METRO Strategic Plan 2009

8/14/2019 METRO Strategic Plan 2009

1/31

Metropolitan New York Library Council(METRO)

STRATEGIC PLAN 2009-2014


2/31

METROPOLITAN NEW YORK LIBRARY COUNCIL

2

TABLE OF CONTENTS

Page

Introduction 3

Mission, Vision and Core Values 4

Strategic Goals 6

I. Be a Recognized Leader in the Library and Knowledge-ManagementWorld

Undertake continuous environmental scanningEstablish METRO as a hub for dialogue and collaboration on critical issues

Strengthen strategic planning among our members

II. Provide Our Members with Outstanding and Innovative ServicesDevelop the highest quality services and support for our members

Provide outstanding professional development resources for librarians and otherswith knowledge-management responsibilities

Strengthen our advocacy on behalf of libraries and the library profession as a

whole

III. Expand and Enrich Our MembershipDiversify our membership

Improve the systematic assessment of member needs

IV. Strengthen Our Organizational and Management CapabilitiesStrengthen our executive and program teamEnhance our governance

Maximize the use of technology to achieve our goals

V. Ensure Our Long-Term Financial HealthDiversify and supplement our funding streamsStrengthen our case for the continuation ofsubstantial operating support by New

York StateDesign and implement a long-term financial plan

Measures of Success 14

Conclusion 15

Appendices

I. METROs Programs and ServicesII. METROs Strategic Planning ProcessIII. Overview of the Changing Library World


3/31


3

INTRODUCTION

For more than 40 years, the Metropolitan New York Library Council (METRO) has

served as a unique resource to libraries in the five boroughs of New York City andWestchester County. Chartered in 1964 by the New York Board of Regents to promote

and facilitate utilization of existing resources and to develop additional library services in

the New York metropolitan area, METRO has played a valuable role in strengtheningthe regional library network, providing a forum for its member libraries to shareresources and best practices, promoting professional development and advocating for

government funding for libraries and library systems.

Today, METRO is the largest of New York States nine reference and research libraryresource systems (3Rs) and the states oldest continuously operating library council.

Based in Manhattan, METRO is located in the heart of the countrys most vibrant anddiverse center of arts and culture, media, education and civic life.

METRO serves a diverse network of more than 250 members and brings together publicand school library systems as well as academic, hospital and special libraries. Our

member organizations collectively represent more than 1,200 individual libraries, someof which are among the nations largest and most prestigious. METRO provides a broad

range of programs and services to its members, including professional developmentprograms, resource-sharing services and grants, as summarized inAppendix I.

This Strategic Plan was developed through a broadly consultative and inclusive processwith a goal of defining METROs identity and vision consistent with the needs of its

members; the demands of a rapidly changing library/information world; and the beliefs ofthe METRO Board of Trustees, staff and members about what course the organization

should take. Appendix IIdescribes the planning process and provides important insightson METROs strengths and challenges in advancing the Strategic Plan.

The context for METROs strategic planning process is discussed inAppendix III, which

summarizes some of the complex and dramatic changes currently underway in the libraryand knowledge-management world.

The final draft of the 20092014 Strategic Plan was adopted in principle by METROs

Board of Trustees upon the unanimous recommendation of the METRO StrategicPlanning Committee at the Board of Trustees meeting on December 2, 2008.

The development of this strategic plan was supported, in part, by a generous grant from

the Andrew W. Mellon Foundation.


4/31


4

MISSION, VISION AND CORE VALUES

Mission

METRO advances library and knowledge-management services in New York City,

Westchester County and beyond through active collaboration, resource and

knowledge sharing, strategic planning and thinking, professional development andadvocacy among our members and other organizations with similar interests.

In this manner, we improve the publics access to and understanding of timely, high-quality information and strengthen the role of libraries as important partners for

solving individual problems, making sense of complex issues in the larger world andaccessing cultural and recreational resources.

Vision

METRO will serve as a dynamic resource to assist our members in meeting theincreasingly complex information needs of their constituencies and society at large.

To fulfill this role effectively, we will:

Strengthen our ability and that of our members to anticipate and collaborativelymeet the challenges of the contemporary library and the larger knowledge-

management world.

Be future-oriented and wide-ranging in our orientation by looking beyond thelibrary world to identify emerging trends, tools and public policies that affect the

library and knowledge-management arena.

Attract a highly diverse and collegial membership that includes libraries as well asnew organizations and individuals who provide and shape information.

Advance the standing of libraries and other providers of knowledge managementin the eyes of the general public.

Provide outstanding professional development, strategic planning and otherservices to our members to encourage their continuous learning.

Core Values

Everything we do is based on the following core values:

Service to Members METROs members are ourraison dtre. Our membersneeds and interests will always be the core focus of our mission.

Service to the Metropolitan Region and the Larger Society By serving ourmembers well, we also address the increasingly complex information needs of ourregion and society, improving the ability of individuals and groups to access,

share, understand and disseminate high-quality information.


5/31


5

Excellence We will provide our members with services of the highest qualityand will pursue only those initiatives in which we are able to meet this standard.

Collaboration We believe that problem-solving is enhanced by eliciting diversepoints of view and through actions undertaken by many parties working together

toward a common goal.

Innovation We serve as a catalyst for innovation by leveraging the creativethinking of our members and by building bridges among our members and otherorganizations.

