Akure, Yola, Sokoto, Kano
In-Flight catering complex All Airports
Airport Adver�sement All Airports
Car Park: Development and All Airports (except Lagos and Abuja)
Management
Cargo Management All Airports
Tourist A�rac�ons All Airports
Surface/ ground transporta�on
(taxis, shu�le buses, trucks, trains etc) All Airports
Aviobridges Lagos, Port-Harcourt, Abuja, Kano, Enugu
56
 AIRPORT MASTER PLAN

The Master Plan process provides a blueprint for the future of an airport. It provides a road map for efficiently
mee�ng avia�on demand through the foreseeable future while preserving the flexibility necessary to respond
to changing industry condi�ons. All airports should develop a master plan in order to guide future infrastructure
and facility development programs in a logical, sustainable and cost-efficient manner. Airport without a master
plan runs the risk that its short to medium term capacity enhancement projects are ill-judged, misconceived,
inappropriately sized and poorly located, thereby restric�ng its ability to a�ain the airport’s ul�mate poten�al.
The general goals and objec�ves addressed by an airport master plan include the following:
• To provide a framework for long-range planning
• To graphically present preferred airport development concepts in the Airport Layout Plan (ALP)
• To define the purpose and need for development projects
• To comply with all applicable NCAA, IATA and ICAO requirements
• To enable the airport to achieve its mission and vision
• To assure compa�ble land use development
• To support the financial health of the local’s economic philosophies
• To iden�fy and plan the facility requirements for all airport users - airlines, cargo, general avia�on, and travelers
A well-planned master plan should have the following characteris�cs:
• Financially feasible - the phasing of the plan’s capital projects should be aligned with the ability to secure available
funding
• Environmentally compa�ble - the plan should minimize poten�al environmental impacts
• Balanced - the plan should maintain a balance between airport development needs and community impacts
• Technically sound - the plan should comply with Federal, State, and local requirements and it should be able to
be constructed efficiently and cost effec�vely
• Responsive - the plan should address the physical and opera�onal needs of all stakeholders
• Visionary - the plan should be flexible enough to consider changes in industry dynamics which will posi�on the
airport to be sustainably a user-friendly airport
PLANNING PROCESS
The planning process of a master plan vary in complexity and degree of applica�on, depending on the size,
func�on and challenges of the individual airport. But the major elements of the plan are as follows:
• Define Strategic Objec�ves and Drivers
• Inventory of Exis�ng Condi�ons and Site’s ul�mate developmental poten�als
• Reviewing of sta�s�cal data
• Forecast of Avia�on Demand
• Demand/Capacity Analysis
• Stakeholders Facility Requirements (Input airport and airline priori�es)
• Development of Alterna�ves and Support for Emerging Technologies
• Implementa�on Plan
• Financial Feasibility
• Environmental Overview
• Draw the Airport Layout Plan (airfield configura�on, loca�on and size of airside, landside and airport
support elements)

57
APPENDIX 1

2020 FEDERAL MINISTRY OF AVIATION ROADMAP

2020 FEDERAL MINISTRY OF AVIATION INFRASTRUCTURE ROADMAP
S/N Key Inten�on(s) Baseline Level of Level of Level of Level of Level of Level of
Ac�vity (level of Implementa�on Implementa�on Implementa�on Implementa�on Implementa- Implementa�on
Implementa�on 2020 2021 2022 2023 �on 2025
prior to 2019) 2024

1 Concession • To fast • Procurement OBC Four Review of Full Full Full

of Airports track the Phase cer�ficate has Interna�onal the Process Implementa�on Implementa�on Implementa�on
upgrade and been reviewed Airports Full
development of by ICRC and Concession Implementa�on
new compliance
infrastructure cer�ficate issued
/facili�es. for the four (4)
• To reposi�on Interna�onal
our airports to Airports
bring them to
Interna�onal Bidding presently
standard and on-going
compete
globally.

2 Strength- • Conduc�ng a • Ongoing Ongoing Assessment of Review of the Full Full Full
ening and comprehensive Project Comprehensive Assessment Implementa�on Implementa�on Implementa�on
improve- security threat Security Threat impact
ment of and vulnerabili- and
safety and ty assessment. Vulnerability
security carried out
• Development
Lagos & Abuja New Security
of new security
Cer�fied Strategy
strategy in
developed with
partnership
Interna�onal
with interna-
Organiza�ons
�onal securit
organiza�ons. partnership
Hitherto, no Modern Security Ascertain the Se-
• Procurement Govt. has ever Equipment is curity Equipment
of modern cer�fied an procured strength and
security airport in weaknesses
equipment. Nigeria.
• Comple�on
of Airports
Cer�fica�on
program

