Everyone talks about the amount of money spent on college football, superstar coaches, television contracts and stadiums. They worry about an imbalance between the expense of university sports programs and the challenge of funding the academic enterprise. These real concerns provoke often-impassioned responses from those who defend or attack the current state of intercollegiate athletics in America.
Unfortunately, much of the noise tends to focus on extreme examples, spectacularly paid coaches of whom we may have only a dozen or so out of the hundreds of college sports personnel, super-sized stadiums and sports department budgets when most sports programs operate on a more modest scale. The targets are attractive because the celebrity status of big-time football and basketball fill pages of newspapers and specialty magazines, appear endlessly on multiple television channels, and enjoy the attention of rabid fans.
Yet college sports is a complicated enterprise that serves many interests at institutions public and private, large and small. Sports are a pervasive part of American culture, and like other high-profile activities (such as finance, real estate or banking), there are bad actors, people of questionable integrity, and errors of commission and omission that attract justifiable outrage and response.
Those of us who live in the academic world, however, sometimes have trouble sorting out the real impact of college sports on our lives. We can understand this competitive world better if we separate the institution of intercollegiate athletics into its various parts, including the engagement of students, the lives of student-athletes (both celebrity performers and regular participants), the involvement of alumni and public, and the financial consequences of sustaining these programs.
Of these, the financial elements are most accessible thanks to data collected by the NCAA and required by various federal reporting rules. Money in universities is always important, especially in these difficult economic times, and we looked for a way to index the university’s cost of intercollegiate athletics to the institution's budget.
Sports expenses are funded from earned revenue (tickets, television, sales, gifts and similar revenue generated by the athletic activity itself), and from institutional revenue available for any purpose (student fees and university funds). The institutional revenue is a subsidy for an enterprise that in the best of all possible worlds should earn its own way in much the same fashion as other university nonacademic enterprises such as food services, bookstores, parking, and housing.
All but a few universities, however, subsidize athletics from student fees and general university revenue. We should ask how significant that subsidy is within the general framework of the university's academic activities. With some sense of the relationship between subsidy and academics, we can assess when sports consume too much of our academic resources.
We could compare the sports subsidy to the cost of a college of business perhaps, or to the cost of an honors program. Each university's organization is substantially different, however, making these units hard to compare.
Libraries, especially for research universities, are stable, standard enterprises central to the work of the university in a continuing way. In addition, the Association of Research Libraries (ARL) has maintained standard data on library expenses, revenue, and budgets (as well as other statistics of significance) for many decades. We anticipated that a comparison of the athletics subsidy to the expenditures on the research university's library could provide a useful reference for understanding the wide variation in the financial impact of college sports on academic institutions.
Aiding in this illustration are the data compiled by USA Today on college sports finances, although its data involve only Division I public institutions whose information is available under freedom of information rules. Private universities prefer we not see their numbers.
If we take the 64 Division I public research university members of the Association of Research Libraries (all major research universities of varying size and complexity) and compare their athletic subsidies to the cost of their libraries as reflected in the ARL data, we can get a useful distribution of the impact of sports subsidies on academic enterprises. These research universities maintain libraries to support their instructional and research programs, compete for the best students and faculty, compete as well for the external funding that makes research at this level possible, and require strong libraries for their success.
The size of the libraries reflects an institutional commitment to the academic enterprise, while the sports subsidy for the sports program reflects a commitment to the nonacademic competitiveness of athletics. The subsidy also represents an institutional investment that the institution could have allocated to academic enterprises but instead uses to pay part of the cost of the intercollegiate athletic program, a nonacademic enterprise.
The table below clearly illustrates that the impact of college sports on the academic enterprise varies widely from those institutions whose sports programs require no subsidy (and therefore have no detrimental impact on the academic enterprise) to those sports programs whose subsidy reaches one and a half times the total library budget, clearly a major impact.