Accountability We evaluate our level of success or failure based upon ourmembers judgments of how well we return value for their fees and dues.


6/31


6

STRATEGIC GOALS

To move assertively towards achieving our vision over the next five years, we will:

I. Be a Recognized Leader in the Library and Knowledge-Management WorldII.

Provide Our Members with Outstanding and Innovative Services

III. Expand and Enrich Our MembershipIV. Strengthen Our Organizational and Management CapabilitiesV. Ensure Our Long-Term Financial Health

The following sections describe each of these goals. For each goal, we outline the

strategies METRO will follow and illustrate these strategies with potentialimplementation ideas and initiatives. As the Strategic Plan evolves through a rigorous

implementation plan, METRO will draw inspiration from these and other ideas that mayemerge through continuing dialogue with our members and other stakeholders.

GOAL I: Be a Recognized Leader in the Library and Knowledge-Management

World

To identify and help our members respond to current and future library and knowledge-

management opportunities and challenges, we will:

Undertake continuous environmental scanning

Establish the internal capacity to identify emerging trends, technologies, servicesand policies with the potential to affect the library/information world, and then

share this information with members in a variety of forums.

Create a database of best practices, policy and research reports from leadingorganizations, leaders in the library/information field and other sources of useful

models so that METRO members can benefit from this information.

Establish METRO as a hub for dialogue and collaboration on critical issues

Establish institutional and individual collaborations by linking the deepknowledge bases of some members (in particular, public libraries, hospitals and

academic libraries) with the widely distributed information portal role thatlibraries play in society.

Reach out to cutting-edge, trans-disciplinary technology programs and researchersto establish collaborations that bring researchers talents to bear on problems inthe library and knowledge-management worlds and keep METRO members

abreast of newly emerging technologies.


7/31


8/31


8

edge tools of high quality. To meet this growing need, METRO will build on itsreputation as a provider of first-rate, practical services in the following ways:

Develop the highest quality services and support for our members

Based on systematic member needs assessments, identify services that are highlyvalued by members and that METRO can offer in an effective, cost efficientmanner that leverages economies of scale. Characteristics of services that would

be appropriate for METRO to provide include those that:

Would be too time consuming and/or costly for members to pursue on theirown.

Are not core or mission-critical activities for members, but would add valueto their services or meet currently unmet needs.

Are sufficiently valuable that members might pay a fee to METRO (above andbeyond membership dues) to receive them.

Expand existing METRO services, such as: Vendor discounts including vetting of vendors to ensure service quality and a

good value for our members.

Professional development, training and classes including linking memberswith such needs to other members who offer training and classes internallyand have room for additional enrollment.

Create new services that meet the abovementioned criteria, such as: A peer consulting service (including a database listing member expertise

and skills) that matches a given members needs for problem-solving supportwith specific areas of expertise or capability within METROs broader

membership.

Career development that provides guidance and mentorship to individualMETRO members on shaping their future careers a level of service that goes

beyond the online job- and resume-posting services already offered throughthe METRO Job Magnet.

Assisting member institutions that experience difficulties in attracting internsfrom library schools with identifying and placing appropriate students in theirinternship programs.

1

1 In addition to charging its members a small fee for this service, METRO might also charge fees to

participating library schools, which would benefit from providing their students with access to a wider

selection of library internships than they are likely to identify on their own.


9/31


9

Collect and analyze feedback from METRO members about their experienceswith various services (e.g., most reliable vendors, most suitable professional

development classes, most successful internships) and disseminate thisinformation to the broader membership.

Provide outstanding professional development resources for librarians and others withknowledge-management responsibilities

Establish an ongoing process for identifying the professional development needsof members, including new and emerging areas of interest.

Expand leadership development programs and provide support for successionplanning to help build the next generation of library leaders.

Identify heavy users of professional development offerings, and designcoursework packages using formats and timeframes that are most convenient for

such users.

Expand the types of formats and forums in which professional development isoffered to members, including increased Web 2.0 and other distributed-learning

formats, and programs offered on-site at our members facilities.

Partner with other e-learning providers around the country to offer METROmembers a greater array of professional development courses and materials.

Work with library and information science schools to strengthen the connectionbetween research and practices in the field; identify and bridge the gaps betweenlibrary-school training and skills required in the field; and collaboratively pursue

professional development grants.

Strengthen our advocacy on behalf of libraries and the library profession as a whole

Secure funding to conduct a study on the economic and social impact ofMETROs member libraries on their individual communities and the region as a

whole, and then work with our members to disseminate the studys findings togovernment leaders, philanthropic organizations and the general public.

Work with METRO members and outside experts in marketing and publicrelations to develop key messages about the value of libraries and librarianship in21st century America that will form the basis of a public awareness campaign;

ensure that this campaign is broad enough to convey the diversity of library typesand the breadth of their contributions.

Work with members to identify the mechanisms they use to communicate withtheir patrons (such as e-newsletters, school posters, university library orientationsfor new students, etc.). Consider how these communications tools might be used


10/31


10

to promote the value of libraries and librarianship in terms that will resonate withpatrons.

Continue METROs energetic collaboration with other library associations andrelated organizations on advocacy efforts and leverage these relationships to

cultivate ongoing partnerships with the New York State Legislature and othergovernment supporters at the state and federal levels.

