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fTEARRT’S SUNDAY AMERICAN, ATLANTA, GA„ SUNDAY, MAY ,10, 1915.
General Goethals’ Own Story of the Building of the Panama Canal
‘One-Man’ Control in the Zone—‘The Man’
Tells in This Installment of His Remarkable
Recital How It Enabled Him to Finish His
Gigantic Task in Less Than Estimated Time.
The failure and the success seen together. Where the French Canal crosses the Panama Canal at Hindi. Culebra Cut as it looked in August, 1913, showing the lower
iart of the famous Cucaracha slide which appears on the right. Below is General George W. Goethals. This is probably the best photographic likeness of canal builder.
Ey GENERAL GEORGE W. GOETHALS.
(Editorin' Note.—In last week's installment
of hie story of the building of the Panama Ca
nal, General Goethals described under what
form of organization the force for the building
of the canal worked prior to the promulgation
of President Roosevelt's order of January 6,
1908, giving Colonel Goethals one-man control
of the canal, concentrating authority in his
hands and holding him alone responsible for
the work. Under the power conferred on him
by this executive order, General Goethals, In
to-day’s Installment, tells how he reorganized
the force; and It was with this reorganized
force that he built the canal In less than the
time that had been estimated necessary to
complete the work.)
HE organization for the construction of
T the Canal, adopted In 1907, did not work
satisfactorily.
There was an overlapping of work between
the departments which resulted not only In
friction, but in placing subordinate officials un
der two heads, making it difficult at times to
fix responsibility. The departments which
formed part of the department of construction
and engineering were undertaking work and
issuing instructions of which the chief engineer
had no previous knowledge, and the latter was
not in as close touch with the work as his po
sition warranted and required.
There were too many heads, with the usual
accompaniment, under such situations, of un
necessary expense. The designs for the locks
and their appurtenances were not keeping pace
with the work, for it was difficult to get any
thing definitely decided or adopted.
While in Washington in January, 1908, I di
vorced the lock-gate designing force from the
authorities on the Isthmus and placed it under
Colonel H. F. Hodges (he had received his pro
motion to lieutenant colonel, Corps of Engi
neers, on August 27, 1907), for I found that the
distance from the Isthmus prevented proper
supervision of the work and also was causing
delays. Furthermore, Colonel Hodges was pe
culiarly fitted for the work through his previous
experience and training.
When, in 1907, the Chagres River division
was created to excavate the channel between
Gatun and Culebrh Cut, Mr. L. K. Rourke at
that time assistant division engineer, Culebra
division, suggested putting all the excavation
work between the Atlantic and Pacific locks
under one head. From this suggestion came
the thought of reorganizing the department of
construction and engineering, for, as the propo
sition of Mr. Rourke seemed feasible, by di
viding the work along the lines of territorial
subdivision a consolidation could be made
which would eliminate several of the existing
divisions of the work. The recent executive
order (giving Colonel Goethals full one-man
authority over all canal matters) would enable
me to do It, and the plan was very materially
assisted by a change in the personnel of the
commission which was made in 1908.
Secretary Taft arrived on the Isthmus on
May 6, 1908, and informed me that one purpose
of his visit was to relieve Mr. Jackson Smith,
who had been made a member of the commis
sion in 1907 in recognition of the work that he
had done previously.
There was no question of Mr. Smith s ability.
To him probably more than to any other one
man was due the system of collecting both
skilled and unskilled laborers and of housing
and feeding the force, I doubt if any one could
have secured better results In a tropical coun
try which produced nothing and was so far re
moved from the United States, our only relia
ble market. He had begun his task under great
disadvantages, for not until the summer of 1907
had an adequate cold-storage plant been estab
lished and antple refrigeration on the Panama
Railroad Company's ships for transporting
meat, fruit and vegetables been installed.
I did not believe that there was any dishon
esty in Mr. Smith's management, but I did not
feel that I hai his confidence and support. To
him was attributed a published attack on the
new or third commission in the spring of 1907,
which predicted failure and because of this
and other indications I was not sure of his
loyalty. These views I expressed to Mr. Taft,
who catechised separately each member of the
commission in regard to Mr. Smith. Apparent
ly two members straddled the fence had no
opinion or views, pro or con, though there
seemed to be little doubt in the minds of the
others about his disloyalty.
