march 2008 nypl staff briefing

Staff Briefings on New Strategy

March 2008

Tailor service offerings to fulfill diverse user needs

Transform the physical footprint

Adapt organization to fit the strategy

Securefinancial future

Create a leading online library presence

Develop and implement new collections strategy

Tailor branch services and staffing

Develop and implement new digital strategy

Develop new real estate footprint

Define metrics and implement performance

management

Develop “One NYPL” organization, integrating

branch and research libraries

Plan and execute campaign

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Communicate and market the strategy

Communicate and market the strategy to key internal and external stakeholders

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The new strategy: Fundamentally transform NYPL to drive increased use through better, targeted service

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* Not previously presented to staff

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Sharing the strategy with our staff

September 2007 Summer workstream leaders present strategy outlines for branch services, collections, digital and metrics

October 2007 David Ferriero and Dave Offensend present organizational changes for One NYPL

November 2007 Major real estate announcements for a new Donnell Library and a new Services Center in Long Island City

March 2008 Presentation of the full strategy to all staff, including the facilities plan and the Campaign

Presenter�

Presentation Notes�

Background on One NYPL��On June 6, Dr. LeClerc announced two senior-level appointments: –David Ferriero as the Andrew W. Mellon Director of The New York Public Libraries �–Dave Offensend as the Chief Operating Officer for the Library Most significantly, this meant that the Library no longer had separate Directors of branch and research libraries. ��Immediately following the new appointments, a team of staff was assembled to help analyze opportunities to integrate the Library’s new strategy across the organization. This “One NYPL” team was chaired by Ann Thornton and included Mary Frances Cooper, Carlyle Leach, Gary Wasdin, and Sharon Hewitt Watkins. In its work over the summer, the team identified many opportunities for integration and focused on areas that would have the greatest value to users and staff. The team also identified some support functions that would benefit from integration; the first of these – budgeting – has been aligned organizationally, and the previously disparate budget staff are now working together.��A new organizational design was developed and approved by the Library’s Senior Management Group in September. Interim leadership has been identified for some of the units, as we are simultaneously launching recruitment efforts. ��

Replace Mid-Manhattan

Build one new “hub” library in northern Manhattan and one on Staten Island

Centralize technical services and shipping operations in one location

Combine and align Branch and Research activities to provide seamless user service and enhanced efficiencies

Provide better service to users through fewer service points

Make our Fifth Avenue building a greater international destination

Address needed capital work at all of our facilities

Facilities Plan Goals

Presenter�


What we want to preserve� �People come to work at the New York Public Library because it is the greatest library in the world. There is substantial pride in the quality of our organization – its mission, its focus on users, its magnificent collections, and its commitment to the freedom of information. We want to be certain that we preserve that pride and support the talented staff whose remarkable efforts make us great. What we want to gain� �The Library is a user-focused organization, and we pride ourselves on that. Seamless service to users is the guiding principle behind the new organizational design. Throughout this planning process, we have tried to look at everything from the user’s perspective and considered the ways we can support everything that goes on in the Library to connect users with the information and services they need. We also wanted to create an environment where staff initiative is welcomed and encouraged, leveling the bureaucracy to make it possible for people who have ideas to follow through and accomplish those things that serve users best.�� We want to speed up the decision-making process. Staff who have been here for some time know that it can take a long time to get a decision on something, and sometimes the decision never comes. We want to turn that around so that management and the whole organization are much more responsive. �

A New Central Library

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Move books to high-density stacks under Bryant Park

1911 Plan: Stacks on West Side1911 Plan: Stacks on West Side1911 Plan: Stacks on West Side

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Remove stacksRemove stacks

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Potentially 2-3 times larger than the Rose Reading Room

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Repurpose space for multilevel circulating library

Draft Concept: Not a Design Plan

Existing First Floor

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Existing Ground Floor

Existing Second Floor

Existing Third Floor

Private CampaignPublic SourcesLibrary AssetsTOTAL SOURCES $1,200

Planned SourcesPlanned Uses

$1.2 Billion Funding Strategy ($ in millions)

42nd Street Renovation $310Donnell Build-Out 20Library Service Center 40Refurbishing Libraries 130Two New Hub Libraries 80

Subtotal Creating Libraries $580

Building Collections $130Digital Initiatives 135Pre-K to 12 Education & Lifelong Learning 35Staff Development, Scholarships and Marketing 20

Annual Fund for ongoing programs 100Strengthening Financial Position 200Subtotal Enhancing Library Programs $620

TOTAL USES $1,200

Presenter�


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Central Library Plan Time Line2007 – Execute Donnell sale; announce new Donnell Library

– Sign new Library Services Center lease 2008 – Begin exterior restoration

– Initiate Mid-Manhattan sale – Lease temp site for Donnell and Mid-Manhattan– Plan temporary relocation of certain Mid-Manhattan

collections and activities to SIBL– Relocate Donnell Media Center and film collection to

Performing Arts Library– Select architect for Central Building

2009 – Complete construction for Library Services Center– Close Mid-Manhattan

2010 – Begin interior construction– Complete Central Building exterior restoration

2011 – Centennial Celebration2012 – Complete new Donnell Library2014 – Complete circulating library in Central building

– Consider SIBL and Annex Sale

Benefits to NYPL

• A spectacular new library• A greater international destination in the heart of

New York• Seamless service for all users in a single

building• Better service through fewer service points• A more welcoming venue, with inviting reading

rooms, easier-to-access materials, expert guidance, better exhibition spaces, cafes, lounges, and computer labs

Increase visitorship to 3.5 million or more annually

Put the People’s Palace back at the center of New Yorkers’ lives.

march 2008 nypl staff briefing

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