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another year. Permanent appointments should be made only when it is clear that the person possesses the character and the personality that fits him for the Indian Service.

Ability to understand Indians and to get along with them should be tested by some deliberately planned vestibule training, where the new employee can work under supervision and direction. He should have the opportunity to show that he has sympathy and understanding and to secure the advice and suggestions of older heads who have been particularly successful in their contacts with the Indians. It is a serious mistake to send a new and untried teacher, unfamiliar with Indians, drawn through a written examination, sight unseen, to a remote day school in the southwestern desert, miles away from the agency and from the nearest white neighbor. There he personifies the white race and the government of the United States. It is not fair to him and his young wife; it is not fair to the Indians. The surprising thing is not that there are failures but that there are some successes. Persons should not be detailed to isolated stations until they have had some preliminary training in the Indian Service.

Salary Levels Should Be Raised. Salaries obviously must be sufficient to get reasonable competition from persons possessed of the required qualifications and the range of salaries must be such that successful employees may be advanced in pay without being transferred to a different locality. The survey staff holds no brief for high entrance salaries. It would have them only as high as is necessary to attract qualified persons, which means about what other organizations are offering as entrance salaries for like positions. Placing them any higher would tend to make probationers who do not really fit the Indian Service try by every means to hold on. The staff does, however, specifically advocate reasonable opportunity for, and certainty of advancement for, persons who have demonstrated their fitness for their work. The school farmer who has made an outstanding success of the farm, the stockman who has made an outstanding success of his tribal herd ought to be kept and rewarded. If their pay is not materially increased, they are likely to go into business for themselves or accept offers from private companies, generally on the lookout for men who have demonstrated their ability. In the absence of opportunity for ad-