These varying impacts are not the result of dramatic changes over time in the library expenditures (which have followed the general trend of university budgets throughout recent years). The impact is the consequence of a college sports environment that requires growing expenses to sustain competitive or even functional programs at the Division I level. When the university must subsidize the athletic program, it indicates that sports at that institution do not compete well enough to earn sufficient revenue from attendance, television, sponsorships, alumni and donors, and must spend university money to stay within the competitive context of Division I.
The wide variation in subsidy also indicates that if the revenue of public universities continues to decline, some institutions may find their level of subsidy for athletics at the expense of academics too high for the other benefits sports provides. That could prompt a change in competitive division within the NCAA, or the elimination of a variety of high-cost sports.
However, those of us who have lived in various institutions know that while talk of curtailing expenditures on sports is common and enthusiastic among many faculty and some outside commentators, the constituencies for college sports among alumni, trustees, elected officials, and fans are passionate at unbelievable levels. Trustees, alumni and elected officials, in addition to fans of all kinds, want their sports regardless of the subsidy required at the expense of the academic enterprise.
Perhaps along with the other financial requirements for participation in the NCAA Division I, we might expect such programs to limit their institutional subsidies to less than a third of their library budget. That may, however, be asking too much.
Subsidy of College Athletics (2010-11) and
Library Expenditures (2008-9) Division I Public Research Universities
Total Library Expenditures
Total Sports Subsidy
Ratio Subsidy to Library
University of Delaware
University of Massachusetts at Amherst
Kent State University
State University of New York at Stony Brook
University of California at Davis
University of Houston
State University of New York at Albany
State University of New York at Buffalo
Colorado State University
Southern Illinois University at Carbondale
University of California at Riverside
Washington State University
University of New Mexico
University of Cincinnati
University of Colorado at Boulder
University of Hawaii
University of Maryland at College Park
University of California at Santa Barbara
University of Connecticut
University of California at Irvine
Georgia Institute of Technology
University of Louisville
University of Illinois at Chicago
Florida State University
Arizona State University
University of Utah
University of Virginia
Oklahoma State University
University of Alabama
University of Arizona
Texas Tech University
University of North Carolina at Chapel Hill
University of California at Berkeley
University of Minnesota
University of Wisconsin at Madison
Iowa State University
University of Missouri at Columbia
University of Florida
University of Oregon
University of Kansas
University of Georgia
Michigan State University
University of South Carolina
University of Illinois at Urbana-Champaign
Indiana University at Bloomington
University of Washington
University of California at Los Angeles
University of Tennessee at Knoxville
North Carolina State University
University of Kentucky
University of Iowa
University of Michigan
Texas A&M University
Louisiana State University
Ohio State University
Pennsylvania State University
University of Nebraska at Lincoln
University of Oklahoma
University of Texas at Austin
Sports subsidy and library budget data refer to public Division I universities whose libraries are members of the Association of Research Libraries.
“Given a good pitch and the right amount of capital,” George Orwell wrote in an early essay, "any educated person ought to be able to make a small secure living out of a bookshop.… [Y]ou start at a great advantage if you know anything about the insides of books.” It is “a humane trade which is not capable of being vulgarized beyond a certain point.”
The work had its downsides, and Orwell’s candor made his assessment that much more credible. You should be prepared to accept extremely long hours, for example, and to deal with customers who are garrulous or insane or both. Worst of all, to work in a bookstore meant risking a distinct kind of burnout: “Seen in the mass, five or ten thousand at a time, books [become] boring and even slightly sickening.” But the entrepreneur who carves out a suitable niche will at least be immune to monopolistic forces: “The combines can never squeeze the small independent bookseller out of existence as they have squeezed the grocer and the milkman.”
Good advice -- for 1936, anyway. Today, any educated person hoping to earn a small secure living (or a tiny, insecure one, for that matter) would do better to try almost anything else. Or so I took as a given until a couple of weeks ago, when Tony Sanfilippo, the marketing and sales director for Penn State University Press, sketched out his conceptual blueprint for an offline bookstore of the not-too-distant future. (“Offline bookstore” seems like the very 2010s sort of expression.) I don’t know if his plan will turn the tide, but it certainly deserves more consideration than it’s received so far.
