CHAPTER XVII.

_Shedding sidelights on unities of Canadian railway management during the War._

A railway is a republic and a monarchy. It is a republic because there is no pre-emption of high offices for any favoured class among its servants. It is a monarchy in the virtual dictatorship of its President. The Canadian National system has practically a hundred thousand employes, to every man of whom, if he entered the service young enough, the highest executive office is open.

All the great rises in railway history have not begun on headquarters staffs. The most important vice-president of the Canadian National--S. J. Hungerford--came from the lathe. President Smith of the New York Central lines, worked on the section. Van Horne was a telegraph operator. Lord Shaughnessy was a clerk in Milwaukee. Sir William Whyte, who administered the C.P.R. west of Fort William with great distinction for many years, was a brakeman on the Credit Valley line. Sir William Mackenzie taught school. Sir Donald Mann’s prowess with the axe is proverbial, wherever the story of his encounter with a touchy Russian officer in Manchuria is told.

Two aspects of the openness of the climb to railway summits are, perhaps, worth discussing--the ability and character developed among executive officers; and the relations of railway with railway when they meet as rival, and sometimes hostile, powers.

Basically, one does not claim a superiority for either generation of colleagues with whom he has worked during fifty years. On the whole, I think, we older fellows, who are a little nearer the Shorter Catechism than some of our more recent executive brethren, compare fairly favourably with our heirs. But, in social and ethical standards, there has been a tremendous leveling up in the railway as well as in other worlds.

Take drink--or rather, think of drink, and the general business code. Leaving aside the controversy which breeds such a remark as that a man would rather have prohibition than no alcohol at all, there has been a beneficent change in custom. In the old Bonaventure station at Montreal, over forty years ago, every pay day saw the office desks, in some departments, littered with almost as many whiskey bottles as pay checks. Where the bottle abounds, its unhappier fruits will be found also. It may be due to a lack of observation, as well as to a want of experience, but I cannot assert whether, in Montreal at that time, spiritual discussion was as inevitable a concomitant of spirituous indulgence as it was reputed to be in Scotland in days not lang syne. But nothing is more certain and more gratifying than the elimination of intoxicating liquor as an ingredient in daily business.

With slacker social proprieties than we now enjoy, the lower standard of ethics in the railway business showed itself in manners which may be mentioned without offense, seeing that there have been great changes for the better. Forty years ago the great bodies of railway workmen were not organized in unions. The recurring bottle on the office desk had its fellow where men like engineers gathered together. The advent of labour unions, though it brought a few complications with which, perhaps, the services need not have been troubled, unquestionably raised the morale of all the bodies of men enrolled in them. To-day there is the severest look-down on the man who allows liquor to mar his efficiency--it was so, long before prohibition descended upon us. Any man in trouble because of drink gets very little sympathy and very short shrift from his union.

With the rise in morale as to personal behaviour has come a corresponding advance in the breadth and ability with which the men’s side of labour difficulties is handled whenever cases of discipline arise--of which something presently.

Improvement of morale does not largely influence another condition, which may not affect railways more than it does other walks of life: though, with the multitudes of men, and variety of departments, the situation may be thrown into stronger relief in railway administration than in some other branches of industry. I allude to promotion, and the reasons why some men--most men--do not rise high or fast.

An old friend in London who had developed a unique business out of nothing, was asked what percentage of those who had worked under him during sixty years had enough executive capacity to deal with an emergency when their superior was away, without being frightened by their assumption of responsibility. His answer was: “Perhaps two per cent.--not more.”

Sir William Whyte with whom this facet of success was discussed, thought the estimate was low, for railways, because the very nature of railroading--movement, climatic emergencies, accidents, for example--develops latent ability to meet unexpected conditions, to an extent that does not apply to a calling wherein the employes operate in one set of buildings. But, Sir William said, an outsider would be surprised at the number of men who declined promotion because of fear that they would be inadequate to enlarged, unfamiliar duties. One recalls our first engineer at Edmonton who, promoted to a superintendency, asked for his throttle again.

One is sometimes divided between the two views--that ability is scarce in the world, and that it is abundant. The question was once raised among a company of men of affairs--How many high officers in public, or semi-public service, are the superiors in ability of their chief subordinates? One, with a wide knowledge of lands and men, said he thought that perhaps two in five would be the average.

“Oh,” said another, who had sat in Parliament, “your percentage is far too high. There may be ten able men in the House of Commons--one in sixty-seven!”

It is true that many men in railway service have a lower estimate of their own ability than their superiors have had; and that they have remained stationary because they hadn’t the courage to rise when the chance came. There are others--not many--who have risen pretty high because, in the man-power of a railway there is something like the steam-power which moves trains. A man may be just as powerful as a locomotive; and just as narrow, and just as helpless if he doesn’t stay on the track where he was put.

Here, for instance, is a youth in an office, blessed with the great virtues of willingness, diligence, method, perseverance, and the ambition to better himself. He isn’t everlastingly looking at the clock. If he is asked to stay late, he shows that he likes to be thought important enough to be invited to share an extra burden. All these distinctions may belong to a head which does not harbour an expansive, wide-seeing mind. They combine into an efficiency of a sort that is not at all to be despised, and which almost inevitably brings promotion.

In spite of the impulses to a liberalized mastery of his work, such a man will develop qualities that magnify the tendency to use red tape which afflicts some officials in all large institutions, from Governments down. It narrows the capacity of subordinates through a persistent, but usually unrecognized dread of giving an official inferior full scope to develop any originality he may possess. The fear of the secondary man coming to the primary place is common everywhere. You cannot expect a small man to display the qualities of a giant.

A railway officer, like the centurion who, being under authority, had soldiers under him, may wire two or three thousand miles to a subordinate and know that his directions will be obeyed. Perhaps there is no more potent inducer of a sense of authority than this ability to command, at long range, by the invisible messenger. It sometimes produces in a railway official, to whom the wires are free, a rather morbid pride in keeping in touch with his office when he is away, by making his office keep constantly in touch with him. An old colleague used to say that if he could edit the departmental telegrams of any leading railway system on this continent, and be paid a cent a word for prevented verbiage, he would become disgracefully rich in five years.

The admirable tendency in executive efficiency--the encouragement of initiative--is represented by the practice of the departmental head whose duty carried him often and far afield--frequently for weeks at a time he would be absent from his office. He secured the ablest assistance his appropriation afforded; and when he went away his instruction to his deputy was:--“Don’t bother me with telegrams, unless it is absolutely necessary--I assume you are equal to your job. Whatever comes up, don’t be afraid to deal with it, according to your best judgment. Always have a clear reason for whatever action you take, and when I come back I will back you up, even if I don’t agree with all you have done.”

It is rather a tempting excursus--this discussion of the discovery and use of executive ability; but it must be passed by, with the further remark that, on the whole, railways, as I have known them, are staffed by able, conscientious men, in all ranks; and that, while our twenty years of phenomenal expansion cannot recur, and the scope for promotions will be limited, compared with what it was, railway service will always be a great arena for the use of talents of the highest order, even though they may first be exercised in the most unlikely-looking corners of a great system.

Railway rivalry is as keen as any other rivalry in business or politics, though I think it is healthier than what one sometimes sees in the political sphere, where ultimate rewards and punishments lie with electorates who may have given no study to the affairs they judge. Human nature being human nature, the personal equation sometimes enters prejudicially into the larger responsibilities confided to individuals.

The public has occasionally seen it in speed contests and rate wars. In the middle eighties the Grand Trunk, stung by the too challenging advent of the C.P.R., and both lines being subject to certain personalities which should have subdued themselves, ran competing trains between Ottawa and Montreal in something over two hours. For several years, owing to incompatibilities at the top, the Grand Trunk and C.P.R. did not exchange passes. When the Grand Trunk Pacific was building, and a Grand Trunk Pacific man had business in Montreal, although the shortest way was by C.P.R.--and the journey would bring revenue to the C.P.R. sleeping and dining car departments--he travelled via Chicago, because President Shaughnessy and President Hays had fallen out.

It is no reflection on Lord Shaughnessy or Sir William Mackenzie to say that they did not get along well together. The explanation was in the conscious majesty of the C.P.R. in presence of a rival which had carried all the marks of infant feebleness and youthful audacity; and in the natural-born imperiousness of a man who knew without boasting of it, that he was doing a great work, and did not need, on his abilities, to take second place to any native or adopted Canadian. But even here, the individual incompatibility could be subordinated to a statesmanlike regard for interests which were greater than either man’s temperament--of which two instances may be given.

Perhaps the most brilliant stroke the Canadian Northern ever made was the acquisition of the line from Regina to Prince Albert from its owners, and away from its lessees the Canadian Pacific. When it is said that at the beginning of its operation as a Canadian Northern branch the old Qu’Appelle and Long Lake furnished six million bushels of wheat for delivery at Port Arthur, the importance of the change may be appreciated. It gave us main line haulage equal to 600,000 miles for one full-loaded car.

In the fall of 1906 the lease to the C.P.R. was expiring, and the owners of the railway offered it to the Canadian Northern. Mr. Mackenzie caused Sir Thomas Shaughnessy to be asked whether he desired to retain the road, as he would not negotiate if the C.P.R. wished to retain the property. The reply was a speedy “No,” and the transfer was settled that very day.

On the other side of the account--a time came when it was thought that some closer association between the C.P.R. and C.N.R. might be advisable, in view of the impending competition of the G.T.P. against both. Sir Thomas Shaughnessy, meeting a Canadian Northern officer one day in Montreal, took him to his room; and said there was an opportunity for better relations between the two lines. He and Mackenzie, Sir Thomas said, didn’t get along very well, but that needn’t make any difference. Wouldn’t his present friend and old colleague take the matter up, in a friendly spirit, with Mackenzie? The effort was made, with excellent prospects of success, until political consid--but that’s another story.