GOAL III: Expand and Enrich Our Membership

To enhance the depth of member collaboration and increase interdisciplinary interaction

between METRO members and other innovative knowledge-management organizationsand individuals outside the library world, we will:

Diversify our membership

Develop a new-member recruitment effort focused on individuals and groupsfrom outside of the library world as conventionally conceived, including, forexample, individuals and businesses involved in technology development,

communications/media, information technology, advertising, marketing, and otherfields.

Expand efforts, through myMETRO, to promote the value of individual METROmembership to librarians, library support staff, archivists, informationprofessionals, students and others as a means to connect to an extensive network

of peers and colleagues.

Increase the direct involvement of library executive leaders in METRO activitiesand initiatives by polling them to identify topics of greatest interest and through

events such as small roundtables for selected leaders or limited audienceconversations with high-profile thinkers in the knowledge-management world.

Seek more members from under-represented types of libraries and knowledge-management providers and from among their staff, including non-librarians.

Improve the systematic assessment of member needs

Strengthen METROs capacity for systematic data collection on the usage ofMETROs programs and services by member type, size and function. Continue

the current practice of gathering data on program satisfaction and effectiveness.

Continue and enhance the periodic assessment of members interests and priorities regarding METRO services through an annual survey, Professional

Advisory Council discussions and the formal and informal feedback mechanismsin each service area that are already in place at METRO.


11/31


11

Coordinate focused conversations with the other 3Rs, leading state and nationallibrary consortia, the New York State Library and national library membership

organizations about emerging member needs and innovative service solutions.

GOAL IV: Strengthen Our Organizational and Management Capabilities

While we have made remarkable progress over the past several years in building ourBoard of Trustees and developing a strong financial foundation, we do not yet have themanagement and governance infrastructure required to move forward in realizing the

vision articulated in this Strategic Plan. To address these issues, we will:

Strengthen our executive and program team

Create a senior management team that ensures coordination and collaborationacross all program and administrative areas and provides adequate staff and

administrative support for senior managers.

Increase the visibility of our executive leadership in the information-managementand library communities regionally (and beyond) by actively pursuing

opportunities to publicize METROs positions on key issues.

Build internal staff capacity in such areas as media and communications,digitization, emerging technologies, development and financial modeling.

Develop succession planning for all senior and middle management positions,including crafting individualized career development plans for staff members whoare most ready to take on additional responsibilities.

Enhance our governance

Strengthen METROs Board of Trustees by selectively adding new members withexpertise in the evolving world of libraries and knowledge management as well asvarious areas of organizational stewardship (e.g., financial, legal, technology,

public relations and planning).

Over time, elect new Board members who can provide substantial assistance in private fundraising through their personal means or connections to individual

donors and philanthropies.

Increase METROs visibility by pursuing opportunities for the leaders of ourBoard of Trustees to speak with the media, participate in meetings with public

officials and act as ambassadors for METRO with corporations, foundations andother organizations.

Structure Board meetings to include substantive discussions of important trendsand issues in society and the library and knowledge-management field.


12/31


12

Create a Board Advisory Group on New Ventures to explore and take advantageof entrepreneurial ideas and emerging opportunities.

Maximize the use of technology to achieve our goals

Implement a system for consistently capturing service-user data and managingmember relationships; a data-gathering mechanism is critical for communicatingour value to decision-makers and for carrying out effective program evaluation

and program planning.

Review METROs technology needs in terms of member communication, stafftraining, administration and public relations/marketing.

Continue to explore ways to streamline the delivery of current services viatechnology (for example, enhancing digital delivery services, new formats forprofessional development courses, etc.).

Support members in exploring and implementing new and emerging informationtechnologies that can strengthen library services.

Use Web 2.0 tools and other technology-based strategies to provide (and model)new forms of member collaboration, input and dialogue.

GOAL V: Ensure Our Long-Term Financial Health

We are significantly advantaged by the strong financial support of New York State.

However, likely cuts in future State budgets emphasize the need to fundamentally alterour approach to fundraising. We must diversify our revenue streams and achieve a state

of long-term financial strength. We seek to address these issues by taking the followingactions:

Diversify and supplement our funding streams

Assess the revenue-generating potential of each of METROs current service andproduct lines to identify opportunities to generate greater fees for service orincrease membership dues by making METROs value proposition more explicit

to our members.

Develop new revenue-generating programs (e.g., expanded professionaldevelopment, consulting services, etc.) that build on METROs core strengths.

Substantially increase private funding from corporate entities and not-for-profitorganizations that enjoy relatively high levels of access to capital by:


13/31


13

Developing strong, long-term relationships with foundations to learn abouttheir funding interests and increase their understanding of the role of library

associations generally and of METRO in particular.

Leveraging our position in the library and knowledge-management world tomore aggressively pursue corporate sponsorship opportunities.

Explore additional funding opportunities at the federal level. Build an in-house fundraising capacity to work closely with METROs Board and

executive leadership in raising new operating funds.

Develop a Board culture that emphasizes the Boards leadership role in securingMETROs long-term financial health, including the articulation of clearly defined

fundraising-related expectations for new members elected to the Board.

Strengthen our case for the continuation of substantial operating support by New YorkState

Ensure that New York State continues to recognize our position as a vital resourcefor its libraries and, by extension, the public, through an active program ofcommunications, outreach and advocacy.

