0.6 Chapter four: the turning tide, 1960-1982  (Page 14/14)

Other pressures mounted. Beleaguered as it was by its difficult circumstances, the Society had held the line for some time on pay increases for its staff. For example, its librarians' salaries lagged behind those of librarians at comparable research institutions by 25 percent.

In the end, the workers received a slight wage increase, a grievance procedure was established, and a seniority provision was added to the process for awarding promotions. As part of the negotiations, the union agreed to allow management to eliminate the education and editorial departments. One result of that part of the agreement was cessation of the publication of New-York Historical Society Quar­terly after more than seventy years. Clearly, the negative side effects of the strike were substantial. The impact on staff morale and public perception of the Soci­ety would prove to be long-lasting.

Although the strike was resolved, the various financial difficulties the Soci­ety faced were not. In October 1980, Goelet established an ad hoc board com­mittee to take a broad overview of the Society. The committee was to advise the president and the board of trustees on future steps the Society should take to improve the organization and make the best use of its human and other resources. In April 1981, the committee reported that the "overall financial prospects for the Society were very gloomy." It outlined several options for improving the situation, all of which were short-term and dealt with generating revenue: increase mem­bership dues, hold a fundraising benefit, hire a professional fundraiser, and ex­pand the Society's gift shop. After hearing the committee's discouraging report, Goelet called a special meeting of the board for April 7, 1981, apparently to dis­cuss the potential development of the Society's real estate and air rights over the building. On April 22, at the Society's general board meeting, Goelet formally requested authority to hire a consultant to "continue negotiations on behalf of the Society with representatives of Harry B. Helmsley." At the following board meet­ing on May 27, Goelet requested authorization to sign a letter of intent on behalf of the Society that "outlined plans for development of the Society's unimproved property and the adjacent brownstone and air space presently used partially for storage. . .. The proposal would utilize unused F.A.R. [floor area ratio] over the Society's existing building. Any development must be compatible with the Land­mark status of the building, its character, and the character of the Historic District." Negotiations with Helmsley continued, but ten days before a formal contract was to be signed, the deal was called off due to zoning problems.

As Goelet continued to study the possibility for real estate development, James Heslin announced his plan to retire as of June 1982. A committee was formed to conduct a search for his replacement. The work of the board during this time was split between two tasks of extraordinary importance: deciding on a way to monetize the Society's real estate assets and hiring a new chief executive.

In May, the Society's board issued a resolution authorizing and approving an agreement between the Society and a real estate developer named Robert Quinlan. Quinlan agreed to purchase the right to develop a high-rise residential build­ing using available Society property and air rights for not less than $4 million. The agreement was subject to Quinlan's being able to secure certain city and local approvals but still required that Quinlan make periodic payments to the Society prior to actual construction. The term of the agreement was thirty-six months.

The agreement to develop its real estate holdings was the Society's last signif­icant action during the tenure of James Heslin. In June, shortly after the comple­tion of the contract with Quinlan, the Society decided on a candidate to take over the reins. During Heslin's twenty-two years, the Society's presidents, first Frederick Adams Jr. and then Robert Goelet, took an increasingly active role in setting the course for the Society. As Heslin prepared to step down, he seemed to have lost his enthusiasm for his position and for his accomplishments. In his final director's report, when he had a chance to place his tenure in perspective and establish a tone for the next leader, he wrote the following, which is quoted in its entirety:

One of the chief objectives of The New-York Historical Society is the collec­tion of material relating to New York City, in particular, and New York State in general. In pursuit of this goal, the Society attempts to acquire by gift and pur­chase, the latter chiefly from special funds restricted for this purpose, material for the Library and Museum that illustrates the history of this city and state. We have set guidelines that are observed in this process. As I write this last annual report ending my term as Director, I am struck by the constant acces­sion of items as described in the reports of the Library and Museum. The growth of the collections continues in a planned and practical manner. Such a growth attests to the vitality of the institution and further reflects the commit­ment of the trustees, staff, members, and friends of the Society. All of this indicates a healthy and strong future.

It would be left to Goelet to set the tone for the Society during the transition to new leadership. Apparently secure in his sense that the Society could expect a windfall from the development of its real estate, he encouraged the new director

to revitalize the Society and its programs.