torial days, the little hamlet of log houses known as Madison enjoyed the advantages of a library open to all who cared to use it. It was the private library of the governor, James Duane Doty, which he threw open to the public. Col. Geo. W. Bird, in his account of it, says that it contained about five hundred volumes of a general historical, educational and literary character and a number of the best maps known at that time. It was housed in the governor's private office, which was a small one-story frame building of one room situated among the trees in the little backwoods town. The books were arranged in low shelving around the sides of the room, and the scanty furniture, consisting of a small desk, a deal-board table, three or four chairs, a pine bench, and a register in which to enter the taking and returning of books, completed the equipment.

Over the shelving on the westerly side of the room, was this direction, painted in black on a white field: "Take, Read and Return." There were only two regulations as to the use of the library and they were displayed conspicuously in red ink about the room, and they were as follows:

1. Any white resident between the lakes, the Catfish and the westerly hills, his wife and children, may have the privileges of this library so long as they do not soil or injure the books, and properly return them.

2. Any such resident, his wife or children, may take from the library one book at a time and retain it not to exceed two weeks, and then return it, and on failure to return promptly, he or she shall be considered, and published, as an outcast in the community.

"I do not remember of there ever having been occasion for inflicting this penalty. I do remember my father sending me one day when the time-limit of a

book was about to expire, with a note to a family, requiring the return of a book that day, and calling attention pointedly to the above penalty of failure; and I remember how concerned the mother was, and how quickly she got the book and dragging me along after her, speedily returned it to the library, and thus escaped the sentence of outlawry," concludes Col. Bird. VI

What is known far and wide as the Maxon bookmark originated in Wisconsin, and was the conception. of the Rev. Mr. Maxon, then resident in Dunn County. It has been reprinted on little slips in hundreds of forms, has circulated in every state and territory in the country, and doubtless a full million copies of it have been slipped between the leaves of children's books. It may fittingly be reproduced here:

"Once on a time" A Library Book was overheard talking to a little boy who had just borrowed it. The words seemed worth recording and here they are:

"Please don't handle me with dirty hands. I should feel ashamed to be seen when the next little boy borrowed me.

Or leave me out in the rain. Books can catch cold as well as children.

Or make marks on me with your pen or pencil. It would spoil my looks.

Or lean on me with your elbows when you are reading me. It hurts.

Or open me and lay me face down on the table. You would not like to be treated so.

Or put in between my leaves a pencil or anything thicker than a single sheet of thin paper. It would strain my back.

Whenever you are through reading me, if you are afraid of losing your place, don't turn down the corner of one of my leaves, but have a neat little Book Mark to put in where you stopped, and then close me and lay me down on my side so that I can have a good comfortable rest."

ADMINISTRATION OF LIBRARY FUNDS1

UST a few words on a matter of business addressed to business men-for that, I conceive, is what mayors and aldermen primarily are, whether engaged in trade or in professions. I am aware that it is more popular to term them politicians in the worst meaning of that abused word, and to ascribe improper motives to their official actions, but personal relations with many of them through a long series of years convinces me that a very large majority of them are men of probity and good intentions, seeking to perform a public duty to the extent of their abilities. They are sure of clamorous condemnation for any errors of commission or omission, and very uncertain of commendation for conscientious attention to official duties. Lest these remarks may be construed as undue flattery prompted by the presence here of so many municipal officers, it may be added that the average alderman is inclined to be at times a bit self-opinionated in his views of public business, or impatient with that phase of it which he does not directly control. At least this is so until his term is nearing its end. Unfortunately, the broader and wider outlook which experience always brings to men usually develops too late, except in cases of re-election, for service during his own period of administration, and cannot be transmitted to his suc'The Municipality, Dec., 1905.

cessor. And that is why, rather than because of downright dishonesty, our city public works are frequently defectively constructed, money is needlessly expended for certain purposes, and not expended at all, or insufficiently expended for others, where it would bring best results.

A municipality ought to be a business corporation purely, managed on business principles by its board of trustees (aldermen) and for the benefit of the stockholders (taxpayers and citizens). Like any other business institution, its management should carefully consider its resources and apportion expenditures to secure largest returns on investment. And in the case of a municipality, the returns from investments embrace both the material comforts and necessities of community life which are represented in sanitation, facilities for transportation, for lighting and for adequate water supply, and the intellectual requirements of modern life which find their expression in good public schools and well-administered libraries.

And this brings us to a consideration of the question immediately before us the administration of public library funds. Some years ago a discussion of this question might have required a preliminary apologetic justification for the existence of such an institution as a public library. The necessity for that sort of thing has happily passed, just as the need for explanation in the reasonable expenditure of public funds for public schools is no longer existent. Nevertheless, the general conception of the possibilities of usefulness in public library work remains imperfectly developed. It will require time and patient effort to secure full recognition of the potent possibilities for the good of all the people that may be realized through the public library

adequately maintained and properly administered. And herein lies the crux of the question.

That anecdote which Souther told of himself will bear repetition. Meeting an old woman one stormy day, he resorted to the usual topic of greeting:

"Dreadful weather, isn't it?" he remarked. This was quite obvious, of course, but the old woman's rejoinder was rather philosophical.

No busi

"Any weather is better than none," quoth she. This philosophic way of viewing a discouraging condition is, I fear, but too true with reference to the average public library. But any library is not necessarily better than none. The average municipality is quite likely to rest satisfied with prevailing conditions. If municipalities were, like other business corporations, subjected to the test of competition, many of them would be in the hands of the sheriff. ness man can survive today who does not utilize modern progressive methods. The successful business man today is he who adopts the principle that no results can be secured without certain outlays. No farmer would conceive it prudent to economize in the planting of his seed. If he did, scanty crops would convince him of the error of his methods. And yet it is this error which many cities and towns commit. They may possess libraries, but they grudgingly allow them. revenues just sufficient to keep them from starvation. In Wisconsin we have a goodly percentage of public libraries that are in every way creditable, but it is too true that there are also many which fail to realize their full possibilities.

In order that the maximum dividend on the investment may be realized, it is essential that a library's resources should permit:

1. The employment of competent trained service.