Explore other opportunities among New York State agencies for support ofspecial initiatives that will strengthen the capacities and service delivery of ourmembers.

Design and implement a long-term financial plan

Develop a long-range financial plan by setting fiscal targets and identifying projects to ensure a state of financial stability characterized by sufficient anddependable resources to support a strong organizational infrastructure, program

innovation and experimentation, and service expansion.

Explore the financial implications of a range of scenarios that take account ofsuch possibilities as a merger with a compatible/complementary organization,

strategic alliance or a for-profit subsidiary.


14/31


14

MEASURES OF SUCCESS

A sound strategic plan must provide for accountability. The METRO Strategic Plan will

be subject to regular monitoring of its progress and evaluation of the results andoutcomes of its implementation.

METRO staff will develop annual implementation plans that set specific goals,identify responsible parties and delineate outcomes.

The Strategic Planning Committee will oversee the implementation of the StrategicPlan and receive from staff, on behalf of the full Board, an overall summary of

progress in implementing the Strategic Plan at least semi-annually, as well as regularupdates on evolving trends and issues of importance in the library and knowledge-

management fields.

No single performance measure can fully capture METROs level of achievement inexecuting the strategic objectives presented in this Strategic Plan. We will therefore

develop a series of measures to routinely assess our performance, using such indicatorsas:

The quality of METROs service delivery, as evidenced by ratings on self-assessmentmeasures, measurable outcomes for service recipients, participant satisfaction andfunder acknowledgement;

Growth in METROs membership, with particular attention to attracting and retainingprivate sector firms with significant knowledge-management needs;

METROs visibility and reputation as a leader in recognizing and addressingemerging library needs and as a potent force on behalf of increasing public awareness

of the importance of libraries and knowledge-management professionals;

Increased collaboration with other organizations that result in improved services forour members, as well as new partnerships that strengthen outcomes for librarians,

knowledge-management professionals and the general public in our service area andbeyond; and

Increases in METROs level of private discretionary funding; capacity for investmentin innovation, pilot projects and infrastructure improvement at METRO; and progresson other key steps to achieving METROs long-term financial health.


15/31


15

CONCLUSION

Building upon our longstanding history of achievement, METRO will become a leader

for libraries, librarians and knowledge-management professionals within our service areaand beyond. We will help these stakeholders to anticipate emerging trends and issues;

serve the public by making library resources widely available; help society understand

the importance of librarianship and knowledge management during a time of informationoverload; and support New York State in its efforts to serve the public effectively.Through the careful and thoughtful execution of the goals and objectives outlined in this

Strategic Plan, we will advance steadily toward the realization of our vision in the decadeto come.


16/31


17/31


17

Grants: METRO provides its members with financial assistance for digitization,collection development and special projects, including the Documentary Heritage

Program, Retrospective Conversion Regional Bibliographic Database, andCoordinated Collection Development Aid for Academic Libraries, among others.

Individual Memberships (myMETRO): METROs individual membership program connects librarians, archivists, information professionals, students andretirees to an array of networking opportunities, learning resources and other

benefits.

Information Resources: METRO produces a variety of information resources,including its recently updated website (www.metro.org), the METRO

Membership Directory, METRO_L (member listserv), @METRO (e-newsletter),special publications, research bibliographies, event archives, digitization reports

and the like, which offer important tools for networking, resource sharing andcommunications to and among our members.

Career Services and Human Resource Support: Includes the METRO JobMagnet, which offers services for both employers and job seekers.

Networking Events and Opportunities: Includes METROs annual meeting,Membership Directory, issues forums and Special Interest Groups.

Advocacy: METRO works closely with government leaders at the New YorkState and at the federal level to advocate for appropriate levels of funding forlibraries and library systems.


18/31


18

Appendix II

METROs STRATEGIC PLANNING PROCESS

Initiated in the fall of 2007, METROs strategic planning process was guided by a

Strategic Planning Committee chaired by Heike Kordish (then-President of the METROBoard), and composed of six additional Board members and two staff members.

Members of this committee are listed in theExhibit I.

The Strategic Planning Committee met eight times during the second half of 2007 andthroughout 2008 to review findings, discuss analyses of various issues, define key

strategic issues and oversee the preparation of multiple drafts of the Strategic Plan. In2008, the Board of Trustees reviewed the progress made on the Strategic Plan during two

of its regular board meetings.

In addition, the METRO Professional Planning Group, comprised of METRO members

and library/information professionals, worked closely with the Strategic PlanningCommittee and met three times to provide input on the findings, hypotheses and ideasgenerated regarding METROs strategic goals.

Along with the Strategic Planning Committee and Professional Planning Group meetings,

a series of supplementary meetings for Board members and staff were held to provideadditional opportunities for these stakeholders to share their expertise and provide

recommendations on key subject areas related to the strategic planning process.

The Strategic Planning Committee also undertook an extensive telephone survey ofMETROs members to solicit their views about current and prospective services,

METROs role and related topics.

A final draft of the Strategic Plan was reviewed and approved in principle by theMETRO Board of Trustees upon the unanimous recommendation of the METRO

Strategic Planning Committee at its meeting of December 2, 2008.

