Western Electric News, August 1915
Right after the Eastland Disaster, employees published the Western Electric News. In their own words…
The first part of the Western Electric News issue from August 1915 provides a detailed account of the Eastland disaster and the events that followed. Here are the key points:
The Eastland disaster occurred on July 24, 1915, during the annual Western Electric employees' excursion and picnic.
The picnic was a well-loved event, usually held on the last Saturday in July, where employees and their families would take a steamer trip to Michigan City, Indiana.
The interest in the picnic had grown over the years, and in 1915, nearly 7,000 people, including employees, their relatives, and friends, planned to attend.
The Indiana Transportation Company provided steamers for the trip, including the Eastland, which was chartered specifically for the event.
The Disaster
On the morning of July 24, 1915, at 7:31 AM, the Eastland overturned at the dock in Chicago, with over 2,000 people on board.
The exact number of dead was still uncertain as of August 2, 1915, but it exceeded 900, with 468 of the deceased being employees of the Hawthorne Works.
The article refrains from mentioning individual employees by name to avoid singling out any person, given the collective effort and sacrifice displayed.
Information Bureaus
Following the disaster, the need for information was critical, as many people were desperately seeking news about their loved ones.
Western Electric quickly established information stations to collect and disseminate information about the Eastland's passengers.
These stations emerged spontaneously from necessity rather than being pre-planned, reflecting the urgency and chaos of the situation.
Establishment of Information Bureaus
Initial Response: Western Electric employees quickly set up an impromptu information bureau at Sprague & Warner's grocery warehouse. Survivors were given shelter, and employees began collecting and phoning in the names of survivors.
Clark Street Bureau: Realizing the need for a more robust solution, employees established a larger bureau at a vacant store on 214 North Clark Street. They broke the lock to gain access, cleaned out the space, and set up makeshift offices with furniture from a nearby saloon.
Operations Setup: Within an hour, the bureau was operational with a basic list of 25 names. Employees used a megaphone to request survivors register at the bureau and provide names of others who were either saved or deceased.
Growth and Efficiency: As the list of names grew, the bureau adapted by chalking alphabet letters on the wall to organize information better. The Chicago Telephone Company quickly installed emergency telephones, which greatly increased the bureau’s efficiency.
Expansion: By noon, about 20 telephones were installed for bureau use, and additional ones were set up in a nearby vacant store for public use. All calls were free of charge. A card index system was implemented for tracking inquiries and information.
Coordination with Authorities: The bureau collaborated with the police to obtain a list of temporary morgues, which was quickly printed and distributed. An additional bureau was established at the Hawthorne Works to manage the overflow of inquiries.
Jewelry and Personal Property: Employees also assisted the police in sorting and identifying personal property taken from the bodies and the wreck, organizing items like watches, pocket-books, and rings into categorized piles for easier identification and return.
Impact and Efficiency
Rapid Response: The swift and organized response of Western Electric employees showcased remarkable efficiency and dedication in the face of tragedy.
Collaboration: Effective coordination with local authorities and the telephone company ensured a comprehensive response to the disaster, helping to manage the influx of inquiries and support for the affected families.
Community Effort: The collective effort of the employees, without singling out individuals, highlights the community spirit and teamwork during a critical time.
Property Identification and Return
Sorting Property: Employees helped sort the vast amount of personal property recovered from the bodies and the wreck. Items were categorized into piles (e.g., watches, rings) for easier identification.
Owner Notification: When property could be identified, owners or their nearest relatives were notified. Unidentifiable items were meticulously listed and posted at the Hawthorne information bureau.
Assisting Police: Western Electric employees, familiar with their colleagues and company, aided police in confirming claimants’ identities.
Second Regiment Armory as a Morgue
Armory Setup: The Second Regiment Armory was established as a morgue for unidentified dead by Saturday afternoon. By Sunday morning, the telephone company installed twelve telephones, facilitating communication.
Third Bureau: A third information bureau was organized at the armory, maintaining constant communication with the Clark Street and Hawthorne bureaus.
Reducing Suffering: The armory bureau alleviated unnecessary suffering by providing updated information, often giving hopeful news to visitors.
Information Dissemination: Names of identified dead were promptly communicated to the other bureaus. A direct wire from the armory to the New York office, with an extension to the Clark Street bureau, ensured timely updates.
Process of Identifying Bodies
Identification Procedure: Employees at the armory announced identified bodies, which were then verified by police and recorded by employees stationed with the coroner.
Rapid Communication: Names were quickly relayed to a telegraph operator, who sent the information to New York and Clark Street, with Clark Street subsequently updating Hawthorne.
Additional Information Stand
Street Information Stand: By half-past nine Sunday morning, an information stand was established outside the armory to further assist those seeking information.
Overall Impact
Efficiency and Coordination: The comprehensive response, involving multiple information bureaus and effective communication, showcased the dedication and efficiency of Western Electric employees.
Support for Families: The efforts significantly supported families and friends of the victims, providing them with timely information and reducing the chaos and uncertainty in the aftermath of the disaster.
Enhanced Information Dissemination
Printed Cards: By noon on July 24, the Clark Street information bureau had 3,000 printed cards listing the locations where bodies were taken. These were distributed widely.
Armory Information Stand: An information stand with a telephone was set up outside the armory using a taxi-cab. Employees questioned people in line, providing information from Clark Street to spare them from searching through the bodies.