Writing at The Digital Digest, one of the Association of American University Presses's blogs, Sanfilippo proposed a new model for bookselling that recognizes how much many of us miss the opportunity to browse and loiter somewhere in three dimensional space. Rather than fighting the trends that have undermined bookstores, he incorporates them into his design. And the product -- oddly enough – contains lost elements of 18th- and 19th-century book culture.
“Imagine you’re walking downtown,” he writes, “and you see a sign for a new business, That Book Place. Cool, you think to yourself, an idiot with money they apparently don’t need has opened a new bookstore in my community. I’m going to go check that out before it goes out of business. So you cross the street and walk in. In front is what you might expect, big stacks of The Hunger Games trilogy, a book of erotica for moms that appears to have something to do with the Pantone variations between PMS 400 and PMS 450, and a new cookbook teaching the virtues of artisanal water boiling.”
So far, so Borders (R.I.P.). Once past the bestsellers, you find an Espresso Book Machine, churning out volumes that customers have special-ordered. (In his post at Digital Digest, Sanfilippo indicates that three million titles are available for printing on demand, but in an e-mail note he tells me it’s actually seven million.)
That Book Place also has shelves and shelves carrying a mixture of new and used books, with price stickers giving the customer a variety of options. You can have a brand-new copy shipped to you the next day, or buy it used, or rent it, or get it as an e-book. If you take out a membership in the store, you can borrow a book for free, or get a copy without the Digital Rights Management (DRM) scheme that limits it to use on a specific kind of device.
In effect, the bookstore becomes a combination lending library and product showroom. “The books in the store shouldn’t be the focus of the revenue,” writes Sanfilippo. “Instead, the revenue might come from membership fees, book rentals, and referral fees for drop shipped new copies or e-book sales.”
People who take out a membership in the store would become stakeholders in its success -- not just customers, but patrons. Under that arrangement, Sanfilippo says, “a publisher might have a reason to trust the store and those members with DR-free files.” And the flexibility of options for acquiring a book -- whether for keeps or to borrow -- might undercut the consumer practice of browsing at a brick-and-mortar store, then buying online.
As someone who’s purchased a fair number of books in print-on-demand editions, I’ll add that ordering one in a store sounds more appealing than doing so online. You’d get it faster, for one thing, with the bonus of being able to watch as the book is made.
Well into the 18th century, when you bought a new volume from a bookseller, it arrived from the publisher without a binding, to be prepared on the premises according to the customer’s specifications. You could ask to have blank pages interspersed throughout it, for example, for note-taking -- one casualty of progress worth regretting. Sanfilippo’s model takes us back to that arrangement, at least part of the way. The quality of on-demand printing is not up to handcraft standards, but it's certainly improved over time. (In the case of late 19th-century books, the on-demand copy is often more durable than the original.)
Sanfilippo's proposal also resembles the circulating or subscription libraries that flourished in the 19th century. You'd join the library for a fee that gave you access to the collection. But as we discussed his bookstore model by e-mail, Sanfilippo indicated the seed for it might have been planted by something his mother did as a child.
“The Chicago suburban subdivision I grew up in was supposed to have a library in it,” he wrote. “On the end of our block, the developer promised to build a library building for the community, but, after the last house sold, the developer skipped town and left a vacant lot. My mother and a few other parents in the neighborhood figured there had to be another way.”
And there was: “They petitioned and got a referendum on the ballot to start a library district -- a taxing body specifically for a library. They succeeded and that library still serves that community. But how do you then appropriate that kind of revenue stream for a bookstore?… A business that sells shares of itself to its customers is not unlike a group of parents that tax themselves, and in this instance, both are to ensure access to books and book culture within a community.”
In short, That Book Place might function best if were run as a nonprofit enterprise or a co-op -- perhaps both. It's no substitute for decently funded public libraries, of course, but try getting a tax for anything but a stadium passed these days. The arrangement Sanfilippo proposes might not work out for any number of reasons, and he admits as much. The hardware for in-store book production alone runs into six figures.
