Mtbc action agenda20160318v1

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Thisdocumentisaworkingbusinessplanandexecutionmanagementguide.Itcontainsthelong-termvisionfortheMohawkTowpathScenicBywayCoalitionExecutiveCommitteeandBoard,alongwiththeshorttermObjectives,Projects,andTasksneededtocontinuethejourneytothelong-termvision.THISDOCUMENTISTHEUPDATED2016-17WORKINGPLANDOCUMENTWebSite:http://www.mohawktowpath.org

RayPattersonCapitalConsultingGroup,llc

285FadleyRoadWeyersCave,VA24486www.CapConsult.net

(518)857-6500

Business Plan 2016-2017

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Mohawk Towpath Scenic Byway

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Table of Contents Introduction

What is an AMCat?

Update Notes 2016

Strategic Vision

Matrix of Strategic Priorities

Action Agenda

Objective I: Inform and Promote the Byway

Objective II: Protect and Enhance Byway Resources

Objective III: Build and Reinforce Partnerships

Objective IV: Refine Internal Operations

Objective V: Build Transportation Partnerships

Appendices

About the Matrix of Strategic Priorities

Accomplishment Cycle

Additional Information on the Catalyst Process

Attendee List

Facilitators

Draft Annual Report ‘15

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Introduction • The vision describes what the participants jointly intend to achieve. • The matrix of strategic opportunities shows what the prime constraint is, how it relates to

subordinate constraints, where resources are needed and what classes of action are required to break the constraints.

• The action plan describes how to do it and measure progress.

This report can be used to understand where to go and how to get there. It can be used to identify priorities, constraints and responsible leaders. It can be used to promote and clarify intentions. You can use it to identify and break critical bottlenecks. You can also use it to spot systemic problems so that you can correct them. What is the AMCat Process? The AMCat models how the organization can efficiently use its resources to achieve its goals as quickly as possible. It combines goal setting with resource allocation and project planning. By providing a means to integrate these functions, a high-speed interface is built between creative thinking and productive action. The AMCat software uses a modular approach that supports the process. Participants go through all of the steps that research tells us are necessary to create wise decisions and efficient, goal-directed activity. The steps include:

• Creating a vision that synthesizes the information available to the participants • Brainstorming options to achieve the vision • Identifying strategic objectives • Establishing priorities • Identifying constraints • Establishing operational expectations • Establishing milestones • Organizing projects • Identifying teams • Measuring performance

The end result is focused organizational energy that takes groups from where they are to where they want to be as quickly as possible. This document has been updated to show the initial (2007-08) plan matrix of Objectives with their relative Priority and Stage of Accomplishment, the updates for (2008-09) matrix, and the current matrix (2016-17). From this quick snapshot one can quickly see the progress that has been made by the organization taking a systemic approach to identifying and understanding the actions they need to focus on with the limited resources available to them. One can also see the overall picture, and where anyone interested in assisting the organization can constructively contribute to the current prioritized tasks to accomplish the overall vision of the organization.

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Update Notes 2016 Members of the Mohawk Towpath Scenic Byway Coalition met on Friday March 19th, 2016 to review the Business Plan. We started by briefly reviewing the Strategic Vision to both remind ourselves of our intentions and also to introduce the vision and our aspirations to the new participants. One of the point of discussion centered around the creation and relationship with the Friends of The Mohawk Towpath, another not-for-profit organization that we helped launch, but wasn’t in existence when we created the Mohawk Towpath Scenic Byway Coalition (MTSBC). We determined the role of the MTSBC is holding the national byway designation and facilitating the collaboration of the seven towns and municipalities along the Mohawk from Waterford to Schenectady. Think of this as the “infrastructure” of the byway. The role of the Friends of the Mohawk Towpath is all about the activities along that infrastructure. The Friends are the “life blood” in planning, promoting, and hosting the activities throughout the 27 miles of the Byway. The Friends work in close cooperation with the Coalition members to maintain, enhance, and utilize the beautiful Byway resource for education and recreation throughout the years. Following this discussion, we reviewed the Matrix of Strategic Priorities (see the following pages), and we determined that the current level of accomplishment and priorities are in a rather “stable state” meaning each is progressing well and we have good processes and procedures to continue supporting the accomplishment of our long-range vision. We then reviewed each of the five strategic objectives, focusing on capturing significant new task opportunities that might be integrated into the Business (Action) Plan. With the limit of time, we were not able to go through each objective and update specific accomplishment or adjust/update the various Expected Results for future actions. This is something that should be accomplished by each objective team as the plan is further refined and the new ideas are considered and incorporated as appropriate. As with any endeavor, there are times when progress seems slow. When you look at all that has been accomplished year over year, you realize the impact that a few people can have in preserving our history while building community and cultural opportunities for all people.

