The History of Tammany Hall: Second EditionMyers, Gustavus
History
The History of Tammany Hall: Second Edition
Myers, Gustavus
New York (N.Y.) -- Politics and government; Tammany Hall (Political organization)
Its transactions revealed the great difference between Tweed’s methods
and those of the later leaders of Tammany Hall. Under the Tweed régime
tens of millions of dollars were stolen outright. The lesson of the
overthrow of the Tweed “ring” was not lost on his successors. Mr.
Croker refused to countenance such outworn, discarded and dangerous
methods of theft. They had resulted disastrously to Tammany in Tweed’s
day. In place of direct thieving methods of getting rich, indirect
methods, surrounded with secrecy and every possible precaution against
detection, were developed. Some Tammany district leaders became opulent
on blackmail and extortion, the circuitous route of which it was most
difficult to trace (in a legal sense) to its final destination. As for
Mr. Croker himself, the question was frequently put to him, “Where did
you get it?”[6] He could reply that his operations in amassing his
wealth were entirely legitimate; “inside” real estate speculations,
connections with trust companies and other corporations and stock
transactions. Knowing him to be the source of much legislation and
administrative favors worth tens, if not hundreds, of millions of
dollars to corporations, his opponents were by no means wholly
satisfied with such an explanation, but whatever their suspicions
they could never prove that he had personally profited from selling
legislation. Essentially, however, Mr. Croker never posed as a business
man; he was a politician.
But by the period when Charles F. Murphy became “chief,” the
“business-man” type of leader had evolved. Under this plan--a plan that
afforded the most plausible opportunities for explaining the sudden
acquisition of wealth--Tammany men became open or secret partners
in contracting firms, using the pressure of political power to have
large contracts awarded to their concerns. It was not necessary
for these leaders to know anything of contracting; they could be
ignorant of every detail; their one aim was to get the contracts; the
actual skilled work could be done by hired professional men. No law
penalized such methods, respectable in every appearance. At the same
time, inasmuch as speculating in the stock market was legitimate in
law, fortunes could be made in acting upon advance information of
legislative or other official means concerning certain corporations.
The first large contract obtained by the New York Contracting and
Trucking Company was a $2,000,000 contract for excavating the site for
the new Pennsylvania Railroad Station in New York City.
Public-domain text, read in full here on John Shaqi.
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