Before social media instantly familiarized people with new cultures, Bertita Harding endowed Americans, and specifically Hoosiers, in the 1930s and 40s with illuminating accounts of Europe’s and South America’s rich, sometimes volatile past and present. The Hungarian author spoke five languages, interviewed dictators, and witnessed the gleam of royal jewels. Her experiences compelled her to author more than a dozen lucrative books, mostly biographies. Indianapolis firm Bobbs-Merrill published most of her books. Bertita brought a fresh approach to biography, giving depth to royal figures, illuminating their motives, and endowing them with humanity. Her life was as interesting and tragic as the royal figures about which she so aptly wrote.
The “adopted Hoosier” was born in Hungary and moved to Mexico when her father was solicited to work as an engineer in Mexico City. As a child, she grew intrigued with the story of ill-fated Carlotta and Maximilian, Emperor and Empress of Mexico. The story is worthy of a Shakespearean quarto:
Austrian archduke Ferdinand Maximilian Joseph accepted the offer of the Mexican throne in 1863, having been assured that the Mexican people voted for his governance. However, he was installed into power through the collusion of Mexican conservatives and the French emperor, against the wishes of many Mexicans. He and his beloved wife Carlotta traveled to Mexico, where the liberal-minded emperor tried to rule with “paternal benevolence,” working to abolish the peonage system. When French troops pulled out of Mexico, and former Mexican president Benito Juarez returned, Carlotta fled to Europe to fruitlessly plead for support of her husband. Unwilling to abandon the impoverished people he had advocated for, Maximilian refused to abdicate the throne. He was executed near Queretaro, devastating his wife who remained in Europe. She fell into a debilitating depression and never recovered, refusing to acknowledge his death.
Bertita’s house was adjacent to the city’s Chapultepec castle, where the royal couple lived. The Indianapolis Star noted that “Each night as she went to bed she saw from her nursery window a light gleaming on the terrace of the somber castle, and she learned that there the beautiful Empress and her imperial husband had walked on starry nights.”
In 1909, Bertita, along with her mother and two brothers, journeyed to Vienna with a “mysterious black trunk.” Emperor Maximilian’s brother Frans-Joseph received the trunk, revealing to Bertita’s mother the jewels and insignia worn by the tragic royal couple. For returning the goods to the House of Hapsburg, Frans-Joseph bestowed Bertita’s mother with the signum laudis award for service to the crown. Bertita’s brushes with royalty proved to be the inspiration for many of her works.
Bertita traveled to the United States for school, training to be a pianist at the University of Wisconsin, where she met her husband Jack Harding. The couple moved to Indianapolis, where he worked as an executive at Harding Advertising Company. Eventually, the pair applied their literary gifts to writing film scripts in Hollywood. The Indianapolis News recalled in 1957, that Bertita “espoused the role of a young Hoosier wife and blithely entered local activities . . . She had a rare gift for being folksy and fabulous, cozy and continental at the same time.” Here, they participated in the Lambs Club, Athenaeum, and Players Club.
In a 1958 Anderson Herald article, Bertita stated that after her children were killed in an accident her husband encouraged her to write, an endeavor she found more convenient than practicing the piano. She mused “‘I’ve put a cake in the oven and gone over in my desk to write. If the cake burned, the chapter turned out to be a masterpiece. If the chapter was bad, the cake was delicious. And many times both turned out just right.'”
In 1934, Bobbs-Merrill published her literary jewel, Phantom Crown: The Story of Maximilian and Carlotta of Mexico. At a talk for the Women’s Club in Richmond, Indiana in 1934, Harding stated that as a little girl in Mexico City she interrogated former ladies-in-waiting for the royal couple about their fates. The adopted Hoosier added “I could visualize how they felt-transplanted Europeans, somewhat bewildered.” Harding penned the impeccably-researched biography in her Indianapolis apartment, writing methodically from 9 a.m. to 4 p.m. She recalled “As I wrote the book sometimes I would laugh at my own jokes, and sometimes I would cry with sympathy for them, and I loved to think my own book could arouse such sympathy in myself.”
With the success of Phantom Crown, Harding cemented her place in the Hoosier literary canon, residing among a prolific list of Indiana poets, playwrights, novelists, travel writers, and journalists. These included novelist Booth Tarkington, author Gene Stratton-Porter, and poet James Whitcomb Riley. The book she described as “manifest destiny” created a demand for Bertita’s unique perspective. She went on the lecture circuit, speaking to clubs around the country about her experiences. The Muncie Evening Press noted in 1935 that with these lectures she took audiences on a vivid tour through Mexico and Europe, showing them “‘the small out-of-the way, pieces of art and works of beauty to be found in such travel.'” Listeners traveled down the Danube into Hungary and then Vienna, where they experienced picturesque domes and woodcarvings, before arriving at French convents. Of Germany, she remarked it “‘is too far advanced, with far too much intellect as well as sentiment, to provide the obscure forms of art . . . Their great capacity is for work.'”
By 1939, the story of the ill-fated lovers proved so popular that Warner Brothers adapted Harding’s book into a film called “Juarez,” starring Bette Davis. According to the Indianapolis News, Harding threatened to sue the studio for failing to give her screen credit, but the parties came to an agreement and Harding described “Juarez” as a “‘beautiful picture.'” Harding noted that the film’s theme had been adapted to “fit modern conditions” and that, during a time of Hitler-led German aggression, Warner Brothers was advocating for “America and the Constitution right now, so ‘Juarez’ just had to fit in.” Harding contended that “Juarez” was obviously made in the vein of anti-fascist film Confessions of a Nazi Spy.
Harding followed Phantom Crown with additional biographies about theHouse of Hapsburg, such as Golden Fleece: The Story of Franz-Joseph and Elizabeth of Austria and Imperial Twilight: The Story of Karl and Zita of Hungary. The Indianapolis Recorder, an African-American newspaper, praised Harding’s writing, noting “Stiff, regal figures become understandable, human-beings. Royal mazes are unraveled. Motives for strange actions grow lucid.” The newspaper added that “A flawless instinct for drama makes the utmost of every event without the slightest strain.”
Harding’s life and books seemed to place her on the perimeter of political and military upheaval. In October 1940, she traveled to Brazil to gather material for a forthcoming book. By this time, Nazi Germany had captured France, and the Allied Powers feared that Brazil, which had been fairly politically neutral, could be susceptible to Nazi attack. Harding interviewed Brazilian dictator President Getulio Vargas, concluding that although Vargas was a dictator, Brazilians would never permit a European dictatorship. According to the Indianapolis Star, Harding asserted “I am convinced that, for reasons both sentimental and practical, Brazilians would resist any attempt to give either Naziism or Fascism a foothold in their country.'”
By 1944, Bertita and her husband Lieutenant Colonel Jack Harding, an executive officer of public relations, were fully entrenched in the war effort. That year, the Indianapolis News reported on Jack’s work in England, noting that as an intelligence officer he briefed and interrogated combat crews and laid out the operational plan for air force public relations for the D-Day invasion. In a letter published by the Indianapolis News, the lieutenant colonel illuminated for Americans the sacrifices made by soldiers in France on D-Day.
He wrote stirringly “it is still true that aircraft, artillery, warships and other auxiliary arms all radiate from a common center, one little man with one little gun. This day belongs to the infantryman, may God protect him.” Following the pivotal invasion, Jack accompanied war correspondents on a journey through France. They witnessed the fall of Cherbourg, where “Street fighting, snipers, artillery attacks, as well as a ride through crossfire, added up to part of the night’s work.” While her husband wrote about “those kids of ours,” Bertita helped sell war bonds through a literary group.
She continued to do what she did best–write about royal exiles. Harding published Lost Waltz in 1944, centering around Austria’s Leopold Salvator and his family of ten. The Indianapolis News praised her ability to “place for us these Hapsburgs in the broad movement of our own eventful times, her unusual ability to recreate past scenes and make them live again with the verve and sparkle of fiction, though she never deviates from sober fact.” Other books written by Harding after the war include Magic Fire: Scenes around Richard Wagner and The Land Columbus Loved: The Dominican Republic.
After the death of her beloved first husband, she married Count Josef Radetsky in Vienna in 1957, an ancestor of Austrian nobility. The Indianapolis News reported that the Count’s family estates had been “reduced to poverty” when Communists seized Czechoslovakia in 1948 and that he was working as a taxi driver in Vienna when he met Harding. By 1958, Bertita had made such a name for herself that the Orlando Executives Club nominated her to speak, among other nominees such as FBI Director J. Edgar Hoover. In 1958, her life took another somber twist when a Vienna court found Radetsky guilty of trying to defraud her, sentencing him to eighteen months in an Austrian prison.
Adamant that “age cannot wither you,” Bertita began work on a book about German musician Clara Schumann, which Bobbs-Merrill published in 1961. Bertita passed away in Mexico in 1971, having fulfilled her 1935 dictum that “‘Life comes before letters . . . If life results in writing, that is good: but writing without living is worthless.”
The unified efforts of the Civil Rights Movement began to fracture when in 1966 a new strategy and ideology emerged, known as the Black Power Movement. This new movement also influenced the development of the Black Arts Movement. According to historian Ann Chambers, the Black Arts Movement did not speak for the entire black community; however, the movement gave a “new sense of racial pride to many young African-American artists.” One African-American writer and actor who opposed the Black Arts Movement was Pulitzer Prize winning playwright, Charles Gordone.
Gordone was born Charles Fleming in Cleveland, Ohio, on October 12, 1925. In 1927, his mother moved with her children to Elkhart, Indiana. By 1931, she married, changing Charles Fleming’s name to Charles Gordon. He attended Elkhart High School and, although popular at school, faced racial discrimination while living in Indiana because of the divide between white and African-American children. According to Gordon, both races rejected him. White children avoided him because he was black, and the town’s African-American community shunned him because his family “lived on the other side of the tracks and . . . thought we [the Gordons] were trying to be white.”
After serving in the US Army Air Corps, he enrolled in Los Angeles City College, and graduated in 1952. Gordon stated that he majored in performing arts because “I couldn’t keep myself away from the drama department.” His experiences in college influenced his outlook on race in America. Gordon stated “I was always cast in subservient or stereotypical roles,” and he began wondering why he was not given prominent parts in Shakespeare, Ibsen, Strindberg, Pirandello plays. After graduation, Gordon moved to New York City. Once on the east-coast, Charles Gordon added an “e” to the end of his name, and became Charles Gordone when he joined Actor’s Equity Association; a labor union for theater actors and stage managers.