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Strategic Vision

Mohawk Towpath Scenic Byway Coalition, Inc. The Mohawk Towpath Scenic Byway Coalition is a regional partnership of communities that balances the promotion of local interests with the protection of scenic, historic, recreational, natural, and agricultural resources. Activities encourage preservation, visitor accommodations and intermodal access; coordinate interpretation, promotion and signage; and emphasize the important historic transportation role of the river valleys and the resultant cultural/industrial development important to the westward expansion of the country. The Mohawk Towpath Scenic Byway covers some 28 miles in the upstate New York counties of Albany, Saratoga, and Schenectady. As a coalition board of directors, we have developed and are maintaining the comprehensive Corridor Management Plan that includes addressing the following major elements:

Public Participation Marketing and Promotion Tourism Development Stewardship Transportation Safety Support and Implementation Financial Resource Management

We obtained designation as a New York State Scenic Byway on July 22, 2003 and as one of Americas Byways on September 22, 2005. We communicate and network with and have established a positive and mutually constructive reputation among our fellow organizations that oversee implementation of other scenic byways. We are the trusted agent defining and executing the projects associated with the elements of the Mohawk Towpath Byway Corridor Management Plan. We have established and documented internal processes and controls to ensure that the public trust and open reporting is maintained in all of our operations. Through the combined efforts of our communities, volunteers, visitors, and funding sources, we continually enhance the historic, recreational, cultural, natural, and scenic resource capability and experience for all. The web site URL is: http://www.mohawktowpath.org

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Matrix of Strategic Priorities PRIORITIES Objectives are shown in order of priority (vertical dot placement). Objective 1, the highest priority, is shown as a red, diamond shaped bullet at the top of the matrix. ACCOMPLISHMENT STAGE The numbers 0-10 across the bottom show your stage of progress (horizontal dot placement) and the type of management attention needed to continue moving forward: QUADRANTS Objectives in the "IF" (lower right) quadrant need research on their potential impact on achieving the overall vision. Process is the "WHAT" (upper right) quadrant. Objectives in this quadrant need processes and resources that will support implementation. Attention in the "HOW" (upper left) quadrant is focused on discovering how to turn plans into results. Objectives in the "WHY" (lower left) quadrant need to pass a reward-vs-cost test. "Why should we continue putting resources into this?"

Matrix (2016) Objectives (’16-’17)

1 Inform and Promote the Byway

2 Protect and Enhance Byway Resources

3 Build and Reinforce Partnerships

4 Refine Internal Operations

5 Build Transportation Partnership

The difference in the matrix on this page (’16) and the one on the following page (’08-’09) shows movement (advancement of accomplishment) in four of the five objectives. While the other objective (#4) did not move to the right, or advance in stage of accomplishment, there were significant accomplishment in each of the five objectives. As an organization advances its projects and associated tasks toward completion, there are new projects that enter the plan. There is also learning that takes place, such as new tasks or ideas that come from

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implementation progress, thus movement between the stages 7-10 is most times more difficult than progress in the earlier stages of accomplishment. It is not uncommon to see objectives appear to remain at stages 7 through 9 for some long periods of time. Remember that the “current stage of accomplishment” is a snapshot in time, and not an indicator of “good or bad” performance. The stage of accomplishment helps drive the right conversations and actions to continually move the organization toward accomplishment of its vision.