These things are mentioned because, when one goes on to say that railway relations are fully as good as human nature and commercial competition will permit, it must not be understood that anything like Christian perfection is claimed for our sort of people. Speaking broadly, but very comprehensively, the personal relations of railway chiefs are excellent. When difficult questions have been fought over, and fought out, friendliness resumes its wonted dominion over the contenders. It would be said by my friends Mr. Beatty, President of the C.P.R., and Mr. Kelley, formerly President of the Grand Trunk, I think, that our relations were always of the happiest, whether we were associated competitively, or co-operatively.

Mr. Kelley, who dropped out of Canadian activities when the Grand Trunk organization was nationalized, was like M. H. MacLeod, in his change from engineering to general administration. He was an American with a wide range of construction experience, abroad as well as in the western United States when the Indians were a menace to advancing civilization.

Mr. Beatty, too, is an example of what is regarded as a change of profession. He went to the C.P.R. as a young lawyer; and became president at forty years old, after several years’ headship of the legal department. He exemplifies the great truth about administrative quality--that it is not routine proficiency, but grasp of varying conditions, and capacity quickly to reach and execute decisions which constitute the title to supreme executive control.

When, in October, 1918, Lord Shaughnessy retired, and Mr. Beatty became his successor, a very experienced C.P.R. director was asked why so young a lawyer had been so remarkably elevated. “Because he is the best-equipped man for the job,” was the complete answer.

I do not think it is true that as men of affairs grow older they are prone to look back and say there were giants in those days. As a father rejoices in his son’s eminence, so an old railroader is delighted to see executives who are young enough to be his boys conspicuously displaying every mastery of their work. After all, to have any other disposition would indicate that the generation going down the hill had been unable to impart anything worth while to those who are ascending the heights.

One’s pride in President Beatty as a man who adorns his profession, and dignifies every phase of Canadian achievement he touches, is the gratification of a competitor as well as the appreciation of a colleague during the strain of war. The Canadian Pacific is a Canadian institution; and I am certain that in its first Canadian-born President it has a chief whom his countrymen will have abundant cause to honour without waiting for his absence to direct attention to the value of his presence.

Railway relationships were doubly gratifying during the war, which had its compensations. The question arose of obtaining the maximum efficiency of war service from the Canadian railways, as it had more instantly arisen in Britain, and was fated to appear in the United States. In Britain there was a Governmental amalgamation of railway services, as there was in the United States several years later.

Something like the British method was proposed in Canada; but the Government decided to put patriotic efficiency up to the railways themselves. The Railway War Board was the outcome.

It was established in co-operation with Dr. Reid, Minister of Railways and Canals, who showed in this, as in the subsequent setting up of the Canadian National Board of Directors, an exemplary superiority to political influences. His letter to me, at the handing over of the Government railways to the directors who were appointed to administer the Canadian Northern, containing the most explicit assertion of the necessity for conducting our business on a purely businesslike basis, was, I have no doubt, all the more readily written, because of the experience already gained, of how the railways could serve the nation and the war with disregard of the ordinary rivalries of competitive business.

We who served on the War Board can say that we gave to the nation the maximum of efficiency and economy in our power. We merely did our bit. We never looked for a word of gratitude from Parliament--and proved the wisdom of “Blessed is he who expecteth little.”

Curiously, the Government ownership of railways played an absolutely unique part in this phase of railway history. The Intercolonial, in a wonderful, and totally unforeseen way, justified its building as a political railway. One is the more delighted to say this, because of a somewhat different tone that has perforce been discernible in one’s allusions to some aspects of its administration from its earlier to its latter days.

For three years our Atlantic ports absolutely saved the situation, as far as Canada’s sustained support for the war was concerned. Until the United States followed our example, in April, 1917, the short-line military access to the Atlantic ocean during the winter was not open to Canada. We couldn’t reach Portland by the Grand Trunk, or St. John, freely, by the C.P.R., because either movement meant using a foreign neutral for military purposes. The Intercolonial, therefore, was our true approach to Europe.

But the Intercolonial ran only from Montreal; and troops and supplies had to come from all over Canada. There could not be efficient movement from and to Montreal without co-operation in all the country between Montreal and Vancouver and Prince Rupert. The four main Canadian railway systems for war purposes were, therefore, operated as one vast national system. The Intercolonial in winter and spring was the only small end of the funnel. In summer, as Halifax was the nearest port to Britain, and the submarine menace made the shortest possible sea voyage more important than short land journeys on this side of the Atlantic, the Intercolonial was also in extensive use.

In several vitally important respects the Intercolonial was more consequential than the other lines combined. It had to receive a larger proportion of wounded and returning troops than any of them. The first provision for hospital trains fell on the Intercolonial; and the “fish trains” were its peculiar care. Before coming to the “fish trains’” part in making the world safe for democracy, let a word be said about Moncton’s and Halifax’s patriotic service.

Moncton, perhaps, excelled all other Canadian cities in the constancy of its beneficence to soldiers going to the war. Never a troop train reached Moncton the soldiers in which did not receive hospitality from the citizens, and inspiration from the town band. On one day, for example, the band gave melodious welcome to eleven trainloads of soldiers. Many of the players were Intercolonial employes, who sacrificed much time and money to speed the departing warriors.

Halifax was blown to pieces by the war. But her recovery from the worst disaster that has befallen any Canadian city was swift and courageous. With troops going or coming, on many of the biggest steamers afloat--the Olympic was the greatest ferrier of valour the world has ever seen--there was promptitude and skill in every movement out and in. During demobilization Halifax was used in summer as it had been during hostilities, in the interest of speed. On the morning of July 9th, 1919, the Olympic docked at No. 2 pier at 7.15. The first special train, Intercolonial to Montreal, thence C.P.R., to Vancouver, pulled out at 7.40, the next at 8.02 and the third at 8.15. The eleventh special from the Olympic, brought the total of men disembarked up to 5,430, and left at five minutes past eleven.

“Fish trains” carried British gold to be minted at Ottawa, most of it to be sent to the United States to pay for war material. “Silk trains” carried Chinese coolies who were brought across the Pacific to work behind the trenches in France and Flanders. Between July, 1917, and April, 1918, sixty-seven “silk trains” entered Halifax carrying 48,708 coolies. But the coolies, even when they could be kept behind blinds, were not as interesting as the boxes of gold, of which the public knew nothing, and about which observers along the route were mystified indeed.

Warships brought to Halifax gold cargoes each worth from ten to twenty million dollars. The average sized “fish” special consisted of six baggage cars (the first as a buffer behind the engine, and accommodating guards), and a private car, in which were railway officials. At night an armed guard rode on the engine. Through a train telephone, notice was given of anybody having authority to pass through the cars.

The most precious “fish train” was of eleven cars, holding sixty-seven million dollars. A wheel tapper at a division point said to another, “I wonder what kind of a train this is, with so many baggage cars and no passengers.”

“I’ve heard it’s carrying gold,” said the other.

A discussion of the values followed, and the estimate was made that the freight was worth from ten to fifteen thousand dollars.

After all, these features of war service were only unusual variations from phases of railway management which are special to Canada. We love our climate. Canadian children would almost as soon lose the summer as do without the winter. But there are certain disadvantages in our relationship to the North Pole. It is all very well to say that things don’t grow in the winter, anyway--not even in Texas. But the longer the winter the more handfeeding of cattle there must be. A Cobalt silver mine’s ore mill must be heated in winter, as one in Mexico need not be. It takes more coal to keep up locomotive steam in forty below zero than must be burned at forty above.

Trains fall behind their schedules in very cold weather, not because of operating inefficiency, but because temperature is the mightiest tyrant in the world. Compared with the southern states, or northern England, for example, equipment must be built to subdue Jack Frost in his sharpest mood. Treble windows, asbestos-covered steam pipes beneath the cars, to withstand the piercing cold and the rushing wind, which takes the heat from them faster than the summer sun drinks dew--these are some of the factors against time-keeping when the thermometer is low.

Dripping water from wash-rooms or dining-car kitchens will often freeze the outlets of pipes. When the train is examined at a division point, instead of the customary ten minutes for testing, and priming the cars with ice and water, twenty or thirty are occupied thawing out the pipes at crucial spots.

If, when winter comes, there were a freezing of the track, and no thaw until the spring break, care of lines would be comparatively simple. But the all-powerful temperature is as changeable as an April sky. Thaws and rains arrive, switches and sidings must be kept clear of ice, so that when trains pass or turn in there is no uncertainty about where they will go. Depressions and elevations in the roadbed, through the freaks of frost, compel the adjustment of the rail levels--shimming it is called--which makes spring travel somewhat unstable.

The item of station and water-tank fuel is big. How many people realize that every water tank must be heated, night as well as day, from fall to spring, and that in most cases the water supply must be maintained by a man who patrols perhaps fifty miles of line on a gasoline-driven jigger, doing nothing but pumping and warming water?

It isn’t all lavender, this running of railways in a Canadian winter. One’s admiration for the constancy of the men who are out on the line never diminishes--it is good medicine to have walked half the night in thirty below zero to obtain help for a frozen-up train on a pioneer line. As we are touching on the service of workmen, perhaps this is a suitable place to name a feature of the Railway War Board’s work which deserves far more appreciation than can be given to it here.

