Running head: LPL STRATEGIC PLAN FINAL PROJECT LPL Strategic plan Final Project Name Institution Instructor Date 1 LPL STRATEGIC PLAN FINAL PROJECT 2 Introduction The Lexington Public Library is located in Lexington Kentucky where it offers its services to over 300,000 residents of the merged city-county of Kentucky and Lafayette through its six branches. This report gives an in-depth look at the organization, by focusing on its operations, the size of the operation, its mission, and SWOT analysis. The report also focuses on stakeholder roles and the obligations that I as a member can play in helping the organization meets it objectives. The report also recommends some strategic goals that the organization can integrate into its operations and assist the entity in meeting its mission and vision. The final section is a conclusion which gives a summary of the main areas that have been discussed in the report. 1. The Organization Lexington Public Library operations The Lexington Public Library started its operations back in the late 18th Century, initially serving the members of Transylvania Seminary before transferring the facility to a more central location in order to better serve the community and a wider audience. Through the years, it has grown in leaps and bounds to where it is today as a facility of national repute that offers over half a million items ranging from books, audio-books, e-books, music, movies and a host of other materials. Currently, the organization has six branches namely; the Lexington Central Library in downtown which is also the largest of the six, there is the Beaumont branch, Eastside branch, Northside branch, the Tate's Creek branch, and finally the Village branch (Lexington Public Library, 2017). Part of its massive growth has been boosted by the organization’s online activity that currently has over 8 million online visits, the other digital platforms such as the mobile LPL STRATEGIC PLAN FINAL PROJECT 3 application also saw heavy traffic with over 6 million visits in 2016 (Lexington Public Library, 2017).The organization also enhances its online plan and focuses, and was able to provide the community with over 360,000 computer sessions within the same period (Lexington Public Library, 2017). According to the 2016 Annual Report, the items rankings saw the print-formats taking the lead, they were still preferred by the visitors more than the digital alternatives and made up 59 percent of the items on offer, at the second position were the DVDs at 22 percent, audio books and CDS taking up the third and fourth position with 9 and 4 percent respectively (Lexington Public Library, 2016). Mission and goals The organization’s mission is in the connection of people, inspiring ideas, and in the transformation of lives. The organization aims to connect the community through a lifetime of discovery (Lexington Public Library, 2018). In order to achieve that mission, the organization depends on its five main values, which include; excellence in the kind of service that the organization offers, through equality in how they treat their visitors and the staff which has a strong foundation in respect and fairness (Lexington Public Library, 2018). The third guiding principle is integrity which helps the organization to gain the public’s trust in their abilities, the next is one of stewardship which is in the care of the organization that has been entrusted on them. The final one is passion, it is the main driving force of the Lexington team who are dedicated to their service and they also value what they do (Lexington Public Library, 2018). The strategic goals of Lexington Library are categorized into six main areas which are in access, culture, education, inclusion, space, and stewardship. In meeting the education goal, the organization seeks to develop a foundation for success by engaging all the groups across various levels. These groups include adults, families, and many more. To do so, the LPL STRATEGIC PLAN FINAL PROJECT 4 organization has focused on enhancing digital literacy, coming up with educational programs, and also fostering an environment where the community stays engaged and informed. To boost access, the organization has developed a wider array of material and using different platforms in making them available to the public. It has utilized innovative techniques such as access through online and other digital platforms. In meeting the space goal, the organization has sought to provide a variety of flexible spaces that meet the needs of the customers (Lexington Public Library, 2017). On culture, it has focused on having various events that showcase a diverse culture and celebrates the wide array of art forms. In meeting the stewardship goal, the organization has partnered with various organization and fostered collaboration with other government agencies and community groups (Lexington Public Library, 2017) Organizational stakeholders The Lexington Public Library has a number of stakeholders who include; the partners, the visitors or customers who are also its financiers, the staff members, the local government agencies, among others. The Library obtains most that it uses to run the operations of the establishment from an Ad Valorem property tax. The organization gets approximately 5 cents for every $ 100 of any accessed property values with the Lexington and Fayette Counties (Lexington Public Library, 2017 b). It also obtains funding from State and Federal government, donations and grants, and fines or any other fees charged by the organization (Lexington Public Library, 2017 b). As a regular visitor and a customer to the organization, I am a key stakeholder. Part of my role is to help finance the organization's operations, which are through donations and other payments that I remit as I access the organization's services. My other role is in giving feedback on various services and critiquing any failures to guide the organization into making improvements. LPL STRATEGIC PLAN FINAL PROJECT 5 The organization is important to me both on a personal and a professional level. Through the Library, I have been able to develop on a personal level, I have interacted with other members of the community, and build connections. The library has also helped me save a lot of finances that I would have otherwise spent elsewhere in purchasing books and other material, by being a member, I am able to access a wide array of resources at a fraction of the cost. Additionally, I have been able to boost my professional career through research and reading of material made possible through my membership, the Library has made it possible for me to access a myriad of literature and other material which has boosted my knowledge. Through the library, I am able to access top-notch research material, journals, readers and other advisory and professional information which have helped me brush up my skills in class and in other events. It has provided me with the material I need in my studies, a wide array of books for my research work that has been invaluable in doing my assignments and in many other areas. Stakeholder Analysis As a stakeholder in my capacity as a customer and a frequent visitor to the Library, I can help evaluate the organizations planning process by offering suggestions in areas that I feel have fallen short. This can be done in various forums that are developed by the organization in fostering integration. I am also able to critique some of the work being done and provide the organization with feedback needed to improve services that may have fallen short. Through the interactive forums with the organization’s staff members, I am able to share information on activities that have been happening in the marketplace and within the industry, such information can then be utilized by the organization in enhancing their activities. A customer-focused approach is