Please turn the final strategic plan doc and the capabilities assessment doc into the exact format that is in the Tony Turesa doc.
If additional information is needed grab info from the link below.
Your Name Sienna Dunn Your Organization SFMTA
Strategy Worksheet LDRS 341: Strategic Planning and Forecasting
Scenario Planning involves a series of steps, or Tasks. Choose one issue for your organization. Use the following pages to guide your work
Task #1 – Level of Strategy
Identify your level(s) of strategy (e.g., corporate/organizational, business/programmatic, functional/operational, personal/professional)
AND A focus of your inquiry.
NOTE: Ideally, you’re focusing on what you’ve identified from your PLP learning. However, I trust that you’ll complete this for whatever purposes make sense for this course.
● Name your Level(s) of Strategy
o Organizational/Corporate PERSONAL LEVEL STRATEGY I believe this level of strategy will work best with my organization. This level of the strategy promotes growth, retrenchment strategies, and stability strategies.
o Programmatic/Business Marketing – PERSONAL MARKETING STRATEGY o Operational/Functional – PERSONAL OPERATIONAL LEVEL STRATEGY
• ● What might your inquiry be focusing on within this level of strategy? o Examples:
o ▪ Functional: Workflow effectiveness, financial practices, talent development, organizational structure?
o ▪ As a public entity, the most effective and efficient focus will be being able to identify the workflow effectiveness, financial practices, and organizational structure.
• ● Why is it important to you and/or your organization? What’s the value of your inquiry (both the exploration and the findings)? Who may benefit most from your inquiry? Who may be burdened by your inquiry?
o This is important to my organization because identifying the workflow effectiveness helps to improve the working environment for the employees. It will also help the customers and/or the public by ensuring reliable and safe transportation. Those that will be burdened will be those that have to establish the procedure and/or processes to
create the space needed to roll out the safe reliable transportation.
● What do you want and need to know about this focal issue? o I would need to know where and why most traffic accidents/incidents occur? o I would also need to find out what if any were the contributing factors? o Were there any preventative measures taken
● Methodology: How might you gather data on you and/or your organization (e.g., observation, survey, interview, assessment, review documents, etc.,) to understand your “current” context (i.e., internal dynamics and external environment)? Whose voices might you privilege and what perspectives might not be included?
o I will put in information requests with the city to request necessary information. I would also not use the not useful public services requests which can be frivolous complaints by the public.
Task #2 – SWOT
Identify the internal strengths and weaknesses of your organization; identify key trends and uncertainties in the external environment.
Important Tip Your SWOT Matrix data should be OBSERVABLE and DESCRIPTIVE. Also, you should be able to cite your source of the data (e.g., you observed it, a survey, a quote from a constituent, reports, etc.,).
Your SWOT Matrix should AVOID INTERPRETATION and EVALUATION.
The explanation of why something is a strength, weakness, opportunity, or threat is in your analysis and reflections.
Your “meaning-making” and “appraisal” happens with the questions to the right.
• ● Possession of a fleet of modern zero-emission vehicles
• ● Knowledgeable staff • ● Job availability
• ● High turnover rate of staff • ● High costs to repair severely
damaged roads • ● Aging infrastructure • ● Concerns with political
influence • ● Lack of information provided to
• ● Growth of City • ● Availability of Federal Programs • ● Red Carpet Lanes can improve
traffic rules • ● Increase of safety and security and
• ● Infrastructure repairs require significant funding.
• ● Public pushback • ● Decreasing Customer
Satisfaction • ● Need for safer transit • ● Increase of fares • ● Negative media concerns
Place your SWOT Matrix here (or attach). If necessary, revise your response to the methodology in task #1.
PASTE YOUR SWOT MATRIX HERE
After pasting your SWOT Matrix above, respond to these reflection questions:
• ● Who characterized your data as either a strength, weakness, opportunity, or threat?
A lot of the information comes from not only my 15+ years with the agency but also from:
The strengths are characterized by the San Francisco Municipal Transit Agency as well as the San Francisco Municipal Transit Agency Board which is comprised of elected officials.