But that hardly seems like an insurmountable obstacle for people willing to experiment and able to take the risk. As experimental initiatives for public-minded institutions go, Sanfilippo's idea seems like a natural. And the return on investment might be of incalculable benefit.
When I became a librarian, something most unexpected happened. I became estranged from my books. Which is surprising, given the envy most acquaintances express vis-à-vis their perception of my primary duty, which they universally believe to be, as they so often express in our conversations: passing countless hours with my feet up on the desk, casually perusing the latest Twilight or Hunger Games installment, a bowl of bonbons by my side.
It's the truth. An actual question I was asked on a recent date began something like this: “So, a librarian, that’s pretty neat. You just sit around all day and read books then?” Not wanting to shatter her image of my privileged lifestyle, a key to securing any chance of making it past the dessert course, I glanced across the table, did my best Clint Eastwood squint, and replied, “Yes, that’s what I do.” This, I followed with a quick, “Would you please pass the pepper?”
As you can see, my spoken eloquence is unrivaled, and it remains a great mystery to all that I am single. However the greater mystery still is what happened to the luminous relationship I once shared with my books.
It’s not that my books have left me, or I them. We still coexist in our home, shuffling by one another throughout the day with pining looks and knowing gazes.
Some have been with me a long time, and I keep these on bookshelves. Then there are the ones that came into my life since I entered the world of librarianship. These I haven’t yet read, and so I place them in piles on the floor. This is my system. Remember, I am a librarian.
So the books and I, we are still together, but we no longer communicate on an intimate level. I don’t find myself in bed late at night, sensually turning my books’ pages as they slowly reveal to me their innermost secrets, nor do I awaken to find my books draped comfortably, lovingly, across my naked, beating chest. Ahh, you say, I know what he’s getting at here: The book is passé and he’s using his e-reader!
Not exactly. This is not another one of those gushy laments eulogizing the passing of books. You know, the one that usually starts something like: Friends and loved ones, we are gathered here today to mourn the passing of our dear books. Back in the '80s, books abounded and pleasure was plentiful .....
No, no, the book isn’t dead yet. Far from it. It’s that since becoming a librarian I am just so busy reading professional books and materials that I don’t have time for any of my books – the fiction that sweeps me away with its intrigue and wows me with its literary finesse.
This is not something my books want to hear. They think it’s an excuse. I can tell from the passive-aggressive vibes they often give off when I glide by as they await my consideration, unjustly deprived of my affections. He’s being selfish. It’s always about him and his needs.
And the betrayal, by my own admission, runs even deeper than they know. You see, when I read materials for work, I am sure to do it outside the view of my books. Because if they saw me, then they would know, and next thing you know a private investigator is snapping my picture from behind a bush as I try to steal a few moments alone with the latest issue of Library Journal at the corner café.
So my books, you see, need some attention. And I just can’t give it to them right now. Fortunately, I am a librarian, and so I know a thing or two about loaning books. So come on over sometime. I’ll set you up with a borrower’s card and you can check out a few books and take them home with you, while I hide in the spare bedroom tenderly opening up tomes on current copyright trends, or sit in my car out in the driveway to steal delicate glimpses into the latest interlibrary loan initiatives.
Now I am aware that to some, this whole arrangement may seem a bit promiscuous, but in the world of librarianship we tend to look at this type of affair as a simple matter of resource-sharing.
Michael English is the access services librarian at Salisbury University.
Over the past couple of weeks Anthony Marx, the president and CEO of the New York Public Library, has appeared in various public venues to defend the library’s plan to ship much of its research collection off-site, so that the stack space can be used for more computers. I have been among the people suggesting that this is a bad idea. It rests on assumptions that are dubious at best, but ever more widespread; and the damage, once done, won’t be remediable. At very least we need to be lucid about what is happening, and what is at stake.
In the statement he published here at Inside Higher Ed in response to my column, Marx said that he wanted to clear up “some misconceptions” it had spread. I shall certainly try to return the favor. For example, he declared “unequivocally that there is no scenario in which fewer than two million volumes” from the research collections would “remain on-site at 42nd Street.” Perhaps there is no such scenario. But there certainly was one -- and not long ago, either -- in which the figure was 1.5 million. The more pleasingly rounded figure appeared once the public started expressing concern.
