A Library Primer | Page 4

of expenditures, determination of the library's policy,
general direction of choice and purchase of books, selection of librarian
and assistants, close watch of work done, and comparison of the same
with results reached in other libraries.
A large board ordinarily transacts business through its chairman,
secretary, treasurer, and one or more committees. It is doubtful if the
librarian should act as secretary of the board. The treasurer, if he holds
the funds in his hands, should always be put under bonds. It is well to
have as many committees as can be actively employed in order to enlist
the coöperation of all the trustees.
The executive committee should take charge of the daily work of the
library, of purchases, and of the care of the building; they should carry
their duties as far as possible without assuming too much of the
responsibility which properly belongs to the full board. It will be best
to entrust the choice of books to a book committee appointed for that
purpose purely. The finance committee should make and watch
investments and see that purchases are made on most favorable terms.
5) Relations with the librarian.--The trustees are the responsible
managers of the library; the librarian is their agent, appointed to carry
out their wishes. If they have, however, a first-class librarian, the
trustees ought to leave the management of the library practically to him,
simply supplementing his ability without impeding it. They should
leave to a librarian of good executive ability the selection, management,
and dismissal of all assistants, the methods and details of library work,
and the initiative in the choice of books. A wise librarian the trustees
may very properly take into their confidence, and invite his presence at
all meetings, where his advice would be of service.

6) Other employés.--Efficiency of employés can best be obtained
through application of the cardinal principles of an enlightened civil
service, viz., absolute exclusion of all political and personal influence,
appointment for definitely ascertained fitness, promotion for merit, and
retention during good behavior.
CHAPTER VI
The librarian
If circumstances permit, the librarian should be engaged even before
the general character of the library and plan of administration have
been determined upon. If properly selected, he or she will be a person
of experience in these matters, and will be able to give valuable advice.
Politics, social considerations, church sympathies, religious prejudices,
family relationship--none of these should be allowed to enter into his
selection. Secure an efficient officer, even at what may seem at first a
disproportionate expense. Save money in other ways, but never by
employing a forceless man or woman in the position of chief librarian.
Recent developments of schools of library economy, and recent rapid
growth of public libraries throughout the country, have made it possible
for any new library to secure good material for a librarian. If lack of
funds or other conditions make it necessary to employ some local
applicant, it will be wise to insist that that person, if not already
conversant with library economy, shall immediately become informed
on the subject. It will not be easy, it may not be possible, for trustees to
inform themselves as to library organization and administration. They
can, however, with very little difficulty, so far inform themselves as to
be able to judge whether the person they select for their chief officer is
taking pains to acquaint himself with the literature of the subject, or
trying to get in touch with the knowledge and experience of others.
They should not submit for a moment to ignorance or indifference on
the part of their chosen administrator. Success or failure of a library, as
of a business, depends on the ability of the man or woman at its head,
and only trained men and women should be in charge. The business of
the librarian is a profession, and a practical knowledge of the subject is

never so much needed as in starting a new enterprise.
The librarian should have culture, scholarship, and executive ability.
He should keep always in advance of his community, and constantly
educate it to make greater demands upon him. He should be a leader
and a teacher, earnest, enthusiastic, and intelligent. He should be able to
win the confidence of children, and wise to lead them by easy steps
from good books to the best. He has the greatest opportunity of any
teacher in the community. He should be the teacher of teachers. He
should make the library a school for the young, a college for adults, and
the constant center of such educational activity as will make
wholesome and inspiring themes the burden of the common thought.
He should be enough of a bookworm to have a decided taste and
fondness for books, and at the same time not enough to be