The Committee was assisted in its work by Anthony Knerr & Associates (AKA),strategic advisors to leading nonprofit organizations in the United States and in Europe.

AKA conducted 42 confidential interviews, facilitated two focus groups withMETRO members and a meeting of the Professional Advisory Council, reviewedand analyzed extensive written and electronic materials about METRO (including

financial analysis and analysis of the lines of business), similar organizations andthe field as a whole. Exhibit IIlists the individuals interviewed, focus groups

participants and Professional Advisory Council members.

AKA prepared various documents for review and discussion by the StrategicPlanning Committee and the Board and developed multiple drafts of the StrategicPlan.


19/31


19

AKA also coordinated the extensive work (and provided analysis and implicationsof the survey results) of the public opinion research firm, Kane, Parsons &Associates, which conducted the METRO Member Survey (152 respondents) in

the summer of 2008.

METRO has engaged in the strategic planning process from a position of considerablestrength.

We enjoy a strong reputation among our members for the quality of our services andactivities (particularly with respect to grants, delivery services and professionaldevelopment), setting a standard for professionalism in New York State and

nationwide.

The breadth of our membership gives METRO considerable strength and prestige.We can legitimately describe ourselves as highly representative of a wide cross-

section of the library world, and we benefit from the prominent reputations of ourmany high-profile members.

We have recently undertaken several innovative initiatives to meet our membersevolving needs. For example, we have helped our members tackle digitization projects through grants and courses, and have launched a successful individual

membership program (myMETRO) that connects librarians, archivists, informationprofessionals, students and retirees to an array of unique networking opportunities,

dynamic learning resources and other benefits.

Our leadership generally gets high marks from informed observers. We have recentlychanged the composition of our Board of Trustees from entirely professional

librarians to a group representing more diverse occupations and expertise.

We are on a strong financial footing. Our budget is consistently balanced; we enjoy ahealthy investment return; and we have accumulated sufficient working capital to

help meet any financial shortfalls that may arise in the future.

At the same time, we face multiple challenges:

Our identity is not clear to the larger library and information-management world. Welack visibility outside the library world, which may hinder our ability to attract new

types of members and funders.

Though respected and valued by members, we have not clearly branded ourselvesin the eyes of the most senior library leaders. As a result, some of the decision-

makers within our member organizations feel disconnected from METRO and areunaware of our value and benefits.


20/31


20

Our members continue to face major questions regarding how best to adapt to theimpact of technology and changing user interests and needs. These challenges raise

fundamental questions about our members missions, purposes, viability and funding.METRO is now at a juncture where it is critically important for us to maintain our

strong tradition of providing outstanding services to our members while also stepping

up to the plate to provide the robust leadership our constituency requires.

The diversity of METROs membership poses challenges in terms of communicatingthe value of METROs services to different membership segments. That we do notyet have a consistent mechanism for gathering data on the usage patterns of our

programs and services compounds this challenge.

While METRO has reached capacity in certain membership categories (academiclibraries, public libraries, school libraries and hospital and medical libraries), we have

few members outside of the traditional library world, especially in the for-profitsector. Expanding membership in this area is critical to cultivating the kind of

intellectual capital we will need to be an influential leader and a dynamic hub ofinformation and resources in the library and knowledge-management world.

Our revenue streams are not sufficiently diverse. We receive about 80% of ouroperating budget from New York State, with earned revenue (membership dues and program fees) and private funding covering only a small portion of the cost of

delivering services. New York States worsening budget situation presents significantchallenges to our public funding; in any case, the structure of METROs current

resource base represents an area of vulnerability. As part of our overall diversificationefforts, we are reexamining our pricing structure (including dues, program fees,

member services, etc.) to capitalize on appropriate opportunities to generateadditional revenue.

While we have been able to run a lean operation providing quality services to ourmembers, taking METRO to the next level and positioning us as a leader andinnovator in the library and information-management world will require significant

capacity enhancements (including sophisticated leadership, expertise in informationtechnology, assessment and evaluation capacity, communications and PR capacity,

senior management capacity) and a more entrepreneurial mindset.


21/31


21

Exhibit IMETRO Strategic Planning Committee

Board

Heike Kordish,President; Chair, Strategic Planning Committee

Neil Robert GraboisHal F. Higginbotham, TreasurerMilan Hughston

Norman J. Jacknis, Vice PresidentJeffery Olson, Secretary

Patricia C. Skarulis

Staff

Dottie Hiebing,Executive Director

Robert Schmidt, Special Projects Manager

METRO Professional Planning Group

David Badertscher,Principal Law Librarian, New York State Supreme Court, Criminal

Law Library

Ellen H. Belcher,Assistant Professor/Special Collections Librarian, John Jay College of

Criminal Justice, CUNYCarrie Bickner-Zeldman,Director of Education Outreach, The Research Libraries, The

New York Public LibraryKaren Brewer,Director & Curator, New York University School of Medicine, Frederick

L. Ehrman Medical LibraryJan Combopiano, Vice President & Chief Knowledge Officer, Catalyst

Phyllis DiBianco,Library Media Specialist, Scarsdale High School LibraryPamela Gillespie,Assistant Dean and Chief Librarian, The City College of New York

William W. Jones,ILS Librarian, New York University LibraryTerry Kirchner,Director, Access Services, Columbia University