Two months after Gordone’s arrival in New York, he performed in Moss Hart’s Broadway play, The Climate of Eden, the “first of many Broadway and off-Broadway productions” for Gordone. He soon realized that black actors had a hard time earning a living in the entertainment business, and he claimed he “began to get really intense” about the lack of acting jobs for African Americans. He started conversing with many “young black actors,” and soon started picketing theaters on Broadway for better job opportunities. Similarly, fellow Hoosier actor William Walker, who portrayed Reverend Sykes in the film version of To Kill a Mockingbird, became a fierce civil rights advocate in Hollywood after being relegated to roles as a domestic servant because of his race. Walker worked with actor and future president Ronald Reagan to obtain more roles for African Americans.
Around 1963, Gordone became the chairman of the Committee for Employment of Negro Performers (CENP). Gordone claimed in 1962 and 1963 that television producers feared the withdrawal of corporate sponsorship if they “put Negroes in their shows” and that “discrimination took more forms in the entertainment field than in any other industry.”
Although the Civil Rights Movement had made extensive strides toward improving equality among the races, civil rights laws did not deter de facto segregation, or forms of segregation not “codified in law but practiced through unwritten custom.” In most of America, social norms excluded African Americans from decent schools, exclusive clubs, suburban housing divisions, and “all but the most menial jobs.” Federal laws also did not address the various factors causing urban black poverty. As racial tension mounted throughout the United States, Gordone struggled to survive in New York City. During the last half of the 1950s, out of work and broke, Gordone took a job as a waiter for Johnny Romero in the first African-American owned bar in Greenwich Village. His experiences there inspired his play No Place to Be Somebody, which he began scripting in 1960.
During the next seven years writing his play, Gordone sporadically worked in the theater industry. He was an original member of the cast for Jean Genet’s The Blacks: A Clown Show. The playwright, a white man, intended the play for an all African-American cast and a white audience. He states in his script that “One evening an actor asked me to write a play for an all-black cast. But what exactly is a black? First of all, what’s his color?”
In The Blacks: A Clown Show, African Americans wage war against the “white power structure,” and the oppressed evolve into the oppressor. Warner noted that Genet’s play put Gordone “in touch with his black anger.” In 1969, Gordone claimed that his experience as part of the cast changed his life because the play dealt with problems about race, enabled him to confront the “hatred and fear I [Gordone] had inside me about being black,” and introduced a talented group of African-American actors to the entertainment media including James Earl Jones and Maya Angelou.
Gordone finished his own play, No Place to Be Somebody, in 1967. The plot of the play revolves around an African-American bar owner named Johnny Williams. Other characters include a mixed-race actor, a black homosexual dancer, a Jewish strumpet, a black prostitute, an Irish hipster, an aging black hustler, a member of the Italian mafia, an influential white judge, and the judge’s idealistic daughter. Johnny Williams, is a tavern-owner, pimp and wannabe racketeer. His foil, Gabriel, also an African-American, is an intellectual struggling to be accepted as a legitimate actor.
According to a New York Times reviewer, the characters are forced to try and survive in a society controlled by white standards. Johnny Williams possesses a desire to become “somebody” in Italian-run organized crime; Gabriel fails in his attempts to be cast in African American roles because he is light-skinned. The characters’ actions in No Place to Be Somebody are influenced by racial and cultural pressures directed towards characters of opposing races. According to Gordone, “It [the play] is the story of power, about somebody who is stifled who was born in a subculture and feels the only out is through the subculture.” By the end of the play, most of the characters fail in obtaining their goals because they have all set their “ambitions in excess of their immediate limitations.”
Gordone originally offered the play to the Negro Ensemble Company (NEC); an acting group rooted in the Black Arts Movement. He claimed the co-founder, Robert Hooks, turned it down because the NEC did not allow white actors in their theater troupe. Gordone and Warner produced a “showcase version” of the play at the Sheridan Square Playhouse in 1967, but “the response wasn’t too good.” Gordone and Warner lost all their money in the venture. But in 1969, the play was accepted for the “Other Stage Workshop,” in Joseph Papp’s Public Theater, at the New York Shakespeare Festival.
No Place to Be Somebody opened on May 4, 1969 to mixed reviews. New York Times reviewer, Walter Kerr, compared Gordone’s work to Edward Albee’s masterpiece, Who’s Afraid of Virginia Woolf? Other reviews called the play “engrossing,” “powerful,” and hailed it as one of the “unique” plays of 1969. On the contrary, influential African-American critic, Clayton Riley, blasted the play’s poor production and directorial choices. Riley also questioned Gordone’s “incomprehensible” dialogue, depiction of “self-hatred,” “contempt for Black people,” and his “desire to say too much.” Yet, Riley did state that Gordone possessed “splendid talents.” According to Gordone, Riley’s review “hurt Riley more than me [Gordone] … brother Clayton is uptight. He can’t face it that The [white] Man is helping one of his brothers.”
After the play’s opening, No Place to Be Somebody quickly moved to the Anspacher Theater for an extended period of time and opened for a limited run on Broadway in the ANTA Theater. Exactly one year after the play opened at the Shakespeare Festival, May 4, 1970, Gordone won the Pulitzer Prize for Drama. The play was the first off-Broadway winner, and Gordone became known as the first African-American playwright to win the award. Yet he did not appreciate being categorized as a member of “black theater” or the Black Arts Movement, unlike Indianapolis poet Etheridge Knight.
According to a 1982 interview, Gordone’s views on race “alienated many blacks.” Gordone argued, in a 1970 New York Times editorial piece, that writers like LeRoi Jones (Amiri Baraka) should write about more than “how badly the black man is treated and how angry he is.” Gordone believed such theater intensified the split amongst the races, and he questioned “Is black really ‘beautiful’? Or is that beauty always hidden underneath the anger and resentment?” According to Gordone, Jones’ writing was “egotistical, smug, angry (never violent), frightened, and damning of every white man in the world,” and Gordone took offense that Jones was “attempting to speak for all people of color in this country.”
According to Mance Williams, Gordone opposed the Black Arts Movement’s notion that the “Black Experience is a singular and unique phenomenon.” Gordone believed that African-American culture was one part of the larger American Culture, reasoning that without the “white experience,” there cannot be a “black experience.” Williams states that Gordone believed the races were interrelated, and helped create the unique qualities that defined the “white” and “black” races. In a 1992 interview, Gordone said “We need to redefine multiculturalism. There’s only one culture—the American culture, and we have many ethnic groups who contribute.”
One possible explanation for Gordone’s belief in multiculturalism is the fact that he claimed his ancestral makeup consisted of “part Indian, part French, part Irish, and part nigger,” and he jokingly called himself “a North American mestizo.” Williams claims the playwright deemed the “color problem” could only be resolved through cooperation between the races, and that is why Gordone shied away from any radical political movements that could further divide the races. However, according to Gordone, his exclusion from the Black Arts Movement left him “Dazed, hurt, confused, and filled with self-pity.”
Gordone claimed his professional success put tremendous pressure on him. Winning the Pulitzer Prize made Gordone unhappy because he was acclaimed as a writer, rather than a director. According to Gordone, “every time you sit down at a typewriter, you’re writing a Pulitzer Prize. You’re always competing with yourself and you have to write something that’s as good or better.” In 1969, he began drinking heavily, hoping “get the muse out of the bottle” after the “long struggle.” During Gordone’s battle with alcoholism, he still worked in the theater industry. He got involved with a group called Cell Block Theater, which used theater as therapy as part of an inmate rehabilitation program.
In 1981, Gordone met Susan Kouyomjian and in 1982 they founded The American Stage, an organization devoted to casting minorities into non-traditional roles, in Berkeley, California. The American Stage productions included A Streetcar Named Desire with a Creole actor playing Stanley; Of Mice and Men with two Mexican-American actors playing George and Lenny; and The Night of the Iguana with an African American actor in the lead role of Shannon. According to Gordone, he and Kouyomjian never overtly wanted to provide more opportunities for “black, Hispanic and Asian actors,” but Gordone said “it is now very much my thing.” Their goal was to logically cast actors “so that you don’t insult the work’s integrity.” Gordone believed “innovative casting enhances the plays,” and makes them so exciting that “it’s almost like you’re seeing them for the first time.”
In a 1988 interview, Gordone continued commenting about the portrayal of race in contemporary literature and theater. Susan Harris Smith asked if theater critics viewed Gordone as “black first and a writer second?” He replied “Yes” and commented the practice was “racist.” He claimed he was a playwright trying to “write about all people . . . and to say I [Gordone] have a black point of view is putting me in a corner.” He believed African-American critics finally reached a “significant realization” about the theme of No Place to Be Somebody, that “if blacks walk willingly into the mainstream without scrutiny their identity will die or they will go mad.”
In 1987, Texas A&M University hired Gordone to teach in the English and Speech Communications Department. There, Gordone began embracing the American-western lifestyle or “cowboy culture.” The playwright stated, “The West had always represented a welcoming place for those in search of a new life,” and he found a “spirit of newfound personal freedom” within the American West. Gordone remained in Texas until his death on November 16, 1995. Friends and family scattered his ashes in a “traditional cowboy ceremony, with a riderless horse” near Spring Creek Ranch, Texas.
The Wiggler. The Pikie. The Darter. The Injured Minnow. These are just a few of the popular lures crafted by the Creek Chub Bait Company during the twentieth century. Established in Garrett, DeKalb County, Indiana in 1916, the Creek Chub Bait Company became one of the country’s leading manufacturers of artificial fishing lures.
Each lure was a work of art, featuring the finest craftsmanship and attention to detail. From the company’s onset, owners Henry Dills, Carl Heinzerling, and George Schulthess placed an emphasis on quality for their products. Dills wanted the lures to be attractive to fishermen and fish alike, and worked alongside others within the company to ensure that they had a lifelike appearance and motion to help attract fish.
As early as December 1915, before the company officially began producing lures, Dills filed an application to patent new improvements in fish baits by adding a metal lip, or mouthpiece, attached to the front of the lure. According to the patent, the addition would help produce ripples, throw spray, wriggle, and dive similar to the way a minnow would, thereby attracting fish. The patent (1,352,054) was approved September 7, 1920.
Creek Chub’s Wiggler, introduced in 1916, was among the first to feature the metal lip. According to Dr. Harold E. Smith in his Collector’s Encyclopedia of Creek Chub Lures & Collectibles, the company’s 1922 catalog advertised the Wiggler as “‘three baits in one.’ With the lip in the standard position, it was a diving, wiggling bait. In the reversed position, it became a water-splashing surface lure. Take the lip off and it was a darting surface lure.” Dixie Carroll also described the added movement to the lure in “Fishing, Tackle and Kits” in 1919, noting: “A small metal plate in the mouth of the chub gives a fine bunch of wiggles and wobbles and by moving the plate and reversing it you have a surface splatter lure . . .”
In July 1918, Dills filed another patent application to improve the lures by adding a scale-like appearance on their surface that would imitate a natural minnow. According to the patent (Patent 1,323,458), the lures would feature “a cigar-shaped wooden body, to which various coatings of coloring material are applied.” Employees used a non-lustrous color for the background body of the lure and then proceeded to wrap a cloth netting around it and spray a lustrous coloring material through the netting to form the scale-like pattern.