Formerly each railway was a separate entity, as far as the trade unions were concerned. The war brought about a unification which is still effective in many respects. For all labor matters we formed a Board of Adjustment on which the railways and the unions had equal representation. The chairman was changed every six months, the companies and the unions supplying him alternately.

Every contested case of discipline came before the Board, as before a Court. It was threshed out, and a decision arrived at, by which the company concerned stood, even though it was against the grain to reinstate a man whose dismissal was believed to have been justified.

In no case was it necessary to call in an independent authority to review a judgment of the Board of Adjustment. The labor representatives were as judicially minded as their colleagues. I did not sit on this Board, but was, of course, in the closest touch with its work and results. Nothing finer in desire for, and capacity to get at the truth could have been displayed than the men’s representatives invariably showed.

It must not be supposed that one’s admiration is confined to what, for the want of a better word, must still be called the lower ranks of the service. After all, a railway is an entity of vast ramifications. To be a true success it must work effectively in all its parts, and win the goodwill of those whom it serves. It would take pages and pages to sketch, ever so fragmentarily, the wealth of comradeship, official and otherwise, which was woven into half a century’s railway service.

Publication of these recollections has renewed, in lively fashion, many memories and associations which one had rather supposed the years had dimmed. Survey of what has been written and received makes it only too clear how inadequately one has shown forth the excellence of friends and comrades whose goodwill, forbearance and support have made a long and exacting toil infinitely worth while.

APPENDIX A

ABRIDGED SPECIAL REPORT OF THE OPERATING AND MAINTENANCE DEPARTMENT, CANADIAN NATIONAL RAILWAYS, FROM THE FALL OF 1918 TO THE END OF 1921.

The following account of the operating and maintenance department of the Canadian National Railways is a shortened form of the report of the Vice-President in charge, which was included in the comprehensive survey of the railways’ position, submitted by the President to the Hon. Mr. Kennedy, on his becoming Minister of Railways and Canals, and as the outcome of the interview mentioned on page 265. Perhaps no report which has reached the public gives so succinct and comprehensive a sketch of the manifold activities of the operating and maintenance department of a great railway system. It is thought these appendices will be of some value to Canadian taxpayers who are interested in knowing how their money has been spent on railways account.

The Management of the National Railways, during 1918-21, was required to weld a number of disjointed and separately operated Railway properties into a single system, completely rearrange jurisdictional territories, and reorganize all departments, dispose of the accumulated arrears of work in connection with the maintenance of equipment and permanent way and structures, provide large quantities of new rolling stock, develop and inaugurate the use of new standards, systems, methods, plans and forms, while dealing with the most extensive and important wage movement that ever took place in the history of roadbuilding.

The functions of the Operating and Maintenance Department may be broadly grouped as follows:

(a) Transportation (i.e., train and station service).

(b) Maintenance of rolling stock.

(c) Maintenance of track bridges and buildings, including the provision of additional facilities or the extension or improvement of facilities on all lines, excepting those still under construction.

The Railways are generally divided into two grand divisions, viz:

EASTERN--6,828.0 miles; embracing all lines situated east of Armstrong, Ont., and Port Arthur, Ont., and extending to the Atlantic Coast, including Prince Edward Island. In charge of a General Manager whose office is at Montreal, Que.

WESTERN--10,030.4 miles; embracing all lines Armstrong, Ont., and Port Arthur, Ont., and west to the Pacific Coast, including those on Vancouver Island and the Duluth Winnipeg and Pacific Railway. In charge of a General Manager whose office is at Winnipeg, Man.

Eastern Lines are again subdivided into three General Superintendents’ Districts, viz:

District Located Headquarters at Miles Maritime Principally in Maritime Moncton, N.B. 2671.3 Provinces Quebec Principally in Quebec Quebec City 2356.1 Ontario All in Ontario Toronto, Ont. 1800.6

Western Lines are subdivided into four General Superintendents’ Districts, viz:

District Located Headquarters at Miles Central Principally in Manitoba Winnipeg, Man. 3156.6 (including Duluth, Winnipeg and Pacific Railway lines in Minnesota 172.6 miles). Prairie Principally in Saskatchewan Saskatoon, Sask. 3181.8 Western Principally in Alberta Edmonton, Alta. 2162.5 Pacific Principally in British Vancouver, B.C. 1529.5 Columbia

Note--In the Pacific District, an Assistant General Manager is in charge instead of a General Superintendent, on account of its remoteness from General Manager’s headquarters.

General Superintendents’ Districts are again subdivided into Superintendents’ Divisions, each averaging approximately five hundred miles.

The general division of territory under General Managers, General Superintendents, and Superintendents is substantially the same as on the Canadian Pacific. The General Managers’, General Superintendents’, and Superintendents’ staffs are also generally similar to those on the Canadian Pacific, and the division of duties and responsibilities, and the relationships between sub-departments are substantially the same.

The actual work of operation is divided between sub-departments as follows, and the first five functions are those generally handled divisionally, while the balance are largely controlled by departmental organization.

1. TRANSPORTATION:--Operation of trains, switching in yards, operation of freight houses, team tracks, etc.

Car Service and Car Accounting--Having to do with the distribution, movement and record of cars, and collection of per diem and demurrage.

2. MECHANICAL:--Maintenance of locomotives, cars, work equipment, including shops and roundhouses, and the preparation of plans, specifications, etc., for new equipment.

3. MAINTENANCE OF WAY AND STRUCTURES:--Maintenance of track, bridges, buildings, and the provision of additional or improved facilities on operating lines.

4. POLICE AND SPECIAL SERVICE:--Policing and protection of Company’s property, investigating of irregularities, etc.

5. MEDICAL SERVICE:--Physical examination of employees, attention to persons injured on the railways, and general supervision of all matters relating to the health of employees and patrons.

Note:--Associated with this Department is a Safety organization for the prevention of personal injuries.

6. TELEPHONE AND TELEGRAPH SERVICE:--Local services of this character, and being actually a part of the Transportation Department.

Note:--All through telegraph service, whether Commercial or Railway business, is provided by Canadian National Telegraphs.

7. DINING AND SLEEPING CARS, AND HOTELS:--Operation of dining, sleeping, parlor and tourist cars, and hotels, restaurants, etc. (In charge of a Manager, who reports directly to the Vice-President.)

8. COAST STEAMSHIPS AND FERRIES:--Operation of Grand Trunk Pacific (British Columbia) Coast Steamships and certain car ferries, tugs, barges, etc., employed on both the Pacific and Atlantic Coasts in connection with Railway operations.

9. ELECTRIC RAILWAYS, (126.2 Miles):--Operation of certain electric railways in Ontario. Each of these lines is in charge of a general officer who reports directly to the Vice-President in charge of the Operating and Maintenance Department.

The organization is a combination of the departmental and divisional systems and is arranged along the general lines that the experience of the Canadian Pacific and Canadian National Railways has shown to be best for the conditions and vast territory involved. Each territory has a substantially complete organization, under a single officer, who is required to follow the general policy and observe the standards prescribed by the expert at the head of each sub-department. For operating action the organization is divisional, but the work is planned and prescribed under departmental standards, subject to the approval of the territorial Executive head of Department.

The Vice-President in charge of the Operating and Maintenance Department has the following Staff Assistants:--Transportation Assistant, Engineering Assistant, Mechanical Assistant (Locomotives), Mechanical Assistant (Cars), General Superintendent of Car Service, Statistician, Chief Electric Engineer, Engineer of Standards, Superintendent of Police and Special Service.

TRACK AND STRUCTURES:--Tracks were showing the cumulative effect of the stress of the War years, during which an abnormal volume of business had to be handled over portions of the system, particularly lines east of Port Arthur, and the maintenance work on all lines was abnormally difficult on account of the shortage and inefficiency of labor, and the difficulty and time necessary to secure supplies of material.

Vigorous action had to be taken to permit of satisfactory service. This work has been energetically carried on with gratifying results insofar as economy, regularity and safety of transportation are concerned. Unfortunately, prices and scarcity of labor and material continued to increase until the latter part of 1920, with the result that the cost of performing this absolutely necessary work was abnormally high during the first two years.

RAILS:--Most of the main line east of Winnipeg was laid with 80 or 85lb. rails, but many miles of main lines were still laid with rails on branch lines had to be replaced, on account of wear, and their inability to carry heavy cars.

Parts of the main lines west of Winnipeg were already laid with 80 or 85lb. rail, but many miles of main lines were still laid with 60lb. rails which, on the more important traffic sections were replaced by 85lb. rails, and the lighter steel thus released was used on branch lines under construction.

The installation of heavier new rails does not necessarily imply the scrapping of the rails that are taken up. They are generally used over and over again. In this way a large mileage previously laid with light rails has been equipped with 80 or 85lb. sections.

The statement of new rails purchased for application during the years 1919, 1920, 1921 and ordered for 1922, follows:--

Year Tons Miles 1919 92,703 692.0 1920 67,238 532.0 1921 79,754 559.0 1922 (on order) 51,000 360.0

TIES:--The general condition of ties on the older lines, due to deferred maintenance during the war necessitated an abnormally high percentage of renewals. On the Eastern branch lines very large numbers of ties had to be installed immediately, to maintain traffic with reasonable safety.

The situation was markedly aggravated because of a very large mileage constructed between 1910 and 1914 on which the original ties had to be largely replaced, the average life of untreated softwood ties being approximately eight years.

The condition of ties on these lines of late construction is now approaching normal, and on the older lines is satisfactory.