Joseph M. Komljenovich,Archivist, Federal Reserve Bank of New YorkDeirdre Lawrence,Principal Librarian, Brooklyn Museum Libraries & Archives

Teresa L. McManus, Chief Librarian, Bronx Community College, CUNYDiane Neary,Head Librarian, The Nightingale-Bamford School

Kathryn Shaughnessy,Assistant Professor, Instructional Services Librarian, St. JohnsUniversity Library

Carol L. Sheffer,Deputy Director of Planning & Development, Queens Borough PublicLibrary

Sarah Warner, Cofounder & Vice President of Staffing & Business Development,Wontawk


22/31


23/31


23

Exhibit II

Individuals Interviewed and Focus Group Participants

Interviews (42)

Board Members (5)

Patricia L. Francy

Hal F. Higginbotham, TreasurerNorman J. Jacknis, Vice President(by phone)

Heike Kordish,President; Chair, Strategic Planning Committee

Jeffrey Olson, Secretary

Staff (2)

Dottie Hiebing,Executive DirectorRobert Schmidt, Special Projects Manager

Others (35)

Liz Bishoff,President, The Bishoff GroupLinda Braun,President, LEO: Librarians & Educators Online

Karen Brewer,Director & Curator, New York University Medical Center

Patrick Callahan,Library Director, SUNY at Purchase

Nancy Carmichael, Vice President, Washburn Partners, Inc.Scott Corwin, Vice President, Booz Allen Hamilton

Michael Crandall, Chair, Masters of Science in Information Management Program,University of Washington

Linda Crowe,Executive Director, Golden Gateway Library Network (CALIFA)Denise Davis,Researcher, American Library Association

Keith Fiels,Executive Director, American Library AssociationJoshua Greenberg, Director of Digital Strategy and Scholarship, The New York Public

Library

Leigh Gusts,Director of Library & Research Services, Council on Foreign Relations

Barbra Higginbotham, Chief Librarian; Executive Director of Academic InformationTechnologies, Brooklyn College, CUNY

Alexander Howe,Principal, Shepley Bulfinch Richardson & AbbottCurtis Kendrick, University Librarian, The City University of New York, CUNY

Jason Kramer,Executive Director, New York State Higher Education Initiative (NYSHEI)Frederick Lane,Professor of Public Administration, Baruch College, CUNY

Sarah Long,Executive Director, North Suburban Library SystemClifford A. Lynch,Executive Director, Coalition for Networked Information

Myron Menewitch,Former East Regional Research Manager, Ernst & Young; FormerManager of Information Services, Pepsi-Cola

Kathleen M. Miller,Executive Director, Rochester Regional Library CouncilJames Neal, Vice President for Information Services & University Librarian, Columbia

University


24/31


24

George M. Needham, Vice President, Member Services, Online Computer Library Center(OCLC)

Kate Nevins,Executive Director, SolinetMartin Nisenholtz, Senior Vice President, Digital Operations, The New York Times

Company

David Penniman,Executive Director, NYLINKCarol Sheffer,Deputy Director, Planning & Development, Queens Borough PublicLibrary

Kenneth Soehner,President, Art Libraries Society of North America; Watson LibraryDirector, Metropolitan Museum of Art

Marcia L. Sprules,Deputy Director, Library and Research Services, Council on ForeignRelations

Sheila Sterling,East Coast Research and Information Resources Manager, Orrick,Herrington & Sutcliffe LLP

Barbara Taranto,Director, Digital Library Program, The New York Public LibraryRoy Tennant, Senior Program Manager, RLG Programs, Online Computer Library

Center (OCLC)Michael Washburn,President, Washburn Partners, Inc.

Janet Welch,Assistant Commissioner, New York State LibraryPeter Wosh,Director, Archives and Public History Program,New York University

Focus Group Participants (22)

Lou Acierno, Metropolitan College of New York

Marie Ascher,New York Medical CollegeEva Babalis,Plaza College

David Badertscher,New York State Supreme Court Law LibraryFrancine Costello, Southern Westchester BOCES School Library System

Carol A. Feltes, The Rockefeller UniversityKaura Gale,Beth Israel Medical Center

Michael W. Handis, CUNY Graduate CenterJean Hines,Pratt Institute

Robert Kayton,ASA InstituteTerry Kirchner, Columbia University

Alan Krissof, Mount Sinai School of MedicineJudy Lee,Emisphere Technologies, Inc.

Ellen Mehling, Queens Public LibraryMarilyn K. Morgan, Mount Sinai School of Medicine

Ana Noriega,Laboratory Institute of MerchandisingFenjei Ouyang, MLS Student

Sandra Sajoras,Brooklyn Public LibraryMary Saramak, Sound Shore Medical Center of Westchester

Helen Tannenbaum, The HealthCare ChaplaincyGregory M. Wilkening, Columbia University Libraries, MLS Student

Chen Xu, MLSPhD Student


25/31


25

Appendix III

OVERVIEW OF THE CHANGING LIBRARY WORLD

METRO has engaged in this strategic planning process during a time of profound changein the library and knowledge-management world.

As technology alters the ways in which information is created, retrieved, managed andshared, a major metamorphosis is underway in terms of the roles that libraries play, the

manner in which libraries are perceived by various sectors of our society, and the ways inwhich information management functions and is viewed. These extraordinary changes

bring great uncertainty for libraries and library organizations, including METRO.

