Chapter XI: Part 11

The newly developing local history societies and the public library are naturally allied, and promise to be of increasing mutual benefit. The library should buy town histories and books needed by the historical society, while the latter will contribute to the library records, maps and published memorials. Further, the historical society, by sustaining lectures in which the principles of colonial development are illustrated by local annals, should develop a perception and interest which will be manifested in a demand for volumes of history now lying dusty on the library shelves.

The grange is another organization whose objects affiliate it with the library, since the grange movement is an important culture movement. There is opportunity for more active cooperation between the library and the grange. The grange, and also the farmers' clubs, should be asked to recommend the best works upon agriculture, while the lecturer of the grange and the committee of the farmers' clubs should confer in advance with the librarian as to material needed in carrying out their literary programs. More than one other organization might be mentioned which would help the library and be helped by it through increased cooperation, thereby extending the influence of both. It is the sense of obligation and responsibility that needs to grow.

The public press is an agency which certainly ought to be a firm ally of the public library, cooperating with it directly and indirectly. Newspapers should be ever ready to give space to any matter that will bring the library to the attention of the public, and they should also keep the public informed of progress in library interests. Deeper than this, the press should constantly exemplify and teach culture ideals, the true mission of journalism.

The hope of stimulating greater cooperation between the community and the public library seems to me to lie largely in the library club or, better, library association, movement. First, local library clubs should increase in number, becoming more truly local, thus exerting a stronger influence upon the libraries in the section represented and coming into closer relation with the community. The membership should include people who are neither librarians nor trustees, but whose sense of responsibility will be awakened as their interest is increased. The district represented should not be so large as to prevent meetings being frequently held in the same vicinity. These local clubs should be in close relation with the state club or association, and the state library commission. The local clubs will do the actual close work, while having the support, advice and assistance of the state club and state commission. The local clubs will give information as to conditions and needs, and will be agencies for the application of progressive ideas. The study of conditions, of what may be called the environment of libraries, comes within the province of library-club work. The study of the conditions and needs of the small towns and rural communities is of leading importance. From what other source except from the library movement with a greater development of its possibilities is help for those towns to come? The initiative in personal effort to give advantages for want of which some of the small towns are suffering has been taken by the women's education association in the loan of their traveling libraries accompanied by personal visits and the study of conditions and needs.

But there is another want besides that of books in the small villages and towns. There is needed not only the printed page, but the speaking voice, the influence of personality through lectures. A story from experience will illustrate this need. A few years ago there was held in our town an exhibition of antiquities which awakened intense interest on the part of old and young. This interest made a good opportunity for the study of colonial history, which a few of us carried on. Certain books not in our library were needed, although the library is a good one and well equipped in American history. Our want came to the knowledge of Miss Chandler, chairman of the library committee of the woman's education association, and out of this grew, another year, a special library lent to us upon American history which formed a valuable supplement to the works contained in our library in that department. At both times, when we had the exhibition and when we received the traveling library (which we still possess, having bought the books) I realized the opportunity and need of lectures. What a strong combination the group would have made--the exhibition, the working library, a lecture course. This would have been in reality an adaptation of the idea of university extension, which I believe could be developed by the library club movement. Each town would have its standing library committee composed of members of the local library club, and several towns in the district represented by the club would form a convenient circuit. But if this scheme, which I believe to be feasible, can not be immediately developed or applied, there should be no delay on the part of those interested in library work in Massachusetts in considering some plan of promoting popular education, the leading object today of library work, through lectures of some kind, if not sustained courses having continuity of subject.

