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 cashier of a bank
to the governing board of the factory or bank.
Some cashiers 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.
Mr. Greenough, at that time the President of the Board of Trustees of
the Boston Public Library, said to me, just after Mr. Windsor gave up
his position of Superintendent of that library, that he wished in his
successor the qualities of a librarian (using that designation in a
restricted sense) and not those of a superintendent, and that the title
of the new officer would be librarian and not superintendent.
Mr. Greenough had had a long connection with the Boston Public Library
as a trustee and as President of the Board of Trustees, and felt that he
knew, better than any person whose services the library was likely to
secure, how to conduct its affairs.
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.
It must not be supposed, from anything which I have said, that the
position of a director or trustee of a library is, in the opinion of
librarians, a sinecure.
Our idea is far from this, as will be seen if the remarks already made
are carefully considered.
It should be said in conclusion, that one of the most important duties
of trustees is to look around among libraries in different towns and
cities, to read library reports and accounts of meetings of librarians,
with the purpose of finding out whether they are getting as much and as
good service from librarians in the communities whose interests they
have to look after, as citizens are obtaining in places where libraries
and their management have attained a high standard of excellence.
With the same end in view, they should see to it that librarians are
provided with the current issues of the best library journals and with a
collection of the best bibliographical works.
They should also put themselves, and insist upon librarians putting
themselves, into vital relations with other libraries, and with the
whole body of librarians.
Librarians should never forget that the real authority in a library
rests with the board of trustees, or fail to render immediate and
cordial submission to its directions.
They should also seek and accept with gratitude all practical
suggestions that may be made to them by trustees or other persons.
When any members of the board of trustees are specialists, they should
be urged to give the library the benefit of their special knowledge, by
proposing for purchase lists of books known to them to be of particular
value.
I wish to add to what I have written, the statement that I have always
been very fortunate in having over me a body of directors of unusually
good judgment, and of the kindest disposition toward me.
In fact, the remarks which I have made regarding the duties of trustees
have been suggested to me by observation of the happy results which have
followed the administration of the affairs of my own library, by a board
of directors who have governed themselves by rules almost identical with
those which I have recommended for use by boards of trustees and
directors generally.