Development of a Communal System

At one stage of Church development there was disposition to favor the

establishment in each village of the Saints of communal conditions,

wherein work should be done according to the ability of the individual.

Crops and the results of all industry were to be gathered at a common

center for common benefit. Something of the same sort was known among the

Shakers and other religious sects in eastern states. Thus in Utah was

founded the United Order, which, however, at no time had any direct

connection with the central Church organization.

The best development of the idea was at Brigham City, Utah, sixty miles

north of Salt Lake City, where the movement was kept along business

lines by none other than Lorenzo Snow, later President of the Church of

Jesus Christ of Latter-day Saints and the officer credited with having

first put that great organization upon a business footing. He established

a communal system that proved a potent beneficial force both for the

individual and the community. The start was in 1864, with the

establishment of a mercantile business, from which there were successive

expansions to include about forty industries, such as factories at which

were made felt and straw hats, clothing, pottery, brooms and brushes,

harnesses and saddles, furniture, vehicles and tinware, while there were

three sawmills, a large woolen mill and a cotton goods mill, the last

with large attached cotton acreage, in southern Utah. There were 5000

sheep, 1000 head of stock cattle and 500 cows, supplying a model dairy

and the community meat market. The settlement was self-clothed and

self-fed. Education had especial attention and all sorts of entertainment

of meritorious character were fostered. Members of the Order labored in

their own industries, were paid good wages in scrip and participated in

the growth of general values. In 1875 the value of the products reached

$260,000.

By 1879 there had been departure from the complete unity of the United

Order plan, though eleven departments still remained intact. There had

been adverse circumstances, through which in nine months had been lost

about $53,000. The woolen mill, a model, twice had been destroyed by

fire. There had been jealousies outside the movement, through which a

profitable railroad contract had been ruined, and federal authorities had

taxed the scrip issue about $10,000 per annum. The first assessment was

paid, but later was turned back. But, with all these reverses piled upon

the people, the unity remained intact, and today, upon the foundation

laid by the United Order and its revered local leader, Brigham City is

one of the most prosperous communities of the intermountain region.

Edward Bellamy, the writer, became so much interested in what he had

heard of the United Order in Brigham City, that he made a special trip to

Utah in 1886, to study its operation. He spent three days with President

Lorenzo Snow, listening to his experiences and explanation of the

movement. As a result of this lengthy interview, Mr. Bellamy, the

following year, wrote his book, "Looking Backward."

Another example of the operation of the United Order was in Kane County,

Utah, about eighteen miles north of the Arizona line. In March, 1871,

there was re-settlement of Long Valley, where two towns, Berryville and

Winsor, had been deserted because of Indian encroachments. The new

settlers mainly came from the breaking up of the Muddy Mission

settlements in Nevada, Long Valley having been suggested by President

Brigham Young as a possible location. About 200 of the former Muddy

residents entered the valley in March, 1871, founding Glendale and Mount

Carmel. The residents of the latter, in March, 1874, organized into the

United Order. The following year, a number who wished to practice the

Order in its fullness, founded a new settlement, midway between Glendale

and Mount Carmel, and named it Orderville. This settlement still is in

existence, though the communistic plan had to be broken up about 1883,

there having arisen a spirit of competition and of individual ambition.

The plan of operation was comprehensive of many features, yet simple. The

community ate in a common dining hall, with kitchen and bakery attached.

Dwelling houses were close together and built in the form of a square.

There were work shops, offices, schoolhouse, etc., and manufactories of

lumber and woolen products.

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