Two difficulties meet this need of lectures in the smaller and poorer towns and in many villages, that of the expense of securing the best talent (and nothing short of excellent ability will serve), and that of knowing where to find available speakers. The last difficulty can be met by organizing a committee who will search out those who can be secured to speak under the auspices of the libraries of the small towns. A plan for bringing the expense within the means of the people of those towns might also be developed. One source of help might be found in the increase of the powers of the state library commission. In Wisconsin the efficiency and powers of the state commission have been extended by the passage of a bill through the legislature increasing the appropriation awarded the commission and adding to its duties. The commission is empowered to hold library institutes in various parts of the state, and to encourage the growth of study clubs connected with the traveling libraries. To carry out the duties of the commission, among which is mentioned "to aid in building up a better system of popular education," the additional sum of $3500 is awarded to the commission. Why should not Massachusetts aid in building up a better system of popular education by helping to provide speakers for the smaller villages and towns where needed, thus supplementing and aiding the work of the public libraries? It is possible that a beginning could be made through the establishment of library institutes. If it should be considered wise to establish library institutes in this state, as important a feature of them as instruction in library matters would be lectures for the public on literary and educational subjects of a popular nature. The first step to be taken is for a committee representing the three existing library clubs and the Massachusetts library commission to consider what plans are most feasible, not only for the improvement of library work, but also for increasing the intelligent and effective use of the library by creating new ideals of popular education in the community, and thus bring about cooperation in its deepest sense.

BOARDS OF TRUSTEES

A board of trustees, or of directors or commissioners, is
the representative of the community in its control of the
library and in the formal service rendered by the community
to the library. The relationship was familiar in other
public institutions at the time that public libraries began
to be established, and its duties, responsibilities and
limitations in this instance were regarded as being the same
as in others. They were therefore not widely discussed, and
the work of library trusteeship is still too little
systematized.

The Trustees' Section of the A.L.A., founded in order that
Library trustees might gather yearly to discuss their
peculiar problems, has always been scantily attended. The
Indiana Trustees Association is the only prosperous body of
the kind in the United States, but its success might well
prove suggestive to library trustees in other states. The
three following papers were all read at a single library
conference in 1890, which may show that there was then some
degree of awakening to the necessity for discussing this
phase of library administration.

LIBRARY WORK FROM THE TRUSTEES' STANDPOINT

A few first principles by the president of the Board of what
was at that time the St. Louis Public School Library, since
1893 the St. Louis Public Library. The Rev. Mr. Learned read
this paper at the Fabyan's Conference of the American
Library Association, in 1890.

John Calvin Learned was born in Dublin, N.H., Aug. 7, 1834.
He engaged in teaching, went to Missouri in 1856 and in 1859
entered Harvard Divinity School. After graduation he was
pastor of a Unitarian church in Exeter, N.H., and in 1870
took charge of the newly-organized Church of the Unity in
St. Louis where he remained until his death, Dec. 8, 1893.
He was a member of the Board of Managers of the Public
School Library from 1884 to 1892 and its president for half
that period.

An old play has it that "trustees are not to be trifled with" and, as they are not only allowed but invited to come among the librarians to assert their rights and their authority, why should they not do it vigorously? Did they not originate the librarian? "Shall the thing formed say to him that formed it, 'Why hast thou made me thus?'"

Yet to assume such creative power must load us down with responsibilities--greater, I fear, than some of us have joyfully accepted. In fact, do not trustees incline, as a rule, to throw too much of the burden of library administration upon the librarian? If the incumbent of this office is fairly willing and capable, is he not suffered to do pretty much as he pleases, except it may be with regard to such large measures as the construction of buildings and the management of investments?

Proportioned to the authority of trustees, however, is their responsibility. To whom much is given, of them much is required. And the position of the better sort of trustee valuable to the best work of the librarian, is not that sinecure seat sometimes depicted. He must constantly stand as the able and ready advisor of the librarian, and for the honor and defence of the library. He will be made the court of ultimate appeal in many matters, both practical and curious. He will receive letters from all sorts of people, some with gifts in their hands, and some with complaints on their lips; some seeking favors, possible and impossible. Col. Higginson's humorous way, recently, of introducing Phillips Brooks as the man whom nobody in the Cambridge library could find out the height of, until at last the inquiry was brought to him as trustee to answer, may illustrate the point.

Lately an article in one of the English reviews treats of the "Perils of Trustees." And while no statute makes us responsible,--as innocent parties were held to be under British law, in the failure of the Glasgow Bank,--yet the library trustee carries risks, both moral and financial, and the place should be offered to none who will not give it a _bonafide_ service. There is no room for a mere figure-head or ornamental name on a working library board. Every member of a directory, rightly organized, should take his share in the administration, and have some knowledge of what goes on in the library world.

