LPL Final Project

LPL Final Project

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Running head: FINAL PROJECT OUTLINE 1 Lexington Public Library Final Project Outline Name Institution Instructor Date FINAL PROJECT OUTLINE 2 Lexington Public Library Final Project Outline Introduction The Lexington Public Library is located in Lexington, Kentucky where it serves the merged city-county of Lafayette and Kentucky serving roughly 300,000 visitors (Lexington Public Library, 2017). The library was first established in 1905 to serve the members of Transylvania Seminary before expanding to serve a wider community in the area. It is currently made up of six branches located in different parts of the city. The Library currently has over 560,000 items which are made up of books, audiobooks, e-books, music, movies and so much more. As of 2016, the facility had approximately 2 million physical visits and more than four times that figure having visited its online portal, while another 6.1 million had used its mobile application for various services. Mission and Goals of Lexington Public Library The mission of Lexington Public library is to connect people, to inspire ideas, and aim at changing the lives of those it serves. In aiming for that mission, the organization relies on five core values which are in excellence, equality, stewardship, integrity and passion. The Library has six primary strategic goals which are education, inclusion, access, space, culture, and stewardship. In education, it aims at creating a foundation for educational success through engagement and advancement of digital literacy. Under that goal, it also aims to provide highquality educational programs. Another goal is inclusion where the Library aims at enhancing accessibility and services, increase programming and services, and also in providing better services to the physically challenged. In access, it aims at making it easier for its visitors get and utilize its materials, and in general find ways of lowering the barriers that may impede the library usage. Under space, it is all about having the right environment. In culture, it is to showcase FINAL PROJECT OUTLINE 3 various talents, have more collections of history, and through collaborative learning in digital and non-digital spaces. In the stewardship goal, the organization aims to engage all stakeholders, improve and strengthen alliances, build relationships, raise transparency, communicate and celebrate successes. Strategic Human Resource Management The strategic human resource management plan is guided by the Lexington Public library’s missions and goals. Another key step in the strategic planning process will be to look at various forces that may impact the organization externally. Some of the forces include the workforce patterns, the economic conditions, regulations, competition, technological developments and social values (Pynes, 2013). When developing the strategic plan for the human resource, factors such as staffing needs, training and development programs of the staff should be put into consideration to enable the organization meet its objective, mission, and goals, while ensuring that they are also understood by the team (UMN). The plan also needs to be integrated with the financial plan, SHRM has financial implications which may come as a result of future needs when it comes to greater employee needs, or in some cases for the public organizations such as Lexington, decision may be hampered by the fear of facing backlash for big spending by the elected officials and the citizens that provide the financing. Applicable Legal and Ethical Codes The Lexington Public library like any other organization is guided by various laws at the local, state and federal levels. The main laws that govern the activities of the organization in relation employment are the Federal equal employment laws that guard against discrimination in the workplaces (Pynes, 2013). The Equal Employment Opportunities Commission (EEOC) guards against discriminating the employees or job applicants on the basis of their personal FINAL PROJECT OUTLINE 4 differences (EEOC, n.d). It also guards against reprisal attacks by the employer, and the laws apply to any workstation and situations which include firing, training, hires, benefits, wages, and any form of harassment (EEOC, n.d). The organization also has policies that inform the legal and ethical frameworks. They include the Internet Access Policy which guards against the unacceptable or illegal use of all the library materials, equipment and facilities, its computers and networks (Lexington Public Library, 2018). The organization also has a Loans Fines and Fees policy which outline the rates charged as penalty for delayed return of the library material and other fines and charges. It also has a Collection Development Policy which guides the provision of library materials that are in line with the goals of Lexington Public library (LPC, 2018). Diversity Considerations Having a diverse workforce should be a priority of LPL and any other organization. A diverse workplace makes available a host of skills, talent, experience drew for a variety of backgrounds (D’Arcy, 2017). It helps foster innovation within the team, boosts the performance of the employees (Rock, Grant, and Grey, 2016). For LPL, plans need to be in place to encourage diversity and also manage it, the organization’s management