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S early as 1852 the California Legislature requested its Senators and Representatives in Washington to urge the construction of a Pacific Railroad.

The inconveniences to the business of the important Pacific Coast resulting from the inadequate transportation facilities of that time were serious, and the situation was far from safe in the

event of a war. Congressional action was not prompt, and in 1861 the Central Pacific Railroad of California was organized and instrumental surveys for its route were commenced at the Money expense of the stockholders.

for construction was difficult to obtain for a project that seemed so formidable as building a railroad across the Sierra Nevadas, but persistent effort and Federal legislation of 1862-1864, some state and county aid, and the use of the entire private fortunes and credit of the principal stockholders, allowed construction to commence Sacramento on January 8, 1863.

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Progress was made under continual difficulties and discouragements, partly originated by private interests endeavoring improperly to control the route of the new railroad and two years and eight months were required to put the railroad into operation as far as Colfax, about 54 miles.

Construction Progress

Eastward from Colfax, owing to better financial conditions, the construction progress was relatively much faster, although the physical difficulties were greater, and the railroad was operated to Reno, a distance of about 101 miles from Colfax, in two years and nine months after the operation to Colfax. This remarkable progress was made with the condition of suspension of other than tunnel work for several months owing to heavy snow fall. Eastward from Reno, although there were about 57 miles of river canon construction, and about fortyseven miles of moderately heavy rolling country construction, the railroad was ready for operation from Reno to Promontory in 11 months, a distance of about 532 miles from Reno.

In addition to this work, the railroad in this period had been graded from about five miles west of Ogden to Promontory, a distance of about 48 miles, on which the track was laid and operated in place of the Union Pacific Railroad track which was first built in the same distance, except for portions on valley ground, where the two railroads were graded near together.

At the time the Central Pacific Railroad was built there was little certainty of local business for its support east of the Sierra Nevadas, other than what the Virginia City mining region might furnish. Truckee was little more than a stage station. Reno was

a stage station only, near a toll bridge across the Truckee River. Oreana was a village for employes of a small smelter built in the bottom land of the Humboldt River. Mill City consisted of a small general store and a barn. Winnemucca was a small but very much alive town, supported by the Idaho Stage Line, teaming to Idaho, and the supplying of a number of cattle ranches. Eastward from the vicinity of Winnemucca there were no other towns, and no stage or teaming stations, and no ranches existed near the railroad until the Mormon settlements were reached along the eastern shores of Great Salt Lake.

Western Connection

While the Central Pacific Railroad was being built so rapidly across Nevada and Utah, its western connection between Sacramento and Oakland was under construction, in part under the name of Western Pacific Railroad, which had been built from San Jose about 20 miles via the vicinity of Niles to a point near Sunol before 1867, and had been standing idle in the meantime.

The connecting link of the Central Pacific Railroad to Oakland diverged from the Western Pacific Railroad near the east from Niles and both railroads were first regularly operated as a through line between Oakland and Ogden via Niles and Sacramento on November 8, 1869, the Central Railroad traffic between San Francisco and Sacramento having before been handled by river and bay steamers.

the communities and to the Federal Government of an early completion of a transcontinental railroad.

A board, appointed by the Secretary of the Interior Hon. James Harlan to determine construction standards for the Pacific Railroads, held sessions beginning February 1, 1866, and reported in part as follows:

"In these specifications it is believed that nothing is required which may not be regarded as essential to a commodious and complete railroad. Nothing is proposed to retard the progress of the companies. The importance and public desire for accelerated movement have been fully appreciated, and the Board earnestly desires to favor and foster the energy and fidelity which now seems to animate those engaged in this construction."

With labor and all purchases in California on a gold basis, and purchases in the eastern states on a high price basis, due to a depreciated currency, hastening the work by Central Pacific to the extent that was done, involved extreme risks to the There could be purstockholders. chased in California the labor, food stuffs, hay and grain, and black powder and its fuse, and lumber and ties. Nearly all other purchases arrived by ocean from the eastern states ports.

The United States suspended specie payments between December 30, 1861, and January 1, 1879, and currency in the railroad construction years 18631869 ranged, in gold, from 83.68 cents on the dollar, the highest, to 35.09 the lowest, with an average for the railroad construction years of 67.42.

The "Big Four"

California was settled in the gold rush days by exceptionally enterprising and adventurous men. The four principal stockholders of the_Central Pacific Railroad,-Collis P. Huntington, Leland Stanford, Charles Crocker and Mark Hopkins,-were possessed of these qualities in a high degree, together with mental strength and imThe agination and sound judgment. present prosperity of the Pacific Coast is largely due to the fortunate business association of these four men. They were none of them college graduates, but were well informed and of broad vision.