It is true there have been instances where some ambitious and irrepressible spirit has exceeded his official duties and privileges; has been disposed to dictate the whole policy of the library, reducing the librarian's office to that of a mere secretary. I knew a director in a large library who resigned because he could not buy the books and write all the reports. He hungered for more to do. But I have known more than one to keep himself as far away from the board as possible, after one or two sessions of three or four hours each, in the necessary deliberations of the book committee.

Edward Everett Hale says that the great essential for the directors or trustees of any institution is, that they "keep their end in sight," as Dr. Watt's hymn reads. If it is an institution to help old women, or save poor children, or find situations for the idle, does it really do it? Or is it so taken up with the mechanism of the concern, so absorbed and happy over methods and details, that it loses sight of the object? This is especially to be considered in the management of a public library. What is the library for? Is it accomplishing its work? Is it doing its utmost to promote the virtue, refinement, and intelligence of the community?

A library may be likened to a bank where literary reserves are kept. It is organized to promote the circulation of a sound literary currency. The directors must see to it that, though there may be counterfeit and worthless money in the vaults, the cashier or librarian must pay over the counter for general circulation such only as will maintain the institution's standard of credit and confidence in the community. The gold basis must be maintained, and no "wild-cat" bills pass out through the window.

It grows increasingly evident that very few libraries in the world can indulge in the luxury or licence of buying all books written. The ambition to supply any man with any work he calls for must therefore be held in check. Thus it becomes increasingly important that much care and deliberation be exercised in the choice of books to be bought, whether to complete deficient departments or for the daily circulation. The purchase of poor books makes a market for poor authorship. Hereafter, less than ever should libraries be the dumping place for indiscreet publishers, for questionable or incompetent authors. The public library exists for civilization, that is, for moral ends. It is the record and history of civilization, as well as the ally of progress. It is the "friend and helper of all those who seek to live in the spirit." For this reason, therefore, the character of the books in a library is of more importance than mere numbers; and the value of a library to the community may be imperfectly shown by the statistics of circulation. No aim can be higher, however, than having a good library, to make its resources known, and to multiply readers in the remotest and obscurest parts of our towns and cities.

Trustees of Free Public Libraries

In introducing this topic, Mr. C.C. Soule, who spoke as a
trustee of the Brookline Public Library, said that he had
found little or nothing about it in existing library
literature, and that his paper had been shown to a
considerable number of both trustees and librarians and
modified in accordance with their views. His analysis of the
subject is somewhat closer than President Learned's.

Charles Carroll Soule was born in Boston June 25, 1842 and
graduated at Harvard in 1862. After serving in the Civil
War, which he left as a captain of Massachusetts volunteers
he became a publisher and after 1889 was president of the
Boston Book Co. He was an active member of the American
Library Association. He died at his home in Brookline, Jan.
7, 1913

This paper considers the constitution of elective boards of trustees of free public libraries, intrusted with the appointment of librarians and full control of their libraries.

The subject can be naturally treated under the following heads: Size of the board; term of office; qualifications for the position; duties; individual and collective; organization; and relations with the librarian.

1. SIZE OF THE BOARD

The weight of opinion seems to be in favor of small boards; and in small towns, where the duties are light, three trustees will usually work more harmoniously and effectively than a larger number. But in large towns and cities a more numerous board has two advantages--there is more chance of securing among its members one or two men who are exceptionally active, intelligent, judicious, and interested in library science; and the board may be more thoroughly representative of different sections of the town and different elements in the population.

2. TERM OF OFFICE

The usual and undoubtedly the best composition of a board of library trustees is to divide it into groups, one group going out of office each year. This provision secures stability by preventing sudden changes of the whole board by intrigue or popular caprice, and is intended to allow opportunity for gradual change whenever it is needed.

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 incumbent 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 circumstances 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 institutions?

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 assumed 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 classes.

Neither politics nor religious opinion should of course enter into the choice of library trustees, except so far as it is unwise to constitute 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 constituency 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 assistants, 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 assist 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 principal 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 assume 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. Constituted 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 circumstances. Some general principals 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-class 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 circumstances 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 assistants; 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," unembarrassed 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 assist 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 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.