The new ties laid for maintenance and not for new construction, are as follows:--

Year Number Average Cost 1919 7,203,532 .73c 1920 7,245,035 .81c 1921 5,898,374 .85c 1922 (ordered) 4,500,000 .57c (to be applied) 5,500,000

BALLASTING:--A great deal of the mileage was insufficiently ballasted. Speed of trains was restricted, riding qualities were wholly unsatisfactory, and the expense of constantly restoring track to passable surface and alignment was unnecessarily high.

Some of the more recently constructed main lines were fairly well ballasted when built, but a good deal of the ballast was, as is usual, absorbed in the embankment before it solidified. As the dump settled it left many sags and irregularities in the track. It was imperative to apply a very considerable amount of ballast in excess of what might be considered normal for older track. Most of this extra work has been performed. This experience in connection with new lines is common. Track is not usually considered to be stable until it has been ballasted three times. The use of heavier locomotives and cars, to secure economical operation, also necessitated heavier ballasting on certain sections.

The improvement in track conditions has been most marked, and we are now enjoying better riding, greater track stability, and less cost of maintenance.

BRIDGES, TRESTLES AND CULVERTS:--Prior to the period under review, the Intercolonial main line bridges had generally been replaced by heavier structures to carry larger and more powerful locomotives. But construction of double track at certain points necessitated new double track bridges, the most expensive one being over the Tantramar River in New Brunswick.

The situation on the branch lines, including the Halifax and Southwestern Railway was very unsatisfactory. The steel bridges were generally of insufficient strength to safely carry the heavy cars coming into general use on all roads. The wooden structures required complete replacement or very extensive repairs. While a considerable number on those branch lines require attention in the near future, most of them have been dealt with.

The National Transcontinental bridges were generally of a high standard, but some pile trestles, particularly at points where the foundations were uncertain, have been replaced.

On the Canadian Northern Quebec lines the bridge situation was very serious. Bridges are very numerous. The large steel ones were generally too light for heavy locomotives. Replacement of the timber structures was imperative. Traffic from the paper and pulp industry had so rapidly increased, that it could not well be handled with the comparatively small locomotives that could use the bridges. It was expedient to reduce the loads of large capacity cars, or to place lighter cars between them to ensure safety. Besides the inability to handle satisfactorily all of the traffic offered, the use of so many train units was extremely wasteful. There was no alternative but to replace most of the bridges.

This work was undertaken in the spring of 1918, to make the main line between Ottawa and Quebec, between Montreal and Joliette; between Garneau and Riviere au Pierre; and between Quebec and Chicoutimi; suitable for Mikado locomotives, with a tractive effort of 53,000 lbs. compared with those of 25,000 and 30,000 lbs. formerly available. With a very large increase in the tonnage and decrease in the number of trains, the economies in operation are very great.

On the Canadian Northern main lines between Ottawa and Port Arthur, and Toronto and Capreol, while steel bridges of high classification were provided over the principal streams many ravines were crossed by timber trestles, the intention being to fill them with earth when the lifetime of the original timber had expired and provide steel or concrete structures over the streams.

There were eighteen miles of timber trestles on these lines in Ontario. To date about one-half of this mileage has been disposed of.

The same policy in respect to timber trestles was followed on the Canadian Northern and Grand Trunk Pacific Railways in the West.

There are many large timber structures on the Grand Trunk Pacific between Winnipeg and Prince Rupert, and also on the Canadian Northern between Warden and Brazeau in Alberta. Again, on the line between Wayne and Calgary there are many comparatively small trestles but about one-third of them have been replaced. There are also quite a number of timber structures on the Canadian Northern between Edmonton and Vancouver, but most of them are small. All large openings are crossed by heavy steel bridges.

STATIONS AND OTHER BUILDINGS:--The only large stations that have been constructed are terminal buildings at Levis, Capreol, Hornepayne and Rainy River. Ordinary stations have been erected at intermediate points either to replace ones destroyed by fire, or under order of the Board of Railway Commissioners to meet the demands of increased traffic.

The roof of the train shed at St. John collapsed in 1919 as a result of age and corrosions, and was entirely removed, temporary wooden umbrella shelters over platforms being substituted. The station building itself has also suffered to some extent, apparently through the settlement of foundations. Plans have been prepared for a new station of different type, suitable to the peculiar topographical conditions, but as grade separation and the cutting down of grades are involved, an agreement with the City is necessary before any work can be undertaken.

Numerous enlargements of freight sheds and express buildings have also been made, to provide for growing traffic.

Owing to labor shortage, it was exceedingly difficult to maintain section forces, largely on account of lack of living accommodation at isolated points. It was found necessary to build section houses each year. This policy will necessarily have to be continued for several years before the lines are completely equipped.

On account of the newer main lines running through thinly populated territory, and the terminals being located where no previous settlement existed, it has been necessary to build cottages for our employes, notably, Napadogan, N.B., Parent, Que., Capreol, Hornepayne, and Atikokan, Ont., Kamloops and Boston Bar, B.C. No further large expenditures in this connection are anticipated, except at Edson, Alta., on account of the Canadian Northern and Grand Trunk Pacific consolidation.

On account of rapid development of lumbering and mining north and west of Sudbury, the lack of accommodation for unmarried employees at Capreol became acute. Adopting the practice of the Grand Trunk and Canadian Pacific Railway, a building was erected at that point and turned over to the Railway Y.M.C.A. to operate. This institution has been of great benefit to the employees, and has undoubtedly resulted in improved morale and better service. Several other points on the System greatly need some facility of this kind.

WATER SUPPLIES:--East of Winnipeg good water is so abundant that the only work required was to ensure the regular supply, or in a few instances, to provide new supplies to facilitate traffic movement, or to substitute gravity or hydraulic ram operation instead of pumping to reduce the cost. This applies also to western Alberta and all of British Columbia.

Between Winnipeg and Edmonton, or Calgary, the situation is entirely different. Rivers are few and far between and the difficulty of securing adequate supplies of water at proper intervals is very great. Much of the water obtainable from wells or small lakes is so heavily charged with suspended matter or salts in solution that it produces scale on the interior of boilers, causing them to leak so seriously as frequently to result in complete failure on the road, and greatly to increase the consumption of fuel and boiler maintenance costs.

There are many stretches between water tanks of such length that locomotives could not pull fully loaded trains with the water carried in their own tenders and had to draw one or more water cars behind them. Until recently, it was at times necessary to employ from one hundred and fifty to two hundred water cars simultaneously. This practice is very expensive, as each car usually displaces a revenue load, its maintenance cost is very high, and the trouble and delay at terminals incidental to their use are very great. On a single G.T.R. subdivision of less than a hundred miles, during a period of heavy traffic, water cars on trains, cost $10,000 per month.

A certain amount of work was done each year, but was undertaken on a much larger scale in 1921. Pipe lines of considerable length have been constructed to obtain water from several streams. Numerous existing wells have been deepened or enlarged. But, in general, the policy has been followed of providing storage reservoirs by excavation, or by the damming of ravines, or by a combination of the two, in which to catch and hold the water resulting from melting snow in the Spring of the year, or from rainfall. This water is the best obtainable on the Prairies. The open storage arrangement has the advantage of showing at any time the total quantity of water available.

TELEGRAPH AND TELEPHONE:--Lines east of Quebec, and west of Port Arthur, were moderately well equipped with wire facilities, but between Quebec, Montreal, Toronto and Port Arthur there were only two iron wires, both of which were used exclusively for local railway operation.

The consolidation of the Canadian Northern and Canadian Government Railways into the Canadian National System, with headquarters at Toronto, greatly increased the volume of telegraph business with that city; and it immediately became necessary to provide some additional circuits. In 1919 two copper wires were strung between Toronto and Quebec, and between Toronto and Winnipeg, and, later, an additional copper from Quebec to Toronto, and two additional from Toronto to Winnipeg. Two of these wires are used as a metallic circuit for telephone train despatching and they are also used at the same time for simplex telegraph service. The remaining two are assigned to the Canadian National Telegraphs for commercial business.

An iron wire was strung from Edmonton to Vancouver and an additional iron wire from Kamloops to Vancouver to meet pressing requirements, but increased facilities between the former points are still required.

Telephone train dispatching circuits were also extended on the Intercolonial, and telegraph facilities in the Prairie Provinces were improved.

Metallic circuit telephone service for train despatching is a very great improvement over the telegraph service previously employed, and has now been adopted by all of the larger railways. It is not only much more rapid, thus greatly reducing delay to trains and increasing the total number of trains that can be handled, but in many instances makes it possible to reduce the number of despatches. The train crews carry portable telephones, and when emergencies arise, hook onto the wires and immediately get in touch with the dispatcher. Formerly, to report a breakdown or derailment it was frequently necessary to walk many miles to a telegraph office.

The entire maintenance and operation of telegraph and telephone facilities, except those required for train despatching and local railway purposes, was handed over to the Canadian National Telegraphs in the Fall of 1920. It may be noted, however, that the combination of the general railway and commercial business makes for economy in that a considerable portion of the railway business can be transmitted during the slackness of commercial business.

YARDS:--Island Yard at St. John was reconstructed to provide additional terminal facilities for winter export business.

The yard at Moncton was altogether too short for the trains hauled by the larger locomotives placed in service during recent years, and the situation of the roundhouses and other engine facilities prevented any extension. This lack of track length involved a great amount of terminal delay and extra switching. The handling of the numerous passenger trains was exceedingly difficult and expensive. The roundhouses, built many years ago for small engines were altogether unsuitable. The coal dock was worn out; and all other facilities were wholly inadequate for present requirements. The lack of proper facilities at this point where a very large number of trains were handled, involved much additional expense in operation, and, at times made it impossible to give satisfactory service.