One if not the chief, cause of Mr. Taft s
visit was the receipt at Washington of numer
ous complaints about general conditions on the
Isthmus, especially in regard to quarters, food
supplies, and hours of labor. An official from
the Civic Federation had been down, and had
made an investigation of foodstuffs, hotels,
messes and kitchens, quarters and their fur
nishings, amusements for the men, and gen
eral treatment of employees, and had made a
report severely criticising the management of
the department of labor, quarters and sub-
sistence.
This investigation Instigated another, which
was made by a reputed expert on food supplies
and their preparation for consumption He
made various criticisms concerning the quar
ters, hotels and food supplies, and I suggested
that he take them up wltti Mr. Smith, which
he did, reporting conditions as he found them
at various places along the line of the canal at
the times of his inspection. While a reading
of a statement or report that he prepared tend
ed to create a rather unfavorable impression,
this in great measure was palliated, if not re
moved, by the closing paragraphs, in which he
complimented Mr. Smith on what he had ac
complished with the means at his disposal.
Consequently, I was not prepared for a cable
message from Washington, followed by a letter
from the President, in which were suggested
the relief of Mr. Smith and the creation of a
new department combining the subsistence fea
tures with the commissary department of the
Panama Railroad. This was one of the details
of the reorganization that I had in mind, but
could not carrv out until I was in a position to
divorce the subsistence from the department
of labor, quarters and subsistence, having re
lieved Mr. Smith in 1907 from charge of the
commissary because he said he could not carry
on the business except by a method of account
ing which I could not approve. ! never learned
just what report was made to the President
and The Secretary of War. but it was serious
enough to make them both fear that unless a
change was made, and at once, a scandal might
result.
After making a thorough inquiry in regard
to Mr. Smith, the Secretary of War decided to
allow him to resign, which he did, his resigna
tion taking effect at the expiration of his an
nual leave of absence, September 15, 1908.
The question of a successor was then taken
up. Mr. Taft decided to appoint Major C. A.
Devol, of the quartermaster’s department of
the army. This was agreeable to me. I had
served with Major Devol on the general staff
for a short time, and was very favorably im
pressed with him. He had handled work in
many respects similar to that required on the
Isthmus, both in the Philippines and at San
Francisco after the fire, In each Instance with
much credit to himself.
So far as the vacancy on the commission
was concerned, I urged the appointment of
Colonel H. F. Hodges. General MacKenzle
would be retired from service as chief of engi
neers by the time Mr. Smith’s leave of absence
expired, and the reasons which interfered with
Cojonel Hodges' selection in 1907 no longer ob
tained.
He was pre-eminently fitted to take up the
designing work and push it. I had more confi
dence in Colonel Hodges’ ability to act in my
place during absences or in case I should be
relieved than in that of either of the two army
members of the commission. In the latter con
tingency, though I regarded Mr. Rousseau as
the one, of those available, best fitted tempera
mentally and professionally to be the chairman
and chief engineer, there was no possibility of
his advancement to the post If the existing pol
icy of having an army engineer in charge was
to continue. I therefore urged the selection
of Colonel Hodges on these grounds. He
ranked the two army engineer members, and
his appointment would permit the reorganiza
tion of the work along the lines I had laid
down in a way more satisfactory than any
other that could be devised.
Mr. Taft would have preferred to relieve one
of the army engineers and appoint Major Devol
In his place, but such a course would have dis
credited the officer suggested for relief by the
Secretary, and this I wished to avoid. A cable
message along these lines was sent to the
President, and Colonel Hodges was selected
for a place on the commission, vice Mr. Jackson
Smith.
Colonel Hodges was to report for duty on
July 15, 1908, in advance of his appointment
on the commission: and in the meantime, with
the assistance of Mr. Benjamin L. Jacobson,
the details of the reorganization were worked
out to be made effective in such a way that
the changes could be accomplished gradually,
thus avoiding confusion and consequent delay
to the work. The objects sought by the reor
ganization, and which were accomplished 1 by
it, were: concentration of business; securing
better co-operation and co-ordination of the
various parts of the force; fixing more definite
ly the responsibility in any particular case;
enforcing a more uniform wage scale, the lack
of which was a source of much complaint, and
reducing the cost of administration.
The plan was to divide the Zone into three
construction divisions, one extending from deep
water in Llmon Bay to Tabernilla, but later re
duced so that it did not extend beyond Gatun
locks and dam, called the Atlantic division;
one extending from Gatun to Pedro Miguel,
called the Central division, and the third ex
tending from Pedro Miguel to deep water in
the Pacific, called the Pacific division.
