The time-sheet would be much improved if 5 p.m. were substituted for 6 p.m. on the evening off; an assistant leaving at 6, after he has had a meal, has very little evening left. It should be the endeavour so to adjust the sheet that each assistant is off every other evening, the half-day counting as one. Local circumstances will suggest variations, which can easily be made. =85.= The whole staff question, so far as junior assistants are concerned, may be modified by the Education Act of 1918. This has raised the age at which children may leave school, and requires of them part-study until the age of 18. Seeing that the juniors at present engaged are of 14 years and upwards, this may mean duplicate junior staffs, with accompanying problems of remuneration. It may be that specialized library training may be accepted in lieu of the continuation classes contemplated by the Act. But the matter is at present in a state of transition, and we can only indicate the new problem. =86. Sunday Work.=--Some libraries remain open on Sundays and on public holidays, usually for a part of the day. About half of these pay extra remuneration for hours worked on these days; others allow time off through the week for it; and in one or two places Hebrew assistants are specially employed for Sunday duty. =87. Junior Assistant.=--The work of the assistant in his first library years is largely mechanical: the preparing of books for circulating; labelling, card-writing, tagging; keeping shelves in order and replacing returned books; charging and issue-desk work of the simpler kind. There is much work in every library of this unskilled character which forms a useful training in business habits, order, regularity, etc. It is unfortunate, however, that the smallness of staffs often makes it necessary to put the work of issuing books to readers in the hands of juniors. The actual charging of books is indeed a mechanical process, but its performance is carried out at one of the main points of contact with the public where knowledge and experience are of great value. Larger libraries have, as a rule, departmental staffs which are confined to the work of the particular department to which they are accredited. This is undoubtedly the most business-like and economical method; but every assistant should be given the opportunity of learning the work of every department and should be required to do so. This may be done by transferring the assistants at not too lengthy intervals. In smaller libraries this departmental division does not exist, and an assistant may work in the lending library in the morning, in the reference library in the evening, and at a branch to-morrow, just as the exigencies of the service dictate.