It was decided at the beginning of 1920, to provide new enginehouse facilities and extend the yard. Land was acquired for immediate and future requirements and a certain amount of grading and the construction of a large culvert were done. Last Spring the additional yard grading, and the construction of a 40-stall enginehouse, with machine shop, power house, stores building, coal dock, water tank and ash pits, were undertaken by our own forces, and the buildings have been occupied since December 17th, 1921.

The principal roundhouse, engine terminal and yard of the Intercolonial in the Quebec District is at Chaudiere, a short distance southwest of Quebec City, but there was also a large roundhouse at the north end of the Quebec Bridge, built by the National Transcontinental Commission. The Grand Trunk had a small enginehouse at Point Levis. All three were being operated at much unnecessary expense. The facilities at Chaudiere were enlarged in 1920 and 1921 and all engines in that vicinity handled there at a saving of $75,000 per annum.

Canadian Northern engine terminal facilities in the east end of Montreal were unsatisfactory. A 10-stall enginehouse, with stores building, machine shop, and all other usual facilities, has been constructed at Longue Pointe.

The roundhouse at Hornepayne, Ont., destroyed by fire in 1920, was replaced by a permanent structure of a new design, to meet the extraordinary snow conditions, and extreme cold of that region.

On Western Lines, it was necessary to rebuild in brick or concrete, the wooden roundhouses at Atikokan, Rainy River, Kamsack, Humboldt, and North Battleford.

At Saskatoon, the original Canadian Northern yard is in the centre of the City. Our facilities became wholly inadequate during periods of heavy traffic. Canadian National and Grand Trunk Pacific co-ordination greatly increased the pressure upon this terminal. The two railways intersect at Nutana, in the southern part of the City. Suitable land was available there. Work was commenced upon the new yard, enginehouse and other terminal facilities in 1920. The terminal has been in use since November, 1921.

Except at Quebec, Montreal, Ottawa, Toronto and Fort William, terminal facilities are now fairly satisfactory and apparently no very large expenditure at any one point will be necessary during the next few years although the growth of traffic at Winnipeg is so rapid that it may possibly enforce some improvements at that point.

At Quebec, Montreal, Toronto and Ottawa large developments are involved, which will require a great deal of careful consideration. Some additional facilities are immediately necessary at Quebec City, to take care of growing traffic, and a proportion of the Grand Trunk business.

At Fort William it is imperative that large modern yards and terminal facilities be constructed immediately. Otherwise it will be impossible materially to increase the grain traffic that can be handled from the prairies to Lake Superior. Favorable options have been secured upon suitable property, a very satisfactory tentative agreement has been made with the Township of Neebing, for the closing of streets, fixed taxation, etc., and plans have been developed.

REPAIR SHOPS:--The chief plants for repairing equipment, manufacturing material, etc., are at Moncton, N.B., St. Malo, (Quebec City), Leaside (Toronto), Transcona (near Winnipeg), Fort Rouge (in Winnipeg). Smaller plants at which a limited amount of general repair work is performed are at Riviere du Loup, Que., Limoilou, Que., Capreol, Ont., Port Arthur, Ont., Saskatoon, Sask., Edmonton, Alta., Port Mann, B.C., and Prince Rupert, B.C.

The outstanding developments were the equipment and opening of the large St. Malo Shops, Quebec, and the construction and opening of the moderately-sized plant at Leaside, Toronto. The former plant, constructed by the National Transcontinental Railway Commission, was completed in 1914, but was neither equipped with machinery nor used until 1919. The lack of adequate repair facilities in the Province of Quebec, together with the rapid growth of traffic, produced a serious situation, and the equipping of St. Malo shops was undertaken in 1919, actual repair work being commenced in the fall of that year.

There were practically no repair shop facilities on the National Lines in Ontario. A very serious situation in regard to the condition of equipment having developed, work was commenced early in 1918, at Leaside, a suburb of Toronto, upon a moderately-sized plant for the repair of locomotives and cars, which began operation in 1919. This plant is not of great capacity but the necessary land is owned by the Railways, and the design of the plant will permit of large extension. As the principal repair shops of the Grand Trunk Railway are located at Montreal, Que., Stratford and London, Ont., that Road having no important repair facilities at Toronto, it is likely that under co-ordination it will be found advisable to enlarge the plant at Leaside, to take care of some of the Grand Trunk work. It is highly desirable that a freight car shop be provided at Leaside at an early date.

It is unlikely that any large extensions will be required in the plants at Moncton, Transcona, and Fort Rouge, in the near future, but there is immediate need of a medium-sized plant at Edmonton, as there are now no adequate facilities for repairs between Winnipeg and the Pacific Coast, and only a freight car shop of moderate size at Port Mann, B.C. As the distance from Winnipeg to Vancouver is 1,565 miles, and from Winnipeg to Prince Rupert 1,758 miles, and as most of the equipment has to be hauled to Winnipeg for general repairs and then hauled back to the point at which it is to be used, a large saving can be effected. Highly suitable property at North Edmonton is owned by the Grand Trunk Pacific, and plans for a plant there are in preparation.

ROLLING STOCK:--The rolling stock owned was wholly insufficient. Very little new equipment had been provided since 1913, and traffic had grown enormously. It was impossible properly to maintain the equipment during the war, on account of the shortage and inefficiency of labor, difficulty of securing materials, and lack of shop facilities in Ontario and Quebec. The situation was aggravated by the shortage of equipment on United States railways. Canadian-owned cars sent into the United States loaded with paper, pulp, pulp-wood, lumber and other commodities, were generally retained by the American roads.

The National Railways are the originating lines for a large volume of the classes of traffic referred to. As it was generally impossible to secure a sufficient number of American-owned cars to move the products enumerated above, the volume of which had grown enormously during the war, we were faced with the alternatives of supplying cars for the export of commodities referred to, thereby incurring the risk of losing some of their equipment for an indefinite length of time, or by refusing to furnish their cars for this business, to deprive the paper and lumbering interests of Canada of the means of exporting their products, thus causing serious injury to the business of the country, and tending to aggravate the already serious exchange situation.

The policy adopted by the Canadian National Railways under these conditions was to make every effort to secure American-owned equipment for this traffic, and make up the deficiency as far as possible with system-owned cars. It was the only sound policy, but it deprived the National Railways of a considerable number of their cars, particularly during 1919 and 1920.

The National ownership of locomotives, freight cars, and passenger cars, was relatively below that of the other principal Canadian railways. If all had been available it would have been totally inadequate to meet traffic requirements. The public demand for additional train service, and car supply was most insistent and the actual need of additional equipment very great, so that many new locomotives, freight and passenger cars were ordered in 1918, 1919 and 1920, delivery being generally from six to twelve months after each order was placed.

LOCOMOTIVES:--As it was highly desirable to employ the most powerful locomotives in order to handle the maximum tonnage per train, the policy was adopted of only purchasing heavy engines, placing them upon lines with the greatest density of traffic and with suitable track and bridge conditions.

Besides the ordinary repair work a certain amount of locomotive improvements, such as heaters, brick arches, etc., to increase capacity and reduce fuel consumption, which had been commenced some years before, was continued, and is still being carried on.

During the first eight months of 1921, through shrinkage in traffic, several locomotives were out of service, but all engines were employed during the Fall. This extra motive power available on September first, made it possible to increase the volume of grain handled from the Prairies to the head of Lakes during the past four months, as compared with previous years.

Several subdivisions can now carry heavy locomotives for which such power is not available. It is, therefore highly desirable in the interest of economy, that additional freight locomotives be purchased. A few large passenger engines are also badly needed in order to satisfactorily handle heavy through trains on certain sections. Five powerful freight locomotives of special design are essential to handle coal traffic on the Bickerdike branches of the Grand Trunk Pacific. These locomotives would effect very substantial economies, and fully justify the expense involved.

PASSENGER CARS:--One of the first and most urgent problems of the National Railways was the securing of sufficient passenger cars to handle returning overseas military forces. One hundred and thirty steel Colonist cars with wood interior finish were ordered for the earliest possible delivery.

The shortage of general passenger equipment was also extreme. A considerable number of cars in service at that time were wholly unsuitable on account of age, weakness, and obsolete character. The constant increase in the number of cars required to be handled on long-run passenger trains led us to adopt all-steel equipment for main line services. Very careful consideration was given to design, and the new passenger equipment is fully equal to that of any other line.

FREIGHT CARS:--As there was much variation in the freight cars previously ordered by the several lines, each design was carefully considered, and new standards adopted.

Heavier locomotives and longer trains imposed such severe stresses upon the older types of wooden cars that many more repairs were required. During the war cars in bad order accumulated. During Government Control in the United States all freight cars were pooled, and equipment repairs greatly neglected. When Canadian cars were returned in great volume last fall and winter a large percentage were in defective condition. Recently about ten per cent. of our freight cars were in bad order, or about twice the normal number.

Contracts were placed with Canadian car builders some time ago to make heavy repairs to three thousand cars and the forces in our own shops were augmented. The freight equipment should be in normal condition by September 1st.

A serious trouble with freight cars of older designs is the pulling off of wooden draft timbers. Four years ago we began to replace wooden draft timbers with steel members. This greatly reduces the cost of repairs, delays to shipments and trains, and prolongs the life of cars.

