- About Bookbinding -

We now come to consider the management of libraries as entrusted to boards of directors, trustees or library managers. These relations have a most intimate bearing upon the foundation, the progress and the consequent success of any library. Where a liberal intelligence and a hearty cooperation are found in those constituting the library board, the affairs of the institution will be managed with the best results. Where a narrow-minded and dictatorial spirit is manifested, even by a portion of those supervising a public library, it will require a large endowment both of patience and of tact in the librarian, to accomplish those aims which involve the highest usefulness. Boards of library trustees vary in number, usually from three to nine or more. A board of three or five is found in practice more active and efficient than a larger number. The zeal and responsibility felt is apt to diminish in direct proportion to the increased numbers of the board. An odd number is preferable, to avoid an equal division of opinion upon any question to be determined. In town or city libraries, the mode of selection of library trustees varies much. Sometimes the mayor appoints the library board, sometimes they are chosen by the city council, and sometimes elected by the people, at the annual selection of school or municipal officers. The term of service (most usually three years) should be so arranged that retirement of any members should always leave two at least who have had experience on the board. Library trustees serve without salary, the high honor of so serving the public counting for much. The librarian is often made secretary of the trustees, and then he keeps the record of their transactions. He should never be made treasurer of the library funds, which would involve labor and responsibility incompatible with the manifold duties of the superintendent of a library. In case of a library supported by municipal taxation, the town treasurer may well serve as library treasurer also, or the trustees can choose one from their own board. The librarian, however, should be empowered to collect book fines or other dues, to be deposited with the treasurer at regular intervals, and he should have a small fund at disposal for such petty library expenses as constantly arise. All bills for books and other purchases, and all salaries of persons employed in the library should be paid by the treasurer. The meetings of the trustees should be attended by the librarian, who must always be ready to supply all information as to the workings of the library, the needs for books, etc. Frequently the trustees divide up the business before them, appointing sub-committees on book selections, on library finances, on administration, furnishings, &c., with a view to prompt action. If a library receives endowments, money gifts or legacies, they are held and administered by the trustees as a body corporate, the same as the funds annually appropriated for library maintenance and increase. Their annual report to the council, or municipal authorities, should exhibit the amount of money received from all sources in detail, and the amount expended for all purposes, in detail; also, the number of books purchased in the year, the aggregate of volumes in the library, the number of readers, and other facts of general interest. All accounts against the library are first audited by the proper sub-committee, and payment ordered by the full board, by order on the treasurer. The accounts for all these expenditures should be kept by the treasurer, who should inform the librarian periodically as to balances. The selection of books for a public library is a delicate and responsible duty, involving wider literary and scientific knowledge than falls to the lot of most trustees of libraries. There are sometimes specially qualified professional men or widely read scholars on such boards, whose services in recruiting the library are of great value. More frequently there are one or more men with hobbies, who would spend the library funds much too freely upon a class of books of no general interest. Thus, one trustee who plays golf may urge the purchase of all the various books upon that game, when one or at most two of the best should supply all needful demands. Another may want to add to the library about all the published books on the horse; another, who is a physician, may recommend adding a lot of medical books to the collection, utterly useless to the general reader. Beware of the man who has a hobby, either as librarian or as library trustee; he will aim to expend too much money on books which suit his own taste, but which have little general utility. Two mischiefs result from such a course: the library gets books which very few people read, and its funds are diverted from buying many books that may be of prime importance.

Back