This document provides a business plan and execution guide for the Mohawk Towpath Scenic Byway Coalition. It outlines the coalition's long-term vision and strategic priorities, including objectives to inform and promote the byway, protect resources, build partnerships, refine operations, and build transportation partnerships. The plan utilizes a matrix to assess progress on objectives and identify next steps. It demonstrates advancement in accomplishing most objectives over several years while recognizing that some objectives require sustained effort to complete.

1. 1
This document is a working business plan and execution
management guide. It contains the long-term vision for the
Mohawk Towpath Scenic Byway Coalition Executive Committee
and Board, along with the short term Objectives, Projects, and
Tasks needed to continue the journey to the long-term vision.
THIS DOCUMENT IS THE UPDATED 2016-17 WORKING PLAN
DOCUMENT
Web Site: http://www.mohawktowpath.org
Ray Patterson
Capital Consulting Group, llc
285 Fadley Road
Weyers Cave, VA 24486
www.CapConsult.net
(518) 857-6500
Business Plan
2016-2017
12
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)
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

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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)
1 Refine Internal Operations
2 Inform and Promote the Byway
3
Protect and Enhance Byway
Resources
4 Build Transportation Partnerships
5
Continue to Communicate Byway
Story
6 Build and Reinforce Partnerships

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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

14. 14
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

18. 18
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
OBJECTIVEPRIORITYAXIS
0 1 2 3 4 5 6 7 8 9 10
RESEARCH DEVELOPMENT IMPLEMENTATION PRODUCTION
OBJECTIVEPRIORITYAXIS
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CONTENTPROCESS
CONTEXT JUDGEMENT

19. 19
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 AMCat
TM
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.
OBJECTIVEPRIORITYAXIS
0 1 2 3 4 5 6 7 8 9 10
RESEARCH DEVELOPMENT IMPLEMENTATION PRODUCTION
CONTENTPROCESS
CONTEXT JUDGEMENT
ACCOMPLISHMENT STAGE AXIS
OBJECTIVEPRIORITYAXIS
O
P
T
I
M
U
M
P
A
T
H
F
OR
AC H I EVEM ENT
0 1 2 3 4 5 6 7 8 9 10
RESEARCH DEVELOPMENT IMPLEMENTATION PRODUCTION
CONTEXT JUDGEMENT
CONTENTPROCESS
WHAT HOW
IF WHY

20. 20
Attendee List
Name Phone E-Mail
Eric Hamilton (518) 371-7548 Eric.hamilton@mohawktowpath.org
Henrietta O'Grady (518) 371-8374 hogrady@nycap.rr.com
Larry Syzdek (518) 383-3482 syzdeklarry@yahoo.com
Daphne Jordan (518) 495-5998 daphnejordan1@gmail.com
Talia Cass (518) 878-2771 tcass@proctors.org
Kevin Franklin (518) 782-2601 historian@colonie.org
Facilitator
Name Phone E-Mail
Ray Patterson (518) 857-6500 rpatterson@capconsult.net
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.

21. 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