Several issues appear to dominate the library worlds agenda at this point in time:

Although the library continues to play an important role in connecting patronswith quality content, the library is being increasingly disintermediated from this

process. The perception of the value libraries provide to patrons library brand is decreasing, leaving libraries with the challenge to offer new value-added and

technologically sophisticated services to meet the new needs of its users.

Libraries now face competition from commercial (usually Internet-based)institutions. Of course, librarianship has not disappeared; it is now needed in

institutions that are not libraries in the traditional sense of the term, whichprovides METRO with an opportunity to attract new members and customers.

There is significant pressure for libraries to become more businesslike in theiroperations, communicate their value and ROI to their stakeholders, become muchmore customer-oriented through regular analysis of user needs and align their

internal structures with this user-centric mentality.

The role of the librarian is changing. As a result, the professional developmentinterests and needs of current librarians are likely to grow significantly, not only

in the areas of information technology and digitization, but also in the fields ofexecutive and management skills; marketing, communications and outreach

capabilities; planning; and financial analysis.

It is likely that different types of libraries will evolve in different ways. Publicand community libraries may become quite robust, with a multitude of services

aimed at meeting the needs of their communities. Research and academiclibraries may become smaller with respect to physical holdings and staff, while

assuming a more vital role in defining and supporting research agendas.

Questions of digitization, preservation and storage of physical and digitalmaterials, facilities and the use of space, as well as questions of funding willremain relevant and benefit from collective solutions. Moreover, a growing


26/31


26

proportion of most libraries holdings is now electronic, creating a set ofadditional challenges.

It is neither possible nor appropriate to predict a certain set of future roles based on the

current activities of libraries, librarians, information specialists and knowledge-

management professionals. Understanding the professional trends, societal issues andtechnological advances on the horizon is critical in order for METRO to remain relevantand stake out a leadership position. We must be forward thinking and innovative,

providing our members with useful guidance as they re-invent themselves, reframe theiridentities and communicate the value of their work to constituents, supporters and the

general public.

Out of the different efforts of many institutions will surely come a more informedunderstanding of the challenges and possibilities the future is likely to bring. METRO

has a remarkable opportunity to serve as a centralized resource in the development of thisapproach by managing complex interactions on a systemic level, bringing the right

players to the table, providing a set of tools and strategies for collaboration, settingstandards and protocols for interaction among the key players in the information-

management world and facilitating the creation of services that enrich and advancelibraries and library systems.

In the years to come, it seems abundantly clear that libraries of all types will increasingly

reside in the digital arena. Although libraries will share this common environment, thereis likely to be an increasing divergence in the roles, functions, areas of focus and degrees

of vigor among different library types as a result of ongoing technological advances.

Public libraries/public library systems and community libraries will remainimportant gateways for large numbers of immigrants and lower-income

individuals and families, particularly in New York City and Westchester County.

For a large proportion of the metropolitan areas population,2 public librariesoffer the only point of access to the digital world, placing such libraries in an

extremely important position, given the ever-increasing level of usage anddemand for such services.

Public libraries meet a broad spectrum of needs among people of different agegroups and demographic backgrounds providing job-search services forindividuals seeking employment opportunities; helping children learn to read

and navigate the Internet; serving as safe havens for teenagers; providingsocial and community gathering places for seniors; and providing English as a

Second Language classes and Internet training to immigrant communities.

2 One-fifth of New York Citys population currently lives at or below the Federal poverty level and the

citys population is expected to increase by more than a million in the coming decade. Recent immigrants

and/or lower income individuals will represent a sizable proportion of this growing population.


27/31


27

Public libraries are perhaps even more vital now than when Andrew Carnegieestablished them in New York City over a century ago. Their physical

presence is highly important; however, many are not particularly well located,and resource constraints often prevent them from being open when they would

be most heavily utilized especially in the evenings and on weekends.

University and college academic/research libraries are faced with rapidlyincreasing demand for electronic access to library resources.

Even as these libraries confront a difficult transition from a physical presenceto a more electronic one, some users will continue to want access to theirunique holdings (some of which may never be digitized), raising important

questions about storage of, and access to, collections.

As a result, university and college libraries may need to: (a) improve theirmethods of data storage, preservation and retrieval; (b) determine how to

define and support research agendas for a new generation of researchers(younger, more tech savvy, more demanding of convenience and highly

sophisticated services, etc.); and (c) find ways to more proactively reach out totheir communities and demonstrate their value in an increasingly Web-driven

society.

Because they cater to undergraduate, graduate and professional students withdiverse interests and needs, campus libraries are increasingly becoming

important gathering places for collaborative study, group project work andsocializing.

These libraries are functioning in a transitional manner, serving as the bridge between the traditional library containing physical collections and thevirtual library containing digital collections. They almost always now

include a Learning Commons of open space that can be easily reconfiguredfor different uses and they almost always provide (at minimum) easy access to

the Internet, email, etc.

There is a growing instructional component to the modern undergraduatelibrary teaching students how to use the collections and available

multimedia equipment and teaching faculty how to use educationaltechnologies and incorporate library materials in developing curricula.

3

Funding for school libraries is increasingly uncertain, though the need for them isgrowing as sources of information proliferate and more complex skills arerequired to navigate among these sources.

