Various - The Atlantic Monthly, Volume 02, No. 13, November, 1858

The following table shows the rate and direction of subordination for a first-class railroad:—

All subordinates should be accountable to and directed by their immediate superiors only . Each officer must have authority, with the approval of the general superintendent, to appoint all employees for whose acts he is responsible, and to dismiss any one, when, in his judgment, the interests of the company demand it.

Fast travelling is one of the most dangerous as well as one of the most expensive luxuries connected with the railroad system. Few companies in America have any idea what their express-trains cost them. Indeed, the proper means of obtaining quick transport are not at all understood. It is not by forcing the train at an excessively high speed, but by reducing the number of stops. A train running four hundred miles, and stopping once in fifty minutes,—each stop, including coming to rest and starting, being five minutes,—to pass over the whole distance in eight hours, must run fifty-five miles per hour; stopping once in twenty minutes, sixty-three miles per hour; and stopping once in ten minutes, eighty-six miles per hour.

The proportions in which the working expenses are distributed under the several heads are nearly as follows:—

Management 7

Road-repairs 16

Locomotives 35

Cars 38

Sundries 4

____

In all 100

And the percentage of increase due to fast travelling, to be applied to the several items of expense, with the resulting increase in total expense, this:—

Management 7 increased by 0 per cent. is 0.0

Road-repairs 16 do. 27 do. 4.3

Locomotives 35 do. 30 do. 10.5

Cars 38 do. 10 do. 3.8

Sundries 4 do. 0 do. 0.0

____ ____

100 And the whole increase 18.6

The causes of accident beyond the control of passengers are,—

Collision by opposition,

Collision by overtaking,

Derailment by switches misplaced,

Derailment by obstacles on the track,

Breakage of machinery,

Failure of bridges,

Fire,

Explosion.

Those causes which are aggravated by fast travelling are the first, second, fifth, and sixth. The effects of all are worse at high than at low velocities.

The proportion of accidents due to each of these causes, taken at random from one hundred cases on English roads, (American reports do not detail such information with accuracy,) were,—

Collision 56 56

Breakage of machinery 18 18

Failure of road 14 14

Misplaced switches 5

Obstacles on rails 6

Boiler explosions 1

__ ___

88 100

Eighty-eight per cent. being from those causes which are aggravated by increase of speed; and if we suppose the amount of aggravation to augment as the speed, the danger of travelling is eighty-eight per cent. greater by a fast than by a slow train.

These are the direct evils of high speeds; there are also indirect evils, which are full as bad.

All trains in motion at the same time, within a certain distance of the express, must be kept waiting, with steam up, or driven at extra velocities to keep out of the way.

Where the time-table is so arranged as to call for speed nearly equal to the full capacity of the engine, it is very obvious that the risks of failure in "making time" must be much greater than at reduced rates; and when they do occur, the efforts made to gain the time must be correspondingly greater and uncertain. A single example will be sufficient to show this.

A train, whose prescribed rate of speed is thirty miles per hour, having lost five minutes of time, and being required to gain it in order to meet and pass an opposing train at a station ten miles distant, must necessarily increase its speed to forty miles per hour; and a train, whose prescribed rate of speed is forty miles per hour, under similar circumstances, must increase its speed to sixty miles per hour. In the former case it would probably be accomplished, whilst in the latter it would more probably result in failure,—or, if successful, it would be so at fearful risk of accident.

However true it may be that many of our large roads are well, some of them admirably, managed, it is none the less a fact that the greater portion are directed in a manner far from satisfactory,—many, indeed, being subjected to the combined influence of ignorance and recklessness.

Many people wonder at the bad financial state of the American railroads; the wonder is, to those who understand the way in which they are managed, that they should be worth anything at all. It is useless to disguise the fact, says a writer in one of our railroad-papers, that the great body of our railroad-directors are entirely unfit for their position. They are, personally, a very respectable class of men, (Schuylerisms and Tuckermanisms excepted,) —men who, after having passed through their active business-lives successfully, and after retirement, are, in the minds of some, eminently fitted to adorn a director's chair. Never was there a greater mistake. What is wanted for a railway-director is an active, clear-headed man, who has not outlived his term of activity. We want railway-directors who know how to reduce the operating-expenses per mile, and not men who oppose their bigoted ignorance to everything like change or improvement, who can see no difference between science and abstract ideas. It would seem that the only question to be asked with regard to the fitness of a man for being a director is—Is he rich and respectable? If he has these qualities, and is pretty stupid withal, he is in a fair line for election. We tell our railway-readers, that, if they desire to make their property valuable, and rescue it from becoming a byword and a reproach, they have got to elect men of an entirely different stamp,—men of practical experience, in the best sense of the term, who have intelligence enough to know and apply all those vital reforms upon which depends the future success of their undertakings,—the men of the workshop, the track, and the locomotive. And we shall yet see the more intelligent of them taking the place, at the directors' board, of the retired merchants, physicians, and other respectable gentlemen, who now lend only the names of their respectability to perpetuate a system of folly that has reduced our railroad-management below contempt. As at present constituted, our boards are a very showy, but very useless piece of mechanism. The members attend at meetings when they feel just like it, and sign their names to documents and statements which have been prepared for them by others, without much knowledge of what the contents are; their other duties consisting chiefly in riding over their own and connecting roads, free of charge.

Why should railway-directors work for nothing for the stockholders? Ah, Messrs. Stockholders, you little know in reality how fat a salary your directors make to themselves, by nice little commissions, by patronizing their favorite builders of locomotives and cars, and by buying the thousand and one patents that are so urgently recommended! Do you carry your broken watch to a blacksmith or to a stone-mason to be mended? Neither, we think. Why, then, do you leave the management of a work which engineers, machinists, carpenters, masons, and men of almost every trade, have spent time and care upon to build, to the respectable merchant, lawyer, or banker, who thinks the best road that which has the softest cushions and the most comfortable seats on which to ride?