The new, improved 42nd Street library will have longer hours, plus work spaces for 400 scholars and writers. An appealing thought. Still, the promises would be far more credible if budget cuts had not already done so much damage to the NYPL system at large, including serious reductions in professional staff. How likely are the improvements to survive if – no, make that when -- the belt is tightened?
Efforts to spin the news are to be expected. Much more of a problem with the proposed changes is the lack of transparency. The actual Central Library Plan itself had not been made public last year, when The Nation published Scott Sherman’s long report on the proposed changes. Four months later, it still isn’t. Nor are officials responsive to serious questions. When the New York writer Caleb Crain was invited to join an advisory panel concerning the Central Library Plan, he assumed it meant the administration would be forthcoming about details. At least he cleared up that misunderstanding pretty quickly. “I don't think anyone should expect this advisory panel to have much investigative authority or capacity,” Crain wrote on his blog two weeks ago. “I've pressed as hard as is consonant with civility, and I'm afraid I don't have much to show for it publicly. I've been given private answers to some of my questions, but I worry that unless the answers are offered to the public, there's no way to recruit outsiders to help fact-check them, and no way to hold the library accountable later for promises implicit in its reassurances.” [See update at end of column.}
The boilerplate is wearing thin. Perhaps the Doctoral Students’ Council at the Graduate Center of the City University of New York can make a dent in it tomorrow (April 26) at a forum from 3 to 5 pm, with Ann Thornton, director of the New York Public Library in attendance. Getting from the Center to the 42nd Street library takes about five minutes on foot -- so the CLP is, in effect, a campus issue. Linda Neiberg, a graduate student in English tells me that a large turnout is likely, since the proposed changes would have an effect on almost everyone.
On the Writing on Communication Across the Curriculum blog at Baruch College. Neiberg described the importance of having materials on-site and easily available -- particularly for working students and independent scholars who might have one day a week to do research at the library. She also noted “the serendipitous aspect of research,” which probably is not something a hedge-fund manager on the board of directors would lose much time considering.
“While reading a particular text, “ she says, “I have often been guided to additional sources via footnotes and bibliographical entries. I then request those texts and receive them in an hour or so. Threads of thought have the best chance of coming to fruition when they are unbroken, when one can engage with several texts at the same time. Trying to hold on to a thread — before it even becomes an idea — for days before one can consult a needed text is difficult, if not impossible.”
It's easy to anticipate the likely response to this concern. In the words Marx addressed to IHE’s readers: “We have received many questions about whether we can really meet a 24-hour retrieval time for these materials. The answer is yes: 24-hour turnaround is made possible by major service enhancements already in the works, most notably by bar-coding every item.”
Did I mention that 24-hour turnaround comes with a “guarantee”? It's enough to make a cat laugh. Books currently stored offsite are bar-coded, but still take up to two days to a week to reach patrons. How fulfillment time will improve once more books are in New Jersey has never been explained. So forget about serendipity in research. Under the brave-new bar-code system, the only luck patrons will enjoy is luck of the draw.
Smart and not-readily-placed people are paying attention, and the discussion is anything but over. More than 500 scholars, writers, and teachers have signed a letter recently circulated by Joan Scott, a historian at the Institute for Advanced Study in Princeton, NJ. At least one of the signatories is a Nobel laureate. Plans are under way to make the letter public soon. When it does, the entire board of directors should go on a retreat to study and meditate upon it.
One paragraph struck me as applying to any number of cultural and educational institutions:
“One of the claims made about the CLP is that it will ‘democratize’ the NYPL,” but that seems to be a misunderstanding of what that word means. The NYPL is already among the most democratic institutions of its kind. Anyone can use it; no credentials are needed to gain entry. More space, more computers, a café, and a lending library will not improve an already democratic institution. In fact, the absence of expert staff will diminish the accessibility of the collections to those who aren’t already experienced researchers, narrowing the constituency who can profitably use the library. They will be able to borrow books, to be sure, but they won’t be inducted into the world of archives and collections if staff aren’t there to guide them. Also, in the age of the web, we need, more than ever, skilled, expert librarians who can assist us in navigating the new databases and the back alleys of cyberspace. We understand that it is often easier to raise money by attending to buildings (and naming them), but the real need at the NYPL is for the preservation of a great library and the support of its staff.”