the best way to improve the service of the organization, because it is by being more responsive to the clients’ needs that the organization can boost its performance. LPL STRATEGIC PLAN FINAL PROJECT 6 2. Analysis of the Organization SWOT analysis The process of analyzing the strength, weakness opportunities, and threats (SWOT) which faces Lexington Public library will assist in analyzing both internal and external factors that assist in the implementation of strategic plan that will in turn benefit its performance as an entity and also the other stakeholders such as the community it serves, the staff and so on (Bryson, 2011; Millett, 2006). SWOT analysis is critical to the continued success of the organization, because it will be able to focus its services and programs in areas where it is strong and where the greatest opportunities are found. Strengths a) The library has a talented, skilled and dedicated workforce. b) The library maintains a good relationship with the community it serves within the Kentucky and Lexington areas. c) The organization has a wide array of literature material that it offers to its visitors. They range from books, audio books, DVDs, movies, magazines and many others. d) The organization also has an active online community which enables it to serve a much bigger clientele. e) Lexington library has innovative services which have widened its offerings from the conventional use of print format to digital platforms and other applications. f) Because of the organization's good reputation and many years of services, ithas attracted many partners (Bilmes, 2011). Weaknesses a) The organization has a total of six branches which work independently but managed as one entity at the very top. Such an arrangement creates a bottleneck in the delivery of LPL STRATEGIC PLAN FINAL PROJECT 7 service, there is also a slow response by the board whenever there is a concern which may lead to delays and poor management. b) The organization is governed by laws which make it hard for the administration to institute changes or corrective action without going through a long and slow process of approvals and legal challenges. Opportunities a) With the ever-increasing number of visitors and patrons, the organization is able to raise more resources to boost its growth and activities. b) The organization has increased the literature material that it has, and is also able to offer the services through a wide array of services and platforms. That promises to increase its standing in the community and be able to serve a wider audience who can visit the facilities both physically or online. Threats a) Lexington library relies on grants and public funds which may be affected by economic situations and uncertainties such as economic downturns that may force the government to reduce its funding. b) The organization may be affected by the political environment considering that it is a public entity that is guided by federal, state, and local laws (Shafritz, Russell, and Borick, 2013). c) Considering that it is a public organization, any performance related issues are bound to affect the organization in a big way. In 2014, the organization suffered a major blow when a former director sued it after it terminated his contract. The organization suffered greatly in terms of finances and its reputation. LPL STRATEGIC PLAN FINAL PROJECT 8 An Appreciative Inquiry 4-D analysis An Appreciative Inquiry 4-D Process involves the searching for the best in people, the community, and organization by finding out what gives life to the system at its most effective, most economical, and socially capable points (Whitney and Cooperrider, 2000). It is made up of four stages that make inquiry into the process; these are Discover, Dream, Design, and Destiny. Appreciative Inquiries will vary across the industry as each organization has an exclusive and diverse cultural and geographical mix of people. Additionally, in every organization, there is a unique way of expressing what it values most and how it honors each relationship (Whitney and Cooperrider, 2000). Discover At this stage there is stakeholder engagement and exploring the best experiences, hopes and priorities for the future (Whitney and Cooperrider, 2000). The group will focus on the strength, capabilities, competencies, positive hopes and feelings, relationships of the organization, and so on and so forth (Whitney and Cooperrider, 2000). By carrying out interviews and story-telling, the stakeholders who include the staff, the members of the administration, Lexington library visitors are asked to share their stories of what has been the accomplishments, additionally, they will look at the factors, resources, and competencies that led to the given successes. For Lexington, it has been a long journey from the late 18th Century. The organization has grown by leaps and bounds and currently serves close to 300,000 visitors and a much bigger online community of over 6 million users (Lexington Public Library, 2017). The organization has a good relationship with the people of the Fayette and Lexington areas and other stakeholders such as the Fayette Urban-county government, Lexington citizens, its staff, and managers. The services have also grown significantly to offer literature material that currently stands at over 560,000 items which comprises of books, LPL STRATEGIC PLAN FINAL PROJECT 9 audio books, magazines, music, audio books and much more (Lexington Public Library, 2017). Dream Dream stage helps the stakeholders to challenge the status quo. This involves sharing dreams, enlivening, developing metaphorical presentations, and enacting the dreams (Whitney and Cooperrider, 2000). The dreams of Lexington Library are also captured in its vision which is in connecting the community in a lifetime of service. The organization has already taken initiatives in serving the public, it has introduced after-school tutoring programs, and summer reading initiatives for children and the community at large. A longstanding dream for the organization since its launch has been to reach more people irrespective of the gender differences and economic status. To achieve that goal, the organization has been engaging in non-conventional and innovative approaches with the help of technology. It has been able to incorporate digital services and now reaches a much bigger clientele. However, the dream is to reach more and enhance its services through technological innovations. Design This phase involves having specific activities in the creation of organization’s design, developing a proactive proposition, and selecting high impact design elements (Whitney and Cooperrider, 2000). Use of strategies such as incorporation of positive changes can also be captured in the design statements. It is a provocative stage where the participants can come up with concrete short and long-term goals to meet the dreams. Lexington Library intends to serve the community better and also reach a wider and more diverse audience. It will, therefore, develop better strategies that will enhance more interaction with the community LPL STRATEGIC PLAN FINAL PROJECT 10 through its online platforms and also with physical visits. It will have forums where the management and the community can interact through social programs and much more. Destiny This last phase is achieved through creating a commitment to a strategy that should be implemented. This should involve developing possible actions, choosing the inspiring ones, emergent task groups, and use of large group closing approaches (Whitney and Cooperrider, 2000). It will involve stakeholder actions, Lexington Library management, staff, and Fayette Urban-county government and its citizens will pursue the dreams by applying the design strategies, and implementing the strategies that they chose to ensure that the organization meets its goals and achieves the dreams. 