The Lexington Public Library Final Project


Question Description

Final Project, which should contain the following sections (the sections can be reordered for appropriate flow):

  1. Mission and goals of the organization
  2. Ethical considerations related to finance and budgeting within the organization
  3. Technological considerations for improving the efficiency or effectiveness of finance and budgeting within the organization
  4. Applicable laws, regulations, and policies impacting the organization's financial and budgetary operations
  5. Evaluation of the organization's budget process and revenue sources
  6. Internal factors impacting successful strategic financial planning
  7. The organization's usage of cost-benefit analysis
  8. Evaluation of the organization’s annual financial report
  9. Assessment of the organization's overall financial condition

Your Final Project must demonstrate both breadth and depth of knowledge and critical thinking appropriate to graduate-level scholarship. It must follow the Publication Manual of the American Psychological Association guidelines and be free of typographical, spelling, and grammatical errors. Also, you must use at least six scholarly sources from the library that were published within the past five years to support the paper.

The project should be 14–15 pages in length (double-spaced), not including the title page, the abstract, and references.

Be sure to support your Final Project with specific references to all resources used in its preparation.

The Final Project will be evaluated according to the four indicators in the Final Project Rubric. See the Week 10 Project area for submission details.

Information on scholarly writing may be found in the APA Publication Manual and at the Walden Writing Center website.


Agrawal D.; Fox W.; Slemrod J. (2015). Competition and Subnational Governments: Tax Competition, Competition in Urban Areas, and Education Competition. National Tax Journal, 68 (35), 701-734. doi:10.17310/ntj.2015.3S.01 Retrieved from Aikins, S. K. (2011). An examination of government internal audits' role in improving financial performance. Public Finance & Management, 11(4), 306–337. American Society for Public Administration. (2012). Proposed code of ethics. Retrieved from Becker-Medina, E. (2013). Annual survey of public pensions: State- and locallyadministered defined benefit data summary report: 2011. Retrieved from Brittain, L. (2006). City of Toronto's long-term fiscal plan. Government Finance Review, 22(6), 18–24. Casey, J. P., & Seay, K. T. (2010). The role of the finance officer in strategic planning. Government Finance Review, 26(6), 28–36. © 2016 Laureate Education, Inc. Page 2 of 5 Chantrill, C. (2014). Government spending in the US. Retrieved from Cromwell E.; Ihlanfeldt K. (2015). Local Government Responsibility to Exogenous Shocks in Revenue Sources: Evidence from Florida 68 (2), 339.376. Retrieved from, R. D., French, P. E., & McThomas, M. (2012). The international city/county management association code of ethics. Public Integrity, 14(2), 127–150. (n.d.). Retrieved from Friedman, M. (n.d.). The inflation calculator. Retrieved from Genito, M. (2013, February). Back to basics: An overview of governmental accounting and financial reporting. Retrieved from Gillette, C. P. (2012). Fiscal federalism as a constraint on states. Harvard Journal of Law & Public Policy, 35(1), 101–114. Government Finance Officers Association. (2014). Distinguished Budget Presentation Award Program (Budget Awards Program). Retrieved from Governmental Accounting Standards Board. (2014). Retrieved from© 2016 Laureate Education, Inc. Page 3 of 5 Hogan, A.-M. (2006, November). Audit committee and auditor independence. Paper presented to the San Diego City Council. Retrieved from Internet Center for Management and Business Administration, Inc. (2010). Double-entry bookkeeping. Retrieved from: Jost, K. (2010). States and federalism. CQ Researcher, 20(36), 845–868. Kavanagh, S., Ruggini, J., Na, M., Kinney, A., Kreklow, S., Greiner, J., & Stewart, A. (2006). Market research report: Budgeting technology solutions. Retrieved from Laureate Education (Producer). (2008a). Budget management functions: Financial evaluation [Video file]. Baltimore, MD: Author. Laureate Education (Producer). (2008b). Budget management functions: Revenue [Video file]. Baltimore, MD: Author. Laureate Education (Producer). (2008c). Introduction to finance and budget administration [Video file]. Baltimore, MD: Author. Laureate Education (Producer). (2008d). Laws, regulations, & policies [Video file]. Baltimore, MD: Author. Laureate Education (Producer). (2008e). Vital factors in finance and budgeting: Ethics and technology [Video file]. Baltimore, MD: Author. Laureate Education (Producer). (2014). Net present value (NPV) [Video file]. Baltimore, MD: Author. Library of Congress. (n.d.). Retrieved from © 2016 Laureate Education, Inc. Page 4 of 5 Linnas, R. (2011). An integrated model for the audit, control and supervision of local government. Local Government Studies, 37(4), 407–428. Mikesell, J. L. (2014). Fiscal administration: Analysis and applications for the public sector (9th ed.). Boston, MA: Wadsworth. Moynihan, D. P. (2006). Managing for results in state government: Evaluating a decade of reform. Public Administration Review, 66(1), 77–89. Moynihan, D. P. (2012) Creating a performance-driven federal government. Public Manager, 41(4), 41–44. Mucha, M. J. (2012, Oct). Budgeting for outcomes: Key findings from GFOA Research. Government Finance Review, 47–49. Retrieved from Net Industries. (2014). Taxes and government spending - Overview. Retrieved from New York State Office of the Attorney General. (2010). Attorney General Cuomo expands investigation into “pension padding.” Retrieved from Partnerships International, Inc. (2014). Partnering for compliance. Retrieved from The Pew Charitable Trusts. (2012). Fiscal federalism initiative. Retrieved from © 2016 Laureate Education, Inc. Page 5 of 5 Rossmann, D., & Shanahan, E. A. (2012). Defining and achieving normative democratic values in participatory budgeting processes. Public Administration Review, 72(1), 56–66. Sorens, J. (2011). The institutions of fiscal federalism. Publius: The Journal of Federalism, 41(2), 207–231. St. John, E. P. (2013). Social justice & globalization. Harvard International Review, 35(1), 45–49. The White House (n.d.). The legistlative branch. Retrieved from Urban Institute. (2010). States and the Affordable Care Act. Retrieved from U.S. General Services Administration, Office of Citizen Services and Innovative Technologies. (2014). Retrieved from U.S. Office of Government Ethics. (2011). Standards of ethical conduct for employees of the executive branch (pp. 1–23). Retrieved from Yale Center for the Study of Globalization. (2013). Retrieved from

