The majority of tenants are of an average working-class type, and each manager looks after some two hundred to three hundred families. But since no tenants are rejected for reasons of character, it follows that there are among them families which are below the average and a few which can be described only as bad; they do not pay their rent promptly, they are destructive, or they are noisy, drunken and quarrelsome. When families are considered by the managers to belong to this group they are removed into one of the special areas set apart for them. They are placed in temporary wooden one-story buildings, built in pairs with a fair amount of space between. These special areas are in open situations on the outskirts of the town. Here the families are under strict supervision—a supervision, however, which has always in view the education and improvement of the tenant. The manager who has charge of one of these areas—on each of which are not more than twenty-five families—resides on the spot, in a dwelling similar to those occupied by the tenants; she reports weekly to the Chief Manager on the circumstances and conduct of each family and does all in her power to help and improve them. The salary of the Chief Woman Manager rises from £350 to £550 a year. Her assistants are placed in three groups, according to experience and to the responsible nature of their duties. The salary of an apprentice during her year’s training is £83; at the end of the year, if found satisfactory, she receives £125, rising to £183; after this she may rise gradually to £291. During the first twelve months an apprentice must attend an evening course of training at the University School of Social Work in Amsterdam, where she receives instruction in various branches of social work, such as the relief of distress, social hygiene, club management, housing and town planning. The Director of Housing regards the work of the women managers as extremely valuable from a social point of view, and he hopes to be able to find competent women to take charge of all the houses which the municipality are putting up. The salaries of the women managers are a fairly heavy charge upon the revenue, but the municipality considers the money well spent. They find that the tenants gradually improve, that rents are paid promptly and that the property is kept in good order, while good tenants appreciate the consideration shown to them and the interest taken in their welfare. E. A. C. IX REPORT ON HOUSE PROPERTY MANAGEMENT In October 1920 the Women’s Section of the Garden Cities and Town Planning Association appointed a Sub-Committee to report on the methods and practice of House Property Management, especially with regard to what is generally called working-class property and management by women.