They adopted a fixed rule of conduct-complete silence-in the face of unfounded accusations inspired by jealousies or by a desire for improper gains and hence were misunderstood by many who were not in a position to be well acquainted with them. In business circles it was universally understood that the word of the four associates was as good as their bond; and it was well known that they countenanced nothing other than scrupu

records of the Cen

who had a just claim upon them.

It is doubtful if the four associates had any plans for railroad building, when they commenced the Central Pacific Railroad, other than its completion.

Railroad System Planned

Before that work was finished, however, plans had been considered for the possible building of a great system of railroads to develop the Pacific Coast. Soon an ambition to do so became their controlling motive, and was held to through years of extreme discouragements and risks.

The first of these undertakings was toward Oregon via Marysville, the railroad reaching Redding in 1872. This town remained the terminus until 1883, on account of the uncertainty of the progress of the Oregon and California Railroad from Portland southerly, the two railroads being chartered to meet at the CaliforniaOregon State boundary. The through line to Portland was finally completed early in 1888 by the construction of the California and Oregon Railroad to the state line. The same construction force continued and built through to Ashland, completing the route from Roseville via Redding through the Sacramento river canon and the Mount Shasta divide and across the Siskiyou Mountains, distance of about one hundred and seventy-one miles of costly railroad building for most of the distance.

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In 1871 the branch of the Central Pacific southerly from Lathrop was commenced, and ended at Goshen in the early summer of 1872. From this point the Southern Pacific was built and operated to Tipton in July, 1872, to Delano in July, 1873, and to Bakersfield in August, 1874. Between Lathrop and Bakersfield, about 211 miles, was at that time an almost unsettled region, the small town of Visalia being the only one that was much more than a cross roads, and even Bakersfield was a very small village.

Built Despite Risks

The certainty of operating the railroad for a considerable time without enough revenue to pay ordinary train and maintenance expenses, made the risk of building it a serious one and caused the slowness and hesitancy of construction. At the time the railroad reached Bakersfield it was questioned if it was best to attempt to build through to Los Angeles, which then had a small population and was well served by the Coast steamers. A rare courage was needed to undertake the heavy construction expenditure necessary for building through the mountains, but after the decision was made to do it the work was vigorously carried through, and the railroad was operated to Los Angeles in September, 1876.

In the meantime construction had been commenced in 1874 and the railroad operated between San Fernando and Indio by May, 1876. This construction was stopped at Indio until early in 1877, partly on account of the uncertainty of Federal aid to the Texas Pacific Railroad, but it was de

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There Used to be For

54 K St. on Pay Day

By THOMAS K. DIVINY
Retired Oiler, Sacramento

WENT to work for the Central
Pacific in the lumber yard at
Sacramento on May 1, 1869.

In those days we used to get paid at 54 K street. When the whistle blew on pay night there would be some fun racing to see who would The get to the pay window first. first man there, with all his shopmates, would be paid first, and so on down the line.

There was a pontoon bridge at 3rd and I streets extending across China Slough. On pay night it would sag down under the weight of the men and often they would wade in water up to their knees in the dash to the pay window.

James Hanford was paymaster and Charles Robinson was clerk.

One day Mark Hopkins came along and said to me, "Tom, do you see those nails, washers and nuts laying around? Pick them up and tell Foreman Ackerman that they are more valuable than lumber."

The Company had an engine named Wm. Penn doing the switching of

cars.

George Shapman was the engineer, fireman, switchman and brakeman, all combined. The men in the yard would occasionally help him couple and uncouple, much of this falling to me, for I was the youngest.

On May 10, 1869, the shops shut down and everyone that could make the trip went to the driving of the gold spike at Promontory. All firemen companies in Sacramento joined us that day. We had one of the best ever seen here. Wm. Farrell was then chief of the fire department.

cided to continue the railroad at least to Yuma, which was done rapidly. The operation of the railroad to Colorado, on the west bank of the Colorado river, was begun in May, 1877, while waiting for the river to be bridged, and trains were running regularly into Yuma, Arizona in September, 1877.