3. Strategic goals Lexington’s mission is to connect people, inspire ideas, and transform lives. This should be the central inspiration of the organization’s short and long term goals. The organization can further enhance this mission, by focusing more on the clientele or customers who are its visitors. This would require being more responsive to the customers’ needs. This goal can be achieved by maximizing on the six branches and their location, making them more responsive to the customers’ needs in terms of accessibility and provision of the right items, informed by what the clientele prefers. By also enhancing the staff’s capacity through training and development, they can serve the community better and give support where it is required when the need arises. The organization can also learn and adopt the best customer service practices in the industry, in a continuous manner in order to meet its goal. Lexington should also adopt a strategic goal of being a more efficient and effective team. To meet this goal, the organization should invest in its staff members, which will involve building capacity and development of the employees through giving them more LPL STRATEGIC PLAN FINAL PROJECT 11 opportunities for growth (Carrigan, 2015). The organization should also seek to meetits goals by creating a working environment and culture that is focused on a reward system based on staff performance. Ensuring that there is diversity in the organization and there are equal chances for all employees irrespective of their personal differences can build a positive working culture. The organization can also continually learn and adopt the best human capital practices that are available in the industry in meeting these goals (Carrigan, 2015). Lexington’s long term goals should include collaborating with other partners within the industry and in other related sectors such as in research and technology. It has been the intention of the organization to ensure premier service to the community, and to do so, the organization can collaborate with institutions of higher learning and other research centers and get the best items to give its customers. Through such partnerships, the organization will be able to learn from other leading libraries and use the new approaches in enhancing its performance. The organization can also seek to establish a new strategic alliance on an annual basis as it seeks to expand its service to the community through such collaborations. Lexington’s long term goals should also include enhancing digital literacy. This should include coming up with educational programs and also fostering an environment where the community stays engaged and informed on how to utilize online platforms. To boost access, the organization should develop a wider array of materials and use different platforms in making them available to the public. This should entail utilizing innovative techniques such access through online and other digital platforms. LPL STRATEGIC PLAN FINAL PROJECT 12 Short and long term strategies are key in ensuring that the organization has mapped out its growth strategy. This will also ensure that the organization is committed to enhancing its service provision and in meeting customer needs by customizing services. The organization should have a strategic management plans in place, and should evaluate it in a periodic manner preferably on an annual basis that is aimed at boosting the meeting of goals and objectives. The strategic plan is however not supposed to be overhauled or be re-written whenever there are changes internally unless they are extraordinary in nature and affect a much bigger need. Apart from those extraordinary needs that may have been introduced by internal and external changes, or as a result of major revision and reviews, there should not be any review on the strategic plan of the organization before the expiry of the set dates and revision dates. Conclusion The Lexington Public Library serves over 300,000 residents of the merged citycounty of Kentucky and Lafayette counties. Since its establishment in the late 18th century, the organization has grown and expanded over the years to where it is today, offering over 560,000 items ranging from books, audio-books, e-books, music, movies and a host of other materials. The library has served the public by making it easy to access a wide array of resources at a fraction of the cost, due to its external funding. Despite these opportunities, the organization faces various economic, social, and political challenges, but at the same time has multiple opportunities which can be maximized in growing its operations. In order to enjoy these opportunities, the organization should utilize the fast growing online presence, and offer its services through multiple online platforms. The organization should also consider establishing more partnerships, both in the public and private sectors. LPL STRATEGIC PLAN FINAL PROJECT 13 References Barman, E, and MacIndoe, H. (2012). “Institutional Pressures and Organizational Capacity: The Case of Outcome Measurement,” Sociological Forum 27, no. 1: 74 Carrigan, D.P. (2015). Organizational Capacity and the Public Library (Featuring an Interview with Lexington (KY) Public Library Executive Director Ann Hammond).Public Libraries Online. Retrieved January 10, 2018, on, http://publiclibrariesonline.org/2015/06/organizational-capacity-and-the-publiclibrary-featuring-an-interview-with-lexington-ky-public-library-executive-directorann-hammond/ Eisinger, P. (2002). “Organizational Capacity and Organizational Effectiveness Among Street-Level Food Assistance Programs,” Nonprofit and Voluntary Sector Quarterly 32, no. 1; 117. Lexington Public Library (2016). 2016 Annual Report. Retrieved January 10, 2018, from Lexington Public Library https://www.lexpublib.org/sites/default/files/file_uploads/annualreport-2016-web.pdf Lexington Public Library (2016) b. Financial Statements. Retrieved January 10, 2018, from Lexington Public Library onhttps://www.lexpublib.org/sites/default/files/audit_report_june_30-2016.pdf Lexington Public Library (2017). Strategic Plan.Retrieved January 10, 2018, from Lexington Public Library on, https://www.lexpublib.org/strategic-plan Lexington Public Library (2018). About the Library. Retrieved January 10, 2018, from Lexington Public Library on, https://www.lexpublib.org/about Lexington Public Library (2017). Strategic Plan. Retrieved December 20, 2017, from Lexington Public Library on, https://www.lexpublib.org/strategic-plan LPL STRATEGIC PLAN FINAL PROJECT Millett, S. M. (2006). Futuring and visioning: Complementary approaches to strategic decision making. Strategy & Leadership, Shafritz, J. M., Russell, E. W and Borick, C. P. (2013). Introducing public administration (8th ed.). Upper Saddle River, NJ: Pearson Education. Whitney, D and Cooperrider, D. L. (2000). The appreciative inquiry summit: An emerging methodology for whole system positive change. Journal of the Organization Development Network 14 Running head: LPL Stakeholder 1 Stakeholder Roles Dominic Norwood Walden University LPL Stakeholder 2 Introduction The Lexington Public Library is located in Lexington Kentucky where it offers its services to over 300,000 residents with its six library branches across the Lexington area. This report gives an in-depth look at the organization by focusing on its operations, the size of the operation, its mission, and goals. It will then focus on stakeholder roles and the obligations that I have as a member in helping the organization meets it objective. Lastly, it will look at some recommended strategic goals that the organization can integrate into its operations and assist the entity in meeting its mission and vision. The final section will be a conclusion that will give a summary of the main areas that have been discussed in the report. Lexington Public Library