The scale finish evolved over time and helped revolutionize the industry by resembling natural food for fish. Advertisements in popular publications like Outing praised the lures, noting: “Accurately represents a minnow down to the silvery scales. Wonderful lifelike movements. Convertible.” Fishermen from around the country agreed, often writing to the company to boast of the record-size fish they caught using these lures.
By the time a Creek Chub lure was completed and ready to ship to a customer, it often featured as many as fourteen or fifteen coats of primer, paint, and lacquer. Even the wood used early on for the bodies – white cedar – was of the highest quality. Over time, the designs and range of colors expanded greatly. The company also made specialty colors and custom orders upon request. In 1936, the Garrett Clipper noted that the patents for the natural scale finish and the mouthpiece were among the most important patents ever issued in the tackle industry.
From its earliest years, Creek Chub featured a largely female workforce. Some attributed this to the delicate nature of the lures and the work they entailed, which they believed women were better suited to perform. Dr. Harold E. Smith writes that “women were selected preferentially over men because management felt they were . . . ‘endowed with a better appreciation of color and detail.’”
Wanted ads in the Garrett Clipper frequently promoted jobs for girls and young ladies at the company, and articles often referenced the “girls” employed in the finishing departments, and sanding and dipping rooms.
By the 1920s, Creek Chub was shipping its lures all over the United States and Europe. Between January and July 1925, the Garrett Clipper published several pieces on international sales. For example, on March 19, 1925, it reported that Creek Chub had recently received orders for 180 dozen bait from Stockholm, Sweden, 178 dozen from Finland, and 31 dozen from Toronto, Canada. In April, the paper recorded orders from Waines, Hawaii (Hawaii did not become a U.S. state until 1959) and Bombay, India, and in July, it reported that the company had shipped 24 dozen lures to Reddich, England.
On January 20, 1936, the Garrett Clipper provided a summary of the company and described its continued growth since its founding in 1916:
Since then sales have increased from year to year and are made not only in this country and Canada, but lures are sent to 48 foreign countries, France and Sweden receiving the largest shipments. The sales demand in Canada is so large that a Canadian branch has been established, the work being conducted by Allcock, Laight & Westwood company, Toronto, Ont. Although in its infancy, the plant has been doing a large business and the prospects for its growth are fine.
In 1939, as war clouds gathered over Europe, business at Creek Chub Bait Co. reached a new peak. Production and sales were up and employment remained steady. Despite its success though, the company was already beginning to feel the effects of the conflict abroad. Finland and England had been Creek Chub’s top buyers prior to the war, but both markets quickly closed as each country became engaged in the conflict. The company also purchased many of its treble hooks, which it used on its lures, from Norway and England.
By August 1941, Creek Chub experienced great difficulty acquiring the necessary hooks and other supplies for its famous lures, as materials were reserved for defense industries. Supply markets from Norway were shut off and an embargo on trade between the United States and Japan stopped the shipments of hooks from that country as well. On August 21, 1941, the Clipper warned about the future of Creek Chub, writing:
. . . unless there is some early change in the world situation the business of the company will be greatly restricted, if not entirely stopped.
The outlook for the company became bleaker throughout 1942 following orders from the War Production Board curtailing the manufacture of fishing lures. On May 8, 1942, the Angola Herald reported that Creek Chub would cease production on May 31, in accordance with government orders. In response, Creek Chub petitioned the War Production
Board to allow it to use the metal it had on hand, which it estimated at approximately six months’ supply. By early June, the War Production Board gave the company permission to continue manufacturing lures during the month, and throughout the summer it granted temporary extensions that allowed Creek Chub to continue production, albeit at a much reduced rate. On January 28, 1943, the Garrett Clipper noted that Creek Chub employed thirty people, two to three times less than it had before the war. Employment decreased again slightly the following year, but the company remained open, using the limited materials it had on hand to produce lures.
By January 1945, employment began to increase as more materials became available and in September 1945, Creek Chub received its first shipment of steel hooks from Norway since the beginning of the war. Business was slowly getting back on track. Wanted ads for female employees began populating the local newspaper’s pages once again as the company sought additional employees to meet production goals and fill the backlog of orders that had accumulated during the war. By late December 1946, Creek Chub announced that it had leased a hotel building in nearby Ashley, north of Garrett, and it soon established a branch factory there to expand operations. The added facilities allowed business to double from 1947 to 1948, and within the next two years the company caught up on its backlog of orders.
Creek Chub continued to look for ways to improve and diversify its product line in the 1950s and 1960s. This included entering the plastic bait field, developing new saltwater lures, and offering new color combinations. The company’s future looked bright, but by the late 1970s declining sales and questions regarding future leadership of the company began to weigh on Creek Chub.
On December 24, 1978, the Des Moines [Iowa] Register reported that Lazy Ike Corp. of Des Moines had purchased the Creek Chub Bait Company. Reporter Bob Barnet confirmed the sale in the [Muncie] Star Press in April 1979, writing “. . . Hoosier-owned Creek Chub Bait Co., one of the nation’s oldest and most respected manufacturers of artificial lures, has been sold.” Lazy Ike, which was also in the lure industry, would continue to manufacture and market Creek Chub lures.
Unfortunately, within just a few months of the purchase, Lazy Ike filed for Chapter 11 bankruptcy. Dura-Pak Corp. of South Sioux City, Nebraska acquired Lazy Ike Corp. and another fishing tackle manufacturer out of Vancouver, Washington in the early 1980s. Today, PRADCO owns the Creek Chub name.
Although the company closed in the late 1970s, Creek Chub lures continue to remain popular among collectors, a testament to their enduring quality.
The 1948 desegregation of US armed forces can be partially attributed to a bellwether protest at Indiana’s Freeman Field in the spring of 1945. Here, officers of the African American 477th Bombardment Group challenged the unlawful exclusion of blacks from officers’ club, resulting in their arrest. The uprising immediately gained the attention of the War Department, NAACP, and lawmakers such as Senator Arthur H. Vandenberg. The refusal of more than 100 black officer’s to comply with “Jim Crow” policies underlined the broader push for civil rights in the World War II era.
America’s involvement in WWII exposed the great disparity between the fight for freedom abroad and the treatment of African Americans at home. In 1945, The Pittsburgh Courier alleged that it was difficult to understand how President Harry S. Truman’s administration “can claim to be prosecuting a war to bring democracy to all of the world when it will not enforce its own orders supposedly establishing democracy in its own country.” Similarly, Hoosier businessman and Republican presidential nominee Wendell Willkie expressed concern with the treatment of African Americans in the Armed Forces. In his 1944 article “Citizens of Negro Blood” for Collier’s Magazine, Willkie stated that World War II “has made us conscious of the contradictions between our treatment of our Negro minority and the ideals for which we are fighting. The equitable treatment of racial minorities in America is basic to our chance for a just and lasting peace.” Roberta West Nicholson, Indiana state legislator and daughter-in-law of Hoosier author Meredith Nicholson, worked with the Indianapolis Servicemen’s Center during WWII and observed the same type of discrimination at Camp Atterbury. She successfully fought for black servicemen’s rights to utilize the exact same amenities and recreational facilities as their white counterparts, lamenting “It’s difficult to believe, but this is true; because the Army itself was segregated.”
Discrimination forced African Americans to fight to even be admitted to the Army Air Corps, which was an exclusively white organization until the late 1930s. According to James Allison’s “Mutiny at Freeman Field,” with the outbreak of global war, the Army revised its policy and recruited black units, but kept them segregated from white counterparts. The Air Corps sponsored flight schools for African Americans due to pressure from Congress and NAACP leaders, but accepted none of their graduates, despite exemplary records. Allison noted that “Countervailing pressures from politicians seeking the black vote and enterprising blacks who threatened to sue resulted in an Air Corps decision to form an African American fighter squadron” in 1941. The squadron, designated the “Tuskegee Airmen,” was trained at Alabama’s Tuskegee Field and produced a formidable combat record.
Unlike the Tuskegee squadron, the 477th Bombardment Group was trained at a base in Seymour, Indiana that included white servicemen. The group was first established at Selfridge Field near Detroit, under the command of white officer Colonel Robert W. Selway. The group was transferred to Kentucky’s Godman Field as the result of racial tension and protest similar to that which later occurred at Freeman Field. The 477th was then moved to the Freeman Field air base in March 1945 to train with better facilities. The Indianapolis Recorder noted in April that:
Arrival of the group here stimulated open hostility on the part of tradesmen in the nearby town of Seymour . . . Most of the trades people announced they would furnish no service or sell commodities to the new arrivals at Freeman Field. Negro residents of Seymour, less than 100 in number, are striving valiantly to meet the needs of the soldiers.
These men, many of whom were awarded the Distinguished Flying Cross and Purple Heart, encountered racial discrimination from white servicemen at Freeman Field. Little had changed regarding their treatment since WWI, during which African American entrepreneur Madam C.J. Walker and her sales agents wrote a letter to President Woodrow Wilson officially condemning the mistreatment of black troops. According to the Recorder, African American officers at Freeman were denied entry into the air base’s tennis courts, swimming pool, and “swanky” officer’s club after 5 p.m. by Officer Selway, who created a “superficial classification that prevented their enjoyment of facilities established for commissioned personnel.” This classification violated Army Regulation 210-10, which prohibited the racial segregation of officers at army camps. According to Allison, black officers mobilized to challenge the discriminatory action, meeting in hangars to plan a peaceful protest.
On April 5, 1945, Selway learned of the plan and ordered a provost marshal to guard the club and turn away black servicemen. At the end of the night, 61 officers were arrested for attempting to enter the club, three of whom faced a jury in July for “jostling a provost marshall [sic].” On the 7th and 8th, more officers were arrested for attempted entry of the club. In a move that could further institutionalize segregation, Selway pressured black officers to “sign a statement that attested to their understanding of the order that had established one club for trainees and the other for supervisory personnel” (Allison). Officers were read an Article of War threatening death for failure to obey command and then issued a direct order to sign. Undeterred, 101 officers refused to sign and were subsequently arrested and sent back to Godman Field. According to Historian Emma Lou Thornbrough, a commander of a local black American Legion Post asserted “Blacks must wage two wars-one against the Axis powers, the other for full citizenship at home.” The Freeman Field officers did just that.
First Lieutenant Quentin P. Smith was among those who refused to sign and recalled “‘I thought, ‘Oh my God this can’t be happening . . . He had given me a direct order to sign. I had finished college and all I had to do was just stay alive and I’ll be a general. I had no voice then'” (1992, Merrillville Times). After refusing to sign, he was escorted to his barracks at gunpoint and held under arrest for twelve days. In a document endorsed by Smith on April 25, he contended “The cited regulation appeared and still appears to be a ‘Jim Crow’ regulation” and that he:
could not, and cannot understand how Medical Officers, qualified as Flight Surgeons and having completed all required Army medical training and having completed years of private medical practice could have been classified as ‘trainee’ personnel unless the distinction were solely one of color.
He added he wished to indicate “his unshakeable belief that racial bias is Fascistic, un-American, and directly contrary to the ideas for which he is willing to fight and die.”
The Recorder reported that “The mass arrest which is believed unprecedented in the history of the Army has this post in an uproar and has disrupted the entire training program of the 477th Bombardment group.” By the 26th, it appeared that the uprising was beginning to influence Army policy, as the newspaper noted that “Officials of the Public Regulations Bureau of the department in Washington admitted momentous changes are being considered as result of an investigation of conditions surrounding” the incident. On April 28, The Pittsburgh Courier called for the immediate release and “return to duty” of the arrested men and that “Anything less will be a travesty on justice.”
Following public outcry and the efforts of the NAACP, all were released and served with an administrative reprimand, with the exception of three men. The Recorder noted on June 30, that Selway had been replaced with African American Colonel B.O. Davis Jr. However, the three men arrested for “jostling” an officer continued to be confined and were prohibited from obtaining counsel. In July, a jury acquitted Lt. Marsden A. Thompson and Lt. Shirley R. Clinton of “disobedience of a direct order,” along with Lt. Roger C. Terry, although he was found guilty of “jostling” an officer and forced to pay $150. In 1995, the Air Force set aside Terry’s conviction. In an Indianapolis Star article, Terry declared that this removed the weight he had been carrying since the ordeal and that “What came off my back was that all my hatred went away. All of it.”
Although their military records remained tarnished until the 1990s, the black airmen’s protest significantly influenced President Truman’s decision to desegregate the armed forces on July 26, 1948. In negating Terry’s conviction, former assistant secretary of the Air Force concluded that the Freeman mutiny was crucial to military integration and a “‘giant step for equality.'”
Guzzler’s Gin, Dunking Donuts, “I dood it!:” Red Skelton’s iconic characters and quips would not exist without the influence of his first wife Edna Stillwell. In fact, a Rochester, NY newspaper reported that Skelton insisted “he’d be a bum” without her Through Stillwell’s comedic and management muscle, Skelton went from an unknown circus performer to one of the most lauded comedians in television and film history.
Stillwell was born in Missouri on May 25, 1915. As a teenager she was attracted to show business and the Rochester Democrat and Chronicle reported that she was head usherette at Pantages Theatre in Kansas City, where seventeen-year-old Skelton performed. Skelton recalled that she took an immediate disliking to him. At his next job, he served as master of ceremonies at a walkathon, where Stillwell happened to be working as cashier. He eventually convinced her to go on a date with him. Skelton cemented her affections when he chose her to kiss in a photoshoot. He recalled “‘I grabbed her and kissed her and it made me dizzy. This was it. This was love. I guess we both were dizzy. We got married.'”
The entertainer, at the time, was so poor that Stillwell had to pay for their marriage license. After the wedding she assumed the role of business manager, a duty she would continue to fill even after their 1944 divorce. According to the Democrat and Chronicle, the manager of a walkathon in St. Louis wanted to cut Skelton’s salary, prompting Stillwell to approach him and successfully demand more money. Skelton noted, “‘I told her I’d handle my own affairs. Only she shut me up with the news that I’d get $100 a week. She also tossed the boss into doing my dry cleaning.'” She eventually negotiated his walkathon pay up to $500 per week and invested his money in real estate. She also forced Skelton, a high school drop-out, to study and earn his high school degree. He admitted “‘pretty soon I didn’t feel like such a fool when I was in a room full of people talking about something besides burlesque.'”
Stillwell was just as formidable when it came to comedy writing. According to the Indianapolis Star, Skelton’s vaudeville run in Montreal was nearly cancelled after his first performance, so:
Red went back to his own individual style, which had put him over in vaudeville. And his wife in a moment of contempt for the old routines they were doing, said, ‘I could write better stuff than that,’ Red’s answer was “Why don’t you?’ also in sarcasm. But she did, and she has written his material ever since.
In a 1941 article, The Tennessean observed that “from several years of watching what tripe came down the pike on the old Pan circuit, Edna got some pretty definite ideas about what to avoid in a vaudeville skit.”
A newspaper piece by Ted Gill noted that soon after marrying, Stillwell dreamed up Skelton’s famous “Junior” character. When the couple strolled past stores Red could never “resist the urge to buy things” and if “Edna attempted to talk him out of it, he’d lie down on the sidewalk, kick his heels and make such a scene that he soon had scores of passersby in near-convulsions.” From then on Stillwell considered herself “Mommie” to his “Junior.” According to a 1942 Indianapolis Star article, Stillwell’s “Junior” sketch catapulted Skelton’s career forward and as she “schemed out that screamingly funny little boy burlesque-topped off by those three precious words, ‘I dood it!’-the name of Skelton fairly leaped from the bottom to the top of various radio comedian polls.” The article also mentioned that she helped mastermind Skelton’s “$50,000 doughnut dunking act,” after the couple dined at a Montreal cafe. The article stated that Stillwell and Skelton,
then playing together in small-time vaudeville, watched a diner as he slyly held his hat over his hand while he dunked, furtively looked around and then popped the soaked sinker into his mouth. The Skeltons doped out the outline of the act before they left the restaurant, polished it up in their hotel room that afternoon and presented it the same evening at the theater. It was an instantaneous hit and established Skelton as a top-line variety performer.
Writing material and coaching her husband from theater wings proved to be the steady hand Skelton needed to succeed in his career. Skelton’s biographer Wes Gehring contended that “Stillwell’s mid-1930s donut routine and other reality-based writing helped Skelton segue his skills into vaudeville, the next rung on the entertainment ladder.” He noted that “Working, performing, and traveling together as nomadic vaudevillians in the 1930s, the Skeltons were a team to reckon with.” By the late 1930s, the couple moved to Hollywood, where Skelton earned a notable $2,000 for appearing in the film Having Wonderful Time, alongside Ginger Rogers and Douglas Fairbanks Jr.
In order to make money between films Skelton returned to the stage. Stillwell demanded he refuse any offer under $1,000, causing them to go without food for days. But staying the course paid off, as the Democrat and Chronicle reported, because Skelton “got a coast-to-coast radio program and soon he was clicking in vaudeville-and at Edna’s price.” Stillwell wrote for and appeared on Skelton’s popular radio show and had performed with him on Rudy Vallee‘s program. His national NBC show (featuring renowned radio and television pair Ozzie and Harriet Nelson), in tandem with his film Whistling in the Dark, catapulted Skelton to national fame in 1941. Gehring concluded that Stillwell also had a hand in his film success, stating that “True to Stillwell’s good instincts for her husband, she was the first to recognize just how effective he would be” in Whistling. The Indianapolis Star informed readers that year that “At his disposal at present are some 500 comedy routines all written by himself or his wife, with which he has been throwing Hollywood audiences, both on and off the screen, into hysterics.”
At the end of 1942, newspapers across the country announced that Stillwell had filed for divorce from her partner in comedy. The Dixon [Illinois] Evening Telegraph noted that she filed suit, “charging cruelty, but plans to continue to write the wit that has made his radio act famous,” which she did after the court finalized the divorce. The former couple even performed their original vaudeville routines at army camp shows in WWII to popular reception. Their professional relationship continued until 1952, one year after Skelton was given his own, groundbreaking television show. Gehring contended that their post-divorce work was “a mixed bag-a rousing success professionally, but a stressful distraction for each of their subsequent marriages.” Skelton married actress Georgia Maureen Davis and Stillwell married Hollywood film director Frank Borzage, who had directed Skelton in films like Flight Command.
Stillwell died in Los Angeles on November 15, 1982. Without “Mommie’s” aptitude and intuition, Skelton likely would never have “dood it!” Learn more about the funny man with our newest historical marker, located in Vincennes.
Spanish Influenza hit Indiana in September of 1918. While the virus killed otherwise healthy soldiers and civilians affected by WWI in other parts of the world since the spring, most Hoosiers assumed they were safe that fall. Still, newspaper headlines made people nervous and health officials suspected that the mysterious flu was on their doorstep.
In April of 1917, the United States joined the Allied effort. Residents of Indianapolis, like most Hoosiers, largely united around the war effort and organized in its support. In addition to registering for military service, the National Guard, and the Red Cross, they organized Liberty Loan drives to raise funds and knitting circles to make clothing for their soldiers. Farmers, grain dealers, and bankers met to assure adequate production and conservation of food. They improved the roads in order to mobilize goods for the war effort, including a road from Indianapolis to nearby Fort Benjamin Harrison located just nine miles northeast of downtown Indianapolis. This penchant for organization would be extremely valuable throughout the bleak coming months.
The U.S. Army constructed Fort Benjamin Harrison over a decade earlier with the intention of stationing one infantry regiment there. However, with America’s entry into the war, Fort Ben (as it was colloquially known) became an important training site for soldiers and officers. It also served as a mobilization center for both Army and National Guard units. In August 1918, just prior to the flu outbreak, the War Department announced that the majority of the fort would be converted into General Hospital 25. The Army planned for the hospital to receive soldiers native to Indiana, Kentucky, and Illinois who would be returning from the front as wounded, disabled, or suffering from “shell shock.” By September, the newly established hospital was ready to receive a few hundred “wounded soldiers returning from France.” But the soldiers stationed there began to fall ill.
On September 26, 1918, the front page of the Indianapolis News announced unidentified cases of illness in training detachments stationed at the Indiana School for the Deaf, the Hotel Metropole, and Fort Benjamin Harrison. The detachment at the deaf school denied that men were infected with the deadly Spanish Influenza that was on the rise as soldiers returned to the U.S. from the front. The medical officers instead claimed “the ailment here is not as serious as that prevailing in the east.”
Despite this reassurance, the high number of cases was alarming. The major in command of the detachment issued a quarantine. The lieutenant from the hotel detachment also claimed that none of the illnesses there were caused by Spanish influenza. He referred to the cases as “stage fright,” as opposed to a full outbreak of the disease. At Fort Benjamin Harrison, sixty men suffered from influenza, but the Indianapolis News reported “none has been diagnosed as Spanish influenza and no case is regarded as serious.” The medical officers there reported “An epidemic is not feared.”
While the front page reassured the city’s residents that there was nothing to fear and that the military had everything under control, a small article tucked away on page twenty-two hinted at the magnitude of the coming pandemic. The body of twenty-seven-year-old Walter Hensley arrived in the city from a naval training detachment on the Great Lakes. He had died of Spanish Influenza. Only a few weeks later, Indianapolis would be infected with over 6,000 cases with Fort Benjamin Harrison caring for over 3,000 patients in a 300 bed facility before the end of the epidemic.