The weakness is characterized by Management Staff, Human Resources, Building Maintenance, and Engineers.
The opportunities are characterized by the public officials, the SFMTA Board, the public, and the staff.
The threats are characterized by engineers, SFMTA Board, the public, and the Media.
• ● Why was the data placed in the respective category?
All the data that was placed in the respective categories are applicable because they have been topics that have been addressed by multiple entities from staff to the public to political officials.
• ● How do your strengths and challenges reflect your organization’s systems of power and privilege?
The SFMTA’S strengths and challenges reflect the SFMTA’s systems of power and privilege because they represent an industry that has the means (finances and staff) to keep their operation running.
o Who benefits most from the strengths and/or weaknesses that exist?
The public and agency benefit most from the strengths. The employees benefit from the job availability proponent.
The public, staff and the agency benefit from the weakness. The staff has job security. The public can where they can complain about what they want, and the agency gets the funding from the government to make the necessary repairs.
o Who is most burdened by the strengths and/or weaknesses that exist?
Those that are most burdened by the strengths and the weaknesses are the front-line staff. The front-line staff because they are the ones that must work under the conditions no matter how bad they are. The front-line staff is forced to deliver reliable service even though the working circumstances don’t allow for it.
• ● What intended and unintended consequences emerge from the impact of you and your organization’s work?
There are several factors that can impact intended and unintended consequences that emerge from that impact the SFMTA ranging from Staffing issues (recruitment and retention), Traffic, accidents, Constant breakdowns of vehicles, Delays in the subway, Equipment malfunction to the unavailability of replacement parts.
o How do you know the impact of your and your organization’s work?
Transportation in San Francisco is vital to the community. With there being a constant flow of tourists to general transportation needed to get the public around transportation is highly sought after and has been ranked top 3 in past years for one of the best cities for public transit. Transportation also remains a fundamental part of keeping the city thriving.
• ● What are you learning about the current situation, as well as the “wants” and “needs” of people, regarding resources (i.e., human, financial and technical essentials)?
Over the years I have learned a lot about not only how the SFMTA operates but also about how it is run. Because the SFMTA answers to a board and the board answers to the city, the SFMTA must go through various processes to obtain a budget, a staff, and many other operational needs. On the other side of things, the agency also must answer to the many unions that represent the employees. The agency also must make sure that they follow all the many federal and state rules and regulations that are applicable to public transit. Ultimately what I have learned is that it is not that easy for anyone to get all that they want or need.
• ● How are your procedures and practices guided by the interplay of effectiveness, equity, and social justice?
Some of the barriers that the agency is currently facing is addressing the insensitivity and the microaggressions that a lot of the staff feel they face when they are bringing forward their concerns when it comes to the disparate treatment for promotional opportunities and discipline amongst the staff. I would like to see, with the agency acknowledging the lack of inclusivity, equity, and diversity but to try to develop a line of communication with the staff to get direct feedback for those who have been impacted by the mistreatment whatever that may be and try to develop a realistic plan on how to address their concerns. Also, with addressing the concerns being genuine with the intended
goals for change and not just acknowledging them and then looking past them with has been the past practice. Currently the SFMTA is in the process of revamping the diversity, equity, and inclusion process to align with the guidance and guidelines from the state and federal level.
o What characteristics reflect the hegemony (i.e., dominance) of culture, structures, and process?
A characteristic that reflects the hegemony would be remaining knowledgeable. The agency has an obligation to ensure that the staff is knowledgeable about the task that is required. The current strategy of the agency is to establish a staff that is familiar with the rules, procedures and the protocols that are necessary to ensure the goal for the agency. It is also mandatory that the department has the available equipment. The equipment includes the course material, the various coaches that is needed to conduct training while not impacting regular service. There must be a familiarity with the rules and regulations required to operate coaches and certifying that the staff is knowledgeable about the Federal Transit Administration. The Leadership Strategy is to confirm that the training program is designed to provide safety and regulatory guidance necessary for success.
o What characteristics reflect an antidote (e.g., anti-racist) to the hegemony?
