The Library and Society Part 17

But does this provision alone insure sufficient change to prevent stagnation? The position of trustee of a library is so pleasant and honorable, that the inc.u.mbent may wish to retain it indefinitely. The men selected as trustees may be personally so worthy and popular that their townsmen are reluctant to retire them compulsorily, even when the feeling is prevalent that others might serve more acceptably. To effect a change under such circ.u.mstances requires an effort approaching revolution, with danger of that discord and bad feeling which are so unfortunate in library management.

Would it not be wise, in view of this possible danger, to follow the example of the graduates of Harvard College in electing overseers, and provide by law that no trustee shall hold office for more than (say) three successive terms of three years, or nine years in all? While a library might thus lose occasionally an active and efficient trustee (who could still be reelected after being only a year out of office), would it not gain much more than it could lose, in keeping that close contact with popular needs and with new ideas, which is so healthy and stimulating in the management of all public inst.i.tutions?

3. QUALIFICATIONS FOR THE POSITION

The ideal qualifications for a trustee of a public library (a fair education and love of books being taken for granted) might be summarized somewhat thus:--

Sound character; good judgement and common-sense; public spirit; capacity for work; literary taste; representative fitness.

Men of character and position in the community are usually selected as trustees; but it may be a.s.sumed somewhat too confidently that, because a man has been prominent in political or business or social circles, he will make a good trustee. It is a mistake to put in such a position any man who has outlived his public spirit and energy.

Library taste is placed low on this list of qualifications, because in any administrative position, even in connection with a library, capacity and willingness to work, united with common-sense and a fair education, are much more useful than a taste for literature without the practical qualities. And of the different grades of literary taste, general culture and a wide range of reading are generally more serviceable to a public library than the knowledge of the scholar or the specialist.

In selecting men of prominence for trustees, there is danger of excluding too rigidly the younger men who might contribute to the strength and efficiency of the board. There is so much activity and progress in the library work of this generation, that the adage "Old men for counsel, young men for action" is not wholly inapplicable to the choice of trustees, whose work requires counsel and action in nearly equal degrees.

With a large board it would seem wise to select members with some reference to representation of different sections of the town, and different occupations, interests, or nationalities among the inhabitants. This tends to prevent dissatisfaction, and to adapt the purchase of books and the general policy of the library to the needs of the whole community, rather than to the wishes of special cla.s.ses.

Neither politics nor religious opinion should of course enter into the choice of library trustees, except so far as it is unwise to const.i.tute a board exclusively from one party or one denomination.

4. DUTIES, INDIVIDUAL AND COLLECTIVE

As an individual, the trustee of a public library ought to realize that he holds a high and sacred trust from the people; that he has been elected to preserve and extend the privileges and benefits afforded by the library in its modern development as "The People's University"; that library science is not to be comprehended by intuition, but can be learned only by intelligent observation and study; and that he has no right to accept or hold the position unless he can take a lively interest in the library, be constant in attendance at meetings and diligent in committee work, keep himself informed of the current library ideas by reading every number of the _Library journal_, and, if possible, by visiting other libraries than his own, and watch keenly the tastes and requirements of the const.i.tuency he represents.

The collective duties of the board includes the care of investments and funds, the careful and economical supervision of expenditures, the determination of the policy of the library toward the public and in its interior administration, the general direction of the choice and purchase of books, the selection of the librarian and his a.s.sistants, constant and critical observation of their work, occasional reckoning up of work done and progress made, comparison of results with those reached in other libraries, as a confirmation of merits and a corrective for errors, and such active work of detail as will a.s.sist the librarian in performing his duties.

5. ORGANIZATION

A large board ordinarily transacts business through a chairman, a secretary, a treasurer, and one or more committees.

The chairman has few active duties, but the position requires judgment in appointing committees, and tact in conducting meetings. The place is perhaps the highest public honor in small towns, and is usually and properly given to some trustee eminent for character and public services.

In Mr. Perkins's article, "How to make Town Libraries Successful," in the "Government Report of 1876 on Public Libraries," it is suggested that the librarian should act as secretary to the board of trustees; but, aside from the fact he usually has more than enough work to do in his own department, is it not at least doubtful whether an official, whose conduct may at any time be a proper subject for confidential discussion before the board, should serve as their secretary, and so be obliged to be present throughout all meetings? The duties of a secretary may properly provide occupation for some member of the board.

The treasurer, if he holds funds in his hands, should always be put under bond. No matter how trustworthy he may be, it is a sound princ.i.p.al that no official should handle public money without giving bond. His successor may not be so careful or so honest, and, unless the precedent is established while the danger of loss seems small, it will be difficult and invidious to insist upon a bond when occasion may require it. If no trustee is willing to accept the position of treasurer with bond, it is usually possible to leave the library funds in the hands of the already bonded town treasurer, and draw on them as needed to pay bills.

As to committees, it is better to have as many as can actively be employed, in order to enlist the cooperation or advice of every trustee.

In large boards, even with small libraries, four standing committees can find occupation; namely, executive, book, finance, and progress.

The executive committee can take charge of the daily work of the library, of purchases, and of the care of the building. They should be efficient men, with prompt business habits, with an active interest in the library, with leisure to attend to their duties during library hours, and with sufficient discretion to sift and formulate business to be presented at the meetings of the trustees. While discharging their executive duties promptly and thoroughly, they ought to be careful not to a.s.sume too much of the power and responsibility which properly belong to the full board, whose will they are appointed to execute.

[In very large libraries, these duties of an executive committee are sometimes subdivided among additional committees on building and grounds, on purchase of supplies, on reading-room and so on, as different departments increase in importance.]

Inasmuch as the range of reading, the literary taste, and the critical faculty, which qualify a man to select books for popular use, are not necessarily united with executive ability, it will often be best to intrust the choice of books to a book committee, selected for that purpose alone. This is a sufficiently important duty to occupy all the spare time of a committee, even where the initiative is taken by the librarian, and appeal on doubtful points is made to the full board.

The duties of a finance committee are often confined to a perfunctory and occasional examination of accounts, but they may be made very important. To make and watch investments, to provide that money on deposit shall always draw the best interest, to see that purchases of books and supplies are made on the most favorable terms, to keep close watch on all the controllable expenditures, to examine and verify bills, and to audit carefully the treasurer's accounts, will give full employment to a good committee of business men.

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.