• MBA FPX 5910 Assessment 3 Annotated Outline.

I. Introduction

A. Certification.

The Business and Technical Assistance team approves certification status for a business that tries to attain the title of Small Business Owned Enterprise (SBE), Minority Business Owned Enterprise (MBE), and Ladies Owned Business Enterprise (WBE) (Goodwine, 2019). Obtaining the Certification allows small business proprietors to advertise their status to larger companies that attempt to increase their diversity spending (Goodwine, 2019). The process should be completed in 90 days (Goodwine, 2019).

The current process requires applicants to submit information regarding their social and economic disadvantages, debts, and assets (Goodwine, 2019). For those seeking to document and analyze this process further, the MBA FPX 5910 Assessment 3 Annotated Outline offers a structured approach to outlining the necessary steps and strategies.

• Certification Process and Metrics

The process takes about 120 to 365 days for vendors to complete (Goodwine, 2019). The certification program metrics are:

• Completion time from submission to completeness review;

• Completion time from desk review to site visit;

• Amount of days for certification completion time (Goodwine, 2019).

B. Goal-Setting.

Project-specific goals are set for government procurement and construction projects. The current goal-setting formula is based on past prime and certified bidders, which has led to inaccurate project goals and underperformance in goal achievement.

C. Recruiting Diverse Business.

Currently, there are 170 certified firms. The more significant part of the existing firms have been with the program for multiple certification cycles. There has been very little development to attract new businesses to the certification program.

D. Business Issue

This paper will analyze three business opportunities (Goodwine, 2019). The first opportunity is creating a standard written process for the business certification process (Goodwine, 2019). The second opportunity is to recommend a standard written process for inclusion goal setting on publicly bid projects (Goodwine, 2019). The third opportunity is creating a marketing strategy to recruit more diverse businesses to the program (Goodwine, 2019).

II. The Certification Process

• Certification Process Analysis and Guidelines

a. The City of Dayton’s gaps in the current certification process

b. The Ohio Department of Transportation DBE certification guidelines Ohio Unified Certification. (n.d.). Retrieved October 20, 2019, from

http://www.dot.state.oh.us/Divisions/ODI/SDBE/Pages/UCP.aspx.L

MBE Eligibility. (n.d.). Retrieved October 19, 2019, from

https://das.ohio.gov/Divisions/Equal-Opportunity/Business-Certification/Minority-Business-Enterprise-MBE-Program.

c. SWOT Analysis for the BTA certification process

d. PESTLE analysis for the certification process

e. Pros and Cons of changes to the certification process

III. The Contract Goal-Setting Process

• Goal-Setting Process and Analysis

a. The Ohio Department of Transportation DBE certification guidelines 2020-2022 Goal Methodology for Federal Highway and Federal Transit DBE Contracts. (n.d.). Retrieved October 19, 2019, from

http://www.dot.state.oh.us/Divisions/ODI/DBEGoals/Pages/DBE-Goals.aspx.

DBE Matters. (2018). Contract Goal Setting. Retrieved October 19, 2019, from

https://www.contractgoalsetting.com/.

MGT of America Inc. (2008). A Second-Generation Disparity Generation for the Study for the City of Dayton, Ohio, 218-239.

b. SWOT Analysis for goal-setting process

c. PESTLE analysis for goal setting process

d. Pros and Cons of the goal-setting process

e. Outreach to increasing certified firms

IV. Ethical Issues

A. Oversight.

Oversight is a matter of somebody paying attention. It is meant to catch potential problems as they arise and ensure that nothing is being done that will likely cause problems later (Rabinowitz). To ward against nepotism and unethical behavior, each process should be subjected to external review.

B. Trust

Trust is defined as “Trust avoids or eliminates bureaucracy, unnecessary processes, and excessive Oversight that can both inhibit innovation and slow advancement. It is by building Trust that organizations can create high-performing teams” (Ontell, 2015). Each staff member has to trust that the gathering is working towards the same goal of efficiency in our processes.

V. Leadership

A. Leadership environment

The leadership environment is dormant due to several staffing changes over the past year. Great leaders know that managing uncertainty is a matter of putting themselves in the shoes of their laborers and delivering the compassionate Leadership they expect (Llopis, 2015). Individuals do not want good intentions from their leaders during times of uncertainty; they want their leaders to be solid, confident, and decisive but transparent and vulnerable enough in their leadership job to communicate a feeling of genuine care and concern (Llopis, 2015).

B. Team Leadership

Team leadership will require a bunch of buy-in to implement the process change successfully. Leaders today need to invest in their representatives to make them successful. Team leaders can be the best for their organization through motivation, recognition, playing into others’ qualities, maintaining a systematic process, and gaining the Trust of their teammates’ Trust (John Hall, 2013). The necessary leadership traits and how they will relate to successfully implementing the changes in processes will be discussed. For a more detailed analysis, the MBA FPX 5910 Assessment 3 Annotated Outline provides a structured framework to guide the leadership strategies and process changes.

VI. Recommendations

a. Opportunity: Written Process for Certification

b. Opportunity: Written Process for Goal-Setting

c. Opportunity: Marketing Plan for Outreach

VII. Conclusion

a. Improved Processes

i. Certification Process

ii. Goal-setting process

iii. Marketing process

References

2020-2022 Goal Methodology for Federal Highway and Federal Transit DBE Contracts. (n.d.). Retrieved October 19, 2019, from

http://www.dot.state.oh.us/Divisions/ODI/DBEGoals/Pages/DBE-Goals.aspx.

DBE Matters. (2018). Contract Goal Setting. Retrieved October 19, 2019, from

https://www.contractgoalsetting.com/.

Disadvantaged Business Enterprise (DBE) Program. (2015, February 5). Retrieved from

https://www.transportation.gov/civil-rights/disadvantaged-business-enterprise

Goodwine, C. (2019). Process Improvement Plan. Unpublished paper. Capella University.

Hall (2013). 12 Simple Things A Leader Can Do To Build A Phenomenal Team. Retrieved from

http://www.forbes.com/sites/johnhall/2013/01/29/team-building-leader/

MGT of America Inc. (2008). A Second-Generation Disparity Generation for the Study for the City of Dayton, Ohio, 218-239. MBE Eligibility. (n.d.). Retrieved October 19, 2019, from

https://das.ohio.gov/Divisions/Equal- Opportunity/Business-Certification

Minority-Business-Enterprise-MBE-Program. Ontell, M. (2015, May 28). Trust In The Workplace: What Does It Mean To You? Retrieved from

https://www.microsoft.com/en-us/microsoft-365/blog/2012/08/08/trust-in-the- workplace-what-does-it-mean-to-you/.