EXECUTIVE ORGANIZATION 209 



plan the competent man is made subject to the 

 untrained board. An illustration of this employ- 

 ment of trained specialists is the veterinary in- 

 spector, frequently a part-time official, ' * who must 

 be appointed by the county councils, the City Cor- 

 poration, and the councils of boroughs with a pop- 

 ulation exceeding 10,000 at the census of 1881, and 

 the Hove urban authority, who are the authorities 

 under the Diseases of Animals Act, 1894. ' ' ^ 

 Although the English system has been greatly 

 simplified within the past three decades, the ma- 

 chinery is still complicated and cumbrous, taking 

 time for its operation. There was a time when 

 there was ' ' one authority for eveiy privy and an- 

 other for eveiy pigstye; but with regard to the 

 privy, one authority is expected to prevent it being 

 a nuisance and the other to require it to be put to 

 rights if it be a nuisance."^ Still, with the 

 multiplication of boards, more or less conflicting 

 in authority, and with an attempt to delegate the 

 authority to conunittees which can be called to- 

 gether more easily than the boards, even the ap- 

 pointment or employment of trained specialists 

 fails to create efficiency. 



The executive has no authority in himself. 

 Where the use of judgment is required a board 

 cannot lawfully delegate its power to such an exec- 

 utive, even if he be one of the members of the 

 board.^ If a question comes up for the executive 

 when the board is not in session he should legally 



2 Bannington, English Public * Public Health, 272 ; also 



Health Administration, p. 101. see § 9. 



^ Quoted by Bannington, Op. 

 cit. p. 9. 