Each division was placed in charge of a divi
sion engineer, and to him was assigned all
work of construction within the territorial lim
its, including building construction and munici
pal engineering work, to which was added at a
later date sanitary engineering work. To each
division was also assigned an assistant divi
sion engineer who shared the work with the
division engineer in such a way that one of
these officials was in charge of the field work
of the division, the other in charge of the office
work and such designing as was assigned to
the division.
The work of the divisions was subdivided
and placed In charge of resident engineers,
superintendents, general foremen, and foremen
in such a way that responsibility could be defi
nitely fixed. Major Gaillard was assigned to
duty as division engineer of the Central divi
sion, Major Sibert to the Atlantic division, and
Mr. S. B. Williamson to the Pacific division.
The publication of steamshovel records in
The Canal Record had stirred up a rivalry in
Culebra Cut to the advantage of the work: and
by placing the army engineers in charge of the
work in the Atlantic division and civilian en
gineers in charge of the work on the Pacific
division, the construction in both divisions be
ing similar in character, I hoped to arouse a
wholesome rivalry between these two divisions
and secure better results both In time and
money in building the locks and dams. The
three resulting construction divisions were
formed by the consolidation of nine divisions
that had previously existed, and the division
engineers reported directly to the chief en
gineer, who consequently was more closely in
touch with the work than formerly.
The office of the chief engineer was divided
into three divisions. Colonel Hodges, after his
arrival on the Isthmus, was assigned to duty
as assistant chief engineer, and put in charge
of the first division, under which was placed
the design of the locks, including valves, lock-
gates and protection devices, operating machin
ery. movable dams and spillways. Later, he
had charge of the operating machinery.
Mr. Rousseau, the remaining engineer mem
ber of the commission, as assistant to the chief
engineer, was placed at the head of the second
division, and had charge of all mechanical
matters, preparation of estimates, some of the
civil engineering matters that arose, and later
the dry docks and coaling stations, both design
and construction. Colonel Hodges and Mr.
Rousseau were my advisers, and I have always
referred to them as my right and left bowers.
To the faithful and loyal support of these two
men is attributed in large measure the satis
factory progress of the work.
The third division was put under Mr. Caleb
M. Saville, in charge of meteorology, hydrog
raphy. surveys and special investigations, the
most important of which was the examination
of the material underlying Gatun Dam. The
relocation and construction of the new Panama
Railroad was placed under the chief engineer
of the Panama Railroad Company, Mr. Ralph
Budd, acting through the general manager, Mr.
Hiram J. Slifer, until the latter resigned, when
the head of the work reported directly to the
chief engineer of the commission. Lieutenant
Frederick Mears succeeded Mr. Budd and com
pleted the road.
This, in brief, was the organization of the
construction forces that resulted from the
changes made in 1908, and which was contin
ued, with minor changes to suit new conditions
as they arose, until the water was admitted
into Culebra Cut on October 10, 1913. In ad
dition *o definitely fixing the work in charge of
each subordinate, an effort was made to give
him full authority and hold him responsible,
thus securing the best that was in -him. As a
consequence, each individual took a personal
Interest and pride in the work, feeling that the
particular work on which he was engaged was
the important piece; it therefore became our
canal, and we were doing it.
When, in 1910, it was decided to fortify the
canal, involving the construction of gun and
mortar batteries for its defense against naval
attack, I took the position that the Isthmus
was too small for two separate and Independent
construction organizations, and that all work
of this character on the Isthmus should be un
der one head. This policy was adopted, so
that the canal forces and plant were utilized for
the purpose. In the same way the construc
tion of quarters for the army is now in charge
of the canal authorities with resulting economy
in both instances. The additional work was
taken care of by the creation of units reporting
to the chief engineer.
The department of labor, quarters and sub
sistence was subdivided into the quartermast
er's department, under Major C. A. Devol, and
the subsistence department, under Major Eu
gene T. Wilson. The former had charge of the
recruiting of labor, skilled and unskilled, care
and assignment of quarters, together with fur
nishing them, distributing fuel, commissary
supplies and distilled water. On September 1,
1908, the division of material and supplies was
merged with the quartermaster’s department,
To the subsistence department was assigned
the operation and care of the hotels, messes
and kitchens, and to secure the proper and
economical management of the commissaries
the commissary department of the Panama
Railroad was transferred from the control of
the general manager and placed under
Major Wilson as commissary of the railroad.
