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 every privy and an- 
other for every 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 committees 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. Ifa question comes up for the executive 
when the board is not in session he should legally 
2Bannington, English Public 4 PuBLIcC HEALTH, 272; also 
Health Administration, p. 101. see § 9. 
3 Quoted by Bannington, Op. 
cit. p. 9. 
