EXECUTIVE ORGANIZATION 219 
that many veterinary inspectors are practitioners, 
engaged in private practice, and devoting only 
part time to the governmental duties: At pres- 
ent this is probably unavoidable to some degree; 
but the same arguments which show the ineffi- 
ciency of a medical officer of health who is also 
engaged in private practice must also prove the 
inadvisibility of part-time governmental veterina- 
rians where the arrangement can well be avoided. 
‘“‘No progress at all can be made towards ob- 
taining a skilled democracy, unless the democracy 
are willing that the work which requires skill 
should be done by those who possess it.’’7 
174, Organization of a Health Department— 
State. Copying the methods which have proven 
successful in efficient commercial organization, the 
head of the department should be responsible for 
every portion of the work, and for the efficiency 
of every sub-officer, and employee. The work 
should be divided into several bureaus, each of 
which should have at its head a man specially 
qualified in that branch. He may be assisted by 
sub-heads, each responsible for a portion of the 
work. The division may be made according to 
subject or to territory, and it should be so ar- 
ranged as to reduce duplication of labor to a mini- 
mum. The same bacteriological laboratory will 
serve for the investigation of animal and human 
diseases, for the same principles govern. The 
department should be interested in study as well 
as administration, and a very important portion 
of its scope should be found in education, particu- 
7 Mill, Representative Gov- 
ernment, 248. 