The Canadian National lines at the end of 1919 had 1,644 locomotives. At the end of 1921 the total was 1,718. The Grand Trunk Pacific engines at the same periods were 259 and 256. Passenger equipment during the same periods stood at: C.N.R., 1,816 and 1979; G.T.P., 355 and 352. The freight car situation was C.N.R., 1919, 62,576; 1921, 66,591. G.T.P., 1919, 15,232; 1921, 14,908. At the end of 1921, therefore, this Department was responsible for 1,972 locomotives, 2,331 passenger cars and 81,499 freight cars. We also had altogether 4,032 work cars.

C.N.R.--G.T.R. CO-ORDINATION:--Following the acquisition through special legislation of the Grand Trunk Railway System on March 8th, 1920, a mixed Committee of Management was appointed by the Government to co-ordinate the two systems to improve service and reduce cost of operation. This Committee consisted of the following:

Mr. Howard G. Kelley, President Grand Trunk Ry., Chairman. Mr. Frank Scott, Vice-President Grand Trunk Ry., Finance. Mr. W. D. Robb, Vice-President Grand Trunk Ry., Operating. Mr. C. A. Hayes, Vice-President Canadian National Rys., Traffic. Mr. S. J. Hungerford, Vice-Pres. Canadian National Rys., Operating.

A conference of officers of both lines appointed sub-committees to study and report upon various phases of activity, which, if approved by the Committee of Management, were immediately put into effect.

Traffic and ticket offices throughout the United States and Canada were consolidated, terminals and stations were used jointly, track connections were constructed to permit of consolidation, freight movements rearranged, interline passenger services established, and tickets and passes interchanged. Express services were also closely co-ordinated.

Most of the physical connections and other required facilities have been provided, and authority will be asked to complete the program. Very substantial economies in operation have been secured, and the relative position of the Government-owned lines materially strengthened. The Operating Department consolidations are at the following points:

FREIGHT STATIONS:--Toronto, Toronto (Cherry St.), Port Hope, Cobourg, Grafton, Colborne, Brighton, Trenton, Belleville, Napanee, Kingston, Brockville, North Bay, Pembroke, Ottawa (Hurdman), Ottawa, Washago, Rockland, Hawkesbury, Aston Junction, Lyster and Ste. Rosalie.

PASSENGER STATIONS:--Parry Sound, Napanee, Brockville, North Bay, Pembroke, Rockland, Hawkesbury, Ste. Rosalie, Quebec, Washago, Kingston, Cobourg, Grafton, Colborne, Brighton, Aston Junction and Lyster.

YARDS:--Toronto, North Bay, Hawkesbury, Pembroke, Rockland and Ste. Rosalie.

ENGINEHOUSES:--Toronto, Brockville, Pembroke, Hawkesbury, Ste. Rosalie, Kingston, North Bay, Ottawa, Rockland, and Chaudiere.

G.T.P. ABSORPTION:--Owing to the Grand Trunk’s difficulties, on March 7th, 1919, the Minister of Railways and Canals was appointed Receiver of the Grand Trunk Pacific, and on July 12th, 1920, an Order in Council was issued appointing the Board of Directors, Canadian Northern Railway, Managers of the Grand Trunk Pacific, acting on behalf of the Receiver.

Immediately the official staffs of the two lines were amalgamated and reorganized. Departmental officers and staffs were also consolidated. Train services were rearranged to secure the shortest routes, and arrangements made for the joint use of terminals and other facilities. Duplicate offices have been abolished, and certain freight sheds, stations and roundhouses have been closed, passenger train services materially improved and freight traffic short-routed, the whole involving very substantial reductions in operating expenses, capacity to handle a larger volume of business, and improved service to the public.

Various physical connections have already been provided, but several important ones remain to be constructed.

The Grand Trunk Pacific has a terminal at Jasper, seventeen miles east of the summit of the Rocky Mountains. The Canadian Northern has one at Lucerne, five miles west of the summit. The rails were removed from portions of the two lines between Edmonton and Red Pass Junction in 1917, and sent to France for war purposes. Traffic has since been handled over one route consisting of portions of both lines. Only one of the two terminals mentioned is now required. The facilities at either of the points are not adequate. Something more must be provided at whichever point is selected.

The Operating Department’s co-ordinations are:

FREIGHT STATIONS CONSOLIDATED:--Winnipeg, Portage La Prairie, Regina, Saskatoon, Prince Albert, Canora, Battleford, Edmonton, Stony Plains, Moose Jaw, Yorkton, Calgary and Evansburg.

PASSENGER STATIONS:--Portage La Prairie, Yorkton, Saskatoon, Canora, Battleford, Moose Jaw, Calgary, Prince Albert, Stony Plains, Evansburg and Edmonton.

YARDS:--Fort Rouge, Transcona, Winnipeg Terminal, North Regina, Nutana, Prince Albert, Edmonton and Calgary.

ENGINEHOUSES:--Winnipeg, Rivers, Melville, Regina, Moose Jaw, Prince Albert, Edmonton, Edson and Calgary.

TRAIN SERVICES:--The regular train services incidental to the co-ordination of Government-controlled lines have been given a great deal of study. We have now daily time freight services between Halifax and Vancouver, with regular connections reaching all important points. The results are gratifying. In the way-freight services substantial economies and improvement in service have been secured.

STANDARD OFFICE WORK:--The co-ordination of independent roads, each with its own methods, systems and forms, necessitated the adoption of new standards.

A staff of engineers has been established at headquarters, which prepares standard plans and specifications, for bridges, culverts and buildings, and develops uniform methods and instructions for the construction and maintenance of such facilities, instead of having it done at the various offices of the Chief Engineer. The members of this staff were generally withdrawn from outlying offices where they were not replaced. The establishment of this office does not represent any considerable increase in cost.

It was formerly difficult to secure satisfactory reports of operations, exercise proper control, or make fair comparisons of results and costs, because there was no uniformity in connection with reports.

Standard forms of reports and methods have been adopted with very favorable results. A very fine system of Operating Statistics has been inaugurated similar to that in use on Class I United States Railways, which makes it possible for Division, District, General and Executive Officers to know promptly the results from and the efficiency of operation in any territory.

The benefit in reduced operating costs resulting from numerous physical improvements is now being felt. The provision of those contemplated, particularly in respect to water supplies and track connections to short-route traffic, and save train mileage, will also have a very important effect upon operating costs.

Very substantial improvements in freight and passenger train service, in economy of operation and satisfaction to the public have been effected, the latter being indicated by the steadily increasing public patronage. Much of the criticism of the National Lines is due to conditions which are now largely non-existent, or to lack of information as to the character of service now furnished. As a striking example of the progress that has been made, the western grain moved to the Head of Lakes during September, October, November and December, in 1920 and 1921, respectively, is quoted:--

1920 42,016 cars. 1921 65,238 cars.

One of the greatest handicaps is the necessity of maintaining duplicate main lines in certain provinces, involving great additional expense without proportionate increase in revenue. Another is the extremely low traffic density of a considerable proportion of the system mileage, which must be operated throughout the year in the interest of people who have settled in adjacent lands and have developed business interests. Generally speaking, the lines in question have low grades, and an increase in population would make them profitable. Another handicap is the considerable number of older branch lines principally in Eastern Canada which must be operated, but on which the volume of traffic is so small as to involve very serious loss in operation.

It is a pleasure to pay tribute to the splendid loyalty, energy, and enthusiasm displayed by the official and working staffs as a whole. It can be said, without reserve, that the officers and employees of the National are as enthusiastic and zealous in their work as those on any privately-owned railway. No tendency to relax has been observed since certain lines were acquired by the Government. This enthusiasm is one of the most valuable assets of a large organization. If encouraged it will be a most powerful factor in placing the National Railways upon a basis entirely satisfactory to the owners, the people of Canada.

APPENDIX B

EXTRACTS FROM REPORT OF THE CANADIAN NATIONAL RAILWAYS’ TRAFFIC DEPARTMENT, FOR THE PERIOD SEPT., 1918--DEC., 1921, AS SUBMITTED TO THE MINISTER OF RAILWAYS.

To indicate what has been accomplished by the Traffic Department during the past three years, it is desirable to define the functions of that Department in the Railway Organization. It may be described as the sales department of the railway--selling transportation--under a Freight Traffic Manager, and Passenger Traffic Manager, each supervising his sphere of the work over the entire Canadian National Railways.

These heads are provided with assistants with prescribed territories--each of these assistants being supported in turn, by district men in immediate charge of assigned territories and staff.

The duties of the departmental heads are:--

1.--To establish the basis for the publications containing the prices at which the transportation is to be sold.

2.--To confer with officers of the Operating Department respecting services required to give patrons the maximum of satisfaction, consistent with cost.

3.--To advertise the prices and services, as by printed tariffs, time tables and other suitable advertising material and methods.

Advertising must then be delivered to the direct selling forces--the district passenger and freight men, and ticket men behind the counters, stationed in Canada, United States and Overseas.

All these representatives are required to keep themselves informed upon the day-to-day requirements of their districts. They must observe, if traffic is offering freely, if the proper proportion of competitive traffic is secured, if efficient service is given, and they must render such assistance to our patrons as will facilitate their comfort as passengers, or their requirements as shippers.

The supervision of the departmental heads also includes negotiations for the interchange of traffic with steamship connections, with other railways in Canada and the United States, and for the consummation of arrangements for satisfactory service for our patrons, and the maximum haul for the railway.

An officer with the title of General Foreign Freight Agent is also provided, supported by a sufficient staff for soliciting the inland rail haul on traffic from or to Overseas; for assisting patrons in securing quotations and space from Ocean Steamship connections; and generally, for keeping informed upon the world’s trade conditions.

