neration to be fifty-five per cent. of the money paid by the
public. The scheme was a great success. During the first year of its
operation the parcels carried numbered over 20 millions, and in the year
1913-14 (the last published figures) reached 137 millions.

The _Cheap Trains Act_, 1883, was passed to amend and consolidate the law
relating to (_a_) railway passenger duty, and (_b_) the conveyance of the
Queen's Forces by railway. It did not apply to Ireland. Passenger duty
was never exacted in that happy land. In Great Britain the Act relieved
the railway companies from payment of the duty on all fares not exceeding
one penny per mile; provided for the running of workmen's trains; and
prescribed a scale of reduced fares for the conveyance of Her Majesty's
soldiers and sailors.

After this Act, and until the year 1888, no further general railway
legislation of importance took place.

CHAPTER XVI.
BELFAST AND THE COUNTY DOWN RAILWAY

After eighteen years of railway life, at the age of 34, I had attained
the coveted position of a general manager. Of a small railway it is
true, but the Belfast and County Down Railway, though unimposing as to
mileage, was a busy and by no means an uninteresting line. A railway
general manager in Ireland was in those days, strange to say, something
of a _rara avis_. There were then in the Green Isle no less than
eighteen separate and distinct working railways, varying from four to
nearly 500 miles in length, and amongst them all only four had a _general
manager_. The system that prevailed was curious. With the exception of
these four general managers (who were not on the larger lines) the
principal officer of an Irish railway was styled _Manager_ or _Traffic
Manager_. He was regarded as the senior official, but over the Traffic
Department only had he _absolute_ control, though other important duties
which affected more than his own department often devolved upon him. He
was, in a sense, maid of all work, and if a man of ability and character
managed, in spite of his somewhat anomalous position, to acquire many of
the attributes and much of the influence of a real general manager. But
the system was unsatisfactory, led to jealousies, weakened discipline,
and was not conducive to efficient working. Happily it no longer exists,
and for some years past each Irish Railway has had its responsible
_General Manager_. Something that happened, in the year 1889, gave the
o