ten thousand dollars a year for three years, to be used by the Rector at his own discretion. These conditions were cordially accepted, and the work began which it is our privilege to describe. In these descriptions we have been courteously aided by the clergy and the deaconesses of the parish, and by the officers of the various organizations. We are indebted to them for manifold suggestions. The book, like the parish, is a co-operative work. George Hodges John Reichert THE ADMINISTRATION OF AN INSTITUTIONAL CHURCH I GENERAL MANAGEMENT I. The Corporation.-II. The Staff. AN institutional church is like a business house in its use of two essential elements of executive success. The first of these is the centralization, and the second is the distribution of authority. Power must first be concentrated in the possession of a small company of responsible persons; it must then be so disseminated that every humblest worker shall have some of it, and in consequence shall work with a sense of freedom, of initiative, and of personal loyalty. The rector who does everything is almost as incapable as the rector who does nothing. "Never do anything yourself which you can get anybody else to do," is the maxim of every good administration; it being taken for granted that all this delegated work is diligently kept in mind and looked after and directed by the chief executive. In an institutional parish, as in every other kind of parish in the Episcopal Church, the small company of |