Touching upon this condition, Prof. Charles A. Beard, of Columbia University, supervisor of the training school for public service, recently asked: “How can we educate the public up to an appreciation of the necessity for trained and expert service in every branch of the Government? How can we order our public service so that it will attract the ablest men and women and guarantee progressive careers to those who prove loyal and efficient? How can we develop our civil service commissions into genuine recruiting agencies capable of supplying the Government with exactly the type of service needed for any given movement and of maintaining a loyal and efficient personnel?” If promotions were more certain in the Government service there would be no dearth of competent men to fill the places higher up. To solve this particular phase of the problem, however, it will be necessary to have the Government pay higher salaries. Better pay is now available in private industry than in the public service, and the Government has not yet reached the point where there is any general realization of the sound principle that it is better in the long run to pay high salaries to efficient men than to employ mediocre men at smaller salaries. The universities and colleges can do their part in training young men who seek elective offices, but a man well trained for office might lack the qualities which make for political success. Many foreign cities are run by experts. A large city frequently hires its chief executive from some neighboring town. A competent manager in a small city knows that he has an excellent chance of attracting attention by good work and getting a promotion. This system has been tried out in a small way in the United States, where a number of cities have hired managers to take full charge, with indifferent results. While progress toward efficiency is apt to be slow, the increased discussion of the problem is certain to bear good results eventually. For the Benefit of the Fourth Class Postmaster