USA > Texas > Harris County > Houston > A thumb-nail history of the city of Houston, Texas, from its founding in 1836 to the year 1912 > Part 9
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The total number of organized men and women in Houston is 8,250. The plumbers, printers, brick- masons, plasterers, stone-cutters and marble cutters are the best organized of any of the crafts. All trades limit the number of apprentices. This has done much towards maintaining a living wage for the journeyman.
Public sentiment and feeling towards union labor in this city and community is very favorable and all important work is done by union labor.
Since the general public has only a vague idea of labor matters and of the conditions that prevail in labor circles, the following extracts are taken from Mr. Andrew's article, as matters of useful infor-
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mation. The following are the working conditions that prevail in various branches of labor, both or- ganized and unorganized:
Packing House-Number of employed, men and children, 500. Wages, for men, $1.50 to $2.00 per day; for women, 75 cents to $2.00 per day; for children, 50 cents to $1.00 per day. No Sunday work. Little opportunity for training or educa- tional advancement. Employes not organized.
In the railroad shops and yards, there are about 4,000 employed. About 25 per cent of laborers work on Sundays. Conditions very good for training and educational advancement. Average wage for all employes about $2.50 per day. Ninety per cent of workers organized.
In the cotton-oil mills and compresses there are about 1,500 employed. Wages of men, $1.50 to $2.50 per day; for women, $1.00 to $1.25 per day; for children, 50 cents to 75 cents per day. Work covers only six months of the year. No opportunity for training or educational advancement. Condi- tions far in advance of those found in other South- ern States.
In the saw mills and factories the number of em- ployes is 500. Wages for skilled men, $2.50 to $3.00 per day; unskilled men, 75 cents to $1.75 per day; women, 50 cents to $1.00 per day; children, 25 cents to 75 cents per day. Little opportunity for training or educational advancement. About 105 organized.
In the general stores there are about 3,000 em-
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ployed. Wages for men, $5.00 to $18.00 per week; women, $3.50 to $10 per week; children, $1.50 to $5.00 per week. Conditions deplorable, for not one in a thousand of the employees has the slightest chance for training or educational advancement. Unless the general public interferes Houston will soon parallel the large cities where young woman- hood is sacrificed at the altar of greed and avarice. This labor is unorganized.
There are about 500 employed at the breweries. Working conditions exceptionably good. Wages range from $2.00 to $5.00 per day. Hours of labor eight per day. The breweries operate 24 hours per day, labor being divided into three shifts of eight hours each. Employees thoroughly organized. All workmen in the breweries, where steadily em- ployed, must join the Brewers Union.
There are about 5,000 common laborers in Hous- ton. Wages, for men $1.25 to $2.00 per day; women, 50 cents to $1.25 per day; children, 25 cents to $1.00 per day. Only about 10 per cent of these laborers are organized.
There are about 3,000 employed in the industrial crafts. That is in addition to those working in rail- road shops, mills, etc.
Carpenters and Joiners .- Approximately 75 per cent organized. Wages, union, $4.00 per day; non-union, $3.50 per day. Educational and train- ing conditions fine. No Sunday work. Steady employment the year round.
Plasterers .- Conditions good. Ninety per cent
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organized. Wages, union men, $6.00 per day; non- union men, $3.50 per day. No Sunday work.
Sheetmetal Workers .- Steady work the whole year. Wages, union men, $3.50 to $4.50 per day. Non-union men, lower. About 905 of the craft organized.
Brickmasons .- Conditions fine. Wages, union men, $6.00 to $7.00 per day; non-union men, $3.00 to $4.00 per day. About 95 per cent organized.
Machinists .- Steady work all the year. Wages, union men, $3.80 per day; non-union men, $2.50 per day.
Theatrical Stage Employes .- Conditions reason- ably good. Wages range from $15.00 to $25.00 per week. Sunday, as well as every day, work.
Blacksmiths .- About 65 per cent organized. Wages, union men, $3.80 per day; non-union men, $2.50 per day.
Lathers .- Steady employment. Wages, union men, $4.00 to $6.00 per day; non-union men, $2.50 per day.
Printers .- Thoroughly organized. Wages, $3.50 to $8.00 per day, according to men and position. About 75 per cent of the printers are home owners. Pressmen .- Thoroughly organized. Wages, $3.50 per day. There are also many home owners among the pressmen.