needs to make sound decisions to avoid conflicts, assess alternative and be able to acknowledge the benefits and drawbacks of the decision they make in relation to diversity (Gosen, 2016; Jones & George, 2014, p. 204). To achieve that goal, LPL can recruit from outside and bring on board new skills and talent that they may not have had, and it also gives them an opportunity for enhancing diversity in the team (Ritz and Waldner, 2011). FINAL PROJECT OUTLINE 5 Labor Unions, Privatization and Outsourcing Legislations have been passed in different states giving the state and local employees the opportunity and right in participating in collective bargaining with the employers (Pynes, 2013). However, in some state, they are only allowed the chance of conferring. It, therefore, provides the union with the opportunity to meet the employers and carry out discussions with the public employer. Challenges that arise in running a public organization may lead them to transfer responsibility to the private sector. The public and non-profit organizations may be affected by unpredictable nature of funding, the financial support, public and political support impacting on performance (Pynes, 2013). For LPL such challenges may push the entity to pursue the option of privatization to ensure that it meets its obligation and at the same time ensure profitability. However, opportunities of outsourcing may be pursued especially for those activities that are considered as non-core operations. It will allow the organization to focus on its main activities and so ensure productivity. Recruitment and Selection Methods The recruitment process is still considered a vital part of ensuring that there is a well performing and productive workforce. It relies on the premise that a higher quality candidate when brought to the into the application stages in recruitment there is an increased chance that they will make it through to being a part of the organization (Hays and Sowa, 2010). Apart from the increased probability a high-quality workforce, recruitment is important in the introduction of new skills and talent that may be lacking in the organization, and also provide a chance to the Lexington to boost the diversity of its workforce (Ritz and Waldner, 2011). During the recruitment stage, it is also important for the organization to scrutinize its recruitment procedures FINAL PROJECT OUTLINE 6 and practices to ensure they do not go against the requirements of the equal opportunity requirements with activities that lead to discrimination (Pynes, 2013). Compensation and Benefits; Performance Management and Development Compensation and benefits should consider issues of internal equity which are set standards by the employer in relation and relative to the internal value of the jobs (Pynes, 2013). Those positions that are considered to be more valuable will be compensated on a higher level. LPL should ensure that they have employee equity and there are no gender gaps that exist within its pay structure. By so doing, the organization will boost the morale of the team and in turn leads to productivity. Wages have to be brought out in line with the market rates and internal equity standards, those in the team that are underpaid should receive raises to levels that are at the very least within their pay grade. Compensation should also be at a competitive level to attract the best talent and skillset needed to ensure top performance. To enable the employees to perform to their best abilities, strategies of performance management need to be put in place. That will call for clearly defined and communicated job descriptions (Pulakos, 2013). Recruitment of the best employees can be initiated by LPL, boost the employee performance through training and mentorship programs. Periodic performance reviews can also assist LPL to know about areas that require improvements (Pulakos, 2013). Also by giving the employees promotional or career development opportunities which include transfers, lateral moves and so on can boost performance within the team at LPL (Pulakos, 2013). Employee development should be factored in, that includes having mentoring programs, training and developing them to ensure that LPL is able to meet its goals and objectives. FINAL PROJECT OUTLINE 7 Opportunities, Challenges, and Trends for Lexington Public Library Opportunities are being created thanks to changes across various sectors. For example, there are social pressures that have resulted in greater diversity in the workforce, there are more women and minority groups being engaged. LPL could seize the opportunity and boost the diversity of its team. With increased challenges in the public and non-profit sector, jobs have been eliminated and employees are pushed to constantly improve their skills, and abilities to stay competitive. Challenges brought about by capriciousness in funding, concerns of financial support, and both political and public support could result in challenging environment for operations (Pynes, 2013). When making strategic organizations, organizations must link their HRM functions to both short and long-term priorities. Changes in technology are bound to affect operations at LPL, it will result in changes being made in job knowledge and responsibilities. FINAL PROJECT OUTLINE 8 References D’Arcy, R. (2017). BUSN 304: Working with Diversity and Conflict: An Introduction and Conceptual Framework. Australian Catholic University. Gosen, J. (2016). Managing workplace diversity: theory and practice within an interdisciplinary framework. Athabasca University Alberta. Hays, S. W., Sowa, J. E. (2010). Staffing the bureaucracy: Employee recruitment and selection. In Condrey, S. E. (Ed.), Handbook of human resource management (3rd ed., pp. 97-124) San Francisco, CA: Jossey-Bass. Jones G. R., George J. M. (2014). Contemporary Management, 8th edition. McGraw Hill, New York. 