single track without interference or accidents. Sidings had to be built to allow trains to pass. Provision had to be made to store and continually pay for coal or wood needed to run the steam locomotives. Water towers had to be built for refilling the water tanks on the engines, and provision made to keep them full. Labor The majority of the Union Pacific track across the Nebraska and Wyoming territories was built by veterans of the Union and Confederate armies, as well as many recent immigrants. Brigham Young, President of the Church of Jesus Christ of Latter-day Saints, landed contracts with the Union Pacific that offered jobs for around 2,000 members of the church with the hope that the railroad would support commerce in Utah. Church members built most of the road through Utah. Construction superintendent Durant repeatedly failed to pay the wages agreed upon. The Union Pacific train carrying him to the final spike ceremony was held up by a strike by unpaid workers in Piedmont, Wyoming until he paid them for their work. Representatives of Brigham Young had less success, and failed in court to force him to honor the contract. The manual labor to build the Central Pacific's roadbed, bridges and tunnels was done primarily by many thousands of emigrant workers from China under the direction of skilled non-Chinese supervisors. The Chinese were commonly referred to at the time as "Celestials" and China as the "Celestial Kingdom." Labor-saving devices in those days consisted primarily of wheelbarrows, horse or mule pulled carts, and a few railroad pulled gondolas. The construction work involved an immense amount of manual labor. Initially, Central Pacific had a hard time hiring and keeping unskilled workers on its line, as many would leave for the prospect of far more lucrative gold or silver mining options elsewhere. Despite the concerns expressed by Charles Crocker, one of the "big four" and a general contractor, that the Chinese were too small in stature and lacking previous experience with railroad work, they decided to try them anyway. After the first few days of trial with a few workers, with noticeably positive results, Crocker decided to hire as many as he could, looking primarily at the California labor force, where the majority of Chinese worked as independent gold miners or in the service industries (e.g.: laundries and kitchens). Most of these Chinese workers were represented by a Chinese