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weight around and a lot of orders that aren't necessary in order to have a man make an offer to do something. It's only once in a long while that that happens and you have to be on to it all the time. So I always did welcome a report that the factory inspector was running them. I would always get a factory inspector from an entirely different outfit to make a recheck. That was very valuable. Then I would read the report myself, not leaving it just to the Factory Inspection Division. I'd read the report and if their orders were correct, I'd telephone back to the Governor's secretary that I'd checked it and this was the case, saying that the man could appeal for a variation on point number one, about which there was a difference as to whether it was necessary to do this, but the other three orders he had were just absolutely essential and there was no other way out of it.

I would be told by the Governor, “That's all right. That's all I want, Commissioner.” That was the answer. He would ask me to call up the leader who had spoken to him. I called up the leader and explained it to him.

I always welcomed this. I always felt that you could educate your political leaders as well as your industrial leaders and labor leaders to understand the necessity of these things. When they understood them, they wouldn't be