strengthened and enlarged. In many institutions complete reorganization is necessary. It is not desirable, even if it were possible, for a reorganization to take full effect at one time. If a library is not functioning, it can not be transformed into an effective organization in 30 days. Two or three years may be required. Book collections must be built up and a start made in the employment of an efficient staff.

The first step in the process should be to obtain a fully qualified and experienced chief librarian. An attempt to develop the book collection, to plan a building, or to appoint assistants before a capable librarian is obtained may, and probably will, waste funds. An able librarian will start the foundation of an effective service on a permanent basis and if supported will within a few years change completely the position of the library in the instructional scheme of the college. He is the one who can best guide the acquisition of material, the selection of the best-qualified assistants, the plans of a new building, if one is to be built; but, more important, he can with adequate financial support so organize both material and personnel-books, building, equipment, staff, book selection, and use so as to make all such factors serve the one end-effective instruction to students.

One college president with a library showing great improvement in the past few years stated in connection with this survey that his solution for the library problems was to find a capable librarian, to give him authority, and to support him. This somewhat exceptional president might have added that, from an exceptional knowledge of the functions of a modern library, he also supplied constructive leadership, suggestions of general policy, and the administration necessary to relate the library to the instructional and research work of the college. The first step in the reorganization of the library, therefore, is to obtain an efficient librarian.

The chief difficulty in definite recommendations as to the library staff is the question of what to do with the present librarian and library assistants when they are not qualified for the positions they are holding. This question must be decided in accordance with the policy of each individual institution. Since the salaries of these individuals probably do not correspond with the positions they are holding, it may be a satisfactory solution to give them the actual positions in the library service to which their qualifications and salaries entitle them and to fill the positions they are now holding with individuals better qualified and better paid. Another solution is to transfer them to other departments of the college.

Summary

Findings in regard to library personnel.-(1) A study of the activities of library staffs, the duties performed, and the use of books

justifies the statement that the library personnel in many land-grant institutions is not measuring up to the full possibilities of the positions held. Librarians and assistants in many cases have neither the educational qualifications nor the professional experience which are necessary for the full functioning of libraries.

(2) The library staff is insufficient in numbers in most land-grant institutions; the salaries paid professional members of all library staffs with the exception of three or four institutions are inadequate.

(3) The library schools are not supplying candidates for positions in land-grant institutions with fully satisfactory educational equipment; neither are the courses generally offered for advanced work entirely satisfactory.

Recommendations

(1) The librarian and all members of the professional library staff appointed in the future should have a bachelor's degree and a year at library school. In addition, chief librarians and heads of departments should be able to show successful professional experience and professional accomplishments. The experience of the chief librarians should have been in important positions in ably administered libraries of more than 100,000 volumes.

(2) The salaries paid the librarians should be not less than the typical (median) paid the deans or the highest grade of full professors. The salaries paid heads of library departments should be not less than the typical (median) paid instructors in institutions with fewer than 1,000 students. In larger institutions the salaries of heads of departments should equal the typical salaries paid assistant or associate professors.

(3) In many land-grant institutions the library staff should be reorganized and enlarged; in others it should be strengthened. The first step in reorganization is the appointment of a capable librarian.

(4) Members of the professional library staff should be included in such councils, senates, or faculties as admit deans, professors, associate, or assistant professors, and instructors, with corresponding salaries.

(5) More emphasis should be given by administrators and librarians to the need for a knowledge of the sciences by candidates for positions in land-grant institutions and to the organization of strictly advanced graduate and research courses for those who would qualify to fill the higher positions in libraries of land-grant institutions.

Chapter VIII.-Financial Support and Library Budgets

It has been shown that some of the libraries of land-grant institutions are being used slightly as compared with others. It has also been shown that these less-used libraries have inadequate book collections and inadequate staffs, both in numbers and in educational and professional qualifications. The fact has been noted that the salaries paid library staffs are less than the salaries paid to the occupants of similar positions in the group surveyed by Doctor Works. It has been shown that salaries in the least-used libraries of land-grant institutions are grossly inadequate.

In view of these facts, the following questions require consideration. What financial support do libraries of land-grant institutions receive? What are the library expenditures in proportion to the number of students enrolled? How do the expenditures in the lessused libraries compare with those with much greater use? In order that the present tendency may be ascertained, some attention is given to the increase in expenditures for library purposes during the past 20 years. The question of special fees for library purposes also requires discussion, as these fees have a direct relation to support. An examination of items included in library budgets and the preparation of budgets is desirable as a preliminary to the consideration of financial support.

What Do Library Budgets Include?

The failure to centralize in the librarian authority for library administration in many institutions is paralleled by a corresponding failure to indicate in the library budget the total expenditures for library purposes. The experiment station and law libraries are often administered independently of the general library; their expenditures are carried on the budgets of the experiment station or law school, respectively. For the remaining libraries on the campus there seems to be no consistent policy in a majority of the institutions. Twentyfive out of forty-three reporting institutions do not include in the library budget all expenditures for library books and periodicals. Seventeen of forty-three do not include salaries of all library personnel. In one institution, books for a department library may be bought in part from funds available in the library budget and in

part from funds available in the department budget. A library assistant's salary in one department may be carried on the library budget and in another department on the department budget.

In five cases institutions stated frankly that the amounts spent for library services (books and personnel) in their institutions could not be given, except by examination of every separate voucher in the institution. One institution stated that it had no budget, but that every requisition was considered on its merits. Apparently 10 of the 48 reporting institutions did not know what their libraries were costing them and could not give the amount spent for library purposes for the last fiscal year covered by the survey. Twenty-two institutions could not give their library expenditures for 1910.

If a financial report is designed to show how the funds of a college are expended, the item "Library expenditures" is misleading and deceiving in these cases. If a budget is drawn up as a guide to the expenditures of funds in an institution, it should presumably include all of the funds to be expended for a given purpose. If changes occur during the year, the budget should be modified to correspond. It may not be possible to include in a library budget, prepared at the beginning of a fiscal year, all funds which may be expended for the library during the year. Additional funds may become available. These funds, however, can be added to the budget during the year.

If it is desirable or legally necessary to carry expenditures for the law and experiment-station libraries on the budgets of the law schools and experiment stations, it should be possible to indicate these entries also in the library budget and to show in the financial statement under library expenditures the amount spent for these libraries. This method is used in the excellent financial report of the University of Illinois.

The budgetary conditions in many institutions, in so far as the libraries are concerned, may have arisen also from the inadequacy of the funds made available directly for library purposes and the desire of departments to supplement such funds by the use of their own allotments. In some cases unexpected departmental balances during the closing months of the year have been used for the purchase of books. In other cases, when a department desired a departmental librarian and the library had not sufficient funds, the assistant was supplied by the department.

However justifiable the immediate motive may be, it is believed that the failure in many institutions to show exactly all expenditures for library purposes is unsound. If departmental funds are available for library purposes at any time during the year, these funds should be transferred from the department budget to the library budget. The heading "library expenditures," in the financial re

port should certainly show all expenditures for library personnel, books, periodicals, and binding (not including, of course, laboratory manuals for laboratory use).

1 Number of students was taken from the U. S. Bureau of Education Bulletin 1929, No. 13, p. 30, and the figures used were the enrollment on Oct. 31, 1927.