Although the priorities appear to be to keep the agency forward moving the reality looks as if we are stagnant and not moving at all. with a lot of these concerns now being brought to not only management but to the board and the mayor the agency has now implemented possible change with their new diversity inclusion and equity program. It is still a work in progress, but they are now looking to try to acknowledge and address a lot of the concerns that have been brought forward as far as disparate treatment towards minority employees and the lack of promotional opportunities for minorities. The main priority that the leadership is acknowledging is the fact that there is a genuine concern. That is indeed the first step in the right direction.
● What are you learning about the context(s) in which the organization exists (i.e., describe the effect of your PESTEL environment on your organization – political, economic, socio-cultural, technological, ecological, legal)?
The SFMTA has had many goals for how to improve the traffic conditions in San Francisco. For SFMTA, the goal is to have ZERO transit accidents and ZERO Deaths from transit. There are so many transits involved deaths and accidents that the agency is moving forward with trying to implement a plan to correct the concerns. I have learned that the agency has a lot of work to do what is attempting
• ● Which key forces are most likely to define or change the nature or direction of your strategic priorities (e.g., issues inside the organization, strategic constituents/partners, industry environment, economics, principles, competition, cooperation, etc.,)?
It is a great achievement to reach the goals of ZERO accidents and ZERO deaths. It has been a major accomplishment. To be able to implement a goal and for it to be achieved has made a major adjustment and/or the change to the training program was a success. The world and the roads are a safer place for everyone traveling on them. I will know that there has been a change because is safer to walk, drive, and ride bicycles in San Francisco.
Task #3a – Sustainability Matrix
Mission-Specific Programs, Services, and Activities
Revenue-Generating Programs, Services, and Activities
Accessibility: Public Transportation Bikes Taxis Paratransit
San Francisco City and County General Fund Transit Passenger Fares/Monthly Passes Fines and Fares Parking Facilities
Knowledgeable staff -Equity Diversity and Inclusion program
Federal Funding from Budgets State Funding from budgets
Special Events Business Licenses Advertisements
Paste Your Sustainability Matrix Here
Task #3a – Sustainability Matrix
Paste Your Sustainability Matrix Here
High Mission Impact/Low Profitability High Mission Impact/High Profitability -Congestion -Health and Safety concerns -Driver shortage
-low and zero emission -energy efficient transportation -affordable modes of transport
-Community Outreach -Infrastructure
Low Mission Impact/Low Profitability Low Mission/Impact High Profitability
Task #3b – SWOT Analysis
Developing Strategic Priorities
Articulate Priority Mission Impact Criteria – choose four:
• ● Contribution to intended impact • ● Excellence in execution • ● Scale • ● Depth • ● Significant unmet need • ● Community building • ● Leverage • ● Other?
What 2-3 strategies can use your internal strengths to take advantage of your external opportunities?
1. We can leverage this strength _Contribution to intended impact___, to take advantage of this external opportunity __Community Building___.
2. We can leverage this strength __excellence in execution_______, to take advantage of this external opportunity ___Community Building____.
3. We can leverage this strength __Community Building_______, to take advantage of this external opportunity _Significant _unmet _need______.
The above strategies are outlined as such to assist SFMTA with internal strengths to take advantage of my projected external opportunities address because with the SFMTA being a part of the transportation industry, understanding the necessity of the need for an opportunity to grow and build a relationship with the public. Because the agency is reliant on a partnership with the public.
What 2-3 strategies can use your internal strengths to minimize your external threats?
1. We can leverage this strength __contribution to community impact____, to take minimize this external threat __significant unmet need___.
2. We can leverage this strength __community building____, to take minimize this external threat _contribution to community impact___.
3. We can leverage this strength _significant unmet need_____, to take minimize this external threat _excellence in execution___.
The above strategies are outlined are such to reflect internal strengths to minimize the agencies external threats. They are categorized as such because of the idea of change is entirely a result of how much effort the agency puts into executing the change. The execution of the efforts is also based on recognizing the impact the execution can have on the public as it relates to transportation. Community building from within is a necessity to also address the effort that is needed to build community with the public and to be effective in its execution.
What 2-3 strategies can utilize external opportunities to mitigate your internal weaknesses?