Matrix (2008-09) Objectives (’08-’09)





5 Build Transportation Partnership

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The matrix below is provided for reference only and shows the initial matrix of objectives and priorities for 2007-08. Objectives are listed in their priority order, and thus when organizational accomplishment takes place the priority of objectives changes. As an example, in the initial planning, Refine Internal Operations was the top priority as the organization realized that in order to truly successful in the long run, they needed to have certain processes defined and documented in order to be effective in soliciting and managing grant projects. Once those processes were defined and documented, the organization could move forward with the more core mission of Informing and Promoting the Byway. Also note that in the matrix in the preceding page, there are now five (5) objectives where there were initially six (6) objectives. When conducting the ’08-’09 planning session, the organization realized that “Continue to Communicate the Byway Story” was actually an integral part of “Inform and Promote the Byway”, thus the two objectives were combined into one.

Matrix (2007-08) Objectives (’07-’08)




4 Build Transportation Partnerships

5 Continue to Communicate Byway Story


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Action Agenda 16-17 OBJECTIVE I Inform and Promote the Byway

Expected Results

• We are included in community newsletters that go to every household • Additional kiosks are completed and add to visitor experience • Various celebrations of our 12th year anniversary are focused on informing and

promoting the Byway Matrix Stage • Currently at Stage 8; advance to Stage 9 by December 2017 Lead • MTB Executive Committee

Team

• Niskayuna kiosks - Kathy Matern • Rexford kiosks – John Scherer • Colonie kiosk - Kevin Franklin • Cohoes kiosk - Ed Tremblay and Daniele Cherniak • Schenectady kiosk - Leesa Perazzo • Kevin Franklin/Larry Syzdek – Video Project w/ Colonie

Milestones • Host a Byway Summit in 2017 • Annual report by January board meeting • Layout video project for local cable access by January 2015 (was this completed)

Accomplishments

• Halfmoon and Clifton Park kiosks provide a standard template • Audio tour of features along the Byway is operational • Our publications are available routinely in key visitor centers (NYS Museum,

ACCVB, Northway exit 9 rest/text area, etc. and municipal government buildings)

• Communication plan is established and updated routinely • Interactive map of Byway is on our web site • Mohawk Landings Park established • Annual events provide memorable experiences for organizers and participants

o Community cleanup days held with Canal Clean Sweep o Bike the Byway with Canal Splash o Duathlon the weekend after Columbus Day

• Volunteer opportunities posted with The Stakeholders o Volunteer coordinator o Economic impact evaluator o Tour guides with language abilities other than English

· Look for ways and places where we can put up various “way finding” signs · Connect with the I Love NY program for funding · We need to communicate the economic return based on our funding and activities · Develop specific tours/activities that can be promoted to conventions/group meetings, and

tourists in general · Connect better with foreign visitors to learn what they want and what motivates them

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· Connect with the International Center Diane Conroy-LaCivata for tours for foreign visitors through the US State Department

· Develop presentation for seniors facilities in the area, many of whom might want to participate and promote the Byway

o Program for Historical Societies Schenectady/Waterford, etc. · Promote the Byway to the Loft’s of Cohoes & other housing facilities · Get our materials into various communities “Welcome Package” · Get MTSB information in the I-87 Southbound rest area in Queensbury area · Promote building an southbound rest/text area between Queensbury and the Thruway · Investigate LookTV possibly with Colonie Video Project above

New Initiatives for 2016

6 Connect with the historical societies in Schenectady – present the MTSBC and look at locations for kiosks 6 Develop schedules for presentations to various groups – senior centers (Manands, Halfmoon, Watervliet,

etc.), School systems, Home schools, Private schools o Develop an “ask” (what do we want participants to do, as a result of our presentations) o Explore the NYS Achieves about participation in Student Research Program – monetary award

opportunity 6 Gather the communities - Host regional event (like the Byway Summit) to focus on the opportunities 6 Develop calendar of events that can be linked on the Byway 6 Identify location for interpretative kiosk and Schenectady historical society for content (location on the

bike path around the Schenectady Harbor)