Pass System: Genuine inquirers were identified and given passes to enter the armory ahead of the line, while the morbidly curious were made to wait.
Sunday Operations
Hospital Rounds: Employees visited all Chicago hospitals on Sunday morning to gather additional names.
Continuous Operation: Both the Clark Street and Hawthorne bureaus operated all Saturday night. By Sunday, it was clear the work needed to continue around the clock.
High Inquiry Volume: The volume of telephone inquiries was immense, causing significant congestion. Additional trunk lines were installed later in the week to alleviate the burden.
Closure of Information Bureaus
Phased Shutdown: The information stand outside the armory was discontinued mid-week, and the armory bureau closed on Friday after the last bodies were identified.
Final Operations: The Clark Street bureau operated continuously until 6 PM on Saturday, July 31. The Hawthorne bureau completed its work on Sunday, August 1, successfully determining the fate of all but one Western Electric employee who was still missing.
Passenger List: A comprehensive list of all passengers on the Eastland was compiled, with a larger number of missing persons but otherwise complete.
Relief Bureaus
Shift in Focus: After rescue and identification, the next critical task was to provide aid to the dependents of deceased Western Electric employees. The relief efforts began similarly to the information work, evolving quickly to meet the urgent needs of the affected families.
Initial Relief Efforts
Immediate Need: Recognizing that many families would face financial distress, volunteer investigators began visiting homes of deceased employees by Saturday afternoon.
Formal Organization: On Sunday, following the arrival of President Thayer and Vice-President Halligan, a formal relief effort was organized, with $100,000 allocated for relief purposes.
Organization of Relief Bureaus
Dual Bureaus: Two relief bureaus were established to handle the influx of requests. One bureau managed "outside" relief work by visiting homes, and the other managed "inside" relief work for those coming directly to the plant.
Funeral Arrangements: Committees were formed to arrange funerals, both in-town and out-of-town, as requested by families.
Mapping and Planning: The homes of deceased employees were mapped out to facilitate efficient visits by relief workers.
Relief Operations
Operational on Monday: By Monday morning, both bureaus were fully operational, with $50,000 in cash ready for immediate use at Hawthorne.
Outside Relief Work: 150 relief workers visited homes across the city, often using automobiles to minimize delays. By the end of the week, most families had received immediate relief, and the number of investigators was reduced.
Coordination with Information Bureau: Information about identified employees was shared with the relief bureau to assess and address the needs of the victims' families.
Fast Response: The relief process was designed to be swift, with minimal bureaucracy. Investigations and relief payments were often completed within a few hours.
Financial Assistance: Payments ranged from $10 to $100, covering various needs like rent, food, mourning clothes, and cemetery charges. While no direct money was given for funeral expenses, the company covered all related costs if the family desired.
Inside Relief Work
Direct Applications: The inside relief bureau assisted people who came directly to the plant for help.
Continuous Support: Some families received multiple payments throughout the week to meet ongoing needs.
Overall Impact
Comprehensive Support: The dual-bureau approach ensured that all affected families received timely and necessary support, both through home visits and direct applications at the plant.
Community Effort: The concerted effort by Western Electric employees and executives showcased a strong commitment to supporting their community in the aftermath of the disaster.
Inside Relief Bureau
Application Process: Applicants for relief were interviewed to avoid duplication of records. Immediate payments were made if the applicant's identity was confirmed. If there was any doubt, an investigator would verify conditions at home and authorize payments if needed.
Red Cross Involvement
Relief Station: The U.S. branch of the International Red Cross Society established a relief station at Hawthorne to assist families of victims who were not Western Electric employees.
Transition to Permanent Relief Organization
Handing Over: By Thursday, immediate relief had been provided to all families, and the temporary relief bureaus began winding down their operations.
Permanent Organization: On August 1, a permanent relief organization took over, led by A.W. Hitchcock, to administer the remaining funds and provide ongoing support to dependents of employees who had less than five years with the company. Employees with longer service received regular death benefits from the benefit fund committee.
Community and Corporate Support
Community Response: Chicago's community, including warehouses, hotels, department stores, and private individuals, provided shelter, food, and transportation for survivors and workers.
Corporate Assistance: Commonwealth Edison, People's Gas Company, and Chicago Telephone Company provided essential services, such as lighting, gas, and emergency telephone installations. The A.T. & T. Company facilitated rapid communication with a direct wire to New York and telegraphic connections.
Employee Dedication
Heroic Efforts: Hawthorne employees worked tirelessly, often without sleep, for days following the disaster. Many worked for 24 hours straight, with some having as little as five hours of sleep over three days.
Voluntary Service: The efforts were entirely voluntary, with employees taking on various tasks, from compiling lists to assisting at morgues, without waiting for instructions.
Unified Workforce: Employees from all departments, including typists and clerical workers, stepped up to handle any tasks needed, including operating switchboards and recording messages.
Conclusion
Unprecedented Effort: The response showcased the remarkable dedication, strength, and loyalty of the Western Electric community. Despite the tragedy, the collective effort of the employees and the support from the broader community underscored a spirit of unity and compassion.
Gratitude and Pride: While it was challenging to express adequate thanks, the Western Electric Company acknowledged the extraordinary contributions of its employees, stating that even in grief, it was proud of Hawthorne's spirit and dedication.
And it promised to be such a wonderful time.
