The want of co-operation already alluded to is, of course, at the root of the evil, so far as waste of money is concerned, and I am often asked why charitable bodies will not co-operate. My answer is that it is very often a case of pride in results. Officials do not wish to share the credit of their work; they want to be able to claim to their subscribers that they have spent more money or relieved more cases than their rival round the corner, just as hospitals are led to regard the number of patients they treat as the criterion of their usefulness. However, although I hold that hospitals might well extend their sphere from the cure to the prevention of disease, by taking more part in teaching people the laws of health and influencing them to keep such laws in their homes, I am not concerned with that question here, and mention hospitals only to introduce my first suggestion for charity reform. The operations for the King’s Hospital Fund have shown what can be done to check waste by bringing about a saving of £20,000 a year in the hospitals’ bills for provisions, etc. Until the King’s Hospital Fund was instituted there was no general knowledge of the comparative expenditure of hospitals on food, etc., with the result that some paid exorbitant prices for certain articles and some for others. The action of the King’s Fund has equalized expenditure, with the result I have stated. Now it occurs to me that another board like the King’s Hospital Fund would be able to bring about a similar saving in the administration of other charities which now compete to the loss of money subscribed by the public for the public, and, as I have said, to the detriment of character. Such a Board would check waste and extravagance engendered by competition, and it could be brought into being as swiftly and effectively as was the King’s Hospital Fund. So much for an immediate measure, but I suggest as a more certain method that every twenty-five years or so there should be an inquiry by some authority, either national or local, into every philanthropic institution. The terms of reference of such inquiry might be: firstly, the economic and business-like character of the management; secondly, the way in which co-operation was welcomed, and whether something more could not be done for further co-operation; and lastly, the institution might be tried by the standard of its usefulness to its surroundings. For, remember, every charity which really exists for the public good ought to test itself by this question, “Is our aim that of self-extinction?” The truest charity, that is to say, should aim to remove the causes, not the symptoms of evil. But many shirk this self-inquisition, and linger on breeding mendicity, after their place has been taken by State or municipal organizations, or after they have ceased to fulfil any useful purpose.