1. We can access this external opportunity _Contribution to intended impact____ to mitigate this weakness _excellence in execution____.
2. We can access this external opportunity ____Excellence in execution____ to mitigate this weakness _____significant unmet need_______.
3. We can access this external opportunity ____Community building_______ to mitigate this weakness _____excellence in execution_______.
The above strategies are outlined as such to reflect external opportunities to mitigate the agencies internal weaknesses because they reference the unpredictability that comes from the interaction from those outside the agency. The contribution of intended impact, the execution and community building are all topics that potentially involve engagement with the community either public officials and/or the public that transportations impacts.
These reflections will help you identify 2-3 potential strategies within your data:
NOTE: Given the amount of time for this course, you may only be able to identify a few potential strategies. It’s fine to focus given your context. Some examples: If your organization is in crisis, you may brainstorm SO or ST strategies; if your organization is relatively stable, you may brainstorm SO or WO strategies; if your environment is uncertain, you may focus on ST strategies.
Reflections: Of your 6 – 9 strategies above,
4. ● Which represent forces of greater importance?
Of the above strategies, the one that represents the greater importance is using internal strengths to take advantage of external opportunities. This represents the greater importance because identifying the internal strengths helps to build on the agencies need to engage and address issues and potential opportunities that the public can contribute to the growth of the agency.
5. ● Which represent forces of greater uncertainty?
We can leverage this strength __Community Building_______, to take advantage of this external opportunity _Significant _unmet _need______.
The idea of being able to pinpoint an unmet need when dealing with the public presents a lot of uncertainty. Dealing with the public already comes with a lot of uncertainty but tying in the political powers agenda as well as the publics needs and wants brings about a lot of concern.
6. ● To what extent might some of the priorities or trends “cluster together” in some way? If so, which and how?
All the priorities cluster together because all the topics align with each other as it relates to transportation. The Community building, the excellence in execution, identifying the significant unmet need, and the contribution to community impact. When working with the public all the above strategies are necessary.
7. ● What priorities would most draw from principles and values for creating a diverse, inclusive, racially just, and equitable organization? How might your priorities prohibit achieving a diverse, inclusive, racially, just, and equitable organization?
All the above priorities would most draw from principles and values for creating a diverse, inclusive, racially just, and equitable for the SFMTA. Although the priorities appear to be to keep the agency forward moving the reality looks as if we are stagnant and not moving at all with a lot of these concerns now being brought to not only management but to the board and the mayor the agency has now implemented possible change with their new diversity inclusion and equity program. It is still a work in progress, but they are now looking to try to acknowledge and address a lot of the concerns that have been brought forward as far as disparate treatment towards minority employees and the lack of promotional opportunities for minorities. The main priority that the leadership is acknowledging is the fact that there is a genuine concern. That is indeed the first step in the right direction
8. ● What might be strategic priorities that are most interdependently “desirable, feasible and viable”? Explain
The strategic priorities that most interdependently “desirable, feasible and viable” would be community building and excellence in execution. These strategic priorities are
most interdependent because the execution will determine the effectiveness of the delivery. When dealing with the public, communication is an ideal component to community building.
Rank your top three – five. With your top priorities, what structural and cultural issues are you promoting? avoiding?
1. We can leverage this strength __excellence in execution_______, to take advantage of this external opportunity ___Community Building____.
2. We can access this external opportunity _Contribution to intended impact____ to mitigate this weakness _excellence in execution____.
3. We can leverage this strength __contribution to community impact____, to take minimize this external threat __significant unmet need___.
4. We can access this external opportunity
____Community building_______ to mitigate this weakness _____excellence in execution_______.
Listed above are strategies would be listed as my priorities in order of priority. Being able to execute effectively plans and agendas is extremely important because that will determine how it is received not only by the community but also by the staff. Identifying how the contribution can potentially impact the execution whether that be negatively or positively is also extremely important. By addressing how the contribution to community impact and minimizing the significant unmet
need is also a major priority. Because of the uncertainty that comes from the unpredictability of the publics need this is a priority for the agency.