operations The Lexington Public Library started its operations back in the late 18th Century initially serving the members of Transylvania Seminary before transferring the facility to a more central location in order to better serve the community and a wider audience. Through the years it has grown in leaps and bounds to where it is today a facility of national repute that offers over half a million items ranging from books, audio-books, e-books, music, movies and a host of other materials. Currently, the organization has six branches namely the Lexington Central Library in downtown which is also the largest of the six branches. There is also the Beaumont branch, Eastside branch, Northside branch, the Tate's Creek branch, and finally the Village branch (Lexington Public Library, 2017). LPL Stakeholder 3 Part of its massive growth has been boosted by the organization’s online activity that currently has over 8 million online visits, the other digital platforms such as the mobile application also saw heavy traffic with over 6 million visits in the 2016 (Lexington Public Library, 2017).The organization also enhances its online plan and focuses and was able to provide the community with over 360,000 computer sessions within the same period (Lexington Public Library, 2017). Mission and goals The organization’s mission is in the connection of people, inspiring ideas, and in the transformation of lives. The organization aims to connect the community through a lifetime of discovery (Lexington Public Library, 2018). In order to achieve that mission, the organization depends on five main values which are in excellence the kind of service that the organization offers, through equality in how they treat their visitors and the staff which has a strong foundation in respect and fairness (Lexington Public Library, 2018). The third guiding principle is integrity which helps the organization to gain the public’s trust in their abilities, the next is one of stewardship which is in the care of the organization that has been entrusted on them. The final one is passion, it is the main driving force of the Lexington team who are dedicated to their service and they also value what they do (Lexington Public Library, 2018). The strategic goals of Lexington Public Library encompass six areas which include access, culture, education, inclusion, space, and stewardship (Lexington Public Library, n.d.). In meeting the education goal, the organization seeks to develop a foundation for success by engaging all the groups across various levels, they include adults, families, and many more. To do so the organization has focused on enhancing digital literacy, coming up with educational programs, and also fostering an environment where the community stays engaged and informed. LPL Stakeholder 4 To boost access the organization has developed a wider array of material and using different platforms in making them available to the public. It has utilized innovative techniques such access through online and other digital platforms. In meeting the space goal, the organization has sought to provide a variety of flexible spaces that meet the needs of the customers (Lexington Public Library, 2017). On culture, it has focused on having various events that showcase a diverse culture and celebrates the wide array of art forms. In meeting the stewardship goal, the organization has partnered with various organization and fostered collaboration with other government agencies and community groups (Lexington Public Library, 2017). Personal role as a stakeholder and the importance of Lexington Public Libraryto me both personally and professionally The Lexington Public Library has a number of stakeholders, they include the partners, the visitors or customers who are also its financiers, the staff members, the local government agencies, among others. The organization obtains most the funds that it uses to run the operations of the organization from an Ad Valorem property tax. It also obtains funding from State and Federal government, donations and grants, and fines and other fees charged by the organization (Lexington Public Library, 2017 b). As a regular visitor and a customer to the organization, I am a key stakeholder. Part of my role is to help finance the organization's operations, which are through donations and other payments that I remit as I access the organization's services. My other role is in giving feedback on various services and critiquing any failures to guide the organization into making improvements. The organization is important to me both on a personal and a professional level. Through the Library, I have been able to develop on a personal level, interacted with other members of the community, build connections. The library has also helped me save a lot of finances that I would LPL Stakeholder 5 have otherwise spent elsewhere in purchasing books and other material, by being a member, I am able to access a wide array of resources at a fraction of the cost. Additionally, I have been able to boost my professional career through research and reading of material made possible through my membership, the Library has made it possible for me to access a myriad of literature and other material which has boosted my knowledge. Through the library I am able to access top-notch research material, journals, readers and other advisory and professional information which have helped me brush up my skills in class and in other events. It has provided me with the material I need in my studies, a wide array of books for my research work that has been invaluable in doing my assignments and in many other areas. Personal obligation and role in the evaluation and revision of the organization’s strategic planning process and the potential legal implications for revising the Lexington Public Library current strategic plan. As a stakeholder in my capacity as a customer and a frequent visitor to the Library I can help evaluate the organizations planning process by offering suggestions to areas that I feel have fallen short, that can be done in various forums that are developed by the organization in fostering integration. I am also able to critique some of the work being done and provide the organization with feedback needed to improve services that may have fallen short. Through the interactive forums with the organization's staff members I am able to share information on activities that have been happening in the marketplace and within the industry, such information can then be utilized by the organization in enhancing their activities. A customer-focused approach is the best way to improve the service of the organization, it is by being more responsive to the clients’ needs can the organization boost its performance. LPL Stakeholder 6 Strategic management plans should be evaluated in a periodic manner preferable on an annual basis that is aimed at boosting the meeting of goals and objectives. Having an annual assessment will point to the need for making some adjustments or some alterations to accommodate various issues. Nevertheless, the strategic plan is not supposed to be overhauled or be re-written whenever there are changes internally unless they are extraordinary in nature and affect a much bigger need. Apart from those extraordinary needs that may have been introduced by internal and external changes, or as a result of major revision and reviews, there should not be any review on the strategic plan of the organization before the expiry of the set dates and revision dates. Recommended strategic goals for Lexington Public Libraryand howthey contribute and effect positive social change. The mission of the Lexington Public Library is in the connection of people, inspiring ideas, and in the transformation of lives. To further enhance that mission, the organization could focus more on the clientele or customers who are its