LOCOMOTION AND ADMINISTRATION
concentrated in the community, but indeed that clear and striking contrast will not stand the rough-and-tumble of the workaday world. A little examination of the matter will make it clear that the contrast lies between private owners and public officials—you must have officials because you can't settle a railway time-table or make a bridge by public acclamation—and even there you will find it is not a simple question of the white-against-black order. Even in our state to-day there are few private owners who have absolute freedom to do what they like with their possessions, and there are few public officials who have not a certain freedom and a certain sense of proprietorship in their departments, and in fact, as distinguished from rhetoric, there is every possible gradation between the one thing and the other. We have to clear our minds of misleading terms in this affair. A clipped and regulated private ownership—a private company, for example, with completely published accounts, taxed dividends, with a public representative upon its board of directors and parliamentary powers—may be an infinitely more honest, efficient, and controllable public service than a badly elected or badly appointed board of governors of officials. We may—and I for one do—think that a number of public services, an increasing number of public services, can be best administered as public concerns. Most of us here to-night are, I believe, pretty advanced municipalisers. But it does not follow that we believe that any sort of representative or official body pitched into any sort of area is necessarily better than any sort of private control. The
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