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o OBJECTIVE II Protect and Enhance Byway Resources Expected Results • Scenic conservation action plan is in place for the Byway by January 31, 2014 Matrix Stage • Currently at Stage 7; advance to Stage 8 January 2014 Lead • MTB Exec Committee

Team

• LandWorks • Municipal Planners (including Open Space and Waterfront leaders) • Erie Canalway National Heritage Corridor Commission • Mohawk Valley Heritage Corridor Commission • Private sector organizations (corporate partners) • Non Profit organizations

o Saratoga PLAN, Mohawk Hudson Land Conservancy, Environmental Clearing House of Schenectady

o Mohawk Hudson Heritage Gateway (Riverspark) o SEDC, Chambers, Rotary

Milestones

• LandWorks to have final draft of the working document by Nov 27, 2013. • Schedule meeting w/ Town Planners for early December 2013. • Scenic conservation action plan is in place as a living Document accepted by

the Board on January 2014 quarterly meeting. • Make final payment to LandWorks by end of January. • Present and publicize the Action Plan living document at the Byway Summit.

·Leverage the relationships with various organizations to promote volunteerism in eco-tourism

and the balancing relationship between resource protection and economic benefit. ·Identify additional grants and small projects that we can put together and demonstrate our

ability to bring ideas and funding, to protect & enhance the various resources along the byway. ·Develop bike rental capabilities along the byway in various locations. This could be some positive

revenue for the byway as well as enabling visitors to enjoy more of the Byway New Initiatives for 2016

6 Develop actions to conserve the Byway in line with conservation strategies (per Scenic Conversation plan)

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OBJECTIVE III Build and Reinforce Partnerships

Expected Results • We have developed new partners and strengthened existing partnerships that benefit the Byway

Matrix Stage • Currently at Stage 8; advance to Stage 9 by December 2014 Lead • MTB Exec Committee

Team • Board Members & other Government Agency representatives • Representatives from Private Sector organizations • Representatives from Non Profit organizations

Milestones

• Identify specific people we want to meet with in each sector by October • Establish routine schedule to meet with specific people identified by December • Continue "Outstanding Service for the Byway Awards" to recognize partners and

their contributions by June of each year • Establish a partnership with Friends of the Mohawk Towpath Byway by 2014

Accomplishments

• Established partnership with Capitol Region Maritime Center - 2013 • Established partnership with Southern Saratoga County Chamber - 2011 • Established partnership with Albany County Convention & VB - 2011 • Established partnership with Erie Canalway National Heritage Corridor – 2010 • Established partnership with Mohawk/Hudson Cycling Club - 2010 • Solidified relationship with Brookfield Power – 2008/09 • Solidified relationship with Rotary (three clubs) - 2004 • Established solid relationship with Stewarts Shops - 2002

·Assist in promoting seasonal business(es) to provide bike / canoe kayak / ski and snowshoe rental ·Identify various nonprofits and other organizations we want to connect with and construct in

introduction to get a meeting with them. o Build on Stakeholders Relationship for Volunteers and Activities o Be a convener of various groups that need / want promotion of “local” interest

·Build on the Chamber of Southern Saratoga’s New York by Rail event to promote the “Erie Canal Experience”.

·Co-host a nonprofit tourism summit to promote and expand funding leverage before April 15, 2014 ·Explore our counties green infrastructure plans and see how our scenic conservation plans fit into

their plans. (Look at Malta’s plans and their connection with Saratoga PLAN) ·Identify variety activities such as plays, local events that we can partner with other nonprofits and

bring attention to all partners on the projects. (i.e. theater companies, high school projects, etc.) ·Explore a mural for the concrete wall under the Crescent bridge – project including students (arts

and history), and invite them to explore other ideas they may have to assist us in promoting the MTSB (Henny O’Grady and Eric Hamilton lead)

New Initiatives for 2016 6 Develop partnership with Halfmoon Historical society (and other historical societies along the Byway) 6 Have each of the community’s build or link to one or two historical aspects within each of their

communities (Program, physical locations, events, venues) so each community has a contribution and part of the larger “rope” that pulled commerce and community along the byway.