visitors. I would propose the strategic goals of being more responsive to the customers’ needs. It can achieve this goal by maximizing on the six branches and their location, making them more responsive to the customers’ needs physically that is in terms of accessibility, provision of the right items informed by what the clientele prefers. By also enhancing the staff’s capacity through training and development, they can serve the community better and give support where it is required when the need arises. The organization can also learn and adopt the best practices in a continuous manner on the industry by meeting that goal. The second strategic goal is to have a more efficient and effective team. To meet this goal, the organization should invest in its staff members, which will involve building capacity, LPL Stakeholder 7 development of the employees through giving them more opportunities for growth (Carrigan, 2015).Another strategy that can be applied in meeting the goals is in creating a working environment and culture that is focused on a reward system based on staff performance. Ensuring that there is diversity in the organization and there are equal chances for all employees irrespective of their personal differences. The organization can also continually learn and adopt the best practices that are available in the industry in meeting that goal (Carrigan, 2015). Finally, the organization’s other goal could be in enhancing collaboration with other partners, within the industry and in other related sectors such as in research and technology. It has been the intention of the organization to ensure premier service to the community, to do so, the organization can collaborate with institutions of higher learning and other research centers and get the best items to give its customers. Through such partnerships, the organization will be able to learn from other leading libraries and use the new approaches in enhancing its performance. The organization can also seek to establish a new strategic alliance on an annual basis as it seeks to expand its service to the community through such collaborations. Conclusion The Lexington Public Library organization has grown and expanded over the years. It has a vast and active online presence which in 2016 saw it have over 8 million online visits. It also has other digital platforms such as the mobile application that also experience heavy usage with over 6 million visits in the 2016 (Lexington Public Library, 2017).The organization’s mission is in connecting people, inspiring ideas, and in the transformation of lives. To achieve that mission the organization depends on five main values which are in excellence, equality, integrity, stewardship, and passion (Lexington Public Library, 2018). LPL Stakeholder 8 Part of my role as a stakeholder is in financing the operations through my membership and other fees charged, I also give feedback on the performance of the entity and help the entity improve its performance. The recommended strategic goals are being more responsive to the customers’ needs. Aiming to have more efficient and effective team, and enhancing collaboration with other partners. The overall performance of Lexington Public Library relies on its various stakeholders made up of the management, the staff members, the customers, the local government and other financiers. It will take a concerted effort and dedication of all to ensure that the organization continues to thrive and is able to meet its mission of connecting, inspiring ideas, and in the transformation of the community that it serves. LPL Stakeholder 9 References Carrigan, D.P. (2015). Organizational Capacity and the Public Library (Featuring an Interview with Lexington (KY) Public Library Executive Director Ann Hammond).Public Libraries Online. Retrieved January 16, 2018, on, http://publiclibrariesonline.org/2015/06/organizational-capacity-and-the-public-libraryfeaturing-an-interview-with-lexington-ky-public-library-executive-director-annhammond/ Eisinger, P. (2002). “Organizational Capacity and Organizational Effectiveness Among StreetLevel Food Assistance Programs,” Nonprofit and Voluntary Sector Quarterly 32, no. 1; 117. Lexington Public Library (2016). 2016 Annual Report. Retrieved January 16, 2018, from Lexington Public Library https://www.lexpublib.org/sites/default/files/file_uploads/annualreport-2016-web.pdf Lexington Public Library (2016) b. Financial Statements. Retrieved January 16, 2018, from Lexington Public Library onhttps://www.lexpublib.org/sites/default/files/audit_report_june_30-2016.pdf Lexington Public Library (2017). Strategic Plan.Retrieved January 16, 2018, from Lexington Public Library on, https://www.lexpublib.org/strategic-plan Lexington Public Library (2018). About the Library. Retrieved January 16, 2018, from Lexington Public Library on, https://www.lexpublib.org/about Running head: LEXINGTON PUBLIC LIBRARY Lexington Public Library Dominic Norwood Walden University 1 LEXINGTON PUBLIC LIBRARY 2 Abstract The Lexington Public Library is one of the oldest and most recognizable organizations in Kentucky. Within it organizational context we see that this organization with all of it rich history and public influence has a tremendous impact on the city of Lexington from a constitutional standpoint and the community it services. Within its legal foundations we see how the Lexington public library is regulated to follow city codes, and ordnances in proper and ethical means by the Lexington Fayette urban county government. With it’s connection to public service we see that the organization was formed to spread information to enable the citizens to be educated and more informed. We also see ethical issues and dilemmas within the library when it comes to funding and personnel. Although the library has been successful, it has also been faced with some ethical challenges that have threatened its status as one of the best libraries in the nation. Issues have arisen between the staff and public in regards to the management and operations of the Lexington public library. The management and leadership of the Lexington Public Library is showcased through the selection of its board of trustees and trustee advisors by the mayor’s office and approved by the Fayette Urban council. We also see the internal administrators who maintain the day to day operations of the library while reporting to the board in monthly meetings. When surveying the power and civic engagement of the Lexington Public along with collaborative intergovernmental relations within the library structure we see through partnerships with various stakeholders, the library has been making an impact all over the county. The library is accountable to the public as well as the Fayette urban county government and its advisory and board of trustees. Throughout rigorous accountability measure the Library makes sure that it makes all fiscal and operating information available. We also see the budgeting and financial management side of the Lexington public Library. Through the aid of LEXINGTON PUBLIC LIBRARY federal and state monetary instruments, to the assistance provided by grants and other financial avenues the library is consistently planning and budgeting the most cost efficient services it can provide. Finally we examine the future of the Lexington Public Library. The Challenges, trends and opportunities that have been and will be the cornerstone to the future of the public library within the community. Technology, financial gains and cut backs, as well new implementations to programs and service within the library system have been presenting a lot of new trends, challenges and opportunities for the organization. The success and failures of the library as whole are incorporated into these very intrinsic categories that allow us to examine and gain understanding of how the Lexington public library in its role as non-governmental organization has been and is servicing a growing and diverse community. 