Thus he had charge of the purchasing of food
supplies and their inspection and care after
receipt on the Isthmus.
After explaining to the Secretary of War,
during his visit in 1908, the changes in the or
ganization that were under consideration, he
called attention to the expenses of sanitation,
which had brought forth considerable criticism
from members of the Committee on Appropria
tions which visited the Isthmus in the fall of
1907, and asked me to look into the matter,
suggesting that when Major Devol came down
it might be possible for him to take over the
work in much the same way as post quarter
masters perform the work for hospital authori
ties at military posts. He expressed the belief
that economies might be effected, and if so, a
change should be made. >
I had paid little attention to sanitary work
other than to attempt to have grass cut by
scythes and mowing machines, instead of ma
chetes, for the estimates that had been sub
mitted for constructing the canal were exclu
sive of sanitation and civil administration.
After examining the work being done, the
methods of its doing, and discussing the mat
ter with Major Devol, I felt that a reduction in
the expenditures could be made and better co
ordination secured if the grass-cutting and gar
bage and night soil collection were turned over
to the quartermaster's department and the
drainage work turned over to the construction
divisions.
By this arrangement the sanitary depart
ment would prescribe what should be done in
the various localities requiring improvement
but the actual work would be executed by the
forces of other departments, thereby doing
away with the duplication of supervisory forces
that existed. The health statistics were pre
pared by Colonel Gorgas. and on looking Into
them I felt that there were some grains of
truth in Lindon W. Bates' charges in his ‘ Re
trieval of Panama;” and I hesitated about or
dering the change, for, if this course were
taken, an unfavorable change In statistics
might force me to return to the existing sys
tem, which would have been awkward.
I discussed the matter with Colonel Gorgas,
and. though I failed to convince him that the
work could be done Just as well if not better, I
finally secured his consent to have the scheme
tried: he was to prescribe the areas where
grass and brush were to be cut; and, as he
held that, as a rule, engineers were not com
petent to drain lands for sanitary purposes, I
agreed to have his engineer prepare such plans
and to carry them out if they conformed to
future construction work. The change was
put into effect September 1, 1908. There was
considerable friction for some time, but this
was finally eliminated.
I watched the statistics carefully for some
months, but, finding that the percentage of
sick continued to drop, I felt that the new
method of doing the work was producing the
results expected, and the cost was less, not
withstanding that greater areas of grass and
brush were cut. In 1910 Colonel Gorgas stated
that the work was not being done so well as
formerly, and requested a return to the old
system, but, as economies had been effected
and the statistics continued to show a con
stantly decreasing percentage in the sick rate,
I declined to comply. I laid the facts before
President Taft, who visited the Isthmus short
ly afterward.
The organization of the sanitary department
was top-heavy, and this was overcome by abol
ishing some of the existing positions. The gen
eral policy of concentration was made applica
ble to the hospitals. In 1907 the health branch
of the department consisted of seven hospitals,
located one each at various settlements along
the line of the canal, in addition to the main
hospitals at Ancon and Colon, while in 1909
the line hospitals had been eliminated, with the
exception of the penitentiary located at Cule
bra; the sick were carried to the terminal hos
pitals on hospital cars attached to passenger
trains.
The method of accounting for property was
not satisfactory, and steps were taken to
change the existing system, resulting in a cor
responding change in the organization. The
method in use was modeled, it is believed,
after that in common use by the railroads, the
records being prepared from the monthly ab
stracts of receipts and issues by the division
of material and supplies, which therefore were
duplicates of the record kept by the chief of
that division; yet the latter was the responsi
ble officer.
The system proposed for substitution was to
have the chief quartermaster take up on re
turns all property as it arrived or was pur
chased on the Isthmus. The property would
then be transferred to the various divisions or
departments for which ordered, or turned over
to the main storehouse, which was to be in
charge of an accountable officer. All officials
having property were to render returns for that
in their possession to be checked against the
records.
A change in the personnel of the accounting
branch of the work brought to the Isthmus Mr.