Bookbinders .- Thoroughly organized. Work eight hours per day. Wages, $4.00 per day.
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Electrical Workers .- About 80 per cent organ- ized. Wages, $3.50 to $4.50 per day. All members at work.
Bartenders .- About 80 per cent organized. Wages $15.00 to $21.00 per week.
Tailors .- Poorly organized. Hours of labor, ten hours per day. Wages, $2.00 to $3.00 per day, mostly in piece work.
Coopers .- Thoroughly organized. Average wages, $2.85 to $4.00 per day. Hours of labor, eight hours per day.
Bridge and Structural Iron Workers .- Organ- ized 100 per cent. Hours of labor, eight. Wages, $3.50 to $4.50 per day. Plenty of work. Duties most hazardous.
Boiler makers .- About 905 organized. Wages, $3.50 to $5.00 per day for union men; non-union men, scale lower.
Marble Workers .- Thoroughly organized. Wages, $4.00 to $6.00 per day. Work eight hours a day.
Journeyman Barbers .- Both white and negroes organized. Conditions above the average. No Sunday work.
Elevator Constructors .- Thoroughly organized. All employed at present. No Sunday work. Wages $4.00 per day.
Pattern Makers .- Well organized. Work nine hours a day. Wages 50 cents per hour.
Garment Workers .- This is the only organized
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craft of women workers. Membership about 200 strong. Work, eight hours a day. Wages, $9.00 to $18.00 per week. No Sunday labor. Sanitary conditions exceptionally good.
Horseshoers .- Organized about 75 per cent. Wages, $2.50 to $3.50 per day. Work eight hours a day.
Stationary Engineers .- Organized about 805. Average wages about $3.00 to $4.00 per day.
Painters, Decorators and Paperhangers .- Or- ganized about 80 per cent. Work eight hours per day. Wages, $3.50 to $4.00 per day.
Plumbers .- Thoroughly organized. Work eight hours a day. Wages $6.00. The union has many educational features to perfect the skill of its mem- bers.
CHAPTER TEN.
The Houston Cotton Exchange and Board of Trade-Some Houston Cotton Compresses- The Houston Chamber of Commerce-Hous- ton's Large Manufacturing and Business Con- cerns.
COMMERCIAL BODIES.
Unquestionably the first commercial organiza- tion in Texas was the old Chamber of Commerce organized in Houston April 5, 1840, with Mr. Per- kins as president. Unfortunately this association has left nothing but a name, for there is no record of work done by it, though it is fair to presume that it accomplished some of the objects for which it was formed.
Not for thirty-four years was another attempt made to form a commercial body in this city. On May 16, 1874, a number of the prominent business men of Houston met in one of the parlors of the Hutchins House and organized the Houston Board of Trade and Cotton Exchange. Mr. C. S. Long- cope was elected president, Mr. Wm. J. Hutchins, vice-president and Mr. George W. Kidd, secretary.
The new organization went actively to work. Per- kins Hall, used also as a theatre at times, was leased; Mr. Kidd purchased some small blackboards and with no other furniture or fixings, the Ex- change was officially declared open and ready for business. At that time telegraph tolls were very
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high, in fact they were prohibitive so far as the new exchange was concerned and the amount of com- mercial news and quotations received by the ex- change in a full working day was about equal to that now received in a few minutes, even on dull days. Mr. Kidd helped out the quotations by using the scant commercial report received by the Hous- ton Telegraph, of which paper he was also com- mercial editor.
Conditions such as these prevailed for the first three years of the exchange's existence, or until 1877. In that year the business men appear to have recognized the great values of the exchange and to have rallied to its support. Something like a reor- ganization took place within the exchange. A new charter was obtained and the name of the organiza- tion was changed to the Houston Cotton Exchange and Board of Trade. New rules and regulations were adopted, the initiation fee was increased and provision was made for a regular and permanent income through fees and dues, for the support of the exchange. From that moment the course of the exchange has been upward, until today no com- mercial body in the South stands higher in every way than the Houston Cotton Exchange and Board of Trade.