The efforts of the Foreign Freight Department on this side are supplemented by the co-operation of the European Manager, in London, who, with a staff in Great Britain and agencies on the Continent, gathers up traffic that cannot be secured on this side. He also secures and forwards information as to prospective traffic, as to competition through Canadian and American ports. Through these representatives quantities of traffic are secured that might otherwise pass to competitors, American as well as Canadian.

The European Manager also co-operates with steamship connections Overseas and the railway representatives on this side in developing passenger traffic of the various classes, and in promoting immigration.

In Australia, New Zealand and the Orient, officers have also been appointed who perform similar functions with respect to the movement of freight and passenger traffic through Pacific Coast ports.

These Overseas representatives in Great Britain, on the Continent, in the Orient and Australasia are expected to gather traffic for the Canadian Government Merchant Marine, as well as to work closely with all other possible steamship connections.

Periodical reports--weekly, monthly, or daily when necessary--are submitted by all the district men to their immediate superiors, and are passed on through the passenger or freight traffic managers to the vice-president in charge of traffic. From these reports is gleaned the information necessary to a proper supervision of the work, and to be passed on to the President, to assist in keeping him informed upon the movement and conditions of business throughout the entire system.

In the development of our traffic organization, but three years have passed, since the combination of the former Canadian Government Railways with those of the Canadian Northern, and little more than a year since the absorption of the Grand Trunk Pacific.

Co-ordination with the traffic organization of the Grand Trunk has proceeded as far as possible under the existing conditions, the district and soliciting forces having been consolidated.

It may be said that with the consolidation of a number of Canadian National and Grand Trunk offices, the absorption of the Grand Trunk Pacific staff, and the resumption of work by our men returned from overseas, that we have greatly strengthened the personnel of our official and soliciting forces. We now have a most efficient staff in Canada and in the United States whose loyalty and devotion to duty is specially worthy of mention, as it is sometimes assumed that only those employed in privately-owned corporations can be credited with these attributes.

Success is only attained by the sales department of any large enterprise, through an efficient organization composed of experienced men with initiative, who are capable of responding promptly to every reasonable demand upon their services, in the interest of the enterprise they represent. Nothing produces efficiency in all lines of activity more than rivalry. With a large competitive system, privately owned, and operated in the same territory by which to measure our results, the rivalry that necessarily follows should ensure against inefficiency and stagnation, in so far as our organization may be permitted to function under the same business principles as those governing its competitors.

It is felt that this spirit of rivalry has dominated every officer and representative of the traffic department since its organization, not as an incentive to pursue unfair methods, but rather as a stimulant to their determination that results must be accomplished by close attention to the wants of patrons, and to the service rendered by all departments of the railway.

Perhaps it is too much to expect, with operating forces extending from the Atlantic to the Pacific, that complete satisfaction will be given by the staff at all times; but it should be realized that an organization in existence only three years, and engaged to a large extent in co-ordinating the services of a number of lines, previously operated independently, and in some cases in competition, has much yet to accomplish to gain the strength, and the same traffic-getting power as its chief competitor. This rival organization has gradually strengthened, as its mileage and territory grew, and as its facilities, both railway and steamship, for securing traffic, were increased.

Due economy, consistent with efficiency, has been observed in the organization of the Canadian National traffic force. The ratio of the cost to the gross revenue for last year, 1920, was 1.94 per cent., against 2.31 per cent. on the C.P.R. In this connection it should be borne in mind that we are meeting the competition of a strongly entrenched rival, and the results indicate a substantial measure of success.

GRAIN:--The following table of grain movements will give some indication of the productive value of the territory served by the lines of the former Canadian Northern and Grand Trunk Pacific, and it may not be out of place to point out that the portions of the three prairie provinces, served by the trunk lines of these companies, have been the steady producing areas of the West, where crop failure has been less frequent or entirely absent.

Number of cars of grain inspected and handled each crop year from the First of September to December 31st.

1918 1919 1920 1921 Cars % Cars % Cars % Cars % ----------- ----------- ----------- ----------- C.N.R. 27,334 31.3 26,771 31.7 33,101 27.4 52,924 36.2 G.T.R. 11,044 12.6 12,511 14.8 12,238 10.1 19,226 13.2 ----------- ----------- ----------- ----------- Total 38,378 43.9 39,282 46.5 45,339 37.5 72,150 49.4 C.P. 48,491 55.4 44,799 53.0 75,375 62.4 73,219 50.1 G.N. 677 .7 455 .5 146 .1 690 .5 ----------- ----------- ------------ ------------ Total 87,546 100 84,536 100 120,860 100 146,059 100

From the foregoing it will be noted that a total of 72,150 cars have been handled by the National Railways--September 1st, to December 31st, of this last season’s crop--in contrast with:--

1920 45,339 cars equal to 59.1% increase 1919 39,282 ” ” ” 83.7% ” 1918 38,378 ” ” ” 88% ”

A new movement of grain took place in 1920, of some 600,000 bushels of wheat from Alberta points to Vancouver, for export via steamships using the Panama Canal route to Great Britain. A substantial increase is shown this present season, and will possibly total close to three million bushels by both railways; the National Railways are handling considerably more than 50 per cent. of this quantity. To December 29th we had delivered at Vancouver 754 cars and on the same date had 1,114 cars in transit and were making deliveries in Vancouver as rapidly as the grain could be handled by the Government elevator at that port.[3]

The easy grades of the National lines through the mountains are favorable to such a movement. The grain this season is going forward to Japan as well as to U.K. ports.

In the last crop year the Canadian National Railways also handled approximately 50 per cent. of the grain moved East, all rail, from the head of the lakes to Eastern Canada and the eastern seaboard--thus indicating the ability of the railway to participate fully in this competitive movement.

LIVE STOCK:--The Canadian National Railways are also actively participating in the competitive movement of live stock traffic from Winnipeg and West as illustrated by the following:--

To To Eastern Canada United States and via United States Emerson Number of Cars Number of Cars Total Via Via Total Via Via Years All Lines C.N.R. C.N.R. All Lines C.N.R. C.N.R. 1919 3,274 974 30% 5,476 739 13.5% 1920 5,235 2,404 46% 3,182 1,496 47.0% 1921 2,983 2,027 68% 1,559 758 48.6%

This very favorable showing is largely due to rapid transit, excellent transportation arrangements and recognition by the shipper of the efficiency and quality of our service.

COAL:--Commercial coal produced at mines served by the former Canadian Northern lines for each coal year ending with April 30th, in tons:--

1914-15 393,421 1915-16 513,722 1916-17 758,878 1917-18 1,018,250 1918-19 1,140,879 1919-20 1,198,864 1920-21 1,328,429

Adding to the foregoing the production at mines on the Grand Trunk Pacific from May 1st, 1920, to April 30th, 1921, of 553,114 tons, we have a total tonnage for the year of 1,881,543 net tons.

The Drumheller district in Alberta on the Saskatoon-Calgary branch of the Canadian Northern, produced 54 per cent. of the total tonnage. The following figures are of interest indicating the growth of the tonnage in that district.

Output Coal Year ending April 30th Net Tons 1912 1,183 1912-13 15,564 1913-14 52,321 1914-15 149,837 1915-16 222,729 1916-17 377,626 1917-18 607,783 1918-19 796,070 1919-20 886,407 1920-21 1,007,154

TRAFFIC BY LAKE AND BY RAIL:--In another line of competitive traffic the Canadian National has shown its ability to participate fully, illustrated by the increase in the year 1920 of some 79,600 tons by rail and by lake from Eastern to Western Canada, over the corresponding movement of the previous year, this increase being equal to 31½ per cent. The all-rail westbound traffic for 1921 shows a heavy decrease, due to the general depression in business. We are confident, however, that we have secured a greater proportion of the total tonnage that has moved by all-rail or by lake-and-rail both westbound and eastbound.

PASSENGER SERVICE:--The consolidation of the Canadian National-Grand Trunk Pacific lines has not only had the effect of removing an important competitive element but has enabled us to effect important economies and improvements in train services. Between Winnipeg and Vancouver we have been able to shorten our schedule by ten hours, thus meeting the running time of our competitor between these points. We have also been enabled to make substantial savings in train mileage.

In the past we have been seriously handicapped in securing the rail haul in connection with ocean steamship passenger business, by reason of our competitors having a more frequent service from Atlantic ports, than the steamship lines with which we co-operate.

The White Star and Cunard Lines recently announced that they were instituting an improved service by the St. Lawrence route. Under this arrangement there will be almost an equal number of sailings by these lines as by those of our competitor. This will enable us to secure a larger proportion of rail business, not only of passengers going overseas, but of passengers arriving by the steamship lines, destined to points in Canada--Trans-Canada or the United States.

We might also refer to the difficulty thus far experienced in getting support from the Canadian Australasian Line operating on the Pacific between Vancouver and Australia and New Zealand. This line has been receiving from the Dominion Government a yearly subsidy of $180,000.00, nearly $500.00 per day--in return for this expenditure by the Government its Railway should receive consideration in its passenger interchange, Canadian and Trans-Canada, but to expect such we must give a supporting rail service.

The inauguration of the daily transcontinental service following tri-weekly trains, the co-ordination of the Canadian National-Grand Trunk service between Toronto and Ottawa, and numerous other changes, have effected a much improved all-round service on Canadian National lines, which has met with many evidences of public approval. There is little doubt that the splendid service provided by these trains, with unexcelled equipment, has had a far-reaching effect in influencing the public mind in favor of the railway.

Business depression has seriously affected passenger travel all over Canada during the past year, and the volume of business shows a consequent falling off. We continue, however, to carry an increasing proportion of the competitive travel, so that the prospects for the future are distinctly encouraging.