Indianapolis was not alone in its unpreparedness, as little was known about the strange flu. Influenza was certainly not uncommon, but most flu viruses killed the very young, sick, and elderly. The 1918 influenza, on the other hand, killed otherwise healthy young adults ages twenty to forty – precisely the ages of those crowded into military camps around the world. Furthermore, the disease could spread before symptoms appeared. Infected soldiers and other military personnel with no symptoms amassed in barracks and tents, on trains and ships, and in hospitals and trenches. As troops moved across the globe, so did the flu. It took on the name “Spanish influenza,” because unlike France and England, Spain did not censor reports of the outbreak.
While many modern historians and epidemiologists now believe the pandemic likely began in a crowded army camp in Fort Riley Kansas, Americans in 1918 feared its spread from Europe and took some unlikely precautions. On July 3, 1918, the South Bend News-Times assured its readers that a Spanish passenger liner that had arrived in an Atlantic port “was thoroughly fumigated and those on board subjected to thorough examination by federal and state health officers.” Such measures did little to stop the flu, however, and by September 14 the South Bend newspaper reported on several East Coast deaths from Spanish influenza. On the same day, the Indianapolis News printed a notice from the Surgeon-General Rupert Blue, head of the U.S. Public Health Service, offering advice for preventing infection. These public notices became routine over the following months of the pandemic. Among methods listed for preventing the spread of the disease, Blue recommended “rest in bed, fresh air, abundant food, with Dover’s powders for the relief of pain.” He also warned of the “danger of promiscuous coughing and spitting.”
Over the next few days, newspapers reported that the nation’s training camps were infected. On September 17, the Richmond Palladium and the Indianapolis News reported “approximately four thousand men are in quarantine today as the result of Spanish influenza breaking out in the aviation camp of the naval training station” on the Great Lakes in Illinois. The following day, the South Bend News-Times reported that “Spanish influenza now has become epidemic in three army camps” with 1,500 cases in Massachusetts, 1,000 in Virginia, and 350 in New York. The military scrambled to meet the needs of the infected and anxious citizens awaited a response from the government’s health services.
On September 19, 1918, Surgeon-General Blue sent a telegraph to the head health officer of each state requesting they immediately conduct a survey to determine the prevalence of influenza. In response, Dr. John Hurty, Indiana’s Secretary of the Board of Health, telephoned the local health officials in each city requesting a report. Hurty warned that the flu was “highly contagious,” but stated that “quarantine is impractical,” according to the Indianapolis News. Instead, he offered Hoosiers this advice:
Avoid crowds . . . until the danger of this thing is past. The germs lurk in crowded street cars, motion picture houses and everywhere there is a crowd. They float on dust, and therefore avoid dust. The best thing to do is to keep your body in a splendid condition and let it do its own fighting after you exercise the proper caution of exposure.
One week later, hundreds of men were sick with influenza in Indiana training camps. Again Hurty offered the best advice that he could while advising citizens to remain calm. However, he had to admit: “It has invaded several of our training camps and will doubtless become an epidemic in civil life.” He advised:
If all spitting would immediately cease, and if all coughers and sneezers would hold a cloth or paper handkerchief over their noses and mouths when coughing or sneezing, then influenza and coughs and colds would almost disappear. We also must not forget to tone up our physical health, for even a few and weak microbes may find lodgment in low toned bodies. To gain high physical tone, get plenty of sleep in a well ventilated bedroom. Don’t worry, don’t feast, don’t hurry, don’t fret. Look carefully after elimination. Eat only plain foods. Avoid riotous eating of flesh. Go slow on coffee and tea. Avoid alcohol in every form. Cut out all drugs and dopes . . . Frown on public spitters and those who cough and sneeze in public without taking all precautions.
Most notably, in this same September 26 front page article in the Indianapolis News, Hurty stated that Indiana had “only mild cases . . . and not deaths.” This would soon change.
Despite these public reassurances, Hurty and other Indianapolis civic leaders knew they needed to do more to prepare. Since little was known about how the flu spread, these men tried to keep the city safe using their intuition. A clean city seemed like a safer city, so they organized a massive clean up. On September 27, the Indianapolis News reported:
To prevent a Spanish Influenza epidemic in Indianapolis, Mayor Charles W. Jewett today directed Dr. Herman G. Morgan, secretary of the city board of health, to order all public places – hotel lobbies, theaters, railway stations and street cars – placed at once in thorough sanitary condition by fumigation and cleansing.
The article noted that in other cities local officials had been unable to prevent widespread infection and that Indianapolis should learn from their failures and “get busy now with every preventative measures that can be put in operation to make conditions sanitary so that infection will not spread.”
By the end of the month, influenza had reached the civilian population. Officials continued to discourage people from gathering in crowds and encouraged anyone with a cough or cold to stay home. The News reported that Indianapolis movie houses had begun showing films on screens in front of the buildings instead of inside the theaters.
Meanwhile, the numbers of infected men at Fort Benjamin Harrison rose. By the end of September, officers in charge of the base hospital reported that there were “about 500 cases of respiratory disease” at the camp. Although newspapers still reported that it was unclear whether these illness were indeed Spanish influenza, it was clear that the situation was growing dire. Because so many nurses believed Indiana was safe from the pandemic and volunteered to work out east to fight the virus, the fort’s hospital only had twenty trained nurses to care for the hundreds of sick men. The Indianapolis News reported that enlisted soldiers were “being employed as nurses” and that one battalion of engineers had been completely quarantined. Meanwhile, notices of soldiers dying from influenza and related pneumonia began to fill the papers of Indianapolis newspapers.
By October 1, the number of sick men at Fort Benjamin Harrison rose to 650 cases. The Indianapolis News reported, “No new troops are arriving at the engineer camp,” and “fifty engineers were lent to the base camp hospital yesterday to act as orderlies and clerks and to release medical corps for service as nurses.” The article concluded, “The hospital needs a number of trained nurses.” While the bodies of Hoosier soldiers stationed at camps around the country arrived in the city, Fort Benjamin Harrison had yet to lose one of its own. Less than a week later, that changed.
On Sunday night, October 6, 1918, ten soldiers died in the fort’s hospital bringing the total for the week to forty-one deceased soldiers. Four civilians died from influenza and six more from the ensuing pneumonia. At the fort, officials reported 172 new cases of influenza (bringing the total to 1,653 sick soldiers). Of these, the base hospital was attempting to care for 1,300 men.
In response, Dr. Morgan announced “a sweeping order prohibiting gatherings of five or more persons.” The front page of the News read, “PUBLIC MEETINGS ARE FORBIDDEN,” and noted that all churches, schools, and theaters were closed until further notice. Only gatherings related to the war effort were exempt, such as work at manufacturing plants and Liberty loan committee meetings. The prominent doctor even discouraged people from gathering at the growing numbers of funerals, encouraging only close family to attend. In October of 1918, Indianapolis must have looked like a ghost town.
The sick desperately needed nurses and nowhere more than at Fort Benjamin Harrison. Two front page Indianapolis News headlines for October 7 read, “Ft. Harrison Soldiers in Dire Need of Nurses,” and “Graduate Nurses Are Needed for Soldiers.” The News reported that at Fort Ben “soldier boys are dying for lack of trained help” and that the “few nurses in service are worn to the point of exhaustion.” Officers of the local Red Cross worked to redirect nurses who were awaiting transport overseas to the local effort against influenza, while the women of the motor corps of the Indianapolis Red Cross were busy transporting needed supplies by automobiles.
The rest of the newspaper that day was filled with reports on school closings, cancelled meetings, the numbers of sick in various counties, and funerals. The plague was peaking and Fort Benjamin Harrison suffered the most. While most residents of Indiana stayed far away from the infected camp, the brave women of Lutheran Hospital in Fort Wayne took their nursing skills into the heart of the epidemic. The Fort Wayne Sentinel reported on October 7, the same day the Red Cross called urgently for nurses, “10 Local Nurses Respond.” The paper continued:
Willing to risk their lives in the nation’s service in helping combat the ravages of Spanish influenza, ten Lutheran hospital nurses left the city . . . for Fort Benjamin Harrison, near Indianapolis, Ind., where they will enter service in the military base hospital, which is very urgently in need of qualified nurses to aid in fighting the epidemic.
The following day, the Sentinel published a picture of the brave nurses and the local paper praised their “patriotic devotion to place their training at the disposal of their government even at the risk of their lives.”
The same day, a medical officer from the fort hospital told the Indianapolis Star that several trained nurses had reported for duty “within the last few hours to relieve the situation” and that “everything that can be done for the boys is being done.” The Star reported that the officer was responding to “wild rumors” that the soldiers were not getting adequate care. However, the Indiana Red Cross and Board of Health knew that more nurses were needed. On October 11, the Fort Wayne Sentinel shared Dr. Hurty’s report that “during last night thirty soldiers had succumbed to the ravages of the epidemic at Fort Harrison, some of them expiring before their uniforms could be removed from them.” One of the men was Captain C. C. Turner of the medical reserve who had been sent to the fort from another camp only a few days before to help combat the influenza outbreak. His records had not even arrived yet and his relatives could not be contacted.
The situation at the fort prompted Dr. Morgan and several other leading doctors of the city to issue a statement. The doctors praised the efforts of the hospital staff and volunteers. They stated:
The medical staff of Camp Benjamin Harrison has succeeded in fourteen days in expanding a hospital of about 250 beds to one of 1,700 beds by occupying the well-built brick structures formerly used as barracks. These they were able to equip adequately with the assistance of the American Red Cross which . . . proved itself able to supply every demand made by the army on the same day the request was made.
The doctors reported that the hospital had treated 2,500 patients in the previous two weeks. Despite their heroic efforts, the epidemic persisted.
The city also bolstered its efforts as the number of infected rose to 1,536 civilians. On October 11, the Indianapolis News reported 441 new cases of influenza in a twenty-four hour period. In response, Dr. Morgan announced that the city board of health “enlarged the order against public gatherings of every description” and that the Indianapolis police department would enforce the order. “Dry beer saloons,” which were prohibition era gathering places, were closed. Department stores were prohibited from having sales and would be closed completely if found too crowded. Finally, the board of health directed its officers to post cards reading “Quarantine, Influenza,” on houses containing a sick person. The next twenty-four hours brought the city 250 new cases and the fort 47 new cases of Spanish flu. In that same period, twenty four young men died at Fort Benjamin Harrison. The epidemic was peaking.
A week later there was some evidence that the virus began to relax its grip on the fort, if not the city. The Indianapolis News reported that while the previous twenty-four hours had brought twenty-eight deaths to the city, the fort suffered only four. And while the city reported 252 new civilian cases, the fort reported only twelve new cases. Since the fort was struck by influenza before the city, civilians must have seen this decrease at the fort as a good sign. The plague had almost run its course.
