Clayton County Library System: Strategy Implementation Guidelines

Introduction

This essay is about strategic implementation guidelines. It begins with a brief description of the Clayton County Library System. Further, this essay discusses three specific guidelines and their justifications.

A Brief Description of Clayton County Library System

Clayton County Library System is one of the most prominent public libraries that have been established to serve the people of Georgia County (Clayton County Library System, n.d). The main library has six branches. Given the six branches, the library reaches out to many diverse community members with its different informational services (Clayton County Library System, n.d).

The Three Most Important Guidelines in the Implementation of the Library’s Strategic Plan

There are many important guidelines that can be used to implement a strategic plan (Bryson, 2011; Nutt, 2013). However, in the case of the Clayton County Library System, there are three specific guidelines that can be utilized. First is the development of an implementation strategy document, which includes specific indicators and key action plans to guide the process (Bryson, 2011; Smith, 2013).

The second guideline is to build in enough people, time, attention, money, administrative, and support services (Bryson, 2011; Smith, 2013). The last guideline is about focusing on maintaining or developing a coalition of implementers, advocates, and interest groups (Bryson, 2011; Smith, 2013). This guideline is important because the implementation process of the library’s strategic plan often involves a number of stakeholders whose interests must always be taken care of (Nelson, 2008; Allison & Kaye, 2011).

The Justifications of the Selection of the Three Guidelines

The development of a strategy implementation guideline is based on the fact that the library, being a public institution, has different departments and service units, which must be considered during the implementation process (Goulding, 2012; Brest & Harvey, 2010).

Undertaking to build in enough people, time, attention, money, administrative and support services is to ensure that there are adequate resources for a successful and effective implementation of the library’s strategic plan (Nutt, 2013; Harrington, 2007; Bryson & Alston, 2010). Besides, following this guideline makes it possible for the library to have appropriate backup plans, which are often crucial in cases where things may end up going wrong (Bryson & Alston, 2010).

The Focus on maintaining or developing a coalition of implementers, advocates, and interest groups is based on the fact that a successful implementation of a strategic plan greatly depends on the participation of all the library’s stakeholders (Nelson, 2008; Allison & Kaye, 2011).

What I would do to follow the Guidelines

Concerning following the first guideline, I would involve all the relevant stakeholders through a series of meetings, the meetings during which a strategic document would be developed through the participation of the stakeholders. This means that the final implementation document would be a product of inputs from all the relevant stakeholders, especially those with significant powers to influence the strategic planning and implementation processes.

About the second guideline, I would determine the personal needs and challenges of every individual who would be involved in the implementation process. This would help in resolving personal issues that would prevent effective participation. Further, I would mobilize enough resources for every activity, and also ensure that every process falls within an ample period to prevent delays of the implementation processes.

As for the last guideline, I would focus on mobilizing personnel to participate in the implementation and advocacy. Every personnel would be given specific tasks to perform. For instance, I would ensure that some of the personnel would engage in advocacy, while others would ensure that the implementation process follows laid down plans. Importantly, I would ensure that the person represents different interest groups. This would prevent any conflict during the implementation process, the result of which would be an expedited process.

Conclusion

In the case of Clayton County Library System, there are three specific guidelines that I would follow to implement a strategic plan: the development of an implementation strategic document, which includes specific indicators and key action plans to guide the process; build in enough people, time, attention, money, administrative and support services to ensure successful implementation and; focusing on maintaining or developing a coalition of implementers, advocates, and interest groups to achieve an effective implementation process (Bryson, 2011).

References

Allison, M., & Kaye, J. (2011). Strategic Planning for Nonprofit Organizations: A Practical Guide and Workbook. Winchester, Hampshire: John Wiley & Sons.

Brest, P., & Harvey, H. (2010). Money Well Spent: A Strategic Plan for Smart Philanthropy. Winchester, Hampshire: John Wiley and Sons.

Bryson, J. M. (2011). Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement. Winchester, Hampshire: John Wiley & Sons.

Bryson, J., & Alston, F. K. (2010). Creating and Implementing Your Strategic Plan: A Workbook for Public and Nonprofit Organizations. Winchester, Hampshire: John Wiley & Sons.

Clayton County Library System. (n.d). Web.

Goulding, A. (2012). Public Libraries in the 21st Century: Defining Services and Debating the Future. New York, NY: Ashgate Publishing, Ltd.

Harrington, H. (2007). Resource Management Excellence: The Art of Excelling in Resource and Assets Management. Chico, CA: Paton Professional.

Laureate Education Inc. (Producer). (2013). Strategic Planning: Future Vision and Implementation [DVD]. Baltimore, MD: Laureate Education, Inc.

Nelson, S. S. (2008). Strategic Planning for Results. New York, NY: Routledge.

Nutt, P. C. (Narrator). (2013). Strategic Planning: Future Vision and Implementation [DVD]. Baltimore, MD: Laureate Education, Inc.

Smith, R. D. (2013). Strategic Planning for Public Relations, Fourth Edition. New York, NY: Routledge.