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financial considerations involved, but the Meston award perpetrated a grave injustice by depriving Bengal of one half of the proceeds of the income-tax, which it formerly had, and by diverting the whole of the yield of the jute tax, which is peculiar to Bengal, to the coffers of the Imperial Government. In Bengal it would be difficult to raise the cry of the failure of the Reforms if we had more money and could liberally distribute it among the nation- building departments, such as Sanitation, Education and the Industries. I know as a matter of fact that several schemes of water- supply for the riparian municipalities were ready, but could not be started, because there was no money, and the new taxes imposed did not yield the surplus that was expected, and upon the basis of which we could have raised a loan for water-supply and anti- malarial operations. Funds were not forthcoming and our activities were crippled.

Where we could get on without money, we were not hampered by a diarchical form of Government. In the matter of legislation and of public appointments my department made a notable advance. The number of municipalities vested with the right of electing their Chairmen was increased. A bill was introduced into the Bengal Legislative Council liberalizing the constitution of the mofussil municipalities. The constitution of the Local Boards, which deal with the institutions of Local Self-government in the rural areas of a sub-division, was broadened, and they now have the right of electing their own non-official chairmen. When I assumed office there were five District Boards which did not enjoy the right of electing their Chairmen. This privilege was conceded to them. But the most advanced piece of municipal legislation during my tenure of office was the enactment of the Calcutta Municipal Law. It democratized the constitution of the Corporation of Calcutta, the second city in the Empire. In other departments too there has been an advance as circumstances have permitted. A tree is judged by its fruits. How is it possible, in the face of these facts, to say, with anything like regard for truth, that diarchy has been a failure in the departments I controlled?

The success of a diarchy seems to me to depend largely upon the atmosphere created in the Secretariat in which it has to work. It depends upon the goodwill and the hearty co-operation of the Governor, the members of the Executive Council in charge of the reserved side, and of the permanent officials of the various depart- ments. It is the Governor who gives the cue, the first and ruling