On October 30, Dr. Hurty announced that the closing ban would be lifted in Indianapolis. Newspapers reported the lowest number of new cases since the start of the deadly month and Fort Harrison reported that not one person had died in the previous twenty-four hours. Schools could reopen Monday, November 4 and people with no cold symptoms could ride street cars and attend movie theaters. Through the end of 1918 and the beginning of 1919, there were small resurgences of the epidemic. Morgan ordered the wearing of gauze masks in public and discouraged gatherings. However, the worst had passed, and the war had ended.
As Indianapolis began to return to normal, the damage was assessed. On November 24, 1918, the Indianapolis Star tallied the state’s loss at 3,266 Hoosiers, mostly young men and women. This massive loss of citizens in their prime also left 3,020 children orphaned. The War Department also assessed the losses at Fort Benjamin Harrison. The Surgeon General reported that General Hospital 25 at the fort treated a total of 3,116 cases of influenza and 521 cases of related pneumonia. The hard work of the medical staff and brave volunteers transformed a fort designed to care for a few hundred injured men into a giant hospital caring for thousands.
The city also benefited from leadership of the committed men of Indianapolis and the State Board of Health, as well as cooperative citizens. According to the University of Michigan Center for the History of Medicine, “In the end, Indianapolis had an epidemic death rate of 290 per 100,000 people, one of the lowest in the nation.” The center attributes the city’s relative success to “how well Indianapolis as well as state officials worked together to implement community mitigation measures against influenza,” whereas in other cities “squabbling among officials and occasionally business interests hampered effective decision-making.” Indianapolis leaders presented a united front, shop and theater owners complied despite personal loss, and brave men and women volunteered their services at risk to their own lives. Somehow only one of the heroic volunteer nurses stationed at Fort Benjamin Harrison lost her life.
On May 6, 1919, the Indianapolis News replaced columns of text detailing the influenza-related losses with jubilant articles about the city’s preparations for Welcome Home Day. Trains unloaded Hoosier soldiers still carrying their regimental colors. Indianapolis decked herself out in red, white, and blue. On May 7, 1919, 20,000 men and women walked in the welcome parade that stretched for 33 blocks. Many, like the men and women of Hospital No. 32, trained and mobilized at Fort Benjamin Harrison. Many had survived the Spanish Influenza, nursed the sick, or lost a friend to the pandemic. Not a single article mentioned it. The city was ready to move towards peace and healing.
In 2015, Mayor Pete Buttigieg of South Bend announced in a South Bend Tribune op-ed that he was gay, making him Indiana’s first openly gay mayor. Four decades before Buttigieg’s announcement, the city reportedly outlawed same-sex dancing. In 1974, Gloria Frankel and her gay club, The Seahorse Cabaret, withstood police harassment, challenged regulations against LGBT individuals, and endured a firebombing. In this post, we explore the fight for gay rights in the Michiana area and the intrepid woman who lead the charge.
According to Ben Wineland’s “Then and Now: The Origins and Development of the Gay Community in South Bend,” Frankel opened South Bend’s first gay club in the early 1970s. Its opening followed the famous Stonewall Riots of 1969, in which members of New York City’s LGBT bar community responded to a police raid with a series of violent protests. The riots immediately forwarded the gay liberation movement and the fight for LGBT rights in America. LGBT individuals in smaller cities capitalized on the momentum by opening bars that fostered gay communities and provided them with a relatively safe space for entertainment, dialogue, and activism.
Frankel filled this role in South Bend with The Seahorse. She hosted shows and events, and distributed fliers for them, an act “which embodied the new kind of confidence and visibility that the Stonewall riots helped to create.” Also like those who frequented the raided Stonewall Inn, patrons of The Seahorse encountered an intimidating police presence, in which officers would “‘walk around and make people nervous. ‘Cause it was a gay bar'” (Wineland, 74). In 2005, Frankel recalled “I always wanted to open a bar where gay people openly socialized with each other. Back when I first opened the bar, people were ashamed of who they were and frightened of the severe consequences if they were found out. And at the time, being caught in a gay bar would land you in jail and lose you your job.” Wineland contended that The Seahorse was considered a threat by law enforcement because it “became more than just a hole in the wall, it looked to the opposition like hope; a hope for visibility, mainstream appeal, and a point of organization for the gay movement.”
According to oral history interviews with Seahorse patrons-conducted by Katie Madonna Lee, producer of a forthcoming documentary about the club-a city ordinance prohibited same sex dancing until 1974. One interviewee recalled that if men were found dancing or being affectionate they would be arrested, escorted to the police station, and charged with a lewd act. According to these interviews and Frankel’s obituary, Gloria combated this by successfully challenging the City of South Bend to allow same sex dancing. More research should be undertaken regarding her reported legal battle. The Lambda Society* of Michiana was also concerned with laws discriminating against the gay community, urging newsletter readers in 1974 and 1975 to write their legislators.
In a May 1974 newsletter, the organization noted a desire to evolve from social objectives to those also involving advocacy. It noted that the organization was founded “because gay is more than sexual preference, and because gay can be more than just an alternative life style. Lambda has struggled through nine months offering little more than social functions as an alternative to the bars, baths, and bus station.”
Newsletter articles about the 1974 Indiana Gay Awareness Conference in Bloomington, Indiana give a window into the origins of mobilized political action for Michiana’s LGBT community. One article noted that after discussing issues that gay individuals encountered with their families, police, landlords, and employers, the decision was made to “address the problem, which is not that we are criminals, but how to help others deal with their problems with homosexuality.” There was a panel discussion regarding “Gayness and the Law” and efforts were made to aid attorneys handling related cases. When discussing Indiana laws “hope was expressed that in the re-codification of our criminal code, consenting adult acts will be eliminated.” Notably,
mention was made that Illinois and Ohio have already removed consenting acts by adults from the criminal statues, that legislation is now pending in Michigan, and Kentucky is also considering some similar action, leaving Indiana ‘an island of persecution’ (perversion?).
The conference also held sessions about topics such as “Telling Your Parents,” “Professionals,” and “Racial Problems.” One newsletter author reflected candidly that “to say that this conference produced any dramatic changes or systems for dramatic changes, would be wrong.” However, it planted the seeds for unified efforts to change perspectives about homosexuals. The newsletter article noted that the conference showed “groups and individuals that there are others in our state willing to meet and try for change. As with all new associations, time and experience with each other and ourselves will cement the relationship into a working coalition for change.” The author concluded by stating “I learned more about others and my own attitutes [sic] towards homosexuals and straights. . . . we all joined hands in a circle, raised them high, singing We Shall Overcome – I was frightened – I was thrilled – I couldn’t have done that 24 hours earlier.” A 1975 newsletter illustrated some community support, printing an invitation from the Michiana Metropolitan Community Church, whose objective was to “better relationships amongst ourselves and within the community around us.”
Frankel too sought to forward the rights, identity, and well-being of the gay community. This may have been the motive behind someone stealing her car and setting it on fire in 1975. That year, a “Concerned Patron” wrote to the South Bend Tribune that the bar had to board its windows due to “rock and bottle throwing incidents” and that patrons only entered through the front door as a safety precaution. Nevertheless, Frankel’s Seahorse hosted Michiana Lambda Society events and successfully grew the local LGBT community, underscored by having to open The Seahorse II to accommodate an increase in patronage. Frankel also served as an unofficial mentor to others in South Bend who established gay bars, such as Jeannie’s Tavern and Vickie’s. She advised her “bar children” and had significant input regarding their businesses.
The Seahorse suffered a blow in 1982, when it was firebombed by an unidentified arsonist at 6:30 a.m. Residents who lived in apartments above the bar fled and one was hospitalized. Although firefighters contained the flames to the front of the building, it suffered approximately $90,000 worth of smoke damage.
Though devastating, the bombing demonstrated the solidarity of the South Bend’s LGBT community. According to code, the bar would be shut down if it could not get back to standards within ten days. Members of the community rallied to repair and clean it, shocking officials by getting the club back to code and reopening within the allotted time. They celebrated by hosting their annual anniversary party.
In the mid-1980s, the city used code enforcement to stymie Seahorse operations. This included denying the routine renewal of a liquor license and challenging the acquisition of a parking lot for customers. The Seahorse perceived these actions to be discriminatory, while the city insisted they were not.
Frankel continued to serve as a pillar of South Bend’s gay community when she led the local fight against HIV/AIDS in the early 1990s, funding AIDS ministries and making The Seahorse a cite of free HIV testing. Frankel stated “At that time gays were being terribly discriminated against, and many were afraid to go [to] the health department to get tested. So with the help of some friends, we cleaned up the back garage and turned it into a counseling center.”
The Seahorse continued to be foundational to South Bend’s LGBT community until 2007, when Frankel passed away. The club closed shortly thereafter and Jeannie’s Tavern became the home of Seahorse patrons and performers. However, Frankel’s pioneering efforts established South Bend’s enduring LGBT community.
Editor’s Note: An earlier version of this blog, citing an oral history, suggested the profession of the arsonists. Also citing the same oral history, the blogger stated that Frankel erected a wall around the bar for protection. Former employees of the bar at the time of the arson have called into question the veracity of the oral history’s claims on these two points. In an effort for us to present an accurate account of the historical events, we have edited the blog accordingly.
Conversation with Margaret Fosmoe, a South Bend Tribune reporter who graciously searched the newspaper’s archive for articles for this post.
Conversation with Katie Madonna Lee, producer of a forthcoming documentary about The Seahorse. Lee has conducted interviews and done extensive archival research about South Bend LGBTQ history.
Diane Frederick, “Homosexuality Laws Vary Widely,” Indianapolis News, August 22, 1975, 1, Indiana State Library, Clippings File-Homosexuality.
The South Bend Tribune, September 4, 1975, accessed Newspapers.com.
“The Seahorse,” The South Bend Tribune, September 11, 1975, accessed Newspapers.com.
Kathy Harsh, “Arson Suspected in Tavern Fire,” South Bend Tribune, November 26, 1982, Indiana State Library, microfilm.
St. Joseph County Public Library, Michiana Memory, LGBTQ Collection of the Civil Rights Heritage Center.
“Frankel Reaches 2 Milestones,” The South Bend Tribune, April 28, 2005, accessed Newspapers.com.
Ben Wineland, “Then and Now: The Origins and Development of the Gay Community in South Bend,” Indiana University South Bend Undergraduate Research Journal of History, vol. VI (2016): 69-79, accessed scholarworks.iu.edu.
Susan Swain, host of C-SPAN’s special TV series from 2013-2014 on the lives and influence of the nation’s First Ladies, described Caroline Harrison as “one of the more underrated” First Ladies. Caroline Harrison, wife of Hoosier President Benjamin Harrison, served as First Lady from 1889-1892. Previously cast off as simply a tactful housekeeper, historians now recognize that Caroline did more, including using her influence to advocate for the arts, women’s interests, and the preservation of the White House.