At about this time the final efforts were being made in Congress for getting Federal aid in funds and in lands for building the Texas Pacific Railroad via Tucson and Yuma to San Diego. The Southern Pacific Railroad stood ready to build the railroad east from Yuma without a subsidy, and this condition caused a remarkable contest in Congress. It was finally settled against the Texas Pacific Railroad, and late in the fall of 1878 the unusually rapid construction commenced between Yuma, Arizona, and San Antonio, Texas, a distance of about eleven hundred and eighty-three miles, which was completed ready for operation in January, 1883. That is, this 1183 miles of railroad through sparsely settled and mostly a desert region was built and put in operation in about 50 months, which was com

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Pacific work, considering acter of the country and its difficulties in scarcity of water and lack of supplies for a construction force.

At that time there were no towns or settlers and only stage stations between Yuma and Tucson, a distance of about 252 miles, excepting at a distance northerly there was the cross roads, store, blacksmith shop, etc., now known as Phoenix, and the small vilFrom lages of Tempe and Florence. Tucson eastward there were stage stations only as far as El Paso, about 311 miles from Tucson, with the small towns, Silver City and Messilla at a considerable distance north of the railroad route.

Only Stage Stations

From El Paso eastward there were small villages in the first few miles in the Rio Grande river bottom, and then nothing but stage stations and small military posts as far as what is now Marathon, 254 miles from El Paso. Thence to Del Rio, 197 miles from Marathon, there was no one living. The country was entirely vacant, southward to the Mexican boundary and northward for a great distance. It was in this region that a few years afterward, when a very few settlers had come in, "Law west of the Pecos" held sway, being entirely equity, indiFrom vidually judged and enforced. Del Rio to San Antonio, 169 miles, the country was sparsely settled with a few very small towns, now grown beyond recognition.

It is of interest to note that the personnel of the construction force that did this rapid work was largely of men who had been engaged on the Central Pacific during its quick building from Reno to Ogden. For instance the same tracklaying foreman and much of his gang were on the southern construction work. This force had, to a great extent, acquired habits of hard work and of a feeling of personal interest in their work from the cheerful and forceful personality of Charles Crocker, who was never a task master, and who held the esteem and almost affectionate regard of all his subordinates and of all employes.

The building of these main lines of railroad, Oakland to Ogden, Sacramento to Portland, Lathrop to San Antonio, all accomplished between early in 1863 and early in 1888, completed the framework of the Southern Pacific Lines, which were thereafter filled out with branch lines and with additional routes between principal points, to form the present large mileage operated by the Southern Pacific Company.

Of the four original associates, three -C. P. Huntington, Leland Stanford, Charles Crocker,-lived to see Portland, Ogden, and New Orleans connected by rail. Mark Hopkins lived only a short time after the Southern Pacific reached Yuma, Ari

zona.

Friendly Caller: How old is your new baby sister?

Little Girl: I think they said she was two weeks and seven ounces.Life.

Address of Mr. Shoup before Pacific Safety Council, San Francisco, April 9.

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HE subject given me, "The Management's Responsibility Toward Its Employes," has a very wide range and a clear definition will go a long way toward that goal never yet attained of full agreement between all the elements that go to make any organization having work in common to do. The first problem we have to meet in considering this subject is who constitutes the management and who constitute the employes. Never has it been demonstrated to me where the line of cleavage is and I am not at all sure that I ever want such a demonstration. Indeed, if we can arrive at the point where there is no longer a discussion of who constitutes the management and who constitute the employes, then and then only, will the responsibilities of every one in the organization become individual with respect to all others engaged in that same enterprise.

By PAUL SHOUP,

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tain status they are designated as officers of the organization indicative of the nature of their responsibilities in their work. In substantially all cases they have been employes and they continue as such in the sense that their financial relationship to the company is through the payroll. In their direction of affairs, they should each in his own sphere be in touch with the employes for the successful activities of a company are due to one man or a group of men therein but arise from the activities of all with co-operation and understanding. And the men who constitute the management-so-called-are likewise workmen, each in his own sphere undertaking the job that comes to him or that he creates. Every officer of every organization has detailed work to do. Indeed, he is often bound down by too much routine, and in his daily life has his detailed tasks as set and well-defined as those of any other man in the employ of the company.

So when we come to the question of responsibility of management to

most without exception have risen from the ranks.

How did they rise? Almost obviously step by step through exercising management in connection with the task given them. The man who does his work ill lacks management; he who does it well exercises management.

Obligations of All

It might be a better way of stating the situation to say that as the responsibilities of men in any organization increase, so their obligations to that organization and to their fellowmen therein increase. And on that basis I am willing to offer for the purpose of creating thought, some suggestions but not conclusions, as to these obligations that arise from greater responsibilities. You will keep in mind however that these obligations in no sense relieve any other man in the organization from the obligation that his work and his responsibilities carry with it.

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The more we accentuate the line of cleavage between the management and employes, artificially created in any circumstances, the greater becomes the problem. Every person in an organization has responsibilities toward that organization. Almost without exception every person exercises some of the functions of management. It may only be a decision as to where the next wheelbarrow load of waste should be dumped. It may be a decision as to whether some tool in the machine shop is or is not too worn for further service or it may be a decision as to what action is to be taken in some crisis of a physical nature where lives and property are placed in jeopardy. There is not a piece of machinery that is forged that does not require management on the part of the workman deal

ing directly therewith. There is not a board that passes under the saw where some degree of management is not required in the passing. The mere acknowledgment of telephone calls often requires management of a skillful nature. There is hardly any activity in any organization of any nature by any one that does not contain within it some element of management.

On the other hand, managementso-called-means in a general way that body of men in any organization who has general direction of the policy and affairs of the organization. When the responsibilities of each assumes a cer

ward employes, we find our first question is drawing a line between the two, and the more study we give to the problem the less we like having to draw a line at all. The ideal situation is indeed where there is complete harmony and a full co-operation through the organization exemplified by the saying "All for one and one for all." You cannot define responsibilities of management toward employes or toward anything without analysis in detail to ascertain responsibilities of the individual.

Please keep this in mind, that the officers of a successful corporation al

The men who have these greater responsibilities, going to the point insofar as their fellowmen are concerned of engaging men for the service, assigning them to their duties, exercising in some degree a decision as to the compensation they shall receive, and also in some degree their tenure of place, must needs first of all to keep in mind that every employe is an individual with ambitions, with hopes and aspirations like those of any other man. The viewpoint of the employe must be given consideration. His ability, his character, his industry, all of the elements that make up a man, should be known and understood, at least by the man immediately above him in rank. There must be no light of intelligence hidden under any bushel basket. There must be no opportunities for advancement blocked by ignorance on the part of those who have the power to advance, of the employe who is worthy of consideration. There must be no feeling that ideas worthwhile are born on only one side of this line of cleavage and never on the other. Upon constructive thought depends the advance of civilization and it comes from men in all walks of life and should be seized upon and used irrespective of the origin and with due credit to those who think. This greatest responsibility then of management toward employes, sticking to the phrase as given for this discuscussion, is that of understanding and

recognition of the fact that each employe is entitled to consideration on the basis of what he is and what he makes himself, and there must be such systematic comprehension as will give opportunity to men to advance upon their merits, as will make it possible to picture any body of employes not as a herd but as an assembly of individuals working for a common cause, each in his own place but never to the end that his individual qualifications worthwhile shall be atrophied or his chance for advancement blocked. The situation is difficult and I think in that respect more than in all others management-meaning by that the directing class of employes against the class of employes who are directed, has been imperfect in its achievement.

Man Not Like Machine

It is very easy to reach an understanding of an inanimate thing and to provide accordingly; locomotives, the automobile, the machine of any kind is housed and repaired and cared for every day as incident to the activities of the business in which its service is engaged. What it can do is wellknown and demonstrated. Its limitations are equally well understood. But the study of man and a determination of his changing capacities, of his latent powers or the service that potentially is within him, is far more difficult and perhaps in a less systematic way has received far less attention.

Therefore I commend to you the idea of closer human relationship in all large organizations; meetings as frequently as possible as will give the human contact which leads to understanding. The familiarity of association which without breaking down discipline makes known where it should be known the quality of the men. Then a systematic record of work, for after all by their fruits ye shall know them. A systematic cultivation of the spirit that makes each man feel he is an important part of the organization and that any contribution from him toward its success will not only be welcomed but recognized. There is no finer or greater activity in the world than the development of men to their full potential powers for service, and this development must come largely through opportunity and opportunity must be given to a very considerable extent by those who stand at the doorway thereto. It is true that men of great personal force and genius and courage cannot be held back, but on the other hand there are men of great potential usefulness who through being a square peg in a round hole through diffidence or other causes, fail of recognition which they should have.

Keep Opportunity Open

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Man should not always be required to break down the door of opportunity. Beyond that if a man never goes out of the sphere in which he first is located in his work, he is more useful, he is more happy, he gives greater service therein if the fact that he is a man and not a cog in a machine is recognized and he is encouraged by recognition and understanding

Veteran Conductor Says That Uniforms Were Unpopular at First

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By RICHARD H. MOORE Retired Conductor, Western Division ERHAPS at no time in my life have I felt the importance of my position as I did the first one I held. This was in the early seventics when I was messenger boy under J. A. Muir in the Rocklin office. My duties were to call the crews (two in number) and deliver messages. When I was not in sight I was summoned by the ring.ng of a bell -when I heard it.

Mr. Muir was promoted, first to assistant superintendent of the Sacramento Division then to superintendent of the Los Angeles Division. Another of my very early acquaintances who General has received distinction S Manager J. H. Dyer. I knew him when he was a little boy in Col.ax.

My first promotion was to freight brakeman, from Rocklin to Truckee. As these trains were handled entirely by hand braking we had to stand on top of the cars in all kinds of weather; and with the help of two other brakemen, load about 20 cords of wood on the two engines used for the trip. I consider these few years the strenuous of my years of service. Then came my seven years as freight conductor on this same division. Sometimes my diversion was running a snow plow pushed by ten or twelve engines.

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Then I became passenger conductor. I had served in this capacity for a few years dressed as any citizen cared to dress, when an order came that we were to be distinguished from other men through uniform. Thi met with considerable disfavor at first, but we soon realized it was the proper thing. As years passed, long service was given recognition by means of gold stripes and gold stars. I had the honor of wearing upon my last uniform five of each of these.

in that sphere to develop himself.

I know of no more lonesome feeling or from my discussions with men, one that has caused more uneasiness. than the thought that some action of theirs has been misunderstood by their superiors or that they have no real place in the service in the sense that no superior really knows whether they come or go, and that feeling becomes particularly burdensome when it reaches the point that they feel, outside of the man to whom they immediately report, no one cares whether they come or go.

The greatest relation in human life is the family relation, where there is both independence and interdependence, where the ties of kinship and affection make each fight for all regardless of place or power, and where the ability to help granted one member of the family becomes, so far as the others are concerned, a privilege even

more than an obligation. So I feel that no organization in business is quite successful that does not have some degree of the elements of the amily organization.

I am not going to deal with the obligations of management to men in the physical sense; that subject has already to a very considerable extent been covered in your discussions. Those who have the power should at all times make the environment of the employes of the organization attractive, comfortable and safe. There can be no dispute as to the value of "safety first" or as to the obligations in making the expenditures that will make for safety. Likewise the working conditions under which men labor must be as comfortable as possible. These are Just common sense conclusions, having a direct and immediate bearing upon the functioning of the organization as a machine. Except as necessity causes decrease in the number of employes, every man who attends to his work should feel that he has a deed to his job.

Provide for Future

More and more the need for providing for old age, death, sickness and accident by insurance and pensions is becoming recognized. These are policies applying to all, like relationships with organized labor and the like so that I need not touch upon them.

I do not know that I have made my thought clear. Perhaps in closing, I may be justified in repeating that thought in another way. All advancement in the welfare of the world must originate in the mind of man. It comes not in collective thought but somewhere is germinated in the mind of an individual. From that spring, however small, must come the great volume of knowledge. Then comes the next step in the promotion of this idea which requires the co-operation in great degree, understanding among men, appreciation each of the other. Therefore, we must in all of the organized forces hold fast to this one thing, and that is, to preserve the individual, to keep his mind active, and to maintain conditions which will result in his giving to the world whatever there is in him both in thought and work that nothing may be checked or submerged; and this can come about only through recognition and understanding of every man in an organization by the man who is in position to open to him the door of opportunity. WIFE OF S. P. MAN PRAISED AS SONG WRITER

Mrs. Katherine B. Downs, wife of District Freight & Passenger Agent Jas. R. Downs of Riverside, is attracing considerable praise as a song writer. Famous attractions alòng Southern Pacific Lines have been used as the themes in several of her songs, which are now in the hands of Chicago publishers.

"The Old Apache Trail," "Maid of Tahoe," and "My Aeroplane Maid" are titles to some of her recent compositions. "Where Orange Blossoms Bloom," will be published at a later date.

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HE Pacific Coast states served by Pacific System lines are to become better known to business men and travelers from Europe.

As part of a comprehensive plan to give our European agents full information on the territory served by Southern Pacific Lines, the Company has brought five European representatives, G. Ruhr of Hamburg, V. Merello of Genoa, H. Desmidt of Paris, R. G. Bonsor of London and V. Mylrea of Liverpool, to the United States to see for themselves how Southern Pacific operates and the nature of the country through which our lines pass.

