Notes of an Itinerant Policeman

by Josiah Flynt

"What do you think ought to be done to keep tramps off trains?"

"Well, what I'd like to have done would be for the United States government to let all us trainmen carry revolvers and shoot every galoot that got on to our trains. That'd stop the thing."

"Do you think the company wants it stopped?"

"I don't know whether they do or not, but I wish to God they'd do something. Why, we men can't go over our trains at night any more, and be sure that we ain't goin' to get it in the neck somewhere. It's a holy fright."

I have quoted these men because their testimony may be accepted as expert. They know the situation and they know one another, and they had no reason to try to deceive me in answering my questions. In addition to their remarks, it is only necessary, so far as this particular road is concerned, to emphasise the fact that the forty thousand dollars a year which the company spends for protection of the property are not protecting it, and are bringing in to the stockholders practically no interest. The police force is entirely lacking in system; many of the men are too old and indifferent, and the property is littered up with as miscellaneous a collection of vagabonds and thieves as is to be found in a year's travel. This is neither good management, nor good business, and it is unfair to a community which furnishes a railroad much of its revenue, to foist such a rabble upon it.

A more or less similar state of affairs exists on the great majority of the trunk lines in the United States. They are all spending thousands of dollars on their "detective" forces, as they call them, and they are all overrun by wandering mobs of ne'er-do-wells and criminals. There are no worse slums in the country than are to be found on the railroads. Reformers and social agitators are accustomed to speak of the congested districts of the large cities as the slums to which attention should be directed, but in the most congested quarters of New York City there are no greater desperadoes nor scenes of deeper degradation than may be met on the "iron highways" of the United States. A number of railroads are recognised by vagrants and criminals as the stamping ground of particular gangs that are generally found on the lines with which their names are connected.

Every now and then the report is given out that a certain railroad is about to inaugurate a policy of retrenchment, and the newspapers state that a number of employees have been discharged or have had their work hours cut down. The best policy of retrenchment that a number of railroad companies can take up would be to stop the robberies on their properties, collect fares from the trespassers, and free their employees from the demoralising companionship of tramps and criminals. To carry out such a policy a well organised railroad police force is indispensable, and as I have made use of a practical illustration to indicate the need of reform, I will advance another to show how this reform can be brought about.

There is one railroad police organisation in the United States which is conscientiously protecting the property in whose interests it works, and I cannot better make plain what is necessary to be done than by giving a short account of its organisation and performance. It is employed on the Pennsylvania lines west of Pittsburg, and in inception and direction is the achievement of the general manager of that system.

As a division superintendent this gentleman became very much interested in the police question, and organised a force for the division under his immediate control. It worked so successfully that, on assuming management of the entire property, he determined to introduce in all the divisions the methods which he had found helpful in his division. There was no attempt made, however, to overhaul the entire property at once. The reform went on gradually, and as one division was organised, the needs and peculiarities of another were studied and planned for. Suitable men had to be found, and there was necessarily considerable experimenting. The work was done thoroughly, however, and with a view to permanent benefits rather than to merely temporary relief. To-day, after six years of preparatory exercise, the "Northwest System" has a model police organisation, and the "Southwest System" is being organised as rapidly as the right men can be found.

The force on the "Northwest System"—and it must be remembered that this part of the property takes in such cities as Pittsburg, Cleveland, Toledo, and Chicago, where there is always a riffraff population likely to trespass on railroad property—is made up of eighty-three officers and men. The chief of the force is the superintendent, whose jurisdiction extends to the "Southwest System" also. He reports to the general manager, and is almost daily in conference with him. For an assistant to manage things when he is "out on the road," and to relieve him of road duty when he is needed at headquarters, he has an inspector, a man who has risen from the ranks and has demonstrated ability for the position. Each division has a captain, who reports to the division superintendent and to the chief of the police service. This captain has under him one or more lieutenants and the necessary number of patrolmen and watchman, who report to him alone. An order from the general manager consequently reaches the men for whom it is meant through official channels entirely within the police department, and the same is true of statements and reports of the men to the general manager.