6 Have each town’s historic preservation elements tied together through the MTSBC 6 Join the National Scenic Byway Foundation (mutual support for us and us for them)

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OBJECTIVE IV Refine Internal Operations

Expected Results

• Established yearly calendar of events and important dates • Defined jobs, tasks, roles, and responsibilities • On-going recruit additional people to assist us • Established methods and process for informing stakeholders (municipalities,

grantors, partners, etc.) • We are included in community newsletters that go to every household (see

Objective 1)

Matrix Stage • Currently at Stage 8; advance to Stage 9 by December 2014 Lead • Executive Director (Eric Hamilton) and Treasurer (Nelson Ronsvalle)

Team • Municipal Board Members • Volunteer Coordinators • Consultant(s)

Milestones • Annual Duathlon or other athletic fund raising event • Calendar available on a rolling basis

Accomplishments/Notes

• Continue to refine the process and mechanism for tracking volunteer time and in-kind services including reinforcing on ongoing basis

• Continue to identify new funding sources • Established process for MTSBC to get percentage for all grant

administration – working as part of our internal processes • Continue to refine and simplify forms and administration

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OBJECTIVE V Build Transportation Partnerships

Expected Results

•We continue to expand and strengthen our connections with transportation planners

•We have developed access points between the byway and other transportation resources (i.e. roads, canalway, recreational and historic resources, and trails)

•We have developed partnerships with transportation planners and are viewed as a consultative resource to them when it comes to the byway and such initiatives/features as: Share the Road, Complete Streets, Context Sensitive Design for the Visitor Experience

Matrix Stage • Currently at Stage 9; due to the nature of the task can we ever move to Stage 10?

Lead • MTB Board of Local Representatives and Town of Clifton Park

Team • CDTC and CDRPC • DOT Region 1 Planning • NYS Canal Corporation

Milestones • Completed CP/HM Towpath Trail construction plan complete • Need to start construction (May 2014?)

Accomplishments/Notes

• Waterford Harbor Trail Project – wrapped up with additional kiosk • NYS Canal Corp member on MTSBC Board (need regular attendance) • Completed and presented feasibility recommendation of Cohoes Crescent

Road to the Town Of Colonie, CDTC and NYSDOT. • We were asked to comment on NYSDOT Region 1 plan for the Cohoes

Waterford Bridge. Comments provided within the public comment period.

·Review various transportation plans to see where we can assist and leverage benefit for the Byway and the communities (look at what was done in Owego)

New Initiatives for 2016 6 Transportation partnerships - check the Rexford Bridge project to see that it still is supportive of

Byway desires and access.

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Appendices

About the Matrix of Strategic Priorities

The Matrix of Strategic Priorities shows how the organization's resources are being matched to its priorities. It also shows the optimum path of achievement that will allow the organization to achieve its vision with maximum efficiency.

Advancing Strategic Objectives

Each objective on the matrix denotes a cluster of activities that are considered to be necessary for success. The organization's most important task is to advance the first objective, which is always the primary "constraint" to achieving the vision. Once the prime constraint has been broken, the organization can break succeeding constraints until the vision is achieved.

Allocating Resources

To make maximum progress, we recommend that the highest priority objective (prime constraint) have first call on the organization's resources. There may be specific initiatives in some of the subordinate objectives that are also critical to accomplishing the prime objective. If so, these have been identified during the AMCat process and are included in the Action Plan.

Stages of Accomplishment

In the AMCat process, accomplishment is measured according to progress through a series of stages. Each stage is defined by the type of action necessary to move the project forward. Thus AMCat users know exactly where each objective stands in the process of accomplishment. The stages help organizations identify the type of effort required to advance a project or objective. They also help identify areas of weakness in the organization's processes or capabilities.