Lack of hotel accommodation in the mountains has seriously handicapped us in increasing the long haul, incident to transcontinental travel, but as there is a prospect of this being remedied during the coming year, it will not only assist us directly in securing this class of travel in Canada, but will be a valuable medium to enable us to bring to the attention of the whole of the selling forces of the United States railways this feature of accommodation and the great attractions offered by our scenic route through the Northern Rocky Mountains, and will result in attracting additional tourist and transcontinental business.

The necessity of making known, what the Canadian National lines are and the territory they serve, also the numerous additions and changes in train service has involved a large amount of advertising during the past two years. This was necessary, not only to inform the public at large but also the transportation selling forces of other lines--particularly in the United States, in a position to direct business to us. The accumulating effect of this advertising is now beginning to be felt and is undoubtedly reflected in the proportion of competitive travel that we are securing. Steps are being taken to complete a wall map of the system which will fill a great want and when it is distributed, will have more effect in informing the Canadian public as to what constitutes the Canadian National Railways than any other medium.

DEVELOPMENT AND COLONIZATION:--It would appear necessary to emphasize the fact, that we fully realize the vital importance to Canada in general, and the Canadian National Railways in particular, of increased population. Immigration of the right kind should be fostered from Overseas, as well as from the United States, and settlement encouraged on our lines, not only in Western Canada, but in the Maritime Provinces, Quebec and Ontario.

To increase population, particularly in the agricultural districts is a necessity, and to that end, we have been working in the United States with a specialized staff at Chicago, Boston and Seattle, co-operating with our Canadian staff, and in close co-operation with the representatives in the United States, and in Canada, of the Immigration and Colonization Department of the Dominion Government.

Through the work of our Industrial and Resources Department, colonization is stimulated, and suitable people induced to settle in Canada, and acquire lands along the lines of the Canadian National Railways; adding directly to the country’s wealth, in capital, and in the plant and effects they bring with them, and as producers of increased traffic for the railway.

In order to give some idea of the activities of the Department in the United States during the period under review, it is worthy of mention that information is being sent out periodically to some forty thousand enquirers. The Chicago office alone is in correspondence with between five and six thousand prospective settlers, and has distributed some 374,000 pamphlets giving information about Canada and the Canadian National Railways.

It is estimated that over one million acres have been taken up so far in the West along the National lines, under the auspices of the Soldiers Settlement Board, and that 67 per cent. of the homesteading in 1920 and upwards of 80 per cent. in 1921, applied for in the prairie provinces were contiguous to the National lines.

Government figures show that during the past two years, 86,000 settlers came from the United States to Canada. Analysis indicates that two-thirds of such migrants from the United States are farm settlers. As most of the more recently developed mixed-farming areas are tributary to the Canadian National lines, it is fair to assume that at least fifty per cent. of these farm settlers settled along our railways, or allowing 2 to each family, 14,250 families, during that period.

Records show that on an average each American family takes up a half section, and is ultimately worth at least $750 a year revenue to the railway. Therefore, the settlements of the past two years may be computed to have a potential value in annual revenue to our line of from ten to twelve million dollars.

With references to colonization in Eastern Canada it may be said that progress is being made along the former National Transcontinental lines. In the Abitibi District, that portion thrown open to colonization by the Quebec authorities, stretching from the Megiscan River 125 miles to the Ontario boundary, Government Agents now report a population of some 15,000 souls. Over three thousand families settled in the district last year, which is a satisfactory indication that a farming community is being built up along this line.

Agricultural exhibitions have been held at Amos and Makamik, giving evidence of the interest that is being taken in the raising of live-stock and agriculture generally. In this connection it is of interest to note that a representative of the Quebec Agricultural Department estimated the value of the crops produced in the Abitibi District in 1921 at $1,100,000, consisting in the main of oats, potatoes and garden vegetables.

As the Industrial and Resources Department of the railway becomes better known it is being called upon to give information on the whole field of Canadian National resources and the activities and conditions of the country generally, and in this respect it is well equipped to meet the situation, having men of experience with technical training and wide knowledge of the country. It is also provided with perhaps the best working library of its kind in the country, dealing with the mineral and forest resources, agriculture, water powers, trade and commerce, fisheries, general statistics and other information on Canada.

T. H. BEST PRINTING CO. LIMITED, TORONTO

FOOTNOTES:

[1] This mention of a tune unexpectedly produced striking proofs of the correctness of the idea the allusion was meant to convey, of the carefulness with which personal reminiscences are read, and of my own shortcoming as a musical remembrancer. In this chapter as first published “Belmont” was given as the name of the tune my father changed. Immediately Mr. John A. Hyslop of Toronto, wrote to The Star Weekly a kind letter in which he said: Pollokshaws was not the only place where certain tunes were so associated with certain psalms, but the idea was peculiar to Scotland generally. I think, however, that Mr. Hanna is mistaken when he refers to his father attempting the daring innovation of singing the fortieth psalm to some other tune than “Belmont”. This tune is not well suited for “I Waited for the Lord My God”. Throughout Scotland generally this fine old psalm was always sung to “Balerma”, while “Belmont” is usually associated with “By Cool Siloam’s Shady Rill”.

The turn of the year also brought this letter from Alberta, which is printed as a delightful example of how old associations may be revived, as well as of the depth in the Scottish character to which the ancient melodies have attained:--

Lougheed, December 27th, 1923. P. O. Box 63,

D. B. Hanna, Esq.

Dear Sir,

I take the liberty to write you, having seen a sketch of your life in the “Manitoba Free Press”, which I read with pleasure as well as great interest.

I was in Speirs Bridge, Thornliebank at the time you wrote about, when all the old chums were there, such as Agnes and Jane Hamilton, Agnes and Mary Stark, Tina and Agnes Tattersall, Alice Ritchie, the Sives and the Lambies, James Craig, Deaconsbank, and the Patersons at the Castle. You remember the Misses Picken and the black man, Andrew McEwan. I remember quite well your sister, Mrs. Wardrop, and your brother, Hugh, also the Sunday School children, and at this time of year, the grand Christmas tree in the print works.

We were really a model people as well as a village. I recall the Old Men’s, and Old Women’s tea with Robertson the Mason, and his quadrille band, and the Templar’s soiree and dance on New Year’s night, with Willie McNaught in the chair, and Donald Cameron. These old memories are worth something. I can look back on scores more of faces which were so familiar, and are so pleasant to think about--Peter Hunter and Willie Stark, as leaders of music in the Sunday School, and dear Mr. Weild, the minister. Now I feel relieved a bit.

My husband was born in Rob’s Lea Farm, and they used to be in Henry’s croft too. McKinnon is his name. We came up here in 1911 and settled on a C.P.R. farm six miles out of Lougheed. After that we homesteaded, seven miles from our farm, and bought a quarter of school land joining our homestead, so that we have two farms, three quarter sections of land. We brought pure bred horses with us. But we lost such a lot that long winter. Before that we were so well fixed, but it may be good times will come back again. We trust so; for everybody. We had a dandy crop this year--all kinds of feed, and we are still holding to a bunch of stock in the hope that prices will come again.

Now I offer you my congratulations on your success. My husband joins me. I sent the “Manitoba Free Press” to my brother, Robert Bell, in Alexandria, N.B., which I am sure, he will also read with pleasure. At this season we like to offer greetings, and especially to old friends.

Again accept my warmest regards.

I am, Yours respectfully, I. M. McKINNON.

P.S.--I must correct you in the name of the tune “Belmont”; it should be “Balerma”.

[2] A few days after this was printed in Toronto I received a letter from another former clerk at Buchanan Street, who was there after my time enquiring if the perpetrator of this discipline was not “Old D----”. It was.

[3] At the time this book was in the press it was estimated that 50,000,000 bushels of the 1923 crop would be exported to Vancouver.

TRANSCRIBER’S NOTE

Obvious typographical errors and punctuation errors have been corrected after careful comparison with other occurrences within the text and consultation of external sources.

One of the repetitive title headings ‘Trains of Recollection’ in the frontmatter has been removed.

The Table on page 290 was printed sideways in the original book. It has been rotated to the horizontal and split into two parts in this etext.

Except for those changes noted below, all misspellings in the text, and inconsistent or archaic usage, have been retained: for example, waybills, way-bills; firebug, fire-bug; program, programme; Scotsman, Scotschman; employes, employees; fluctuous; destinated; growed; apocryphers; gipsy; woodware.

Pg 41: ‘it semed likely’ replaced by ‘it seemed likely’. Pg 73: ‘instal the machinery’ replaced by ‘install the machinery’. Pg 77: ‘atempts to flavour’ replaced by ‘attempts to flavour’. Pg 88: ‘whole dum section’ replaced by ‘whole durn section’. Pg 100: ‘arival at Fort Garry’ replaced by ‘arrival at Fort Garry’. Pg 127: ‘semed a good’ replaced by ‘seemed a good’. Pg 130: ‘his old asociates’ replaced by ‘his old associates’. Pg 235: ‘Canadan Northern, then’ replaced by ‘Canadian Northern, then’. Pg 239: ‘guaranteed securites’ replaced by ‘guaranteed securities’. Pg 255: ‘In was in the’ replaced by ‘It was in the’. Pg 265: ‘was corncerned only’ replaced by ‘was concerned only’. Pg 321: ‘Water Supplies:--’ replaced by ‘WATER SUPPLIES:--‘. Pg 326: ‘the couutry, and’ replaced by ‘the country, and’.

End of Project Gutenberg's Trains of Recollection, by David Blyth Hanna