No plagiarism. Paper is submitted to Turn-it-In.

Tutor Answer

School: Rice University

Please find attached, let me know if you need any clarifications. Thank you.








The Lexington Public Library



The Lexington Public Library
Executive Summary
The Lexington Public Library serves a combination of city and county jurisdiction with
over 300,000 residents through one central library that is supported by five other branches in
Kentucky. The organization began its operation in 1795 serving members of Transylvania
Seminary before moving to a more central location to serve the community. It has since grown
from only having 400 books to now serving a much bigger population with over 560,000 items
comprising of broad arrays of books, audio-books, newspapers, e-books, magazines, music, and
movies. Its focus on technological advances has increased its online activity significantly; it
boasted of close to 8.2 million online visits. Additionally, the digital platforms were also quite
active; the mobile application visits stood at over 6.1 million and over 368,000 computer
sessions were provided.
This report gives an in-depth look at most of the organization's operations. It will begin
by looking at the organization's activities, focus on its mission, vision, and goals. It will look at
the history of the Lexington Public Library (LPL), its operations. It will then focus more on the
finance side of the institution by looking at the budgetary issues from an ethical perspective, look
at the budget and revenue sources, financial planning, the financial report of the entity, overall
financial condition. After that, it will focus on legal, regulatory, and policy-related factors about
financial and budgetary needs of the institution. Finally, the report will conclude by highlighting
the major areas that were covered in the analysis.
The Lexington Public Library serves a merged city-county of Lafayette and Kentucky
meeting the needs of more than 300,000 members of the public of all ages. In achieving that



