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 allowe