On July 4, 1888, Caroline stood next to her husband Benjamin in the parlor of their home on North Delaware Street in Indianapolis surrounded by guests. Caroline had filled the house with patriotic decorations, including red, white, and blue flags and flowers. However, this was not a normal 4th of July celebration: at the party, Benjamin gave a speech, accepting the Republican nomination for president. For the next four months, their home became the center of Benjamin’s political campaign. Parades marched up and down the street in front of the house Benjamin gave more than 80 speeches on their front porch.
On Election Day, the Harrison family waited anxiously for a telegraph operator set up temporarily in a nearby bay window for election results. The next morning, Caroline and Benjamin discovered they had won. The Harrison family was moving to 1600 Pennsylvania Avenue.
Though the Harrisons had lived in Indianapolis since 1854, the couple’s story began in Ohio. Benjamin had been a student of Caroline’s father at the Farmer’s College in Pleasant Hill, Ohio. Benjamin followed Caroline to Oxford, Ohio. She enrolled in the Oxford Female Institute and he attended Miami University. Soon after they earned degrees, the two got married and moved to Indianapolis.
As Benjamin built up his law practice, Caroline became an integral part of Indianapolis’ charity network. Through membership at the Presbyterian Church, Benjamin and Caroline became active in the Indianapolis Benevolent Society, one of the city’s earliest charity organizations. Members were assigned their own district in the city, serving as “donors, fundraisers, friendly visitors and distributors of aid” in their assigned area. During the Civil War, Caroline expanded her efforts, volunteering with various women’s organizations that aided the war effort, like the Ladies Patriotic Association and the Ladies Sanitary Committee. She also started her 30 year long career with the Indianapolis Orphans Asylum, joining the board of managers in 1862. After the war, she became involved with a new charity, the Home for Friendless Women, created to care for an influx of widowed and transient women who flocked to the city after the war. The home operated until 2003, most recently under the name Indianapolis Retirement Home.
Throughout the 1870s, Caroline’s reputation as a capable organizer for charities grew. She sat on the board of many temporary relief funds and charitable events. When Benjamin served as Senator, she added a number of Washington, D.C. charities to her roster, including the Washington City Orphans Asylum and the Ladies Aid Society for Garfield Hospital. An avid painter, she also found time to make pieces to display at early exhibits for the Indianapolis Art Association, which pioneered formal art education in Indiana and influenced the development of fine arts in the state.
When the Harrisons moved to Washington, D.C. for the Presidency, Caroline worked hard to have impact as a First Lady. Though her predecessor, the young and fashionable Frances Cleveland made Harrison look old and dowdy by comparison in the press, Harrison became a more publicly active figure than Cleveland had by advocating for the arts, women’s interests, and the preservation of the White House.
Four generations of relatives moved into the White House when Benjamin took office, which brought the household total up to 12. After the whole family crowded into the White House, Caroline became “concerned over the condition of the house provided for the Chief Executive and his family.” The private spaces for the family amounted to five bedrooms, one bathroom, and a hallway. The rest of the building was reserved for offices and public functions. In addition to the lack of space, the White House had fallen into disrepair. The threadbare carpets, shabby furniture, unwelcome presence of vermin made the White House unsatisfactory to say the least. Caroline reached out to former First Ladies and discovered that previous administrations had struggled with coming up with enough space to entertain and host important foreign leaders and dignitaries. There had been an embarrassing situation during the Buchanan administration where the Prince of Wales and the rest of the royal family could not all be accommodated because of the lack of space.
Caroline began lobbying for congressional funds to refurbish and expand the White House. She gave interviews with journalists and took Senators and Representatives on personal tours of the White House to plead her case. She told reporters,
We are here four years. I do not look beyond that, as many things occur in that time, but I am anxious to see the family of the President provided for properly, and while I am here I hope to get the present building into good condition.
A few Representatives on the Committee on Public Buildings and Grounds had already kicked around the idea of expanding the White House. The building had remained largely unchanged since its completion in 1800 (though it was rebuilt after the War of 1812 after the British set fire to it). These Representatives had voiced a number of plans, including adding another story to the White House or constructing an exact replica of the building across the lawn. Some even wondered if an entirely new mansion for the President should be built. Caroline, however, recognized the historical significance of the mansion and articulated a new plan that would preserve the structure. Architect Frederick D. Owen drew up her ideas, which included adding wings to either side of the White House. The press widely circulated her plans, which Owen even titled “Mrs. Harrison’s Suggestion for the Extension of the Executive Mansion.”
Despite Caroline’s lobbying, her bill to provide funding to expand the White House did not pass. Though it went through the Senate, it failed in the House because President Harrison had ignored the Speaker of the House’s choice for collectorship of Portland, Maine. However, she did receive approximately $60,000 in appropriations to redecorate and renovate the interior and add the first electric lighting. Throughout her First Ladyship, Harrison directed painting, installing additional private bathrooms, renovating the kitchen, replacing all the dirty and moldy floors, rebuilding the old conservatory, adding greenhouses, and redecorating many of the public parlors.
During the renovations, Caroline had the entire contents of the White House inventoried. The Cleveland Leader reported,
Even the old bits stored away in the attic are to be listed, for Mrs. Harrison is anxious that pieces which have historic value or connection with presidential families of the past shall be preserved.
She stopped the old practice of selling off furniture, china, and silver at the end of each president’s administration, not only to save money, but so the historic mansion would maintain pieces from past presidents. Through this process, Harrison laid the foundation for the celebrated White House China Collection. Harrison’s acquaintance, Harriet Foster wrote “she immediately began a valuable collection to be preserved, in cabinets, of the scattered remnants of the china of former Presidents.” She even designed the Harrison china set, which featured corn ears, stocks, and tassels.
Harrison didn’t stop at the White House, but took on additional causes. As First Lady, Harrison advocated the federal government place more emphasis on fine art. She told the Evening Star,
this government has reached that point where it should give more attention to the fine arts—that is, a judicious expenditure for works of merit.
She made sure to include a large gallery of historical paintings in her plans for the White House expansion and supported the addition of paintings to the White House’s fine arts collection, including the first example of a non-portrait piece purchased for the mansion with federal funds. Her plans and actions set precedent for the introduction of a professional curator to care for the White House’s art collection, a position filled during the Kennedy Administration seventy years later. Lastly, in 1892 she became Honorary President of the National Art Association, joining forces with prominent artists like William Merritt Chase and Albert Bierdstadt, to lobby to exempt imported works of art from taxation. The tariff was eventually lifted.
Harrison lent her name to other organizations that promoted women’s interests. She agreed to head a local Washington, D.C. committee of women dedicated to securing women’s admission to the new Johns Hopkins Medical School. Johns Hopkins trustees promised five Baltimore women connected to the institution if they raised $100,000 (later increased to $500,000), the school would accept women on the same terms as male applicants. These women began recruiting prominent women across the nation to raise money in their own locales. According to historian Kathleen Waters Sanders, Caroline’s agreement to help the cause “was important, lending the campaign credibility and national visibility.” Due to women’s work, the medical school opened in 1893 as the first coeducational, graduate-level medical school in the nation.
Harrison also agreed to become the first President General of a new organization, the Daughters of the American Revolution. The organization formed in 1890 after the Sons of the American Revolution refused to accept female applicants. The DAR’s goals were “the securing and preserving of the historical spots of America and the erection thereon of suitable monuments to perpetuate the memories of the heroic deeds of the men and women who aided the revolution and created constitutional government in America.”
The founders of the organization asked Harrison to lead, hoping her status as First Lady would elevate the DAR, give it credibility, and attract more members. Though she delegated day-to-day operations to other DAR board members, Harrison helped guide the fledgling organization through its early years and helped it become a political force. In 1892, the DAR had grown from a handful to over 1,300 members. Since 1890, the DAR has accepted over 950,000 members and served as an important political lobbying group. It has also restored and maintained numerous historic sites and preserved countless genealogical records and artifacts.
Unfortunately, Caroline’s career as First Lady was cut short. She died in the White House from tuberculosis October 25, 1892. Benjamin lost reelection soon after. However, a new historical marker at the Benjamin Harrison house in downtown Indianapolis will honor Caroline Harrison’s achievements, both in Indiana and as First Lady. Please check our website and Facebook page for more information about the marker dedication ceremony, scheduled to take place in October.
On December 5th 1868, a home gas stove explosion nearly killed and “terribly burned” longtime Cleveland, Columbus and Cincinnati Railroad (CC&C) president, Leander M. Hubby. For more than a decade Hubby had led this regional powerhouse as it solidified its financial grip on the Bee Line component railroads. Along the way, he earned an almost patriarchal reputation among officers and men of the road’s operating corps.
In May 1868 Hubby had assumed the presidency of the successor railroad that, for the first time, combined the Bee Line components roads into a single legal entity: the Cleveland, Columbus, Cincinnati and Indianapolis Railway(CCC&I). Unfortunately, his near-death experience effectively sidelined Hubby until he officially resigned his role in September 1870.
Into this leadership vacuum stepped a new duo of recently ensconced Bee Line board members. Oscar Townsend’s board appointment in September 1868 closely followed Hinman B. Hurlbut’s similar election at the formation of the CCC&I that May. Then, following Hubby’s unfortunate accident and subsequent resignation in 1870, the Townsend/Hurlbut duo formally assumed their heretofore-tacit responsibilities as president and vice president. They could not have written a more perfect script.
Hurlbut had joined the Bellefontaine Railway’s board and finance committee at its formation in 1864. His Cleveland-centric banking business included numerous Cleveland Clique clients. Soon he was part of the group. Hurlbut had purchased the charter of Cleveland’s Bank of Commerce in the 1850s and reorganized it as the Second National Bank.
Oscar Townsend began his career with the CC&C as a laborer in 1848. Between 1856 and 1862 he advanced through the ranks of its Cleveland freight office. Townsend shifted to Hurlbut’s Second National Bank in 1862, learning his banking skills at Hurlbut’s knee.
The CC&C’s longstanding general ticket agent S. F. Pierson reported, in an exposé on the demise of the railroad, that Hurlbut had tapped the bank of its financial strength by the time he left it in 1865. While one flattering biographer characterized Hurlbut’s exit as due to “the arduous labors and close application necessitated by these and other financial tasks he had undertaken,” Pierson had a different take.
From Pierson’s perspective, Hurlbut “retired, consequent upon the destruction of more than its [the Second National Bank’s] entire surplus, and some of the securities and private deposits of the Bank. These…had been abstracted, and the money lost in speculation. The cashier had ended his own life in a painfully tragic manner, and Mr. Hurlbut was permitted to retire.”