W. W. Warwick as examiner of accounts,
whose thorough familiarity with Government,
accounting, by reason of his service under the
Treasury Department in an Important position
and knowledge of commission methods dating
almost from the start, made him of great as
sistance in reorganizing this essential element
of the work. The method of advanced audit
was introduced, and the reorganization of the
property and accounting branches was made
effective October 1, 1908.
Very little change was made in the organiza
tion of the department of civil administration.
An executive order abolishing the existing
municipalites was issued before the third com
mission took charge, though it became effect
ive subsequent to that date. The Canal Zone
was divided into five municipalities, each with
its mayor, municipal council, secretary, treas
urer and judge. These were replaced by four
administrative districts, to each of which a tax
collector was assigned. The municipal judges
were replaced by district Judges, and the public
works and improvements of the several dis
tricts were placed under a superlnetndent of
public works for the Zone.
The enactment of ordinances, previously
vested in the municipal councils, was assigned
to the Isthmian Canal Commission, but such
ordinances required the approval of the Secre
tary of War to be effective. With the organi
zation of the three construction divisions, the
municipal engineering required by the superin
tendent of public works was performed by the
various division engineers.
Ex-Senator Blackburn, who had served as
the head of the department of civil administra
tion from April 1, 1907, severed his connection
with the work by resignation effective Decem
ber 4, 1909. and by this I lost one of my sup
porters. His long public service, his knowledge
of men and public affairs, made him a very
valuable adviser and counselor, and his
method of handling matters with the Panama
officials in cases affecting the Interests of the
Canal Zone and the neighboring republic has
never been equaled.
The vacancy on the commission wds filled
by the appointment on May 6, 1910. of Mr.
Maurice H. Thatcher, of Kentucky, who occu
pied the position until August 9, 1913. When I
was In Washington in the summer of 1911*
President Taft asked me about the satisfactori
ness of Mr. Thatcher's services as head of the
department of civil administration, and, after
telling him frankly the opinion I had formed.
I could not refrain from quoting him formula
for determining a man’s usefulness In the pub
lic service (that it is measured by the amount
of criticism he can take without complainlngl,
and brought forth, a laugh when I claimed some
t
credit for not complaining. Mr. Thatcher was
succeeded by Mr. Richard L. Metcalfe, of Ne
braska, who continue,*! in office until April 1,
1914, when the commission was abolished and
the organization provided by the Panama Canal
act was made effective.
* In the winter of 1909 Mr. Taft, then Presi
dent-elect, made an effort to secure the pas
sage by the Senate of the bill passed by House
of Representatives w hich provided - for abolish
ing the commission and establishing the one-
man control for completing the work and for
operating and maintaining the canal.
While the one-man control was already In
effect. It rested upon the executive order of
President Roosevelt, and it was deemed advisa
ble to have it founded on law; but his efforts
were unavailing. The House of Representa
tives of the next Congress again passed such a
measure, and, while it was reported favorably
by the Senate Committee on Interoceanic Ca
nals, it failed to be taken up when it was
reached on the calendar, because, as I under
stood, of the provision in the measure which
discriminated against ships owned by the
transcontinental railroad lines.
I was amused to learn, from gossip extent on
the Isthmus, that if the bill became a law ex-
President Roosevelt, after his return from
Africa, would be sent to take charge of the
work, and that I was aiding and abetting this
plan; it was also asserted that 1 wanted the
measure enacted in order to get more power.
No bill could have given me more power than
had already been vested in me by the execu
tive order of January (!, 1908. Whether the bill
passed or not made little difference to me, for
I always had the right to quit, and this I would
have been obliged to do if there had been any
abridgment of my authority, for time had not
bettered the relations existing between myself
and some of my colleagues, and I could not
have carried forward the work satisfactorily
except as it was being done. However, the
time was approaching when some action was
necessary.
The Spooner act provided for the construc
tion of the canal, but made no provision for
its operation and maintenance. As the work
advanced and there seemed every reasonable
prospect of having a canal usable by shipping,
commercial interests had to be informed of the
rules and regulations governing its use as well
as the tolls that were to be charged, and noth
ing could be done until Congress determined
the policy; naturally, this involved the consid
eration and settlement of the w r hole subject, in
cluding the organization for operation and
maintenance. The committees of both houses
of Congress having charge of canal legislation
visited the Isthmus during the winter of
1911-12, made examinations of the existing con
ditions, held hearings for taking the testimony
of the heads of the various departments and
divisions, and continued them later in Wash
ington; as the result of which the Panama
Canal act received the approval of the Presi
dent on August 24, 1912.
