Use The Strategic Document For The City Of Edmonton Link

Use The Strategic Document For The City Of Edmonton Link Found Belowht

Use The Strategic Document For The City Of Edmonton Link Found Belowht

use the Strategic Document for the City of Edmonton link found below From the above document, select two categories for this discussion. You will note the tabs at the top of the online site as these are the categories (e.g., Attractions & Events, City Government, etc.) For the categories you have selected, discern at least two strategic risks for each category. Develop a value map for one category and taking what you learned from the Week 7 lesson and apply a different tool for the other category. Grading: 25% on identification and explanation of the strategic risks you selected. You will work with two risk categories your selected. (main post).

30% on the application of tools: value map, and selected tool. You must apply a value map and another tool to your selected categories. (main post) 10% on the use of research 20% on good collegiate level writing and application of APA format. (Note: for the discussion, the only required APA format will be with citations.)

Paper For Above instruction

The strategic planning document for the City of Edmonton provides a comprehensive framework for understanding the city's priorities, challenges, and opportunities. For this analysis, I have selected two key categories from the document: "City Government" and "Infrastructure & Services." Each category presents unique strategic risks that could impact the city's ability to achieve its goals. Additionally, I will develop a value map for the "City Government" category and apply a SWOT analysis—based on Week 7 lessons—to the "Infrastructure & Services" category to demonstrate strategic risk management and value realization.

Strategic Risks in the "City Government" Category

Within the "City Government" category, two significant strategic risks identified are "Political Instability" and "Funding Shortfalls." Political instability poses a risk because changes in leadership or political pressures could lead to inconsistent policy implementation or delayed decision-making, affecting overall governance effectiveness (City of Edmonton, 2022). Funding shortfalls represent a financial risk that could hinder the city’s ability to invest in essential projects, maintain services, and meet community expectations, especially during economic downturns (City of Edmonton, 2022). These risks threaten the city's capacity to deliver on strategic initiatives and maintain public trust.

Strategic Risks in the "Infrastructure & Services" Category

For the "Infrastructure & Services" category, two primary risks are "Aging Infrastructure" and "Technological Disruption." Aging infrastructure presents a challenge as many of Edmonton’s systems and facilities are nearing the end of their useful lives, increasing maintenance costs and risking service disruptions (City of Edmonton, 2022). Technological disruption, on the other hand, threatens to render current infrastructure outdated or inefficient, necessitating frequent upgrades and capital investments to stay ahead of emerging technologies. Both risks could result in increased operational costs and reduced service reliability.

Value Map for the "City Government" Category

A value map helps visualize how various components contribute to the overall value delivered by the "City Government." For Edmonton, the value map includes stakeholders such as residents, businesses, and government officials. The core value proposition is effective governance that ensures sustainable development, public safety, and economic growth. Key value drivers include policy effectiveness, financial management, community engagement, and transparent communication (Kaplan & Norton, 1996). These elements collectively aim to increase public trust, optimize resource allocation, and enhance service delivery. By mapping these drivers, the city can prioritize initiatives that bolster governance capabilities while mitigating risks like political instability and funding issues.

Applying a SWOT Analysis to the "Infrastructure & Services" Category

Building on Week 7 lessons, I employed a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis to analyze Edmonton’s infrastructure and services. The strengths include existing robust networks and ongoing modernization projects. Weaknesses involve aging infrastructure and limited funding allocations. Opportunities encompass adopting innovative technologies and integrating smart city solutions to improve efficiency. Threats include natural disasters, cyber-attacks, and technological obsolescence, which could compound existing issues (City of Edmonton, 2022). This analysis helps identify strategic areas where intervention is necessary and aligns resources to mitigate risks while leveraging opportunities.

Conclusion

In summary, understanding strategic risks within key categories such as "City Government" and "Infrastructure & Services" is vital for Edmonton's sustainable development. The use of strategic tools like value maps and SWOT analysis provides valuable insights into managing risks and enhancing value delivery. Continuous assessment and adaptive strategies are essential to address the dynamic challenges faced by the city, ensuring its resilience and long-term success.

References

• City of Edmonton. (2022). Strategic Plan 2022-2025. Retrieved from [URL]
• Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy into Action. Harvard Business Review Press.
• Johnson, G., Scholes, K., & Whittington, R. (2017). Exploring Corporate Strategy (11th ed.). Pearson.
• Porter, M. E. (1985). Competitive Advantage. Free Press.
• Hamel, G., & Prahalad, C. K. (1994). Competing for the Future. Harvard Business School Press.
• Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic Capabilities: What Are They? Strategic Management Journal, 21(10-11), 1105–1121.
• Grant, R. M. (2019). Contemporary Strategy Analysis (10th ed.). Wiley.
• Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99–120.
• Prahalad, C. K., & Hamel, G. (1990). The Core Competence of the Corporation. Harvard Business Review, 68(3), 79–91.
• Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). Strategic Management: Concepts and Cases (12th ed.). Cengage Learning.