The Language of Constraints

The objectives displayed on the matrix are best understood as a series of strategic "constraints" or "bottlenecks" - the current barriers to achieving the organization's long term vision. Effective organizations engage in an ongoing process of identifying, prioritizing and eliminating these constraints. To make maximum progress, the organization is advised to focus on advancing its prime constraint, then to identify and advance the next prime constraint, and to continue this process until the vision has been achieved. Allocating organizational resources to other objectives at the expense of working on the prime constraint will inevitably slow progress toward achieving the organization's vision.

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Accomplishment Cycle RESEARCH Stage 0: Open We are wondering what to do now. We are opening ourselves to new possibilities in connection with our vision. Act to: brainstorm, envision, transcend, dream about how things might be. "Are we willing to consider this?" If No, you're at Stage 0; If Yes, you're at Stage 1 Stage 1: Explore We are speculating about the potential of this Objective wondering if it will help us achieve our vision. We are imagining different possibilities. Act to: wonder, explore. hypothesize, ponder, reflect, sketch, thought experiment. "Are we sure we'd like to seriously examine this?" If No, you're at Stage 1; If Yes, you're at Stage 2 Stage 2: Assess We're figuring out if we are really going to pursue this. We are studying the consequence of pursuing this Objective and assessing its feasibility. Will it help us accomplish the vision? Is it possible to do? What are the pros and cons of this? What are the benefits and risks? How much time and money will it require? Act to: analyze, investigate, study, probe, define, estimate, research. "Are we really going to pursue this?" If No, you're at Stage 2 or back to Stage 0; If Yes, you're at Stage 3 DEVELOP Stage 3: Plan We are laying out a step-by-step process for achieving this Objective. We are figuring out what has to be done to accomplish this Objective. We are designing a process. We are anticipating requirements: legal, material, human. We are estimating timing and sequencing events. Act to: formulate, devise, engineer, design, storyboard, outline. "Do we know what to do to achieve this?" If No, you're at Stage 3; If Yes, you're at Stage 4 Stage 4: Resource We are lining up the resources we need. We are gathering the means to turn the plan into reality. We are assembling the resources for carrying it out: approaching helpers, lining up materials, arranging finances, entering into contracts, etc.. Act to: gather, collect, acquire, solicit, search, find, interview, contract, finance. "Do we have the money, time and other resources necessary to succeed?" If No, you're at Stage 4; If Yes, you're at Stage 5

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IMPLEMENT Stage 5: Structure We are getting organized to implement this Objective. The resources are available. Schedules are in place. Everyone understands what is expected. Act to: delegate, assign, schedule, finalize, double check, order, organize, authorize, charter. "Are we ready to start this today, with all the details worked out?" If No, you're at Stage 5; If Yes, you're at Stage 6 Stage 6: Measure We've begun implementing, but we are still learning how best to measure our performance/progress. As yet we don't have enough feedback to judge whether or not we are making progress. Act to: measure, calibrate, sort, quantify, forecast, anticipate, internalize, characterize. "Are we systematically measuring our performance/progress?" If No, you're at Stage 6; If Yes, you're at Stage 7 Stage 7: Implement The evidence shows that we are making real progress. We may even have achieved identifiable success, but there is no clear certainty that it is durable or repeatable. Act to: do, manifest, demonstrate, breakthrough, perform, prototype, pilot, fulfill. "Are we clearly progressing?" If No, you're at Stage 7, (you may need to review/re-visit previous Stages); If Yes, you're at Stage 8 PRODUCE Stage 8: Formalize We are learning how to consistently get and control the results we want. Act to: document, regulate, standardize, edit, verify, capture best practices, internalize, understand, clarify. "Have we defined our processes so that we can consistently repeat our success and teach others to duplicate it?" If No, you're at Stage 8; If Yes, you're at Stage 9 Stage 9: Refine We are continuously improving our processes and products. Our focus is on sustaining high quality and high throughput. Act to: improve, upgrade, re-engineer, enrich, revise, expand, adjust. "Are we consistently improving?" If No, you're at Stage 9; If Yes, you may be at Stage 10 Stage 10: Complete We've achieved enough of what we wanted. We're ready to celebrate our success and re-direct our efforts. It's time to declare victory, alter expectations or re-focus our attention on a new Objective or a new Vision. Act to: applaud, finalize, conclude, hand-off, divest, consolidate, close, celebrate, "open" to new things. "Are we ready to move onward to something else?" If No, you’re at Stage 10; If Yes, Repeat the Cycle

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INTERPRETING THE AMCatTM DIAGNOSTIC MATRIX © 1986, 1988, 1991, 1994 Michael Thorne Kelly, Ph.D.