Not content with caring for and regulating the large and constantly growing cotton business of Houston, the exchange was always found in the front ranks of those working for the good and ad- vancement of the city. For a number of years the
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exchange has had among its standing committees one whose special duty it is to look after the welfare of the ship channel. When the present efficient Chamber of Commerce was formed, the Cotton Exchange turned over to the new organization an immense amount of work, that before that was be- ing looked after by the exchange. It retained its interest in the ship channel, however, and while working in perfect harmony with the Chamber of Commerce and all other Houston organizations is still found working most zealously.
In 1883 the members of the exchange deter- mined to build a home of their own. Ground was purchased, plans adopted and on November 15, 1884, the new building was turned over to the ex- change by the contractors. It was a very handsome, though small, building and answered every pur- pose for which it had been constructed for many years. In later years it was remodeled. Additional stories were added and today the exchange build- ing is one of the most attractive and valuable build- ings in the city.
There is no Cotton Exchange in the South more prosperous than the Houston exchange. When it was first organized a membership cost only $1 a month or $12 a year. Now a certificate of mem- bership costs $2,000 and it is difficult to secure one at even that price. The annual dues on each certif- icate are $50, while provision is made for fees and other dues for the maintainance of the exchange.
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The following gentlemen have served as presi- dents of the exchange since its organization :
C. S. Longcope.
1874-75
Wm. D. Cleveland 1875-76
George L. Porter 1876-77
H. R. Percy
1877-78
S. K. McIlhenny
1878-79
Wm. V. R. Watson 1879-80
A. H. Lea.
1880-81
S. K. McIlhenny
1881-82
S. A. McAshan.
1882-84
Wm. D. Cleveland 1884-91
Wm. Read
. 1891-92
H. W. Garrow
1892-1902
W. D. Cleveland . 1902-05
W. E. Andrews 1905-06
W. O. Ansley
1906-07
E. W. Taylor.
. 1907-08
A. L. Nelms.
. 1908-12
Mr. George W. Kidd, the first secretary of the exchange, served actively until 1898 when he be- came secretary emeritus. He was succeeded by Mr. B. W. Martin who resigned to accept a more lucrative position and was succeeded in turn by Mr. B. R. Warner. Mr. Warner after serving from 1899 to 1903 resigned to return to newspaper work in New Orleans. In 1904 Mr. W. J. DeTreville was elected secretary and served until June, 1910, when, on his death, Mr. J. F. Burwell, the present efficient secretary was elected.
With its immense lumber, oil, rice and manufac-
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turing interests Houston long ago passed that point in its progress where its prosperity depended on any single commodity or industry. Like other commer- cial centers Houston for some years counted heav- ily on its cotton receipts for its prosperity, but does so no longer. The Houston merchants are not in- different to the great value of the cotton business, however, and they are anxious to get all of it pos- sible, and with the object of doing so, they have left nothing undone to make this the most attractive market and concentrating point in the South. They have constructed large compresses and cotton ware- houses and now have some of the largest and most conveniently situated buildings of that kind on this continent.
The great fire which occurred in the Fifth Ward early this year destroyed three of Houston's fine compresses, but there are three large ones left and two are being constructed on so great a scale that when completed in time to handle the coming crop, Houston will have the finest facilities for handling and caring for cotton in the South.
The presses destroyed were the Cleveland, the Standard and the Southern, their combined capacity of presses being 3,000 bales daily and their storage capacity about 100,000 bales. The Cleveland and the Merchants have combined and plans are now be- ing perfected for the erection of the finest and largest compress and warehouse in the world. The storage capacity will be limited only by the re- strictions of the insurance companies, which com-
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panies are unwilling to insure so great an amount of cotton as the company could care for, but for these restrictions. It is certain that the storage capacity of the new press will not be less than 300,000 bales. The company owns something like seventy acres of land on the ship channel and therefore will not be restricted by want of space. Captain W. D. Cleveland is the head of the new company.
Houston already has in the Magnolia Warehouse and Storage Company one of the best equipped, largest and most powerful presses in the country. Every compress and warehouse in Houston is lo- cated either on the banks of the bayou or on a rail- road and all of them have rail connection. The re- sult is that drayage, a costly feature in handling cot- ton, is entirely eliminated and the business is con- ducted economically and expeditiously. Last sea- son there were shipped down the bayou about 400,- 000 bales of cotton. As each bale represented a saving to the owner of 12 1-2 cents because there was no drayage, it is evident that the shipments rep- resented about $50,000 saving. No other cotton market in the world can or does do business so cheaply.
