The relations of the trustees with the librarian will vary greatly according to circumstances. Some general principals may be suggested, subject always to "the exceptions which prove the rule." First of all, it should be borne in mind that the trustees are the responsible managers of the library, and that so far as they chose to act, the librarian is only their agent, bound in honor to carry out their wishes promptly, thoroughly, and cheerfully. If they are fortunate enough, however, to have a first-class librarian, with superior ability, training, knowledge, energy, wisdom, and tact, the trustees ought to leave the management of the library practically to him, working only to lighten his labors and strengthen his hands. But if--as sometimes may happen--the librarian has human limitations, and while strong in some directions is weak in others, it is the part of the trustees to try to supplement, without impeding, his abilities. If, after ascertaining his limitations, they decide that he is the best librarian that they can get, under the circumstances of the case they should note in what lines he needs help, and select for committees the trustees best fitted to do the part of library work which he cannot satisfactorily perform. If, however, the librarian has executive ability, it will be wise for the trustees to let him control the selection, management, and dismissal of all his assistants; if he has good judgement and what may be called "the librarian's faculty," it will be wise to let him arrange the methods and details of library work; if he has literary taste, it will be especially wise to allow him at least the initiative in the choice and purchase of books, for he has (or ought to have) constant contact with the public and an intelligent knowledge of their wants. Although it may not be considered best for the librarian to act as their secretary, the trustees should take him into their confidence, consult him freely, and invite his presence during some part of each board meeting and of all committee meetings where his advice might be of service. The librarian can properly reciprocate by allowing the board and the committees frequent opportunities for private conference and "executive session," unembarrassed by his presence. In brief, while the trustees cannot forget that they control both library and librarian, they should remember that the librarian is chosen to be their expert advisor and their executive officer, and, so long as he fills these positions satisfactorily, they ought not to hamper or interfere with, so much as to assist and sustain him by their actions. The relations of an active librarian with an active board of trustees demand discretion and consideration on both sides. But if the librarian is sensible, and not too sensitive, and the trustees are reasonably harmonious and judicious, the cooperation herein outlined may be carried out with success. THE DUTIES OF TRUSTEES AND THEIR RELATIONS TO LIBRARIANS