This matrix derives from the idea that organizations are growing or dying. It captures the developmental character of growth and defines the optimum path for achievement so that change can be managed. It is an agile approach designed to support organizational learning In the accompanying illustration, the creation of and commitment to a vision or goal precipitates activity. Properly organized according to objectives, these initiatives evolve through the stages of accomplishment until they are completed and make way for new goals and objectives in an unending progressive spiral of learning, development and growth. The ideal embodied in this concept is to move along the path as quickly and efficiently as possible.

The matrix provides a means to map the progress of current objectives by graphing the priority of the objectives (vertical axis) against their current stage of accomplishment (horizontal axis). This is all done relative to a carefully delineated goal. The matrix

organizes the stages of performance into four categories of action (research, development, implementation, and production) and displays them as vertical bands progressing from left to right.

Accomplishing goals involving numbers of people, functions, skills, capital and time requires careful deliberation on issues of effectiveness (“What actions will achieve the goal?”) and issues of efficiency (“How to carry out those actions while maximizing the efficient use of resources?”). Assessment of potential effectiveness derives from theory and past experience. Improvements in efficiency derive from on-going experience. The left half of the matrix displays objectives that need to be explored in the context of effectiveness (research and development). The right half of the matrix displays objectives that need to be tackled in the context of efficiency (implementation / production). The quadrants of the matrix indicate the types of questions that need to be answered about the objectives in them. Starting at the bottom left and going clockwise the questions refer to context (if?), process (what?), content (how?) and judgment (why?).

Additional Information on the Catalyst Process

0 1 2 3 4 5 6 7 8 9 10

RESEARCH DEVELOPMENT IMPLEMENTATION PRODUCTION

ACCOMPLISHMENT STAGE AXIS

OB

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E PRIO

RIT

Y A

XIS

0 1 2 3 4 5 6 7 8 9 10


OBJECTIVE PRIORITY AXIS

EFFICIENCY

EFFECTIVENESS

CONTENTPROCESS

CONTEXT JUDGEMENT

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The lower left quadrant illustrates limited information and low priority. It displays those objectives that need research in terms of their consequences to the goal, the overall context created at the beginning of the AMCat, which defines the endeavor. What will the consequences be relative to the overall vision if the objective is pursued? The upper left quadrant assumes limited information and high priority. Develop objectives in terms of the methods through which they might be accomplished -- “WHAT” process will bring them to successful production so that they support fulfillment of the vision/mission. The third quadrant, upper right, illustrates hands on, operating experience and high priority. Focus on carrying out the objectives more efficiently: “HOW” to manipulate content elements for greater productivity. The lower right quadrant presupposes hands on, operating experience and low priority. Assess these objectives (“WHY”), reach a conclusion about their relevance/role in fulfilling the vision/mission and move forward in a way which shifts as much of available resources and energy to other parts of the cycle as possible. Successful action depends on adequate resources. Adequate resources presumes appropriate allocation. Different stages of priority and action require specific approaches to allocation ranging from venturing through investment, reward, and recycling, to containment. Objectives falling into a quadrant also fall into a strategy of allocation roughly associated with that quadrant. Growth requires venturing. Successful venturing requires careful risk reward analysis. Ability to fulfill the vision represents the determining criteria for venturing. Development and implementation require investment. Invest with the potential return spelled out clearly and

mechanisms in place to tell you whether you are winning or losing. Each objective represents a battle. Converting wins to successful fulfillment of the overall vision requires disciplined use of the advantages gained. Leverage reward to facilitate growth of the other objectives and ultimately of the vision and future endeavors. If an objective drops in priority while still in the implementation stage, re-cycling catches and transmutes its value. Find the baby in the bath water and send it around again. An objective successfully in production but low in priority may be the classic cash cow, a regulatory necessity or a boondoggle. Best to judge and contain it. Some things are neither: paying taxes produces no value yet has to be done. Do these with precision, efficiency and minimum involvement.