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 LPC. (2018). Collection Development Policy. Lexington Public Library. Retrieved from https://www.lexpublib.org/collection-development-policy Pulakos, E.D. (2013). Performance Management: A roadmap for developing, implementing and evaluating performance management systems Society for Human Resource Management, SHRM Foundation. Retrieved from https://www.shrm.org/hr-today/trends-andforecasting/special-reports-and-expert-views/Documents/Performance-Management.pdf Pynes, J. E. (2013). Human resources management for public and nonprofit organizations: A strategic approach (4th ed.). San Francisco, CA: Jossey-Bass FINAL PROJECT OUTLINE 9 Ritz, A., & Waldner, C. (2011). Competing for future leaders: A study of attractiveness of public sector organizations to potential job applications. Review of Public Personnel Administration, 31(3), 291–316. Rock, D., Grant, H and Grey, J. (2016). “Diverse Teams Feel Less Comfortable- and That’s Why They Perform Better.” Harvard Business Review. Retrieved from, https://hbr.org/2016/09/diverse-teams-feel-less-comfortable-and-thats-why-they-performbetter Rush, C. L. (2012). Amending the Americans with Disabilities Act: Shifting equal employment opportunity obligations in public human resource management. Review of Public Personnel Administration, 32(1), 75–86. Retrieved from the Walden Library databases. UMN (n.d). Strategic Planning. University of Minnesota. Retrieved from http://open.lib.umn.edu/humanresourcemanagement/chapter/2-1-strategic-planning/ FINAL PROJECT OUTLINE 10 Annotated Bibliography Pulakos, E.D. (2013). Performance Management: A roadmap for developing, implementing and evaluating performance management systems Society for Human Resource Management, SHRM Foundation. The article was prepared by Elaine Pulakos who is the executive vice president and director of the Washington, D.C. office of Personnel Decisions Research Institute (PDRI). She has specialized in research on areas of selection and performance appraisal and career development. The article takes a deeper look into performance management and the related principles that guide how it is implemented in organizations. It highlights concerns related to performance management across the various organization and offers solutions. It looks at aspects of performance management and assesses them in great detail and includes the performance appraisal and employee development which are considered the weak points for the human resource management (Pulakos, 2013). Pynes, J. E. (2013). Human resources management for public and nonprofit organizations: A strategic approach (4th ed.). San Francisco, CA: Jossey-Bass The book by Joan Pynes looks at various areas and topics that touch on human resource management in both the public and nonprofit organizations. It takes a deeper look at the performance of these organizations from the context of human resource management. The book is divided into two main parts, human resource management and methods and functions of human resource management. Some of the main areas and topics covered include strategic human resource management and planning, legal environment as it relates to human resource management, management of a diverse workforce, recruitment and selection, performance management among others. FINAL PROJECT OUTLINE 11 Rock, D., Grant, H and Grey, J. (2016). “Diverse Teams Feel Less Comfortable- and That’s Why They Perform Better.” Harvard Business Review. Retrieved from, https://hbr.org/2016/09/diverse-teams-feel-less-comfortable-and-thats-why-theyperform-better The article by Rock, D., Grant, H and Grey, J. (2016) looks at various issues related to a diverse team and attempts to analyze what factors result in the increased performance of a diverse team. In trying to analyze why diverse teams perform better, the article draws from different studies and surveys that have been done in a variety of sectors. It takes a different approach of comparing a homogenous team against a diverse workforce and looks at why one type performs better than the other and the factors that result in such performance. Running head: HUMAN CAPITAL ON STRATEGIC HUMAN RESOURCE MANAGEMENT 1 Human capital on strategic human resource management Dominic Norwood Walden University HUMAN CAPITAL ON STRATEGIC HUMAN RESOURCE MANAGEMENT 2 Mission statement The Lexington Public Library, serves the Lexington, Kentucky area of more than 300,000 resident. The Lexington Public library has six library branches which aid in the delivery of quality services to the users thus making it effective in the delivery of quality to the citizens. Also, since a large number of people require the services provided by the facility, it has embarked on the utilization of virtual methods of outreach to ensure that all people have an opportunity to utilize the facility. The library also supports digital studio in addition to the traditional services (Pynes, 2013). The facility operates under the mission statement ‘Lexington Public Library connects people, inspires ideas, and transforms lives.’ The library has adequate facilities and has focused on educating the community and providing them with their needs by having a modernized library that serves various needs. The Lexington Public library has acquired the attention of the community, and through the support of different bodies, it has transformed the society by giving them an opportunity to advance their skills and knowledge. Strategic goals and objectives The Lexington Public library focuses on connecting people, inspiring their ideas and transforming their lives. However, the achievement of these goals will take the collaboration of the management and the employees as well as the other stakeholders. However, from the organization’s perspective, meeting these goals will call for the employees to participate in playing their roles effectively and utilizing their skills for success. Also, the creation of a corporate culture that embraces diversity will aid the library in having the right people for the different roles who will then interact with clients and make them have a conducive learning environment (Guo et al. 2011). The human resource management will then have to recruit and HUMAN CAPITAL ON STRATEGIC HUMAN RESOURCE MANAGEMENT 3 hire the right people for the different positions and ensure that they keep growing their skills. Promoting innovation is another strategic goal that LPL focuses on as a way of creating a learning environment even for those people living in various parts of the county. Through innovation, the digital library will reach out to many other people in the community making it possible for them to utilize the services with effectiveness. Skills and competencies In managing and implementing the current and future strategic goals, the agency personnel will require creative and innovative employees who will participate in the designing process of the best strategies to utilize in achieving the goals. On the other hand, utilizing human capital will play an essential role in the successful implementation and management of the strategic goals that will have a long-term impact on the organizational operations (Rosenbloom, 2010). The application of strategic human resource management will thus play an essential role in ensuring that the library can handle the activities and achieve success in the long run. The agency management will have to apply the critical thinking and problem-solving skills as well as decision-making skills in defining the way forward to the achievement of success. Review and redesigning of human capital programs Human capital programs act as a way of motivating employees by making them aware of the appreciation of the corporation in their daily functions. The programs also guarantee the workers of growth and development of their skills thus there will be the need to review and redesign the human capital programs as a way of ensuring that they can effectively meet the changing needs of the workers and the customers in the region (Pynes, 2013). When changes take place in the market, an organization has to make adjustments some of which will include HUMAN CAPITAL ON STRATEGIC HUMAN RESOURCE MANAGEMENT 4 redesigning and reviewing the human capital programs to align them with the requirements. The library will have to embrace the changes taking place in the industry and the learning sector and incorporate them by having training programs for the employees who will meet the demands of the society. HUMAN CAPITAL ON STRATEGIC HUMAN RESOURCE MANAGEMENT References Guo, C., Brown, W. A., Ashcraft, R. F., Yoshioka, C. F., & Dong, H. K. D. (2011). Strategic human resources management in nonprofit organizations. Review of Public Personnel Administration, 31(3), 248–269. Retrieved from the Walden Library databases. Pynes, J. E. (2013). Human resources management for public and nonprofit organizations: A strategic approach (4th ed.). San Francisco, CA: Jossey-Bass. Chapter 2, “Strategic Human Resources Management and Planning” (pp. 37–52) Rosenbloom, D. H. (2010). Public sector human resource management in 2020. Public Administration Review, 70(s1), s175–s176. Retrieved from the Walden Library databases. 5 Running head: LPL STRATEGIC PLAN FINAL PROJECT LPL Strategic Plan Final Project Dominic Norwood Walden University 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). LPL STRATEGIC PLAN FINAL PROJECT 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 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 LPL STRATEGIC PLAN FINAL PROJECT 4 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 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 (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 Lexington, Ky. 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 28, 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 28, 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 28, 2018, from Lexington Public Library on, https://www.lexpublib.org/strategic-plan Lexington Public Library (2018). About the Library. Retrieved January 28, 2018, from Lexington Public Library on, https://www.lexpublib.org/about Lexington Public Library (2017). Strategic Plan. Retrieved January 28, 2018 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
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