2020 FEDERAL MINISTRY OF AVIATION INFRASTRUCTURE ROADMAP

S/N Key Inten�on(s) Baseline (level Level of Level of Level of Imple- Level of Level of Level of
Ac�vity of Implementa- Implementa- menta�on Implementa- Implemen- Implementa�on
Implementa�on �on 2020 �on 2022 �on ta�on 2025
prior to 2019) 2021 2023 2024
3 Establish- • To reduce • Development Outline Business Outline Business Full Full Full
ment of capital flight Phase Case (OBC) com- Case Approved Implementa�on Implementa- Implementa�on
Na�onal from Nigeria. pleted, awai�ng by ICRC �on
Carrier • To gain op- Compliance
�mal benefits Cer�ficate from
of BASA and ICRC.
SAATM.
Procurement Procurement
• To generate
Process phase Phase
employment
to commence by completed
for Nigerians
Q2, 2020
• To develop
an Avia�on Increase direct
hub and indirect
• To employment
contribute to opportuni�es
the GDP of for Nigerian
Nigeria Youths

58
 • To facilitate Avia�on Hub is Review the
hospitality and developed in impact of the
tourism line with global hub to
best prac�ces Nigeria
economy
Boast Avia�on
share to the
GDP
4 Development • To facilitate •Development OBC has been Procurement Agro-Cargo Full Full Full
of Agro-Cargo growth and Phase submi�ed Phase terminals Implementa�on Implementa- Implementa�on
Terminals development of to ICRC for completed commences �on
the Nigerian review and opera�on
Agricultural approval
Sector
• To create
jobs around
the Agro-Cargo
Terminals.

2020 FEDERAL MINISTRY OF AVIATION INFRASTRUCTURE ROADMAP

S/N Key Ac�vity Inten�on(s) Baseline (level Level of Level of Level of Level of Level of Level of
of Implementa�on Implementa�on Implementa�on Implementa- Implementa- Implementa�on
Implementa�on 2020 2021 2022 �on 2023 �on 2025
prior to 2019) 2024
5 Development • To reduce • Procurement Cer�ficate of Maintenance, MRO Centre Full Implemen- Full Implemen- Full Implemen-
of Mainte- high cost of Phase Compliance for Repair and commences in ta�on ta�on ta�on
nance, Repair Aircra� main- the OBC has Overhaul (MRO) Nigeria
and Overhaul tenance. been issued by Centre project
(MRO) Centre the ICRC. starts
• To limit Procurement
capital flight. Process is at an
advanced stage.
• To create
more employ-
ment oppor-
tuni�es.
• To enhance
transfer of
technology.
• To earn
foreign
exchange.
6 Establishment • To facilitate • Procurement Cer�ficate of Avia�on Leasing Review of the Full Implemen- Full Implemen- Full Implemen-
of an Avia�on access to Phase Compliance for Company starts ALC’s impact ta�on ta�on ta�on
Leasing Com- Aircra� and the OBC has its opera�on
pany (ALC) equipment. been issued
by the ICRC.
Procurement
Process is at an
advanced stage
• To create
jobs.
• To develop
skills.
• To reduce
capital flight

59
 2020 FEDERAL MINISTRY OF AVIATION INFRASTRUCTURE ROADMAP
S/N Key Ac�vity Inten�on(s) Baseline (level Level of Im- Level of Im- Level of Im- Level of Im- Level of Im- Level of
of Implemen- plementa�on plementa�on plementa�on plementa�on plementa�on Implementa�on
ta�on prior to 2020 2021 2022 2023 2024 2025
2019)
7 Development • To develop • Develop- OBC has been Outline Commence- Full Implemen- Full Implemen- Full Implementa�on
of Airport Nigeria’s major ment Phase submi�ed to Business Case ment of the ta�on ta�on
Ci�es (Aero- airports and ICRC for review Approved by Procurement
tropolis) surrounding and approval ICRC Process
communi�es
into efficient,
profitable,
self-sustaining,
commercial
hubs.
• To create
jobs.
• To grow local
industry.
• To facilitate
other
businesses.
8 Development • To create • Develop- 80% Five Airports Impact of the Full Full Full
of Five Airports easy move- ment Phase completed Free Zones Airport Free Implementa- Implementa- Implementa�on
Free Zones ment for opera�ng in Zones �on �on
Imports and Nigeria
Exports
• To create Submi�ed
jobs feasibility
report (in
conjunc�on
with NEPZA)
• Improve
ease of doing
Business.
• A�ract
Foreign Direct
Investments.

60