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 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.