The party came to Pacific System lines from the lines in Texas and Louisiana on April 1, and spent the entire month on the Pacific System, spending several days on the Southern Pacific of Mexico. In Arizona they made a trip over the Apache Trail and visited Globe, Tucson, Phoenix and Nogales. They then went to San Diego over the San Diego and Arizona through the famous Carisso gorge. From San Diego they toured Southern California visiting Los Angeles and then came up by way of the Coast Route to San Francisco, stopping at Monterey Bay points.

Several days were spent in the Bay region and then a visit was made to the San Joaquin Valley and the Yosemite. From the San Joaquin they went to Sacramento and from there to Oregon and Washington, visiting Portland and Seattle and seeing the beauties of these states. Returning from Portland and proceeding east they visited Truckee and Lake Tahoe, Reno and Ogden and then went to Salt Lake, going from there to New York.

They were accompanied during the entire trip by L. H. Nutting of the New York office, and Southern Pa

cific men at every point they visited took a great interest in seeing that they saw everything that could be seen in the short time available.

Every one of the foreign representatives was keenly enthusiastic over the efficient way Southern Pacific handles its traffic and were impressed with both the scenic attractions along our lines and the wonderfully productive agricultural and industrial sections. They characterized Del Monte as the most beautiful spot they had ever seen and were amazed at the grandeur of Yosemite.

"The Alps are no more beautiful than the Apache Trail of Arizona" said Mr. Merello. "I had expected to find Arizona a semi-civilized country. Instead I find agricultural sections as rich as any elsewhere in the world and highly developed."

The foreign representatives keenly enjoyed the trip, as every day brought something new, something startling to

see.

"We expect that the visit here of our representatives in England, France, Germany and Italy will do much to make the Pacific Coast better known to Europe," it was stated by G. W. Luce, freight traffic manager, and J. H. R. Parsons, passenger traffic manager of the Southern Pacific.

The itinerary of the visiting agents was so arranged that all sections were visited by daylight under guidance of local representatives who could explain in detail the many advantages of our country.

Upon returning to Europe, our representatives will have that first hand knowledge that undoubtedly will enable them to do a great deal of good for the Pacific Coast in their contact with foreign business men and travelers.

STAHR CLAIMS HE HAD THE BEST WRECKING CREW

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By JOSEPH STAHR,

Retired Car Builder, Los Angeles CAME to San Francisco April 2, 1868, with my father who was a carpenter and builder and had taught me the trade, and after working as a carpenter for awhile in San Francisco I went to Plumas county to work in the mines but soon got tired of the life and came to Sacramento and went to work June 15, 1869, for the Central Pacific under Ben Welch who was master car builder, in charge of the building gang. J. M. Ripley was gang foreman. I later went to work at Terrace and later to Ogden, in the car department.

I used to take the lead in the wrecking outfit. We had no such thing as a derrick or a crane. About 1875 the Company sent us a hand derrick that could lift about six or eight tons. We thought that was wonderful. We used to do good work with it in handling empty cars. When the Company built the cut-off across Great Salt Lake we received a steam crane that could lift 60 tons and four years later a crane that I could lift 120 tons. Quite often engines would get over on their side and I could put one back on the track in about three or four hours. I claim we had the best wrecking outfit on the Southern Pacific System.

I was shop foreman for 25 years until I was appointed master car repairer on the Salt Lake Division in 1916.

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VETERAN ENGINEER WAS AT DRIVING OF LAST SPIKE By JAMES JEFFERSON, Retired Locomotive Engineer ARRIVED in Los Angeles Dec. 22, 1866, having come across the country with a surveying party in charge of Col. Wright. In a few days we took the outfit to San Pedro and placed it on board the old steamship Orizaba, arriving in San Francisco Dec. 27, 1866.

My first work with the Central Pacific was with the construction outfits, Soon commencing in August, 1868. afterwards I became a fireman and was present when the golden spike was driven at Promotory Point. Mr. Valentine was my engineer. We brought the train of Governor Stanford back to Sacramento.

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After the driving of the last spike I was on construction work from Sacramento to Oakland, Lathrop to Caliente, and Yuma to Rio Grande. When work construction was finished I served as fireman and engineer on varicus divisions, being retired from the Southern Pacific Lines in Mexico.

I am very comfortably located at 110 Laurel Street, San Diego, and would be pleased to hear from any of the old timers.

Mr. Wye: "I don't know where women acquired their extravagance in dress-Eve wasn't like that, you know."

Mrs. Wye: "Of course not-there was only one man in the world and she had him."-Life.