It was about this time that Oscar Townsend also left the bank and segued to a superintendent’s role overseeing the Western Department of the Empire Transportation Company. Such businesses were immensely profitable and important extensions of the railroads they served in the post-Civil War era. Responsible for developing relationships with key shippers, businesses such as the Empire Line “fast freight” often decided which railroads would transport the huge amounts of freight under their control.
At the same time, nearly all railroad presidents quizzed by an 1867 Ohio Special Legislative Committee confessed they had been offered fast freight line stock “on favorable terms, or as a gratuity.” Enticed railroad directors began to work in concert with the “fast freights” to direct high-value freight traffic over their favored “fast freight”. This left only bulkier and less profitable local freight for the railroads themselves.
Inasmuch as the CCC&I started life in 1868 as a “financiers” railroad, Townsend and Hurlbut fit right in. By the time of Hubby’s retirement in 1870, they took control.
In the Bee Line’s new form, an old and wily politician to handle the Hoosier “good old boy” network was no longer needed. The long railroad career of David Kilgore came to an end in February 1870. And with his departure went the last vestige of the Hoosier Partisans.
Only one significant transregional railroad would be constructed during the Civil War. The amalgam of railroads that became known as The Atlantic and Great Western Railway Company (A&GW) would stand by itself. With huge capital infusions from London and Continental investors, the road opened for business in August 1865 along its entire 388 mile route from Salamanca in Upstate New York to Dayton Ohio.
Nefarious London rail broker-cum-financier James McHenry had cajoled voracious English and European investors to fund the improbable A&GW project. Exploiting his role as proxy for these complacent capitalists, McHenry seized control of the road Ohioan Marvin Kent had brought to life in the 1850s. And by the early 1870s, he also commandeered the board of the Eastern trunk line intersecting with the A&GW at Salamanca: The Erie Railway. Now, he needed an outlet to St. Louis to complete his domination of railroads extending from New York City to the West.
James McHenry’s financial flimflam with A&GW’s European investors always left free cash with which to subsidize his own schemes. He had used some of those funds to insert Peter H. Watson as president of the Erie Railway in 1872. Watson became McHenry’s conduit to Hinman B. Hurlbut and the Bee Line. McHenry would sprinkle a substantial amount of cash on Hurlbut, and their subterfuge to assume control of the CCC&I.
Within weeks of Watson’s elevation to Erie’s presidency, he penned a letter to McHenry:
I opened negotiations with the parties controlling this road [CCC&I], and my success was greater and more rapid than I could have hoped. The result is embraced in the conditional agreement made by you with Mr. Hurlbut.
Hurlbut convinced members of the Cleveland Clique to sell their shares before word of an impending takeover became public. He then conveyed the acquired shares, and others from the Bee Line treasury, to McHenry. As S. F. Pierson noted:
…several members [of the CCC&I board] were …retired from active pursuits, and not disposed to take much trouble in the matter; and of the balance, one portion used the Vice-President [Hurlbut] to further some scheme of their own, and the other hoped he might want to use them.
When the A&GW’s plans for the CCC&I became public in early 1873, members of the Cleveland business establishment and other New York investors were completely flummoxed. After all, the A&GW showed assets of less than $40 million while reporting liabilities of more than $120 million. By comparison, the CCC&I was of robust but declining financial health. S. F. Pierson was stunned, noting, “Vice President [Hurlbut] has unbolted our doors from within.”
John H. Devereux, soon to become a key player in the final destiny of the Bee Line, painted a more colorful picture. He characterized the possibility as “an attempt to chain a living man to a dead corpse.” Before long, as orchestrated by James McHenry, Devereux would become President of both the Bee Line and the A&GW, and vice president at the Erie – all at the same time!!
McHenry had arranged for Devereux’s CCC&I presidential appointment as soon as the A&GW assumed financial and board control of it in April 1873. Devereux’s installation quelled some of the Bee Line stockholders’ angst, given his upstanding reputation as a railroad executive. But when Ohio’s legislature blocked McHenry’s plan to lease the CCC&I to the anemic A&GW, the Bee Line shareholders’ attitude shifted.
Still seeking to run the A&GW and CCC&I as a single entity in spite of his failed leasing scheme, McHenry orchestrated Devereux’s appointment as general manager at the A&GW. By January 1874 he was bumped up a notch to president – while still heading the rival Bee Line!
The Bee Line shareholders had had enough. In an effort to oust McHenry’s A&GW and Erie board proxies, they orchestrated a massive CCC&I shareholder turnout for the March 1874 annual meeting. The opposition candidate slate included several former Cleveland Clique members, New York investors, and one Hoosier: David Kilgore.
And in an interesting twist, deposed CCC&I president Oscar Townsend headed the opposition – until Hinman Hurlbut brought to light Townsend’s involvement in a freight payola ring. The revelation tipped the balance. The opposition suffered a narrow defeat. There would be no Hoosier Partisan revival.
Longer term, James McHenry’s self-induced financial problems would only mount. His tenuous grip on the A&GW and CCC&I slipped away at the hands of Peter Watson’s 1874 Erie Railway successor: Hugh H. Jewett. Jewett would extricate the Erie from McHenry’s grasp, and push him to near-bankruptcy.
In making this decision Devereux, in his role as president of the NYPA&O, effectively parted ways with a livid Hugh Jewett and the Erie. A week later Devereux resigned. Soon, the Erie would subsume the NYPA&O.
The die was now cast for the future of the Bee Line as well. Its destiny would lie with Vanderbilt’s New York Central.
It had been a long journey since 1848, when Oliver H. Smith challenged the citizens of east central Indiana to avoid being bypassed by the technological marvel of the age. They would heed his warning by their investment in the Indianapolis and Bellefontaine Railroad – the Bee Line’s Indiana segment.
Smith’s prescient vision proved to be uncannily accurate. It was if he had penned Indiana’s state motto: “the Crossroads of America.” But for the Bee Line, it might never have come to pass.
As the United States exited the Gay Nineties and entered the 20th century, an increased concern for better systems of disease control and education swept the nation. As industry boomed, more and more people crowded into cities, both large and small. With crowds came germs and disease. Soon tuberculosis ranked as the leading cause of death in the country.
In Muncie, Indiana anxiety over bacterial diseases loomed just as large as in major cities like New York and Chicago. To combat these and other public health issues of the time, individuals stepped up to the plate and played vital roles in getting new organizations off the ground.
By the early 1900s the term “Ball jar” had become a household phrase, and Ball Brothers Manufacturing Company distinguished themselves as the largest producer of canning jars in the world. In addition to the successful business bearing their name, the Ball family also left their mark on Muncie through civic work and philanthropy. During the first decades of the 20th century two notable women of the Ball family worked to improve public health in their region, and personally invested time and energy into advancing sanitation, hygiene, and medical access.
Bertha Crosley Ball was the wife of Edmund Burke Ball – the middle son of the Ball brothers. Born in 1875 in Terre Haute, she was the daughter of a well-known Universalist minister and had familial roots stretching back to the American Revolution. Her advantaged upbringing left her wanting for very little in her youth. After graduating high school she began her collegial studies at Vassar College where she received a degree in Social Work in 1898.
After completing her studies, Bertha moved with her parents to Indianapolis where her father served as state superintendent of the Universalist Church of Indiana. Shortly after, Bertha made a visit to her friend Bessie Ball in Muncie. There, Bertha was introduced to Bessie’s brother-in-law, Edmund. Despite a twenty year age difference the two hit it off right away and in 1903 the couple married. Edmund’s distinction as the wealthiest man in Indiana, led to many headlines stretching from Indianapolis to Muncie, and even into Cincinnati.
Contrasted with Bertha’s advantaged upbringing is that of her sister-in-law, Sarah Rogers Ball. Nearly twenty years older than Bertha, Sarah married Edmund’s older brother, Dr. Lucius Ball in 1893. Born in upstate New York, Sarah was the daughter of immigrants. With six siblings, Sarah’s childhood home grew crowded and did not come with many opportunities. By the age of 16 she had moved into the home of her older sister and brother-in-law. For Sarah this move opened up doors that had been previously closed. Her brother-in-law, himself the son of immigrants, made a name as a ship captain and built up a very profitable shipping fleet. When Sarah began studies at the Buffalo General Hospital School of Nursing in 1885 her sister and brother-in-law likely paid the tuition.
While Bertha and Sarah could not be more different on the surface, their interest in public health and service to their community tied them together. In the 1880s the discovery of natural gas created a boom of industry in the Muncie area. This development led to a period of growth and an expanding population that required social amenities and services, such as health care. Over the next few decades small hospitals came and went until Ball Memorial Hospital opened its modern facility in 1929. In the meantime, it became obvious that the industrial town not only needed reliable hospitals, but also advocates for improving the overall public health of the community.
Formed in 1916, the Visiting Nurses Association existed “for the benefit and assistance of those otherwise unable to secure skilled assistance in times of illness; to promote cleanliness and prevent sickness by the teaching of hygiene, sanitation and the science of domestic management.” To accomplish these feats they provided general nursing, maternity service, child welfare service, nurses training, and a mental hygiene program.
Among those involved with the organization of the association was Sarah. As a former nurse it comes as no surprise that she had an interest in seeing the group established. When living in Buffalo, she had been involved in organizing a local Visiting Nurses Association as well.
While Sarah’s role with the Visiting Nurses was low-profile, Bertha’s involvement was not. At the time of the group’s founding, the organization elected Bertha to serve as second vice president and she continued to actively serve on the board of directors into the mid-1930s; serving as president in the 1920s. Between 1922 and 1932 the association experienced rapid growth. Under Bertha’s leadership nursing staff expanded, the numbers of patients served grew, and community health rapidly improved.
Three years after the founding of the Visiting Nurses, the Delaware County Tuberculosis Association began to develop. With tuberculosis-related deaths on the rise, the group hoped to spread knowledge concerning the disease’s cause and treatment, and to take steps towards preventing its spread. Through lectures, anti-spitting campaigns, advertisements, tuberculin testing of cattle, and instructive visits from nurses, the association tackled its goals head on. Over time their work paid off and by the 1940s tuberculosis-related deaths in the county had almost completely disappeared.
In the association’s first years, Bertha and Sarah again found themselves highly involved. Both women helped incorporate the organization and were also among the first board members. Sarah personally offered up the use of her automobile to the organization, and Bertha regularly gave monetary gifts to the group when they struggled financially.
A scan of both organizations’ records show Bertha and Sarah’s names regularly mentioned in formative years. Through their labor, a strong foundation was established for both organizations, cooperative relationships developed between the boards, and both associations experienced rapid growth. With backgrounds in social work and nursing, Bertha and Sarah each possessed an understanding of society’s larger public needs and desired to improve the well-being of all people. Through their work, public health efforts in the Muncie area improved, leading to an established concern with human and community health that continues today.