THE LIBRARY'S SERVICE TO THE COMMUNITY

This division of the subject is that which has been most
discussed, and its subject matter is that in which most
progress has been made. It is creditable to libraries that
what they do for the public has extended and developed to a
marvelously greater degree than what the public does for
them. Whether it is equally creditable to the public "is
another story." The first seven papers reproduced bear on
the subject of library service in a somewhat general manner
and are arranged chronologically.

SOME POPULAR OBJECTIONS TO PUBLIC LIBRARIES

This is probably the first treatment of the subject in this
country, and is the leading article in the second number of
_The American Library Journal_, as it was then called. The
writer, William F. Poole was at the time librarian of the
Chicago Public Library. He mentioned objections only to
explain them away. It will be noted that none of them would
be described at present as "popular," and that only the
third is now much heard.

William Frederick Poole was born in Salem, Mass., 1821, and
graduated at Yale in 1849, where as librarian of the
Linonian and Brothers Library he founded Poole's Index to
Periodical Literature, by which his name is chiefly
remembered. He was librarian of the Chicago Public Library
in 1873-87, and at his death, March 1, 1894, he was
librarian of the Newberry Library, Chicago, whose building
he designed on the departmental system, of which he was an
earnest advocate. He was the second president of the
American Library Association, serving in 1885-87.

In this paper I shall use the term "public libraries" as meaning free municipal libraries organized under State laws and supported by general taxation. This definition will exclude from our notice a large number of libraries established on other foundations, some of them richly endowed and partially accessible to the public.

The rapid increase in the number and importance of public libraries, both in this country and in England, is perhaps the most marked feature of educational development during the past twenty-five years; for within that brief period the first of them was opened to the public.

My subject, as announced in the programme, requires me to speak of popular objections; yet I must confess that popular appreciation of these institutions, where they have been established, would have furnished a more attractive theme. As their foundation involves taxation, that prolific source of political controversy, it is somewhat remarkable that in the eleven States of our Union where public-library statutes have been enacted, so little public discussion has occurred, and so few objections have been offered. I have heard of no instance where such a bill was proposed in a State legislature and was defeated. That all the Northern States, where general education and the common-school system are established, have not by legislation provided also for the public library--the natural ally and supplement of that system--is doubtless owing to the fact that the people have not asked for such legislation. The unanimity of the vote by which towns have accepted taxation for the support of public libraries is significant. The Commissioner of Education at Washington recently made inquiries on this point, and received replies from 37 towns and cities. In 32 of these the vote was unanimous; in 5 there was a divided sentiment, but the vote was 1730 in favor to 515 against taxation. The vote of the rate-payers in some English towns and cities where free libraries have been established was as follows:

Ayes. Noes.

Manchester 3962 40
Winchester 337 13
Bolton 662 55
Cambridge 873 78
Oxford 596 72
Sheffield 838 232
Kidderminster 108 11
Blackburn 1700 2
Dundee, no dissentient.

By the latest statistics of the Bureau of Education, it appears that there are 188 public libraries in eleven of the United States. Of these five are Eastern States--Maine, New Hampshire, Vermont, Massachusetts and Connecticut; five are Western States--Ohio, Indiana, Illinois, Wisconsin, and Iowa: and one is a Southern State--Texas. Eight of these States have passed public-library statutes within the past ten years. In the number of libraries the States rank as follows: Massachusetts, 127; Illinois, 14; New Hampshire, 13; Ohio, 9; Maine, 8; Vermont, Connecticut, and Wisconsin, 4 each; Indiana, 3; Iowa and Texas, 1 each. In the number of volumes they rank as follows (in round numbers): Massachusetts, 920,000; Ohio, 144,000; Illinois, 77,000; New Hampshire, 52,000; Maine, 34,000; Indiana, 26,000; Vermont, 16,000; Connecticut, 15,000; Texas, 10,000; Wisconsin, 6000; Iowa, 1000. The aggregate number of volumes in these libraries is 1,300,000, and their annual aggregate circulation is 4,735,000 volumes. It is noticeable that no one of these libraries is in New York, Pennsylvania, or any of the Middle States. The representatives from those States in this Conference may be able to account for this hiatus in the statistics of the Bureau of Education.

