Although Mr. S.S. Green says that he has prepared this paper "from the standpoint of a librarian," he is competent to speak from that of a trustee also, for he served as both, having been a trustee of the Worcester Public Library for some time when he was chosen its librarian. A sketch of Samuel Swett Green will be found in Vol I. of this series. In the symposium in which we are now engaged, I understand that I am to consider the subject which we are talking about from the standpoint of a librarian. The position can be stated in a few words. A librarian should be regarded as holding relations to his trustees similar to those held by the agent of a factory or the cashier of a bank to the governing board of the factory or bank. Some cashiers and some agents have more power than others. The power conferred depends upon the knowledge, training, experience, industry, enterprise, good judgment, and ability of persons holding such positions. If the board of trustees of a library is more competent to manage its affairs than the librarian, and if it is ready to give the time that is necessary to the discharge of the duties of management, it has a perfect right to do so, and the librarian need then only be a clerk. So, too, if on any board of directors there is one man of leisure who has especial qualifications for conducting the affairs of a library, the board may delegate to him the performance of the more intellectual portions of the work of the librarian. Even, however, in such cases as those the individuality of the librarian should be considered, because, although his position may be very humble, yet he can do better work if allowed to work in his own way, rather than in accordance with the provisions of rules laid down by others which he is required to strictly observe. When a librarian is accomplished, it will be found wise for a board of trustees or directors to ascertain his views on most subjects before acting, and it will generally appear manifest that it is well to give very careful consideration to those views. A board which encourages its librarian to initiate measures, will administer its trust more satisfactorily than it can if it reduces him to the position of a mere executive officer, who is only to carry out the plans which it has formed. I should say that the wisest course for a board of trustees to pursue is to let a good librarian do pretty much as he thinks best, only keeping a watchful eye on him for the purpose of seeing that things are not going wrong under his conduct of affairs. It is better, generally speaking, for a board to change its librarian than to undertake to manage matters, unless its members are willing to give much time and thought on the subject.