H.—34

4

When the State is asked by a soldier or his relatives to take care of a farm during his absence, the Council shall advise the Board as to whether — (a.) The farm can be profitably managed. If the advice is unfavourable the Government should undertake to realize the farm and stock on behalf of the soldier, and safeguard the proceeds through the Public Trust Office till his return. (h.) The farm should be carried on on behalf of the soldier. For this purpose it would be handed over to a Trustee. (c.) The farm should be taken over by the Government and leased fol short periods till the soldier's return, when it will be handed back to hi in with the rents paid during his absence. (d.) The farm shall be taken over by the Government at a valuation, managed by them during the war, and afterwards made available for land-settlement by returned soldiers. APPENDIX B.—MANAGEMENT OF SOLDIERS' BUSINESSES OR INDUSTRIES. The proposals made in Appendix A for farms will, mutatis mutandis, apply to soldiers' businesses or industries and their management by the Industrial Committees. In case of a business or industry it may be desirable to incorporate it into another business with a view to its more economical working. APPENDIX C—THE EXAMPLK OF OTHER COUNTRIES. The following are some of the methods adopted in other countries for conserving the national wealth, increasing output, and promoting industrial efficiency. It will be a matter of consideration by the Government how far they are applicable or necessary in New Zealand, so that a policy may be immediately outlined for the Board. (I.) Encouraging local industry by higher Customs duties on articles capable of local manufacture. (2.) Prohibition of the import of luxuries— e.ij., pianos, pleasure-cars, jewellery. (3.) Limitation of export of raw material — e.g., rimu, kauri, kahikatea, kauri-gum, phorinium. (4.) Reduction in the consumption of alcohol. (5.) Stoppage of public works and railways not immediately necessary or likely to be profitable. (6.) Reduction of train services and increase of fares. (7.) Limitation of the use of petrol to industrial purposes. (8.) Reduction of licenses for totalizator at race meetings. (0.) Suspension of trade-union rules limiting the hours id' labour and forbidding the employment of women or of partly skilled workers. (10.) The employment of women in all industries suitable to them. APPENDIX D— STATISTICS. The Board should be asked to supply as soon as possible a list of industries divided into (1) essential, (2) partly essential, and (3) non-essential industries, and should prepare a return showing— (a.) The number of workers available in each industry in each of these categories: (b.) The number of workers required for each essential industry : («.) The number that can be spared without undue hardship from partly essential and non-essential industries. In case of each industry the Country and Industrial Committees should secure the filling-up of forms and the making of returns showing the above particulars so far as they relate to their locality or industry. A return showing the trades and occupations of men who have left with the Expeditionary Force is kept up to date by Base Records. APPENDIX E.—FINANCE. It is expected that a great deal of voluntary assistance will be forthcoming to help this organization, but certain working-expenses are unavoidable. The following is an estimate of the annual cost of administration : —■ Expenses of members of Board (four) ... ... ... ... 2,400 Salaries and expenses of Secretaries (four) ... ... ... 3,200 Salaries of Supervisors (twenty-oue) at £250 ... ... ... 5,250 Offices (twenty-one), including staff and rent ... ... ... 8,400 Travelling-expenses of Supervisors and Inspectors ... ... 1,000 Travelling-expenses of members of Advisory Council (105) ... ... 2,000 Committees (1,100 members), hire of rooms, stationery, stamps, &c. ... 2,400 Inspectors of Farms (five) ... ... ... ... ... 1,200 Legal expenses ... ... ... ■•• ••• •■• 500 Labour members (ten), pay and travelling ... ... ... 2,500 £28,850 Expenses will depend very largely on how far this organization extends for the first six months.