The history of Houston's cotton business is of more than passing interest since in its entirety it represents every phase of the evolution of the world's cotton trade. As already noted in these pages, in the early days all cotton raised in the State was brought here by ox-wagons for marketing. The Houston merchants bought the cotton both
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THE CITY OF HOUSTON, TEXAS
with cash and groceries and goods. It was a most satisfactory method of doing business and both the farmer and merchant profited by the transaction. After the merchant had accumulated a sufficient number of bales to warrant his doing so he shipped the cotton down the bayou to Galveston to be placed on chartered vessels, to be shipped to Liver- pool or other foreign markets. Since there was no way of knowing how prices were ruling in the for- eign markets, the merchant guarded against pos- sible loss by discounting his last information ma- terially and paying from seven to ten dollars per bale less for the cotton than he estimated it to be worth. This was fair since there was always serious danger of a heavy decline in prices before the cot- ton could arrive on the other side. After the rail- roads were built in Texas, Galveston became the great cotton market of the State and every bale raised in Texas was shipped there. One thing that helped build up Galveston was the fact that there were no such things as through bills of lading and rail rates favored the port. In 1874 J. H. Blake & Co. established their firm in Houston and soon evolved a plan for overcoming the disadvantages under which Houston was placed. By an arrange- ment made with the Houston & Texas Central and the International Railroads this firm was enabled to buy cotton in the interior, bring it to Houston and then ship it out again either by rail or by water. Under this arrangement Messrs. Blake & Co. made the first shipment of cotton from an interior point
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to a foregin market on a through bill of lading in 1874. This was the first shipment of the kind ever made. That method of doing business soon placed Houston, if not on an equal footing, at least on nearly such with Galveston and saved this market from utter extinction.
Then the system of buying and selling future con- tracts was established. This was perhaps the great- est advance that could possibly have been made to- wards stability of the cotton market, and the es- tablishment of something like uniform prices all over the world. The system was not complicated but was very simple. Cotton was purchased on this side only when prices in Liverpool were favor- able for such purchases. The cost of freight, in- surance, commission and other charges were added to the price paid for the cotton and then, if Liver- pool prices were sufficiently high to warrant doing so the cotton was bought and future contracts sold in Liverpool by cable. In that way every possible chance of loss was eliminated from the transaction, for when the cotton arrived on the other side the future contract was closed out, the difference in the price of the contract and the price of the actual cotton equalling each other.
The next great change that took place was more radical and farreaching. In their effort to do away with middle-men, the spinners on the other side established buying agencies of their own on this side. These, in turn, established sub-agencies all over the country, so that the producer of cotton in-
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THE CITY OF HOUSTON, TEXAS
stead of having to seek a market, found one right at his door. There was such competition between the buyers that the highest prices possible were paid in order to get the cotton. Every cross road and little town in the State became a center of informa- tion about prices and the farmer could learn every morning the quotation of that day both in American and foreign markets.
It soon became evident that it would be necessary to provide some place where large quantities of cot- ton could be concentrated for inspection, classifica- tion and arranging for final shipment. The Hous- ton cotton men realized that a most radical change in the method of marketing cotton was about to take place and they began at once to prepare them- selves to care for this concentrated cotton. Old warehouses and compresses were enlarged and new ones erected. The storing capacity of the city was materially increased and when the work was fin- ished Houston was most thoroughly equipped to meet all demands that could be made on her. An- other thing that was done, which shows the great forethought of the Houston merchants, was re- ducing all local charges to the lowest point possible. No attempt was made to make money directly from the compresses and warehouses, as such, but these were used very much as so much capital, to attract and keep the cotton business here. It is a fact that can not be disputed that today Houston's local charges on a bale of cotton are from 25 cents to 30 cents per bale cheaper than are those in any
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other cotton market in the South. Now when to this saving in local charges is added the further saving of from 10 cents to 12 cents through the absence of drayage, it is readily seen why so much cotton is shipped here and why Houston stands so prominently forward as a great cotton market.
