Organization
Following the Indian Rebellion of 1857 (usually called the Indian Mutiny by the British), the Government of India Act 1858 made changes in the governance of India at three levels: in the imperial government in London, in the central government in Calcutta, and in the provincial governments in the presidencies (and later in the provinces).[19] In London, it provided for a cabinet-level Secretary of State for India and a fifteen-member Council of India, whose members were required, as one prerequisite of membership, to have spent at least ten years in India and to have done so no more than ten years before.[20] Although the Secretary of State formulated the policy instructions to be communicated to India, he was required in most instances to consult the Council, but especially so in matters relating to spending of Indian revenues. The Act envisaged a system of "double government" in which the Council ideally served both as a check on excesses in imperial policy-making and as a body of up-to-date expertise on India. However, the Secretary of State also had special emergency powers that allowed him to make unilateral decisions, and, in reality, the Council's expertise was sometimes outdated.[21] From 1858 until 1947, twenty seven individuals served as Secretary of State for India and directed the India Office; these included: Sir Charles Wood (1859–1866), Marquess of Salisbury (1874–1878) (later Prime Minister of Britain), John Morley (1905–1910) (initiator of the Minto-Morley Reforms), E. S. Montagu (1917–1922) (an architect of the Montagu-Chelmsford reforms), and Frederick Pethick-Lawrence (1945–1947) (head of the 1946 Cabinet Mission to India). The size of the advisory Council was reduced over the next half-century, but its powers remained unchanged. In 1907, for the first time, two Indians were appointed to the Council.[2 ] They were K.G. Gupta and Syed Hussain Bilgrami. In Calcutta, the Governor-General remained head of the Government of India and now was more commonly called the Viceroy on account of his secondary role as the Crown's representative to the nominally sovereign princely states; he was, however, now responsible to the Secretary of State in London and through him to Parliament. A system of "double government" had already been in place during the Company's rule in India from the time of Pitt's India Act of 1784. The Governor-General in the capital, Calcutta, and the Governor in a subordinate presidency (Madras or Bombay) was each required to consult his advisory council; executive orders in Calcutta, for example, were issued in the name of "Governor-General-in-Council" (i.e. the Governor-General with the advice of the Council). The Company's system of "double government" had its critics, since, from the time of the system's inception, there had been intermittent feuding between the Governor-General and his Council; still, the Act of 1858 made no major changes in governance.[23] However, in the years immediately thereafter, which were also the years of post-rebellion reconstruction, the Viceroy Lord Canning found the collective decision-making of the Council to be too time-consuming for the pressing tasks ahead, so he requested the "portfolio system" of an Executive Council in which the business of each government department (the "portfolio") was assigned to and became the responsibility of a single Council member.[22] Routine departmental decisions were made exclusively by the member; however, important decisions required the consent of the Governor-General and, in the absence of such consent, required discussion by the entire Executive Council. This innovation in Indian governance was promulgated in the Indian Councils Act 1861.