3 For example, following construction of the new library at Brooklyn College, the role of library staff has

expanded to include training faculty in the use of the librarys new equipment and resources.


28/31


29/31


29

Those that are better funded, have well-defined user populations, provideexcellent service and (in some cases) have special collections are likely to be

survive the current sea change unscathed.

Some of these libraries, however, may not survive if they: (1) lack theresources to keep pace with the ever-advancing technology; (2) are unable to provide relevant services to their users; and/or (3) lack the distinguishingcharacteristics (such as special collections, archival capabilities, etc.) to ensure

that their services and resources are valued, utilized and supported.

Several other trends and issues are likely to have a significant impact on METRO and itsmembers, regardless of library type.

Digitization

While the rush to digitize will undoubtedly continue for some time and increasingamounts of new material will be produced in digital form, it is unlikely that

everything will ultimately be digitized. In any case, digitized material is likely tobe spread across multiple databases that do not speak to each other easily.

Facilities and the Use of Space

The importance of physical materials for libraries other than corporate,professional services firms and, conceivably, medical and health libraries is not

likely to diminish over the next 10 to 15 years. However, many of these librarieswill increase the amount of space dedicated to public uses and opt more and

more for off-site storage rather than providing additional shelf space for growingacquisitions.

Many libraries are paring down their collections to create more space forcollaborative work, computer terminals, multimedia work stations, andexhibitions and activities designed to attract visitors.

Access

Even as the digital divide decreases and access to digital technology becomesmore widespread, significant gaps will remain between those who possess theskills to navigate cyberspace and evaluate the quality of the information obtained

there and those who lack these important skills. Public and community librarieshave an important role to play in serving the less privileged side of the digital

divide not only by providing access to technology, but by providing training andservices in Web navigation, search skills, and the evaluation of a given sites

accuracy and trustworthiness

Libraries will no longer be the portal to everything or the primary go-to sourcefor information, as the traditional library and librarian role of information

retriever is replaced in response to demand for alternate approaches toaccessing information, resources and knowledge. Such approaches range from


30/31


30

the traditional (helping people find the things they are looking for) to the new(providing an understanding of the many approaches by which users can find the

things they are looking for).

Moreover, users will increasingly determine for themselves how, when and whyto make use of library resources and capabilities. As this occurs, libraries willneed to make a major cultural adjustment in how they relate to users.

The Archival Function

Growing digitization will make the archival function an increasingly significantrole of many libraries (and, possibly, many kinds of libraries). This in turn maycreate a larger and more diverse community of archives, many of which are

gaining in importance as the historical records of corporate and otherorganizations are turned over to them.

Metrics and Evaluation

Many libraries have not established clear metrics with which to measure theirusage and evaluate their effectiveness in meeting the traditional and evolving

needs of their users. As their resources become more constrained, libraries willfind it increasingly important to figure out who they serve (and why) and to

determine what services to provide. Identifying meaningful metrics andunderstanding how to use them will be critical to this task.

Funding

The level of individual and institutional philanthropic support for libraries islikely to remain stable, if not increase, over the next decade, particularly for those

institutions that are clear about their missions, have robust objectives and areskilled at marketing and development. Libraries that make the case for their

strategic and programmatic importance are likely to benefit significantly fromprivate support. In all likelihood, these will be the larger, wealthier libraries with

strong programs and the smaller, highly focused ones with specific niches.

Role of the Librarian

In light of the many challenges described above, the role of the librarian is boundto change radically over the next decade or two.

As a result, the professional development interests and needs of current librariansare likely to grow significantly. This will occur partly in the areas of information

technology and digitization (a trend already quite evident) and more interestingly,with respect to executive and management skills; marketing, communications and

outreach capabilities; and planning and financial analysis capacities.Furthermore, it is highly likely that librarians with multiple language skills will be

in greater demand as more materials in multiple languages are published, readilyavailable and of interest to users.


31/31

31

The changing role of librarians will continue to have a significant impact onlibrary schools, as can be seen in several emerging trends:

Individuals with other (i.e., non-library-school) professional skills, interestsand training are assuming positions in libraries and related organizations.

Some of the best graduates of library/information schools are now hired byfor-profit companies, which can offer more cutting-edge job opportunities and

higher salaries than most libraries are able to.

Increasingly, traditional libraries do not offer the most interesting positions forthe best graduates of library/information schools. As libraries grapple with

what skills and positions they require to meet the information needs of 21stcentury users, they will find it increasingly important to find ways to attract

and retain the best and the brightest graduates to their institutions.

Some libraries are hiring young MLS graduates and expecting them to bringchange to their libraries. However, without extensive experience in the library

world, adequate leadership training, authority and/or understanding of theinstitution, these recent graduates are unlikely to bring about the desired

changes by their mere presence. This dynamic can result in a level of jobdissatisfaction and frustration that results in their departure from the field,

depriving our sector of talent that, if properly trained and developed, couldcontribute to the library world in positive ways.

These factors, along with the anticipated retirement of a great many librarydirectors and leaders over the next five years, make succession planning anissue of paramount importance to libraries seeking to survive and thrive in a

rapidly changing environment. In this context, leadership development programs such as those currently offered by METRO, are perhaps more

valuable and vital than ever before.

Documents

METRO Strategic Plan 2009