3 Taxation is the easiest and fairest way to raise the needed money. Five hundred dollars raised by entertainments, subscriptions, sales, etc., means a great burden of labor, care and expense to a few, and usually to net that sum a very much larger sum must be expended, while $500 spread on the tax rolls would hardly be felt even by the largest taxpayer.
4 It adds dignity to the library and increases the respect in which it is held. To be made each year an object of charity for which private subscriptions are solicited and rummage sales held tends to bring it into contempt and greatly lowers its influence in the community.
5 A stated tax, yielding a known and fixed income, enables the trustees to pursue a consistent and stable plan for library development, such as is impossible where the income is dependent on fluctuating impulse or effort.
6 There is no village tax levied from which the people can get so large a return for so little money. A $500 tax in a village of 3,000 people is equivalent to about 16 cents for each resident. For this insignificant sum each person in the village is offered a pleasant reading room, as good as that supplied by many a club, a dozen or more of the best periodicals, a collection of books such as only a very few of the more wealthy can possess as individuals, and about $200 worth of new books to read every year.
NEW YORK LIBRARIES.
SOME ADVANTAGES OF MUNICIPAL CONTROL
First—A free public library under municipal control has a regular, known income, which increases with the growth of the municipality.
Second—It is not dependent solely upon subscriptions, contributions and the proceeds of entertainments arranged for its benefit.
Third—With an income that is certain, the trustees are able to make plans for the future, and more economically administer the affairs of the library.
Fourth—A municipally-controlled library is owned by the people, and experience has demonstrated that they take a much greater interest in an institution belonging to them.