But the offices of "consulting librarianship," while possessing many desirable and much needed features, do not appear to be practised as a specific function. Something of the kind has been urged in past years, to be sure, and several well-known librarians did undertake at different times to supply such services. Sooner or later, however, each one was persuaded into a more certain, or better compensated, and permanent, position of local librarianship, and thereupon abandoned that special line of work. In this era of the establishment of so many new libraries, small and great, and of the gift of hundreds of buildings for such purposes, there is a decided need for the effective services which a consulting librarian might render; and this to a greater extent than is yet fully understood or appreciated. Lacking such, some librarians and more library trustees work too often at a disadvantage. Many more, too, are burdened with repeated calls for information which more properly ought to be obtained from an independent expert; one so situated as to take an unbiased view of circumstances and equally able to give advice best suited to the particular case in hand. Serious mistakes are sometimes made in the preliminary details of new library enterprises that might be just as easily avoided by the employment of a competent and paid professional adviser. Turning now to another side of our subject, and considering the relation of the individual librarians rather than of the profession as a class, a few words upon personal actions may not be out of place. A librarian's position is usually of a public or semi-public nature; ability for its duties is implied; and the compensation received is for present services as a rule, rather than as a reward of merit. In order that the library shall perform all that is expected of it, not only in being to some extent an ever-running machine but equally in respect to its recognized higher functions, there must be the application of watchful care, constant attention, foresight, and unremitting work. The direction of all of which, and perhaps much of its actual execution, must depend upon the person placed in charge of the institution as its librarian. It is true that, having a well-trained body of assistants, a library may be able to run on for a time in the prolonged absence of, or when lacking, a chief; because impetus and the effects of past direction are not lost at once, provided that no demoralization has taken place. But it is not a safe policy to allow a library, or other working institution that depends largely upon the work of trained employees for its effectiveness, to go long at a time without the presence and oversight of an actual and capable head.