3 LEXINGTON PUBLIC LIBRARY 4 Organization Context The Lexington Public Library is located in Lexington, Kentucky. It was established in 1905. The library was formed by incorporating the former Transylvania Library and the former Lexington Library. The initial first branch of the library is located along Lexington’s East Main Street. This branch is known as the Central Library. The library also has grown to incorporate 5 more branch systems inside its organization system. This includes The Village Branch, The Northside Branch, The Beaumont Branch, The Eastside Branch and The Tate’s Creek Branch. These libraries service all the major areas of the city and residents in the community are granted access to all library resources no matter the area they live. One of the main reasons why the library was established is that the people around Lexington knew that libraries are very important when it comes to the functioning of a society in a society. Therefore, the library is heavily influenced by the United States constitution, which is the cornerstone of democracy in the nation (Wiegand, 2015). One of the guiding points that supports the mission of and enhances the causes of the public library is located in the First Amendment of The U.S. Constitution. “Congress shall make no law respecting an establishment of religion, or prohibiting the free exercise thereof; or abridging the freedom of speech, or of the press; or the right of the people to peaceably assemble, and to petition the government for a redress of grievances”(United States Senate n.d.). The founding fathers supported the spread of information within the press and the exercise of free speech, peaceful assembly. The library foundation reflects the founding fathers vision and core values in its services and implementation within its own core value and mission. Furthermore, an educated public is crucial for a functioning democracy, and the library was opened to serve as one of the best symbols of democracy where education frees the mind. LEXINGTON PUBLIC LIBRARY Today, the Lexington Public Library serves approximately 300, 000 people in Lexington and its environs to make sure that more and more people access education as enshrined in the United States constitution. Throughout its history, the library has been operating an outreach department so that people far away from the library can get the necessary information through books. Legal Foundation As a public institution in a democratic society, the Lexington Public Library is also governed by laws that are intended to make it function smoothly and to provide services as required by the U.S constitution. Enabling legislation is set by the Fayette Urban County Government allowing the library and its function to exist within the community along with setting the legal parameters and measures the library is deemed to follow. (Shafritz, Russell, Borick, 2013 p.11). The Lexington Fayette Urban County Government sets the standards and laws for the community as well as the library. However, the library also has standards and measure it internally follows within its own Constitution. First, the library is managed by a board of trustees. According to Article II of the Lexington Public libraries constitutional mandates, the library’s board is made up of seven members who are appointed by the mayor of the county council for a 4-year term. Each year, membership of the board rotates in a 2-1-2-2 sequence. Members serve for only 2 terms, and no individual can become a member if they have any financial interests regarding the library services or sale of materials where money is expected (Lexington Public Library n.d.). The laws of the library require that it has a Chair, vice chairman, a secretary, as well as a treasurer who are elected or nominated during a normal board meeting. All the library’s officers 5 LEXINGTON PUBLIC LIBRARY 6 must serve a maximum of two terms, each consisting of two years, according to Article III (Lexington Public Library n.d.). The laws of the library also spell out the duties for every officer. The Chair presides over all board meetings, and they are also eligible to cast a vote regarding issues concerning the library during board meetings. Article V states that the fiscal responsibility lies with the library’s board where all duties and powers regarding the management of business affairs, funds, and assets are controlled by the board (Lexington Public Library n.d). The bylaws require that accurate and true records of all disbursements and receipts must be kept so that the financial status of the library can be established during all regular meetings. This in turn is regulated by the board of trustees with legal ramifications set, that if not adhered would create disciplinary action and sanctions up to and including limited of funding or even the dissolution of the Library. Connection to Public Service To serve the public better, the Lexington Public Library embraces a number of ethics,and moral codes especially those of the American Library Association. The library recognizes how important it is for the public and other professionals to know the ethical principles it holds to build its presence within the community. This in turn guides its services to the public. Therefore, the library embodies responsibilities in the presence of a changing environment regarding information. The Lexington Public library focuses on many different public services initiatives through the year. From After school tutoring programs, and Summer reading initiatives for the children of the Lexington community. To the nonprofit partnerships, community engagement events and educational opportunities for all the citizens of Lexington. Public service is truly their greatest driving forces within the community. An example of the libraries outreach and LEXINGTON PUBLIC LIBRARY 7 connection to public service happened in 1949, with the Laura Carroll Branch. This branch was the first library branch in Lexington specifically created to serve the African American community. The library took a an “extra mile” approach in creating social equity or fairness across the board when it came to individuals living in Lexington (shafritz et.al 2013.).The creation of this branch within the community established a branch that served other diverse groups and needs within the Lexington community. This enable to library to reach more people across all racial, gender or economic status. The library has continued offering traditional library services, but in its effort to keep up with the technological advances of the time, now it has incorporated digital services within the organization to spread information to each member of the community without discrimination or unequal patronage. Also in it continued aspirations of public service and accessible information as well as technological literacy for all in the community. the Lexington Public Library has been, and is, committed to freedom of intellect, as well as the freedom of the public to access vital information. The library is also committed to free flow of ideas and information for generations to come. Therefore, the library follows a strict code that allows it to make ethical decisions at all times. The library protects its user’s privacy in respect to the resources that have been borrowed, transmitted, downloaded, and consulted. The library follows the ethical guidelines that such information usually remains confidential (Wiegand, 2015). The library does not also censor resources because it believes in freedom of information. The library does not give in to efforts to deny anyone information, no matter their religion, sexuality, or race. Freedom to all information and knowledge is the key standpoint the library pushes as its core value. This idealism pushes their