That seems really on the money, in all senses. Using a library involves certain skills; they must be conveyed between human beings, rather than Googled. But the notion of investing in anything so hard to analyze on a spreadsheet is not self-evident. By contrast, once the computer terminals are in, you can quantify usage to the heart's content. For that matter, why keep thinking of the research library as a place defined by the need to preserve and transmit the printed word from one generation to the next? The decision to abandon that idea makes perfect sense if every piece of writing is going to be digitized, sooner or later.
The NYPL board of directors started drawing up its plans in the ‘00s, when the Google Books settlement seemed in the offing, as Charles Petersen, an associate editor of n+1, points out in “Let Them Check Email,” an article that will run at the magazine's website within the next week or so. (As with Joan Scott's letter, I will post a link here when it becomes available.) But even if that Gordian knot were sliced through tomorrow, it would be a decade or two before “the availability of digitized books [would reach] the point where one could be confident of finding what one needed, in a way one can still be confident (albeit decreasingly) upon arriving at the New York Public.”
Even judged by the standards of speed and efficiency, it's hard to see how the Central Library Plan makes sense. The thought that it might inspire, or shore up, similar plans at other institutions is depressing. It's time for the New York Public Library's board of directors to slow down, rethink their assumptions, and start listening to the public, instead of crafting its talking points.
UPDATE: Since writing this column, I've learned that a library official recently informed Caleb Crain that he is no longer a member of the advisory panel.
The goal for the New York Public Library’s new Central Library Plan is ambitious: to ensure NYPL’s position as one the world’s greatest libraries, with unparalleled research collections and a premier circulating library. Of utmost importance is to preserve the integrity and atmosphere of the majestic Rose Main Reading Room, as well as to maintain the special collections at the highest possible levels. We are also making major enhancements to the unique resources we already offer scholars from the world over. All this will be achieved in a plan that increases the long-term funding available to support and enhance the library’s invaluable collections.
Many questions have been raised about the plan since the launch of our public engagement process two months ago. This is a period we have dedicated to soliciting users' and staff members’ suggestions and concerns. As part of a continuing discussion, I would like to address issues — and some misconceptions — raised by those who depend upon the research collections. Our intention is to take into account as many realizable ideas as possible.
The Need for Change
Libraries, as we all know, are facing challenging times during which we must meet patrons' needs in a fast-changing world of information. The one constant is the need to maintain one of the world’s greatest research collections. Yet our book budget has been steadily declining for well over a decade. At the same time, we are facing storage and preservation conditions that put the collections — and their availability for generations to come — at risk. Materials in our current stacks, built over 100 years ago, are in serious jeopardy due to lack of environmental controls.
By selling the buildings currently housing the Mid-Manhattan Library and the Science, Industry and Business Library (SIBL) and incorporating their collections and services into the 42nd Street building, we reap a number of advantages. First, by opening up underutilized rooms and outdated stack areas, the new main building will actually have more public space — up to an additional 20,000 square feet — than the three libraries now offer in total. This will result in a sizeable increase in dedicated space for scholars and writers, as well as new browsable stacks. We expect these changes to lead to much greater use of the research collections. A fresh infusion of researchers and writers will help realize our goal of generating even more intellectual energy in this iconic building, a center of scholarly and civic life.
It is critical to increase funding for future acquisitions in order to maintain the breadth and depth of the collections, and for curatorial staff and services. We anticipate that the sale of the two libraries — which will not be possible without the Central Library Plan — will result in an additional $10-15 million a year we can spend on library priorities.
