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.