Mention has been made of the Chamber of Com- merce that was organized in Houston in 1840, but the present magnificent body of that name has no direct nor indirect connection with that early body. The Chamber of Commerce of today is for today and looks more to future accomplishments than to traditions of the past.
The immediate forerunner of the Chamber of Commerce was the Houston Business League, which was organized in 1895 by about forty gentle- men who had for their object the formation of an association to look after the best interests of Hous- ton. Col. R. M. Johnston, editor of the Houston Post, and Mr. W. W. Dexter, at present editor and proprietor of the Bankers' Journal, were prime movers in the organization and did much to insure its success. The constitution adopted declared the following to be the object of the association:
"The object of the Houston Business League is to promote immigration, to create and extend and foster the trade, commerce and manufactur- ing interests of Houston; to secure and build up transportation lines; to secure reasonable and equi- table transportation rates; to build up and main- tain the value of our real estate, progressive, ef-
SOUTHERN PACIFIC OFFICES
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THE CITY OF HOUSTON, TEXAS
ficient and economical administration of our mu- nicipal government, to collect, preserve and dis- seminate information in relation to our commer- cial, financial and industrial affairs and to unite, as far as possible, our people in one respresentative body."
The following gentlemen were chosen as the first officers of the new organization: J. M. Cotton, president; Ed Kiam, first vice president; J. C. Bering, second vice president; E. T. Heiner, third vice president; W. W. Dexter, secretary; Guy H. Harcourt, treasurer.
After serving for only a short time, Secretary Dexter resigned and Mr. George P. Brown was chosen as his successor. The election of Mr. Brown was a most fortunate thing for the Business League, since he brought to its service splendid executive and administrative talent and a wonder- ful amount of energy and zeal. Under Mr. Brown's administration the Business League forged rapidly to the front. A large number of manufacturing and industrial plants were secured for Houston, the Floral Festival and No-Tsu-Oh associations were formed and the name of the city was placed perma- nently on the map of the country.
In 1910 the Business League was enlarged and practically a reorganization took place. The name Business League was dropped and the organiza- tion became the Houston Chamber of Commerce. Mr. Adoph Boldt was secretary at the time and it was largely due to him that the scope of the asso-
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ciation's objects and energy were enlarged. He recognized the magnitude of the field and the Chamber of Commerce was organized to fill every part of it. In the Chamber of Commerce there is a general association, but all the details of practical work are in the hands of special committees who have absolute authority and freedom of action, be- ing responsible only to the general association. These committees are called bureaus. There is, for instance, the Traffic Bureau, to which is referred all matters relating to freight rates, rate discrimi- nations and questions of that kind. There is a Convention Bureau which looks after securing con- ventions to meet in Houston and looks after the en- tertainment of strangers who come to such conven- tions. There is a Publicity Bureau, an Industrial Bureau, which looks after securing manufacturing and industrial concerns for Houston, and a num- ber of other, no less important bureaus. It will be seen from this how thoroughly organized the Chamber of Commerce is. One of the most pleas- ing features connected with the organization is the perfect harmony that exists between it and other organizations working either directly or indirectly towards accomplishing the same ends. The citizens attest their faith in the Chamber of Commerce by giving it the most loyal support, and it is today one of the strongest and most efficient organizations of its kind in the South. Its officers are: Adolph Boldt, secretary; C. G. Roussel, assistant secretary ; C. C. Oden, traffic manager; Jerome H. Farbar,
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THE CITY OF HOUSTON, TEXAS
director of publicity. There are of course a great many business men heads of committees and good workers too, but the gentlemen named are the real workers and the ones who accomplish things.
The average citizen does not know how much good has been accomplished for Houston by the Chamber of Commerce, nor how much good is being planned for the future. It is a working body and it does not confine its labors to union hours, of an eight hour day, but puts in every waking hour of the entire twenty-four. A vast amount of valuable information has been collected, and preserved in such form as to be immediatey available.
Houston is today the home of vast commercial and manufacturing enterprises, most of them hav- ing come here during the last six or eight years. It is, for instance, the largest lumber market in the Southwest and one of the largest in the world. That does not mean that there are extensive mills and manufacturing plants here, but it does mean that about all the lumber made in Texas is con- trolled and handled by Houston firms, which are the greatest in the South. There are over 250 great sawmills in Texas, Louisiana and Arkansas controlled and represented through offices located here.
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