ABSTRACT
An impressive number of words have been produced on the topic of excellence in the public service. The Municipal Manpower Commission report, which enumerates an impressive array of problems in getting excellent manpower for local governments in the United States, faced the same problem. In trying to judge quality in the public service, one can identify three levels of measurement of excellence: impressionistic; presumptive; and proven. Proving or disproving excellence in the public service is difficult and indeed distasteful. The evaluation of how good a government program is as a means of judging excellence in the public service is risky and returns to the area of presumptive judgments. Some governments are more favourably situated as to finances, geography and political climate than others, and proper allowance must be made for these factors. Perhaps these programs should be evaluated against those of others so situated.