The AMCatTM diagnostic matrix illustrates the optimum path for accomplishment within the scope of the information available to the participants. Each objective charted on the matrix denotes a cluster of activities felt to be necessary for the success of the vision. In effect, each objective represents a constraint that must be removed by accelerating it through the stages of accomplishment to full maturity. The highest priority objective takes first call on resources. There will also be specific initiatives among many of the subordinate objectives that are critical to accomplishing the number one objective. These need to be identified, coordinated with the primary objective and completed. The matrix shows the relationships between objectives as they participate in fulfilling the goal and how well priorities are managed. Sensitivity to these relationships enables the implementers to work together objectively and as a team.

OB

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AX

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CONTENTPROCESS

CONTEXT JUDGEMENTACCOMPLISHMENT STAGE AXIS

OB

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AX

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OPT

IM

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PAT

HFO R

AC H I EV EM ENT

0 1 2 3 4 5 6 7 8 9 10


CONTEXT JUDGEMENT

CONTENTPROCESS

WHAT HOW

IF WHY

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Attendee List Name Phone E-Mail Eric Hamilton (518) 371-7548 [email protected] Henrietta O'Grady (518) 371-8374 [email protected] Larry Syzdek (518) 383-3482 [email protected] Daphne Jordan (518) 495-5998 [email protected] Talia Cass (518) 878-2771 [email protected] Kevin Franklin (518) 782-2601 [email protected]

Facilitator Name Phone E-Mail

Ray Patterson (518) 857-6500 [email protected]

NOTE: The following page contains a DRAFT Annual Report of Accomplishment that may not necessarily be reflected in the accomplishments of this updated Action Plan.

Mohawk Towpath Byway DRAFT ANNUAL REPORT

Telling the Byway’s Stories: • Two new interpretive kiosks installed: Old Military Crossing in Colonie and Lock 7 Dam Overlook in

Clifton Park • Fruitful research on Canvass White and the “young engineer’s cut” • Three booths staffed: Adirondack Sports and Fitness Summer Expo in Saratoga Springs, New York By

Rail Expo in New York City, Mabee Farm Canal Festival in Rotterdam Junction, Mohawk Hudson Marathon Health Fair, • Conducted Byway Tours focused on wildlife, Bike the Byway event, Nat • The Byway Blog: 2,264 views, 1,074 visitors, 20 posts, 13 likes Protect and Enhance Byway Resources • Roadside cleanups with youth group • Two trail revitalization work details with Friends of the Mohawk Towpath Byway • Provided review, comment on two major issues Colonie Landfill Expansion and revitalization of ALCO

site. Expand and reinforce Partnerships • The Friends of the Mohawk Towpath Byway have become an invaluable, versatile pool of volunteers. • Partnered with local birding enthusiasts to add self guided cell phone tour stops to introduce birding • Cultivated closer working relationships with Albany Co Visitor and Convention Bureau and Chamber of

Southern Saratoga • Worked w/ City of Cohoes to define uses of the Visitor Center Refine Internal Operations • Modified internal controls to keep up with changing State requirements for grant reimbursement • Work to improve usability of self guided cell phone tour Projects • Two kiosks installed and a successful Duathlon event brought in $2,900. • Worked with the Towns of Clifton Park and Halfmoon on Towpath Trail Project and Improved Access

to Vischer Ferry Preserve. Next year… • Update on line usability and presence of the Mohawk Towpath Byway • Pursue tourism oriented directional (TOD) signs for the Byway • Replace fading route marking signs • Exploit opportunities with the National Scenic Byway Foundation on making byways more of an

International tourist destination Financial Summary… • Revenue • Expenses