goal, the Lexington library literature material has been developed over the years, and presently it
is made up of over 560,000 items which that is a wide array of books, audio-books, newspapers,
e-books, magazines, music, and movies (Lexington Public Library, 2017). In 2016 the facility
had close 2 million visits. Besides, it has a big online community who visit its websites and
utilize a host of other digital application, in 2016 it had over 8.2 million visitors online, the
mobile application visits stood at over 6.1 million and over 368,000 computer sessions were
provided. However, there is still a great preference for print material. According to figures from
the 2016 Annual Report, the print-formats were still preferred more by the customers in
comparison to the digital alternatives taking up 59 percent, followed by DVDs at 22 percent,
audiobooks at 9 percent, finally music and books CDs taking up 4 percent each (Lexington
Public Library, 2016).
The Lexington Public Library has a long history dating back to the 18th Century. The
organization first opened its doors to in 1795 (Lexington Public Library, 2017). The library
relied extensively on the subscriptions which helped it raise $500 that enabled them to purchase
a total of 400 books that were then kept in the Transylvania Seminary. From such humble
beginnings, the library grew to house over 560,000 items which are a broad array of books,
audio-books, newspapers, e-books, magazines, music, and movies (Lexington Public Library,
2017). The main focus of the library in its earlier days was on the lack of information, that goal
drove the organization to work towards making the community that they served more informed.
Presently, the organization has grown to be a great and vital source of information for a lot of
people around the library's six locations (Lexington Public Library, 2017).



Mission, vision, and goals
The Lexington Library vision is about connecting the community in a lifetime discovery.
The mission is that the library connects people, stimulates ideas, and changes lives. To achieve
such values, the organization relies on five primary values which are in excellence through the
service they offer. The second one is on equality which speaks of treatment of all its visitors with
fairness and respect. Another value is integrity; the organization seeks to gain the visitors trust
which in extension also honors the organization's heritage. The fourth value is on stewardship;
this values talk about the organization's care of the institution that has been entrusted to them.
Finally, passion, which is the value that drives the team at Lexington, team members that love
what they do and they ensure that they strive to portray it so that the people they serve get to
know it.
The organization's strategic goals are focused in six main areas, education, inclusion,
access, space, culture, and stewardship (Lexington Public Library, 2017). It aims at enhancing
education by developing a foundation for educational success through engaging all groups from
children to adults and families and various institutions. To achieve the goal, the institution
focuses on advancing digital literacy, develop educational programs, and also encourage citizens
to stay engaged and informed. The organization focuses on having an all-inclusive approach by
also targeting the immigrant and refugee population, customers that have physical and
developmental challenges, enhancing teenage and senior members programs (Lexington Public
Library, 2017). The organization also aims to raise services for at-risk juveniles and other adult
clients. To increase access, the organization strategic goal focuses on developing collections of
material from a wide range of cultures and interest areas. It also aims at easing the process of
finding, borrowing and returning material through various platforms such as online, and by



physical means in person and across geographical locations. The institution also aims at targeting
non-conventional settings by exploring and breaking barriers. Regarding space, the organization
seeks ...

flag Report DMCA

Tutor went the extra mile to help me with this essay. Citations were a bit shaky but I appreciated how well he handled APA styles and how ok he was to change them even though I didnt specify. Got a B+ which is believable and acceptable.

Similar Questions
Related Tags

Brown University

1271 Tutors

California Institute of Technology

2131 Tutors

Carnegie Mellon University

982 Tutors

Columbia University

1256 Tutors

Dartmouth University

2113 Tutors

Emory University

2279 Tutors

Harvard University

599 Tutors

Massachusetts Institute of Technology

2319 Tutors

New York University

1645 Tutors

Notre Dam University

1911 Tutors

Oklahoma University

2122 Tutors

Pennsylvania State University

932 Tutors

Princeton University

1211 Tutors

Stanford University

983 Tutors

University of California

1282 Tutors

Oxford University

123 Tutors

Yale University

2325 Tutors