drive for community involvement ad full access for their citizens in the public services realm. LEXINGTON PUBLIC LIBRARY 8 Ethical Issues or Dilemmas Despite its efforts to remain as ethical as possible, the Lexington Public Library was faced with an ethical issue in 2013. The library for the most part is committed to a fair treatment of all its employees but the library was faced with a lawsuit where a former director sued the library for an unfair dismissal. For the library, this is a dilemma because it shows that there were problems internally with the library organization. The former director was suing the library for damages worth $446,129.00 dollars for the salary that remained on the contract. According to the laws of Kentucky, the library’s board exceeded its authority when it decided to terminate the contract of its former director (Jcheves@herald-leader.com, J.C. n.d. 2013). According to the Court of Fayette County, the library’s arbitration panel surpassed its authority on a number of issues. The panel entered into the Opinion and Order and decided to fire the director, which led to unpaid cash for remaining part of the contract. Due to the nature of the case, it dragged for a long time, which could risk damaging the library’s good name. Also, the library risked paying the rest of the money to its former director because of the unfair termination of the contract. To allow such a breach of professional ethical behavior and totally disengage with the accepted norms the library generally abided in (Shafritz et.al 2013), the library could have handled the issue in a different manner. First, the library’s board should not have exceeded its authority in ending the contract of the former director. The board could have followed Kentucky’s local statutes to avoid such a breach of ethics. Also, the library could have had a settlement outside the court if they thought it would be difficult to work with the former director, or if they thought he was underperforming. The other thing the library could have done is to pay the rest of the money remaining on the contract to avoid inconveniencing the former director financially. By doing the above things, the library could have avoided breaching ethical LEXINGTON PUBLIC LIBRARY 9 standards and engaging in behavior the would present ethical challenges to the libraries good name and works within the community. Management and Leadership The library also follows a leadership structure both formally and informally so that it can function smoothly. Leadership we see is the exercising of authority through directing and coordinating subordinate team members in the achievement of organizational goals and initiatives. (Shafritz, Russell, & Borick. 2013, p361). The informal leadership structure of the Lexington public library is presided over by a Board of Trustees, which oversees the finances and policies of the library (Lexington public library n.d.). The Board of Trustees is made up of seven members who are appointed by Lexington Fayette Urban County Government’s mayor. There is also an advisory board charged with advising the board of trustees regarding crucial issues related to the library’s operation. The advisory board is made up of a maximum of ten members. The ten members usually attend each meeting with the Board of Trustees, where they serve on ad hoc committees, as well as standing committees. Article VII of the library constitution states that the mayor of the county council appoints an advisory board with the approval of the County Council, where the advisory board gives advice on issues that are related to administration of services and daily operations (Lexington Public library n.d.). The members of both boards are approved by the members of the Fayette urban government county council, where they serve a maximum of two terms, each made up of four years. The formal structure of leadership encompassed by the Lexington Public library are those members who handle the daily operations and integral part of the library funding, outreach, and administrative practices. The set up the distinct oral vison and organizational standards they as well as their employees abide in and work towards. These include the director of the library. who LEXINGTON PUBLIC LIBRARY 10 administers the library as well as is the figure head to the outside community and entities. The director of operations, The director in charge of collections, the director of outreach services, The Director of finance. As well as department heads for all auxiliary groups and nonadministrative positions. With regards to library employees, co-workers are also expected to respect one another just as well as management with high regard. The libraries leadership makes sure that its workers improve their skills and knowledge so that they can serve the people better. The library also does not allow the employee’s personal beliefs to interfere with the institution’s goals of providing information freely and fairly to everyone without discrimination. Power and Civic Engagement The Lexington Public Library has a number of ways in which it engages the public to spread information to the county’s residents. Before the library adopted modern technology, the library used the travelling branch to engage members of the public, especially those in the distant and poorer areas of the city. With the current technology, the library has devised new methods of engaging the public through a game app called the BattleKasters. The library partnered with Alane Adams, who is an author to come up with a game board based on “The Red Sun”, which is a book by Adams. Currently, four games have already been created, and they enable the library engage with its younger users. In addition to engaging teenagers, BattleKasters engages their families, as well as the library’s partners. With the board game, the library is able to engage teens and encourage them to take part in several games that create virtual quests that are interactive to encourage creativity. LEXINGTON PUBLIC LIBRARY 11 The board game is location-aware, and it uses beacons to come up with questing, interactive adventures. For teenagers, such board games are venues for delivering content to them so that they can become interested in reading books. Two games cover the entire city, and many partners are hosting beacons to deliver useful content. The partnership between the library and community partners is benefiting both sides. The Transit Authority in the city also agreed to provide free transportation for the members of the library owning a card (Wiegand, 2015). Therefore, the community is able to access the library and get useful information because of the several partnerships that are taking place via different programs such as the ones mentioned. Such partnerships also give the library a lot of power to execute various programs in the community. Accountability Lexington Public Library strives to maintain responsibility to the various stakeholders in the city. The library tries as much as possible to be accountable regarding the money it has been receiving from the various stakeholders it is partnering with. One of the ways it does this is to make sure that it reveals its financial information in the public domain so that members of the public can scrutinize how it has been spending money. Also, if a member of the public has a question, there is an address where one can voice questions and opinions to advance the mission and objectives of the library. Therefore, the library follows a strict code that allows it to make ethical decisions at all times. Also, the library makes sure that it provides two types of financial statements to the public domain. One of the financial statements is the library’s government-wide statement, and the other statements are fund financial statements from individual contributors. The government- LEXINGTON PUBLIC