If, therefore, the employees of the various co-operating divisions are mere jobholders—if they are neither honest nor intelligent, nor interested in anything but pay-day—it is a heartbreaking task for the honest and efficient division to work with them. All of these activities interlock, and must work together to gain a common goal. If all are operated at their highest level, working in close and intelligent accord, then indeed we may expect results. But if the reverse is the case—if the co-operating divisions are a drag and a hindrance—then the task is overwhelming. The weak are corrupted and the strong discouraged. Those responsible for placing tuberculosis work under the city’s administration—where it rightfully and logically belongs—should continue their interest still further. It is not enough to transfer it from pioneer, private control, and then drop the responsibility. If a Health Department is clear of politics, and all its divisions work together harmoniously, magnificent results may be obtained. Power, prestige, and efficiency is a combination which results in forceful work. =Results in Baltimore.= Results have been achieved in Baltimore by reason of a well-managed Health Department, acting in close co-operation with the institutions of both city and state. The tuberculosis machinery consists of a staff of seventeen special nurses; three special dispensaries with a physician in charge; a laboratory for sputum examinations; a fumigation corps and a steam sterilizer. With this force, we work in connection with three other tuberculosis dispensaries, and six institutions for the care of early and advanced cases. Some of these institutions are maintained by state appropriations, others by both public and private funds. The co-operation between these institutions and the Health Department is absolute; if the control was all through one, instead of a dozen different centres, it could not be more complete or harmonious. Failure in any one direction is felt down the line, consequently each is stimulated to its best effort. Thus, the nurse knows that if she fails to persuade her patient to enter the hospital, the hospital is useless, or that if the bad food of the hospital drives the patient back again to his home, the nurse’s work goes for nothing. Each reacts upon the other, and as all are working for the same end, there is constant incentive to become a strong, rather than a weak link in the chain. The results obtained cannot be measured in terms of individuals—we cannot point to so many patients improved, so many working, and so forth. Individual welfare is too shifting and too questionable a standard by which to judge. The only absolute standard is that afforded by the death-rate. A declining death-rate means also a decreasing morbidity—fewer people die of tuberculosis and fewer are infected. While our tuberculosis death-rate is still enormously high, it is nevertheless falling year by year. Thus we see: