USA > Massachusetts > Suffolk County > Boston > Metropolitan Boston; a modern history; Volume I > Part 27
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Samuel Crocker Cobb (May 22, 1826-February 18, 1891) served dur- ing 1874-76. Mr. Cobb was one of those merchants who carried on for a long period a foreign trade with Europe and South America. He was elected mayor by a large vote, and when renominated, was elected
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unanimously, a unique record. Among his recommendations for the city were, a revision of the charter which met with no concurrence; the organization of a system of public parks. He established a paid water board, also a board of registrars of voters. He also helped to get passed an act limiting the indebtedness of municipalities. His firm stand for economy in city expenditures was effective in preventing a further en- largement of the city debt, while the tax rate was reduced to $15.60 in 1874 and to lower figures in 1875 and 1876.
Frederick Octavius Prince (January 18, 1818-June 6, 1899) served during 1877, and again from 1879 to 1881. His forefathers had been prominent in the affairs of Boston, so that it was natural that Mr. Prince, after serving in the Legislature for many years both in the House and Senate, should become the mayor of Boston. During his first term, ap- propriations were made for sewers, a new building for the English High and Latin schools, and for a Back Bay Park. His second term marked the completion of the projects of his first. Of the new projects, that of the erection of the new Court House and of the Public Library were the most important. Mr. Prince was another of the economy mayors, and therefore none too popular.
Samuel Abbott Green (March 16, 1830-December 5, 1918) served during 1882. Dr. Green was for ten years the city physician before being elected mayor. He was interested in the promotion of the public park system, suggesting that a large part of the Franklin Fund might be used by the city "for a purpose kindred to public parks." He endeavored to bring out the best in the public school system and public libraries. Aside from the removal of the police commissioners from city hall, there was little that occurred during his mayoralty worthy of special comment.
Albert Palmer (January 17, 1831-May 21, 1877) served during 1883. A self-made man and financier, he entered politics in 1872 as a member of the House of Representatives; was in the State Senate from 1875 to 1880; changed his party affiliations and was chosen mayor as a Demo- crat. Through his efforts, Franklin Park was laid out, otherwise there were no municipal undertakings originating during his term of office.
Augustus Pearl Martin (November 23, 1835-March 13, 1902) served during 1884. General Martin, his title won at Little Round Top in the Civil War, had an uneventful term in office, his work consisting mainly of carrying on those works begun under former officers. Possibly the civil service law enacted in 1884, and the charter of 1885 express the desires of the man better than what he accomplished in the way of economy.
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Hugh O'Brien, a native of Ireland (July 13, 1827-August 1, 1895) served during 1885-88. From 1875 to 1883 Mr. O'Brien was on the Board of Aldermen almost continuously. His popularity was shown in his many reëlections to both the aldermen's and the mayor's offices. "He was a strong advocate of public parks, and a powerful argument of his caused the city to acquire the Franklin Park lands in West Roxbury, Back Bay lands, and the large tract at City Point. Always a champion of the laboring classes, he was most potent in passing ordinances regulat- ing the pay of the men working for city contractors. He endeavored to limit municipal expenditures so that the amount to be raised by taxes would be greatly decreased. During his four terms in office, he showed great decision in making the necessary changes in offices and in con- trolling the expenses made by changes in business methods."
Thomas Norton Hart (January 20, 1829) served 1889-90 and 1900-01. A business man and banker, Mr. Hart performed his duties as mayor in accordance with his training and common sense. He recommended a sharp reduction in the number of city departments, then about fifty, with the consolidation of the entire street, sewer, bridge and lamp, health and building departments into one department of public works. Further, he wanted all the charitable institutions and relief works placed in the hands of three salaried members of a single board. He fought excessive ex- penditures for parks ; advocated the building of a subway, but not with public funds, and objected to the further increase of the city debt. Natur- ally these ideas were not popular, and Mr. Hart had great difficulty in bringing about a strictly business administration of his office. This did not prevent, however, his nomination for the mayoralty in 1899 and his election for a second period in office.
It was during Mr. Hart's second administration that it was brought out that Boston's share in the Commonwealth debt for undertakings by metropolitan boards, by 1900, totaled $37,565,912. This was, of course, a State debt, and it was thought that Boston was liable only for the pay- ment of annual assessments, and the large amount showed nowhere on the city's books. "Under Mayor Hart, the memorable settlement was effected with the Commonwealth for Boston's water supply system, which passed into the control of the Metropolitan Water Board in 1898. It was the largest financial transaction to which the city had been a part. In 1901, the administration was occupied with the rising costs of the schools, streets, new bridges estimated to cost $2,750,000, the working of the eight hour law for city employees, etc."
Nathan Matthews, Jr. (March 28, 1854), served during 1891-94. He brought to the mayoralty a mind trained in the intricacies of municipal government (he had been a lecturer on this subject at Harvard). The
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valedictory address of Mayor Matthews was one of the first, and prob- ably the best, general description of the city administration. His term in office was notable because of his "insight into the organization and func- tions of city government, his grasp of municipal finance, his outspoken- ness in condemning what to him seemed improper and wrong." He opposed Mayor Hart's suggestion that the tax and debt limits of the municipality should be increased. He reduced the number of executive · departments, brought others, particularly that of streets, into closer rela- tions, "systematized street cleaning, brought the ferries under one head, and wire inspectors under the fire department. Many school houses were erected and the Tremont Street subway built." Mr. Matthews stood for longer terms of office for the mayor and executive officers, opposed the bi-cameral system of the legislative branches of the city government, objected to the interference by the State in city affairs, advocating the abolition of the State Board of Police. Of the numerous constructive measures passed during his term of office, there is not space to record. His administration was that of a practical student, of a man who was ahead of his times yet not visionary, an economist who actually enforced economy in the spending of city moneys. In 1907-09, he became the first chairman of the Boston Finance Commission.
Edwin Upton Curtis (March 26, 1861-March 28, 1922), served dur- ing 1895. A lawyer by profession, Edwin Upton Curtis early entered politics and held many offices, including city clerk of Boston, secretary of the Republican City Committee, mayor of Boston, Assistant United States Treasurer at Boston, Collector of Customs, and a member of the Metropolitan Park Commission. "In his inaugural, he advocated the importance of special provisions for the educational buildings and facili- ties, the desirability of a Board of Election Commissioners (the cumber- some election machinery of that time consisted of the mayor, the Board of Aldermen, the city clerk, the registrars of voters, the superintendent of public buildings, with a divided responsibility and great expense) ; the policy of having special examinations of the city's financial system and resources, and the making of provision for public parks and other needs." A Board of Election, appointed for a term of five years, consist- ing of four commissioners chosen from each of the two great political parties replaced the former system. Many of his recommendations failed to secure the necessary approval but laid the foundations for changes which came later. He had difficulties in making the fixed tax rate of $9.00 to cover the city's expenses, and secured the appointment of a com- mission of citizens to look into the finances of the city and report their findings, paving the way for the Finance Commission.
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Josiah Quincy (October 15, 1859-September 8, 1919), served during 1896-99. There is probably no instance in the history of municipalities where three members of the same family were elected mayors. There is also a striking likeness in the administrations of these three men. All were students of the theory of municipal government; they seemed motivated by a like desire to have both the rich and poor to share in the benefits conferred by the city ; they were, without exception, positive, courageous and progressive. Josiah Quincy, the first, gave Boston the Quincy Market and the lands surrounding it; Josiah Quincy, the second, secured a supply of water for city purposes from Cochituate Pond ; Josiah Quincy, the third, is remembered for the institutions, the system of public baths, gymnasia and playgrounds and other progressive measures for the benefit of the masses, which he either instituted or aided. The best story of Mayor Quincy's administration is to be found in his address delivered at the seventy-fifth anniversary of the city.
Mr. Quincy was a graduate of Harvard, a lawyer, member of the Mas- sachusetts House of Representatives in 1887, 1888, 1890 and 1891. He was chairman of the Democratic State Committee in 1891-92, and again in 1906. In 1893 he was First Assistant Secretary of State for six months. In 1906 he became a member of the Boston Rapid Transit Commission.
Patrick Andrew Collins (March 12, 1844-September 14, 1905) served during 1902-05 (eight months of the latter year). General Collins was one of Boston's great Irishmen with a romantic career that, starting in a fish market, extended through mining, carting, upholstering and other labors, until, self-educated, he became a lawyer, public official, and leader. He had a distinguished career of four years in the State Legislature, six years in the National Congress, four years as United States Consul Gen- eral at London, England. In his first address as mayor, he said: "The chief trouble with commercial Boston is that it seeks to do all its business on one square mile of land. The result is congestion, very high rents within the area, and somewhat ragged prospects beyond. More business centers of the first class . . . will make Boston a better and greater city. For this purpose I may be counted an expansionist of the most extreme type." In line with his ideas he endeavored to have the city hall relocated out- side of the congested business district, but like most of his expansionist ideas, this failed to gain approval during his reign. "He favored home rule in city affairs; opposed enlargement of taxes and drafts for the maintenance of parks and sewers; held out firmly against raising the salaries of city employees and pensions to their widows. He stood against injuries to the historic interest of the city, such as encroachments on the Common, tearing down the Old South Meeting House, changing Copp's Hill or the Granary Burying-ground." He died while in office,
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being succeeded for the unfinished term by Daniel A. Whelan, chairman of the Board of Aldermen. Of General Collins, Grover Cleveland said : "In public life he was strictly honest and sincerely devoted to the respon- sibilities which office-holding involves."
James Francis Fitzgerald (February 11, 1863), served during 1906-07 and again during 1910-13. As a business man, whose particular interest was real estate, Mr. Fitzgerald became one of the most vigorous boosters of Boston who ever sat in the mayor's chair. "He left no stone unturned to make Boston one of the great seaports of the coast, as well as a greater manufacturing and industrial center. In and out of New England he advocated the bringing of new steamship lines to Boston, the improve- ment of harbor facilities, the building of better wharves, and the creation of many lines of civic work that would make Boston bigger and busier." His own words sum up his career as mayor: "I have not been content merely to fulfill the letter of the duties of the Mayor's office, but I have endeavored by every means to make the city better and more prosper- ous." For his service as mayor he had been prepared by membership in the Common Council, in the State Senate, and as a member of Congress.
His first administration was devoted, mainly, to the financial burdens of the city, the reorganization of the street department, the multiplication of institution buildings, including a hospital and a new city hall, and the creation of a financial commission. Elected again in 1910 for a term of four years, Mr. Fitzgerald was enabled to carry out many of the ideas which had failed of approval during his first administration. He had also the advantage of starting his second term under better charter condi- tions (1909). Finances were again the subject of discussion and legis- lation. There were many changes of offices and officers made under the new charter. The mayor gave much time to city planning, motor fire apparatus, garbage disposal, playground extension, high pressure fire system, laborer's retirement plan, the City Hall annex, and to new munic- ipal buildings.
George Albee Hibbard (October 17, 1864-May 29, 1910) served dur- ing 1908-09, in the interval between the two administrations of Mr. Fitz- gerald, whom he defeated for office in 1908. Mayor Hibbard had political experience as a State representative, and missed election as State Treas- urer by a single vote to fill out the unexpired term of Henry M. Phillips. In 1890 he was made postmaster of Boston. He gave the city a thor- oughly business-like administration, one that was non-partisan and eco- nomical. He brought about during his two years in office a decrease in loans from $11,292,300 to $8,268,300, as well as a million dollar saving in expenditures. The average annual increase of such expenditures through-
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out the preceding decade had been 4.3 per cent. There were 945 fewer city employees (excluding the school and police departments) at the end of his term than when it began. His honest and economical administra- tion failed to bring about his reelection to office. In 1909, November 2, the voters accepted the amended Boston City Charter, which provided for a City Council of nine, and a mayoralty term of four years.
James Michael Curley (November 20, 1874) served during 1914-17, and 1922-25. He had been a member of both the old and the new City Council and a member of Congress before being elected mayor, an experi- ence which stood him in good stead. From the beginning he was en- thusiastic in the support of the development of Boston industries, and the larger utilization of the port. He stood for the gradual cancellation of the city debt by the substitution of a "pay-as-you-go policy" over against the old method of borrowing and running up a heavy interest charge. He brought about the segregated budget system to have supervision of all details and methods in preparing annual appropriation schedules of the departments. "The total debt (exclusive of the Rapid Transit loan) decreased $5,799,141 ; the number of city employees under the con- trol of the mayor was reduced by 117, while the departmental expendi- tures increased but 11.93 per cent for the four years." Among the recom- mendations during his first term were : monthly conferences on city plan- ning, the establishment of a central purchasing department in charge of an expert buyer, the abolition of the correctional institutions for boys, more durable street construction, etc. The account of his second term. will be given later.
Andrew James Peters (April 3, 1872) served during 1918-21. Mr. Peters was another of those who came to the mayoralty after several years in Congress. His plurality was large, and he took up the reins of government pledged to a non-partisan administration, one in which there would be the complete political freedom of the city's employees, and their classification according to the value of their services. He was com- pelled by increasing costs and decreasing revenue to secure the raising of the tax limit for city purposes from $6.52 to $9.52 in 1918 and 1919, and to $10.52 in 1920 and to $11.00 for 1921, all of which were granted by the Legislature. "The tax rate went to $21.20 in 1918, and by 1921 reached the maximum of $24.70, the mounting budget of the school committee being responsible for $3.55 of the increase." This was not, however, as high as rates had risen in other large cities. During Mayor Peters' ad- ministration special attention was given to street improvement resulting in the construction, or repaving, of 313 miles of roadway and 75 miles of sidewalks. Two steel ferryboats were purchased and the others repaired.
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Two pumping stations of the high pressure service were completed ; also new public buildings costing $1,582,000. An ordinance was adopted merging the control of the charitable institutions and the penal institu- tions department in one body, in charge of a single paid commissioner. Mayor Peters strongly advocated the consolidation of the Metropolitan District under one governmental head.
James Michael Curley was again installed in office in the year Boston celebrated its one hundredth anniversary, and at once renewed his cam- paign for the expansion of Boston's commerce and industry. To this end he established a Bureau of Commerce and Industry, which has since func- tioned to the advantage of the city. He also established a municipal em- ployment bureau which greatly reduced the number of the city's unem- ployed. The placement of ex-service men was a particular concern of the bureau, and greatly aided the Soldiers' Relief Department.
Mayor Curley's valedictory address, published in the 1925 edition of the Boston Year Book, is one of the best summaries of the conditions and progress of the municipality of the present day, extant, and is too lengthy to be reprinted here. He spoke, in it, of the remarkable advances Boston had made during the years covered by his double term; of its financial strength and standing, the lowness, comparatively, of its tax rate with the large and continued expenditures. He went on in his vale- dictory, to give in detail the present status of the work, and some of the history of the Health Department, Boston City Hospital, Education, Protection of Life and Property, Patriotic Shrines, Capital and Labor, City Planning, Rapid Transit, Public Morals, and others. One may dis- agree with some of the suggestions offered and the criticisms made, an occasional prophecy may not appeal, but as a whole, one cannot but be impressed with the greatness of Boston, the magnitude of the problems which confront its government, and feel something of the importance of its destiny to the Commonwealth. And surely, this condensed account of the administrations of the mayors of Boston must bring a realization of the good fortune of the municipality in the sort of men who have served it in the mayoralty over more than a century.
Malcolm E. Nichols (May 8, 1876) served as a newspaper reporter and political editor until 1908, having been a member of Boston Common Council, 1905-06; the Massachusetts House of Representatives, 1907-09 ; the Senate, 1914, 1917-19, during the last term serving as chairman of the taxation committee. He has been school house commissioner of Boston, chairman of the Boston Transit Department, chairman of the Rent and Housing Commission, fuel administrator of Boston, 1920-21, and United States Collector of Internal Revenue, Boston, 1921-25. He was elected on a non-partisan ticket, and is serving in a term expiring in 1929.
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VIEW OF THE CITY OF BOSTON Drawn on the spot by His Excellency Governor Pownal
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It is worthy of note that for 125 years the civic center of Boston has changed but slightly from its original location. "Until 1830 the mayor and council occupied the old stone Court House, also known as Johnson Hall, on School Street. From 1830 to 1841 the old State House at the head of State Street served as the City Hall. From 1841 until the present time, the site of municipal administration has remained in School Street, and for more than fifty years in the present City Hall, dedicated in 1865, and its annex (completed and first occupied in 1914) located on the only lot of land belonging to the city in Boston proper which has been con- tinuously devoted to public uses since the early days of the town."
Met. Bos .- 16
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CHAPTER VII. COURTS AND LAWYERS IN METROPOLITAN BOSTON. By Frank W. Grinnell, Secretary Massachusetts Bar Association.
In the "Memorial History of Boston" (1630-1880) there was a chapter by Mr. John T. Morse, Jr., on "The Bench and Bar in Boston." It con- tained much interesting and entertaining information, mainly biograph- ical, about leading figures in the courts of the 17th, 18th, and early 19th centuries. The plan of the following chapter is somewhat different. An attempt will be made to give a brief, readable story of the development of our courts and bar and their relation to the history of Massachusetts, and to weave in the biographical material to show the influence of some individual judges and lawyers.
The Function of Lawyers in the History of Government-This chap- ter is not intended in any sense as a complacent eulogy of the legal profession. It is prepared with a full realization that lawyers have as many faults as other people, and are commonly regarded as having more. The history of every great court and of every great bar has been attended with constant and violent popular and political abuse of the profession. Yet it is not only fair, but it is essential to a clear understanding of the facts, for us all to realize that in the great movement for civil liberty the intellectual stimulus and the best expression of principles which have ultimately stirred men to self-sacrifice have generally (although, of course, not invariably) come from lawyers. It was so in England and it was so in Massachusetts.
This is not an accident. The explanation is that the recognition of the soundest principles in a community comes about as the result of con- troversy and the minds of lawyers are habitually trained to controversy, which is the basis of the profession and its science. And just as the development of that science has progressed as the result of the recorded history of private litigation under our system of reported opinions which are studied and criticized by the bar, so this controversial training results naturally in concentrating the imagination and critical faculties (both positive and negative) of lawyers upon the study of the recorded history of principles of liberty, more closely and keenly than those of other men. This accounts for the prominence of lawyers at every stage of develop- ment in our democracy .*
*It also accounts for a considerable amount of the prejudice against lawyers, for while they are so trained to controversy that they accept it as one of the conditions of life and do not take it too seriously, yet many people dislike controversy and are irritated by it, and incidentally with the bar, which is a necessary incident of it.
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It is not a thing that is peculiarly to the credit of the bar, although many individual lawyers, some of whom will be described in this story, deserve special credit. The credit belongs to the training necessarily incident to the profession, the main value of which is to serve the public by sharpening the faculties of men for those controversies which are a part of the lot of humanity. Accordingly the prominence of lawyers is not necessarily to be deplored. It is not to be regarded as a matter of personal or "class" privilege, in spite of all the complacent remarks which find their way into the mouths of after-dinner speakers of the profession from time to time. The thing should be studied and understood and, when it is so studied, the fact which stands out in bold relief is that the prominence of lawyers in a democracy is the result of an absolutely im- personal force which cannot be avoided. That force is the training needed to study and understand, and apply principles as law. Accordingly, the more the community realizes the essential importance and the useful possibilities of this force of training in the study of principles in its high- est development, the more public service and value will the State get from the bar, and the more confidence will be shown in allowing com- petent judges on the bench to give the best service of which they are capable instead of being restricted by petty rules inspired by distrust.
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