Task #4 – Capability Assessments and Pipeline Planning
Conduct a capability assessment for your top two – three strategic priorities, and then determine the pipeline for planning by setting those resources onto the pipeline matrix.
Post your Capability Assessment AND Pipeline Matrix. Examples will be given in the Lecture 5 and 6: Identifying and Managing Strategic Issues and Drafting a Strategic Plan Executive Summary.
NOTE: I’ll be looking to how well you answer these primary questions:
How do your emerging priorities draw from an analysis of power and privilege?
What’s your evidence for the “desirability” of your strategic priorities?
What is feasible (i.e., what are your current capabilities?)?
What is viable (i.e., what are your potential capabilities and long-term implications?)?
My emerging priorities draw from an analysis of power and privilege because the agency has access to funds that give them the opportunity to fulfill the desired plans. The agency also has the means to hire staff that allows them to execute their plans and goals. The evidence for the “desirability” of my strategic priority will outline the need of the agency to provide the staff and the community with the support and guidance to move the agency in the right direction. Currently the agency can effectively execute the strategic plan. They have the staff and the funding that is needed to implement. The plan identifies priorities that impact the staff, public as well as political leaders. Some of the potential capabilities and long-term implications include improving the relationship with the community. Transportation impacts the riding public as well as those that live in the community. Some of the implications includes understanding what impacts the staff and how. The staff and the community have lost faith and trust in the agency which contributes to the existing implications.
What are the principles and values guiding your organization design?
magnitude is not enough.
1. Memorab le: Easy to remembe r and differenti ated – scenarios with rich content.
2. Challenge : Each scenario must challenge the conventi onal thinking in the
Task #5 – Vision
Scenario Construction: Create 2-3 scenarios.
Think of scenarios as some time in the future. Imagine falling asleep and waking up at some future date. What would the environment look like?
Good scenarios include the following:
1. Story: a vivid description of the future
2. Decision-making Power: The story provides insight into the decision under question
3. Plausible: Internally consistent, engages every member of the team.
4. Different: Each scenario should be structurally or qualitatively different. Differences in
Task #6: Action Planning and Execution
Identify events that will indicate that a particular scenario is beginning to occur.
Identify the capabilities of a winning organization in each scenario. Tell strategic options that should be pursued in the future.
Strategic options can be as simple as a list of action items. Determine which should be pursued immediately.
These are, to some extent, high-level indicators. In the project management course, you will be able to develop more detailed workplans.
Task #7 – Impact
Identify winning capabilities and strategies
Capability Assessment Focus: _______Staff Development/Improvement______________________________
Capabilities/Resources Required (people, time, money, infrastructure)
Internal: Board/Staff (Role, Team, )
1. __Staff Recruitment__________________________________________________ 2. __Training____________________________________________________________ 3. __Maintenance_Capabilities_____________________________________________ 4. __Development of Safety Programs_______________________________________ 5. _Community Involvment _______________________________________________ 6._____________________________________________________________________ 7. ____________________________________________________________________ 8. ____________________________________________________________________ 9. ____________________________________________________________________ 10. ___________________________________________________________________
+ Exists; – To develop/To Acquire
Evolutionary • Build on partnership with the SFMTA Board
Revolutionary • Leadership Goals • Increase of staffing
• Equity Diversity and inclusion training
Evolutionary • Community Outreach
Strategic Plan Executive Summary Tenfold Harvest Inc.
LDRS 341 Strategic Planning and Forecasting
The purpose of this summary is to clearly communicate the intended strategies
that have been identified for Tenfold Harvest to achieve organizational goals and
increased success. This document provides clarity to organizational strengths and
weaknesses as well as possible threats and opportunities as identified by both internal
staff and external constituents. With this information, strategies have been set in place
by the staff that they feel will help improve public awareness of the organization as well
as productivity and increased clientele.
Tenfold Harvest is a professional edible garden service entity. The company is a
for profit corporation which generates income by building and maintaining edible
gardens on a commercial platform. All practices performed by the company are done
naturally or through organic methods so that safe foods are grown for consumption at
their clients places of business, churches, cafeterias, hotels and a variety of other
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