Part 29

Judge Chamberlain, Mr. Windsor's successor, accepted the situation and stated in an early report, in substance, that the duty of a librarian is merely to carry out the wishes of the board of trustees.

But Mr. Greenough became disabled after a while, and Judge Chamberlain gained experience; and I venture to say, during the latter portion of the short time which he was connected with the Boston Public Library, he found that in the long run a librarian must take upon himself the lion's share in the entire management of a library. Now that Judge Chamberlain has resigned his place, the Trustees of the Boston Public Library are understood to be looking around for an accomplished superintendent.

The ideal executive head of a large public library--let me say it emphatically--should have the qualifications of both librarian and superintendent. Perhaps, in the case of some of the largest libraries, it is well to have both a superintendent and a librarian; but when such a distribution of duties becomes desirable, it is certain that the superintendent should have something of the spirit of a librarian, and as much of his technical knowledge as possible, and that the librarian should be often consulted in regard to questions of management, and have, himself, no mean qualifications as an executive officer.

A good librarian should be allowed to make experiments (observing, of course, reasonable limits), without consulting the board of trustees, with the purpose of satisfying himself as to the desirability and feasibility of adopting new methods, and of obtaining evidence that will enable the board to form intelligent opinions in regard to the value of changes recommended by him.

Experiments may often be undertaken, with good prospect of success, by persons familiar with kinds of work which a board of trustees, acquainted with such kinds of work, would not care to try, but which, nevertheless, it is very important should be tried.

A librarian should have the appointment of his assistants in his own hands, and should himself consult heads of departments in the choice of persons to serve under them.

He should be allowed to buy such books as are needed between meetings of library committees and boards of trustees, just as a trusted cashier is permitted to loan money to a bank's customer between meetings of its board of directors. Both the librarian and the cashier should, of course, give an account of such proceedings to the committee or board over him at the meeting next after the transactions.

Generally speaking, a competent librarian should be allowed large freedom, and held responsible for wisdom in management.

On the other hand, the board of trustees should insist upon the observance by the librarian of such forms as have been adopted as safe-guards.

While it should allow much liberty to its executive officer, it should also see to it that he keeps the machinery, by which work is done, in order; so that, if in the exercise of a careful oversight, it shall become advisable at any time for it to resume the power conferred on the librarian, it may be able to do it promptly.

Trustees and directors may render services of the greatest value to libraries and librarians.

Not long ago I had upon my board of directors an influential member, who used to say regularly at the first meeting, after new men came on it, "Gentlemen, our only duty is to support the librarian."

That is saying too much, certainly. It is, however, the duty of a board of trustees to second heartily a librarian in his efforts to make his administration energetic, useful, and progressive, and to do all that it can to secure patient and generous consideration by town and city governments, and by citizens, of all wise measures which he may adopt.

Trustees are very influential in working individually to obtain for a library the support in money which is needed.

They can be of great service in showing their appreciation of good work done by the librarian, by word and act.

It is almost too much to expect of a board of trustees that it should look out to see to it that a librarian receive a proper salary, and that his compensation be increased as his services grow in value, without being reminded that the remuneration is inadequate by a communication from that officer. Still it is very desirable that, when a communication is made, it should be sympathetically considered, and that members of the board should point out to one another the excellence of the services rendered by the librarian instead of expecting him to enlarge upon their value himself.

It should be understood, also, that it is a librarian's duty to state fully the worth of the services of his assistants, and seek adequate compensation for them.

A board of trustees can do much, and should always do as much as possible, to keep the interests of a library and of a librarian from being sacrificed to supposed exigencies of politics.

In some portions of the country the appointment and removal of librarians for political reasons has become a scandal.

A board of trustees owes it to its librarian to protect him from the vagaries of impracticable men who may by some chance become members of the board.

For example, it should quietly vote down unwise propositions, as they are made by fussy or narrow men; by those persons who, while they are self-confident, are also ignorant; by men who are so constituted as always to oppose or hold back, or go ahead recklessly; and by such persons as wish to have a hand in doing everything which it is the duty of the librarian to do, and yet are unwilling to give any time or thought to the conduct of affairs.

There is a tendency in many boards of trustees, when a single member is urgent in opposition to some measure proposed by a librarian, and the other members have no positive opinions regarding the matter, to yield to the objector.

Such oppositions may afford a proper excuse for the delay, but should not be allowed to become permanently efficacious in preventing the execution of a project, without the librarian has been given ample opportunities, for explaining the grounds of his recommendation. The librarian should always be treated as a cooperator, and not as an unintelligent servant. It would always be unwise in him to press the adoption of measures until their wisdom is generally recognized by the trustees. Still his reasons for advising action should be ascertained and duly considered.

A board of trustees will always do well to have the librarian present at its regular meetings. His knowledge and experience will be found of value.

His plans will be the better understood. He, too, by being present will not only comprehend better than in any other way the wishes of the board of trustees (and its members), but, that which is of great importance will catch the spirit which animates it, and become aware of the general principles which it desires should underlie the administration of the institution.

Trustees should bear in mind that unnecessary delays are to be avoided, and that, in order to keep the members of a community in a contented frame of mind, their wants must not only be supplied, but supplied promptly.

Trustees should remember that it is important to give librarians and some of their assistants time in which to aid users of libraries, instead of keeping every attendant constantly employed about routine work.

Trustees should guard themselves against the notion that library work is easy, and that it is only the occupations which they are usually engaged in, in which employment is wearing and hard.