LIBRARY 12 wide financial statement usually reveals both the short-term and the long-term information when it comes to the general financial status. By revealing such information, the stakeholders are given confidence about the direction of the library. The fund statements usually reveal information concerning individual contributions, and these ones are usually more detailed when compared to the government-wide financial statements. By revealing the different types of financial statements such as the fund financial statements and the government-wide financial statement, the library shows that it is accountable to the stakeholders because people can address important questions regarding the library’s finances. Also stakeholders are able to compare these statements with those of the previous years to see the amount of progress that has been made so far. Through various plans that it releases to the public, such as capital improvement plans and budgeting plans, the library remains accountable regarding the amount and types of services that it plans to offer (Boyne, 2004). Plans are a good tool for accountability because they are like a promise to the various stakeholders. Intergovernmental Relations The library also coordinates efforts with various private and public entities to improve its services to the public. Such nonprofit groups such as God’s pantry, Lexplay, Friends of the library,Bluegrass. org library has made efforts to partner with outside organizations, government institutions, and professionals to come up with various youth and adult programs. For instance, in September 2016, the library partnered with lexplay to hold a speedrunning and gaming marathon and the proceeds would go towards funding various projects for the library. Also, the library has also partnered with the Northside Branch Digital Studio for gaming, as well as educational initiatives so that the residents can get useful information to enrich their lives. LEXINGTON PUBLIC LIBRARY 13 Individuals are also encouraged to partner with the library through donations to improve its services across the county. Most events in the library are usually supported by individuals who have already recognized the efforts the library is applying to improve its services across Kentucky. In 2015, the library partnered with the various public schools in Fayette to give every student a personalized library card so that they can access the library’s resources more easily. On top of the resources the teenagers access at school, the cards enable to the students to access additional materials, which the schools cannot offer. Such resources include online databases from reputable institutions in the United States, audio books from various authors, and e-books. In April 2017, the library participated in a health fair with Davidson County. Such an initiative is meant to spread healthy practices among Kentucky teenagers for a healthier future. There have been other collaborations with the University of Kentucky Confucius Institute to host painting exhibitions that promote talent in arts. To encourage more youths in the county to attend the library, Lexington Public Library has collaborated with Lextran to give free transport to students who have a card from the library. Therefore, through the various partnerships, the library and the various stakeholders benefit. One of the challenges that the library has been facing regarding the various partnerships is turnout. Sometimes it is hard to make the youths to attend various initiatives that have been launched by the library and its partners. Public Financial Management and Budgeting The organization receives its funding through the Ad Valorem property taxes. The laws of Kentucky make sure that institutions such as the Lexington Public Library get 5 cents per one hundred dollars of property value that has been assessed in the Fayette County. That is the lowest LEXINGTON PUBLIC LIBRARY 14 amount of money that can be given to public libraries. However, most counties, including the Fayette County, have chosen to allocate more money to their libraries because they recognize how important they are in making sure that the population remains informed. Lexington Public Library also gets some funds from the federal and state kitty for public libraries. The rest of the operating funds for the library come from the Library Foundation and the library’s friends. Such funds come in form of fees, fines, as well as grants. Therefore, the additional funds allow the library to come up with various initiatives that benefit the society. The library’s fiscal year usually starts from July 1st to June 30th. The library’s trustees usually review and then approve budgets at the beginning of every fiscal year. Independent audits are also carried out every fiscal year. The audits are carried out on the internal controls, as well as the financial statements to check their compliance with the U.S standards of accounting. Challenges, Opportunities, and Trends The library has faced a few challenges over the last few years. In 2014, the library was sued by a former director after the board terminated its contract. Due to the lawsuit, the library suffered in terms of its finances and its reputation. The library has opportunities because it is a well established public library. Therefore, it has a good opportunity to attract more users because it already has enough resources. Due to its good reputation, the library also has the opportunity to attract more partners (Bilmes, 2011). Technology offers new opportunities to spread its services to many people regardless of where they are located in the country or the world. The current trend is creating apps for library services and the organization is taking advantage of technology to create such an app. LEXINGTON PUBLIC LIBRARY 15 Therefore, due to these opportunities, trends, and challenges, the organization might find itself needing more staff and money to be able to accommodate new technology and maintain it. Also, the organization is able to reach more people and make an impact to the community. LEXINGTON PUBLIC LIBRARY 16 References Shafritz, J. M., Russell, E. W., & Borick, C. P. (2013). Introducing public administration (8th ed.). Upper Saddle River, NJ: Pearson Education. Bilmes, L. J. (2011). Federalist Nos. 67–77 How Would Publius Envision the Civil Service Today?. Public Administration Review, 71(s1), s98-s104. Bingham, L. B., & O'Leary, R. (2011). Federalist No. 51: Is the Past Relevant to Today's Collaborative Public Management?. Public Administration Review, 71(s1), s78-s82. Boyne, G. A. (2004). Explaining public service performance: Does management matter?. Public Policy and Administration, 19(4), 100-117. Bryer, T. A. (2013). Designing social media strategies for effective citizen engagement: a case example and model. National Civic Review, 102(1), 43-50. Wiegand, W. A. (2015). Part of Our Lives: A People's History of the American Public Library. Oxford University Press. Salminen, A., & Mäntysalo, V. (2013). Exploring the public service ethos: Ethical profiles of regional and local managers in the Finnish public administration. Public Integrity, 15(2), 167186. Houston, D. J., & Harding, L. H. (2013). Public trust in government administrators: Explaining citizen perceptions of trustworthiness and competence. Public Integrity, 16(1), 53-76. Lexington Public Library. (n.d.). Retrieved May 02, 2017, from http://www.lexpublib.org/ United States Senate. (n.d.). Constitution of the United States. Retrieved from http://www.senate.gov/civics/constitution_item/constitution.htm Jcheves@herald-leader.com, j.c. (n.d.) Lexington public library must pay former director 927,491, panel rules. Retrieved May 03, 2017 from http://www.kentucky.com/news/special-reports/articles44425644.html LEXINGTON PUBLIC LIBRARY 17
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