In this brief sketch of the statistics of our American public libraries we have not found much evidence of popular objections to their inception and organization. In England, however, where the questions of national schools, secular schools, and parochial schools are still mooted, the idea of levying a general tax for the support of a library free to all, and furnished with books adapted to the capacities of all classes, was not in harmony with the traditions and public policy of that people. In 1848, the same year that the Legislature of Massachusetts, at the suggestion of Josiah Quincy, Mayor of Boston, passed an act authorizing the city of Boston to maintain a public library, Mr. William Ewart, member of Parliament, moved in the House of Commons for a committee of inquiry respecting libraries. Such a committee was raised, and Mr. Ewart was appointed chairman. Much evidence was taken; a report was made; and in February, 1850, a bill was introduced into the House of Commons enabling town councils to establish public libraries and museums. "Our younger brethren, the people of the United States," says the report, "have already anticipated us in the formation of libraries entirely open to the public." The bill proposed limited the rate of taxation to one halfpenny in the pound; required the affirmative vote of two thirds of the rate-payers; restricted its operation to towns which had at least ten thousand inhabitants; and provided that the money so raised should be expended only in building and contingent expenses. This bill, meagre indeed compared with the later enactments of Parliament, met persistent opposition from the conservative benches. An ex-Chancellor of the Exchequer objected because it did not give sufficient powers to form a library; and he should object to it more strongly if it did. Who was to select the books? Was every publication that issued from the press to be procured? or was there to be a censorship introduced? Another member claimed that the bill would enable a few persons to tax the general body of rate-payers for their own benefit, and the library would degenerate into a political club. Col. Sibthorp thought that, however excellent food for the mind might be, food for the body was more needed by the people. "I do not like reading at all," he said, "and hated it when I was at Oxford." Lord John Manners said he could not support the bill, because it would impose an additional tax upon the agricultural interest. Mr. Spooner feared these institutions might be converted into normal schools of agitation. Sir Roundell Palmer--since the Lord Chancellor of England--was most apprehensive that the moment the compulsory principle was introduced, a positive check would be imposed upon the voluntary, self-supporting desire which existed among the people. A division being taken on the bill, there were 118 ayes and 101 noes. The bill passed the House of Commons in July, and the House of Lords, without opposition, in August, 1850.

The Manchester, Liverpool, and Bolton free libraries were immediately organized under this act, the cost of the books being defrayed by public subscription. In 1853 similar legislation was extended to Scotland and Ireland. In July, 1855, the new libraries having gone into operation with the most encouraging results, a new and more liberal library act was passed, by a vote of three to one, which raised the rate of taxation from a halfpenny to a penny in the pound, and allowed the income to be expended for books. Its provisions were made to include towns, boroughs, parishes, and districts having a population of 5000 inhabitants, and permitted two adjoining parishes, having an aggregate population of five thousand, to unite in the establishment of a library.

In 1866 the library act was again improved by removing the limit of population required, and reducing the two-thirds vote on the acceptance of the library tax to a bare majority vote. Provision was also made for cases in which the overseers of parishes refused or neglected to call a meeting of the rate-payers to vote on the question. Any ten rate-payers could secure the calling of such a meeting, and the vote there taken was made binding and legal.

The English free-library system is now so firmly established that it will not be changed except to expand and enlarge it. Its chief supporters are the middle classes, and artisans and laborers, who, with their families, are its most numerous patrons.

The recent extension of suffrage in England has strengthened the system. No candidate for official position who opposed it could hope for success. It has been found that free libraries have not degenerated into political clubs and schools of agitation. No trouble has arisen in the selection of books, and no censorship of the press was required. It was at first supposed that all books relating to religion and politics--the subjects on which people quarrel most--must be excluded. The experiment of including these books was tried in the Manchester and Liverpool libraries, where the books were purchased by private subscription, and no controversy arising therefrom, all apprehension of evil from this cause was allayed. Parliament doubled the rate of taxation, and permitted the purchase of books from the public funds. The adoption of the compulsory system has not imposed a check on the voluntary and self-supporting desire of possessing books which existed among the people. It has strengthened that desire; and ample proof of this statement could be furnished if the prescribed limits of this paper would permit.