Part 17 (2/2)

In addition to these obviously useful committees, there is another,--a ”Committee on Library Progress”--which often serves to increase the activity and efficiency of the library. Const.i.tuted from among the younger or more active men, and from those trustees who can find opportunity for visiting other libraries, such a committee can do good work in watching the experiments made elsewhere; in placing before the board information in regard to improved methods of library work; in comparing the library with other libraries similarly situated; and in encouraging their own librarian, if he be progressive, or in stimulating him, if too conservative. In short such a committee, if both active and wise, could keep even the smallest town library in the full tide of modern progress.

It will be best not to leave too much discretion or power permanently to any committee, but to require all committees to report their acts and plans frequently for the approval or criticism of the full board.

6. RELATIONS WITH THE LIBRARIAN

The relations of the trustees with the librarian will vary greatly according to circ.u.mstances. Some general princ.i.p.als may be suggested, subject always to ”the exceptions which prove the rule.”

First of all, it should be borne in mind that the trustees are the responsible managers of the library, and that so far as they chose to act, the librarian is only their agent, bound in honor to carry out their wishes promptly, thoroughly, and cheerfully.

If they are fortunate enough, however, to have a first-cla.s.s librarian, with superior ability, training, knowledge, energy, wisdom, and tact, the trustees ought to leave the management of the library practically to him, working only to lighten his labors and strengthen his hands.

But if--as sometimes may happen--the librarian has human limitations, and while strong in some directions is weak in others, it is the part of the trustees to try to supplement, without impeding, his abilities. If, after ascertaining his limitations, they decide that he is the best librarian that they can get, under the circ.u.mstances of the case they should note in what lines he needs help, and select for committees the trustees best fitted to do the part of library work which he cannot satisfactorily perform.

If, however, the librarian has executive ability, it will be wise for the trustees to let him control the selection, management, and dismissal of all his a.s.sistants; if he has good judgement and what may be called ”the librarian's faculty,” it will be wise to let him arrange the methods and details of library work; if he has literary taste, it will be especially wise to allow him at least the initiative in the choice and purchase of books, for he has (or ought to have) constant contact with the public and an intelligent knowledge of their wants.

Although it may not be considered best for the librarian to act as their secretary, the trustees should take him into their confidence, consult him freely, and invite his presence during some part of each board meeting and of all committee meetings where his advice might be of service. The librarian can properly reciprocate by allowing the board and the committees frequent opportunities for private conference and ”executive session,” unembarra.s.sed by his presence.

In brief, while the trustees cannot forget that they control both library and librarian, they should remember that the librarian is chosen to be their expert advisor and their executive officer, and, so long as he fills these positions satisfactorily, they ought not to hamper or interfere with, so much as to a.s.sist and sustain him by their actions.

The relations of an active librarian with an active board of trustees demand discretion and consideration on both sides. But if the librarian is sensible, and not too sensitive, and the trustees are reasonably harmonious and judicious, the cooperation herein outlined may be carried out with success.

THE DUTIES OF TRUSTEES AND THEIR RELATIONS TO LIBRARIANS

Although Mr. S.S. Green says that he has prepared this paper ”from the standpoint of a librarian,” he is competent to speak from that of a trustee also, for he served as both, having been a trustee of the Worcester Public Library for some time when he was chosen its librarian. A sketch of Samuel Swett Green will be found in Vol I. of this series.

In the symposium in which we are now engaged, I understand that I am to consider the subject which we are talking about from the standpoint of a librarian.

The position can be stated in a few words.

A librarian should be regarded as holding relations to his trustees similar to those held by the agent of a factory or the cas.h.i.+er of a bank to the governing board of the factory or bank.

Some cas.h.i.+ers and some agents have more power than others. The power conferred depends upon the knowledge, training, experience, industry, enterprise, good judgment, and ability of persons holding such positions.

If the board of trustees of a library is more competent to manage its affairs than the librarian, and if it is ready to give the time that is necessary to the discharge of the duties of management, it has a perfect right to do so, and the librarian need then only be a clerk.

So, too, if on any board of directors there is one man of leisure who has especial qualifications for conducting the affairs of a library, the board may delegate to him the performance of the more intellectual portions of the work of the librarian.

Even, however, in such cases as those the individuality of the librarian should be considered, because, although his position may be very humble, yet he can do better work if allowed to work in his own way, rather than in accordance with the provisions of rules laid down by others which he is required to strictly observe.

When a librarian is accomplished, it will be found wise for a board of trustees or directors to ascertain his views on most subjects before acting, and it will generally appear manifest that it is well to give very careful consideration to those views.

A board which encourages its librarian to initiate measures, will administer its trust more satisfactorily than it can if it reduces him to the position of a mere executive officer, who is only to carry out the plans which it has formed.

I should say that the wisest course for a board of trustees to pursue is to let a good librarian do pretty much as he thinks best, only keeping a watchful eye on him for the purpose of seeing that things are not going wrong under his conduct of affairs. It is better, generally speaking, for a board to change its librarian than to undertake to manage matters, unless its members are willing to give much time and thought on the subject.

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