Enhanced Resources for Scholars and Writers
Our patrons — academics, researchers, professional authors, first-time novelists, poets, playwrights, artists, teachers, students, and others — have been working with essentially unchanged facilities for decades. One of the most exciting plans now possible is the creation of a new scholars and writers center on the second floor of the 42nd Street building. This will allow us to accommodate 400 writers (more than double the current number), with the Cullman Center remaining the crown jewel. In addition to work areas with carrels or open tables and desks, scholars and writers will have personal shelves to hold books for extended periods — theirs or ours, including books suggested by our librarians, opening even more research possibilities. We also want those working in the library to be able to stay later — a top user request — to 11 p.m. most evenings. (The latest the 42nd Street building is now open is 8 p.m. two days a week).
Accessibility of Books and Materials
Many patrons have expressed apprehension about the removal of the stacks from 42nd Street and what that would mean for access to these volumes. This is a very important area of concern to address for any scholar, and I would like to correct a number of misunderstandings.
Currently, there are approximately three million volumes in the closed stacks under the Rose Main Reading Room. While we are working hard to determine which might be moved — in close consultation with curators, librarians, and a scholars advisory group (including skeptics of the plan) — I want to state unequivocally that there is no scenario in which fewer than two million volumes, about 95 percent of which would be from those closed stacks, will remain on-site at 42nd Street. (The remaining 5 percent or so would be high-use volumes from other collections that we want to keep on-site.) All of this is in addition to the millions of manuscripts, prints, photographs, pamphlets, and maps that are not being moved.
It is important to note that already half of the research collections are stored off-site (a standard, necessary practice of major research libraries) in our state-of-the-art preservation facilities. Every year we acquire tens of thousands of new books, and must send about the same number off-site to make room for the new titles. In deciding which volumes to move, our curators have long taken into account a number of considerations, including usage, rarity, date, condition, and format.
Research materials that will remain on-site in the Central Library Plan will represent at least 90 percent of current research usage. Frequently or even rarely used volumes and materials, all special collections, and items belonging to unique collections — these will stay at 42nd Street. At a minimum, we expect to retain all humanities, social science, and business books from the last two decades; and all core history, literature, area studies, art, genealogy, technology, and business and industry materials that would be difficult to access elsewhere. Whenever possible, we will err on the side of keeping books on-site. Plus, we will leave additional space for unanticipated needs (such as bringing back books requested for the first time). To be clear: if we need to make space for even more books at 42nd Street in order for NYPL to remain one of the best research libraries in the world, then we will do so.
Materials that would be moved off-site might include books that have not been used in many years, and books, journals, and other items that have been digitized. We have received many questions about whether we can really meet a 24-hour retrieval time for these materials. The answer is yes: 24-hour turnaround is made possible by major service enhancements already in the works, most notably by bar-coding every item. (Not having a modern system for tracking has long been the major impediment to efficient delivery.) In addition to the 24-hour guarantee, patrons will be able to place their orders online and receive Saturday delivery. We will also be increasing the number of retrieval staff and instant downloading options so that even more materials, including public domain books and scholarly journals, can be accessed digitally.
The Need for Quiet Space
By moving the Mid-Manhattan and SIBL libraries into the 42nd Street building, foot traffic will increase, but that will not compromise our commitment to research. Rather, the redesigned building — home to a world-class combined research and circulating library — will reinforce synergistic intellectual pursuits while bringing in new energies. This will attract new readers drawn to explore the unique collections. Still, there will be strong and clear delineations of space. The research areas will be on the upper floors of the building, with a business research center having its own separate space. On the ground floor would be the new Mid-Manhattan, with a street-level entrance for circulating library patrons.
We know that researchers come to the library for quiet work spaces, and they will find more of them, in both our historic areas and the inspiring new ones. Those who want to collaborate or attend talks and workshops will find separate spaces for those activities.
Our core mission and lodestar will always be to provide as much access as possible to users who depend upon us to be New York City's leading free educational institution for scholarship and intellectual inspiration. But we know that to achieve this transformation, we need our patrons’ advice. Please share your reactions, comments, and suggestions here.
Anthony Marx is president of the New York Public Library.