This act is similar in some respects to the
Spooner act, in that it authorizes the President
of the United States, after abolishing the com
mission when the services of that body were
no longer necessary, "to complete, govern and
operate the Panama Canal, and govern the
Canal Zone." while the Spooner act authorized
the President to construct it. In short, full
authority in both cases was vested in the Presi
dent.
The Panama Canal act differs from the
Spooner act in that, while the.latter imposed a
commission of seven as the instrumentality for
construction, the former provides a governor,
or one-man control, for completing, operating
and governing the canal. The designation
"governor" for the head of the enterprise has
been regarded as unfortunate, as tending to
give an erroneous Impression of the duties and
scope of the office, but the framer of the bill,
Judge W. C. Adamson, M. C., chairman of the
Interstate Commerce Committee of the House,
explained to me that he had fixed upon this
title so as to prevent the creation of a posi
tion to look after civil affairs, which must of
necessity be of relatively small importance, to
be used for political purposes as theretofore
had been the case.
With the canal advanced sufficiently toward
completion to permit of its use, its operation
and maintenance became the first considera
tions. and the organization to be adopted should
be such as to subordinate everything to these
two objects in exactly the- same way as was
done with the building of the canal during the
construction period. As between operation and
maintenance, the former would be relatively
easy were the canal properly maintained. Un
der such conditions, in order that proper sub- j
ordination might be-secured, the most effective,
and therefore most economical, organization
would be secured by placing tin engineer in
control—one who had the technical ability to
solve the various engineering problems that
were likely to arise, and who was at the same |
time a good administrator.
This suggestion or recommendation was I
adopted, which enabled the governor to place
the department of operation and maintenance j
in such relation to the other branches of the
organization as to bring about the co-operation j
necessary to secure the best results from all. 1
The governor is assisted in the management!
of the department of operation and mainte- j
nance by an engineer of maintenance, whose j
title indirates his duties, and by a naval officer j
in charge of shipping through the canal, to- j
gether with all other marine matters and ques-1
tinns that may‘arise. The work under each Is j
subdivided into divisions the work and author-j
ltv of which are definitely fixed.
The conduct of civil affairs it vested In the!
governor, who exercizes this function through)
ecrei.nr> The other portions of)
the work are administered through the supply)
department—in charge of all food and con-1
structlon supplies and the management of ho*]
tels, messes, kitchens, cold-storage plants and]
laundries: the health department—in chargd
of sanitation, hospitals and quarantine; ac-i
counting department—charged with the collec-j
tion and disbursement of till funds, togethedl
with auditing '1 Railroad and Canalf
Zone recount- and the administrative examina
tion ot ■ nditures md collections whoswj
final audit rests with the auditor for the War.l
Department.
By the Panama Canal act specific’provision j
Is made for the courts and their officials, mak-
n independent jtidit 1 tern for thel
canal and the Zone. The remaining construe-]
tion work is executed either through the engl-f
neer of maintenance or by separa’e divisions]
reporting to the governor, the latter to exist]
only so long as may he'necessary to complete]
the work, which includes dry docks, coaling]
stations and terminal facilities, not authorize®
until o.i" and therefore not yet enmpleted,
fortifications and some dredging, which could]
not he completed with the rest of the eanall
because of the necessity for using the plant]
on the slid-s.
During the construction period each depart!
n nt administered its own affairs, hut with thel
reorganization under the Panama Canal act]
gradual concentration of ndmintstra-T
five functions, including the canal proper, the]
Cana] Zone Government and the Panama Rail-1
road; so that all accounting is done now by]
one for ad of three; the records of all]
departments and divisions are consolidated un*[
h tad, as are all correspondence, prop-]
erty and drafting. -
The reorganization is completed and follow*]
that which existed during construction as close
• he new conditions permitted. The samel
results are sought- -economy of administration]
tion of authority in such d
Way as not onlv to enable tim fixing of respon-C
sibility. but also to allow such scope as to]
arouse an individual Interest In the work. Thd
reorganizathut " 1 on April 1. 1914. and!
was completed In September following; It hasX
therefore, been In operation but a relatively]
short time, yet the teamwork already secured]
promises for it the same success as that
tained hv the construction organization.
(Copyright, 1915. by Charles Scribner’s So
All Rights Reserved.)