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Eh» BValhubvi 151 1111-4; 01 Cn1ld nflliafe League 01 HIEIICa scenourns. been
cmnry was V151t45.3 interviews were held hi,h agencies , professional groups
and'nth loyC1t1Lx3ns. s Lif and boarl nenbers were interviewed, bogra

w I . ."‘ .Y’ I ’5 ‘ 4- ’ q ‘1 » . V" . . ‘L' r‘ ». " 7‘ "\ p :‘ r‘ I: ‘:
xeet1nys were CIAAdHQBg, and bor1i ninuces, historical 1tcorus, anu oocu-

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snid Society, a private non-secterien state-

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wine chilo welfare agencv that cff:3rs adoptive s: “Vic es, noerding care

services,s ervices to unma1r1e1 131ncis, protective services to chiljren
3"“? ' "“W' ‘3" r1 '. a 4.“ 'o in: l/cmc-r‘l- vw° 1c .fi’bc‘ a "r‘il 5“” 0 °

'~~L.C.. lnbblbublo-b~~ Curb 1.01 0.110 VQKJLxLL’ 1311” a, l-L-.) Cvfile OLLICV 1n.
Detr01t and is directed by a iorty-nenoer state board o1 trustees. Fi—

nancial support is from Commuritv Chests, the hichigen United Pun1, foun—
cations, contributions and rLlMDU1vcwepc 1ron clR ms. The agency has ten
branches and four patterns of administre .tio n and financial sutm
(1) Seven branches havina policr-nakiqj boards receive full loce 1 support;
1 has a policy-making board and receives one- tenth 01 its
support 1rom the Richigan United Fund through the central office; (3) Two
b1anrki s hLving advisor3 boards receive full support through the central

cifice; (L) Thirty—nine counties, 6 Vider

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'L' r -~ /~: . r‘ : rVJ- - \- '1 \ \~r,~ ‘
nco 11Ve cistricts, aie s~1veo

direct b7 staff explcyed by the central office.

outnciei. The ten branche are in a sinilar position with constitutions

oatterned after the central office. The state by-laks :10 not piovi: e 1or

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ods 01 board HELDZI‘Shlp; until lyuo 1t 1-1113 QUHBI‘QI pra actic

111 VHS 33.6303! to Ire-nominate megioers. During this study the board 1‘2”

A‘ ‘wK.’

rmc‘n effort to take a more ‘ "

The central office ”UHDISLT‘RLlVQ st’ff co

"1

c. general secretary a director of children‘s services, and an assistant

director of children's services-~11ho are r<>~

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rect SL173 ervision

H.

n thirty-nine counties. This 8.131111

Light of the branch e"ecutive"

“1 s are reSponsitle for stcff supervisicn
and direct casework in adCIthH to executive duties. Two branche 111w

supervisors 111 o 3 rr; a'lgainistietivre res ponsifoilitio arith th

The branches and the cen rel 0; _ice C‘istriC‘

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tional staff and larger budgets to meet present -rle11r:;.n:is. This 1-:riter

feels that the services 01 the agency cannot neat the nee unless accli-

tional branches and re-“vicnal offic ces locally Stioporte"1‘e

and

(n

ta ' 3-51 with ejualiIiec m, rso onnel.

7P3 A?) ULSMU1TII fi.SP“CT3

D l A 5’]. ‘2’ 1.. *1 : VA *L’.) PL‘kC :- ”.1 41 3" A\ LI :l'j::‘{

Pvrtle ROS3 Reul

p

moi of.Advenced Graduate Stuc i s o;
1 ca te University of Awriculture ; d
ied Science in partial :1ulfillment of
he requ1flre1ts for the degree of

32:13:01 cs 11"“? 1

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011 33 o-

(9

Education
oesartment of Adninistrative aid Educational 501 vicas

Guidance and Counselor Training

1,2,..2‘TJ . "‘77' -.
‘ ’ \
[521. L“. ~ 1.1.2; :1- 12,19 22.;

etion to the hundieus

:-n anu in other

U1

states who
gave so QSHBITM181Qf (x5 their time and 2 fort as a p2rt of this study. A
symial vote Cfi? Eggs srecietion goes to the 2r's Guidance Committ 22, to
3r.}2lt2r Jotumscq: Ch2irm2n, Jho 52 v2d on the G2nc>3r2l tufly Committee
12%: surV23, to Dr. Ernest P “2‘

2— -l- < T\ "‘

u—- becil Pullvrj ~ 1
UDDr.fjilla Newwris for their helpful suoggst ions and criticisr

costly for tflieir‘iiir’

encouragement.
It seems only fitt in; that recognition be given to the sponsors of
iflw st2te4wid2 study, of which this administrative study is ne p2rt; to

the Eichigan United.Fund; to the Hichigsn Children's Aid Society; to the
Lichigen £2152 re L2 gu2; to the Child Heliare League 3 America; and to
the various commit tee 25 under whose 1y was conducted- The
indiviuue mmeflro of the verio us

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meetings flaring cue tnlrty-tw cosy sts this wiitci hply
.-.'...:. 1.2..-. 2 "  cr-NM‘

2n2t 212nscendei tne 0111c12l

.,2rst2n2in3 in receiving reports and r conm'

n';;ssns 2nd eviie ence, so that this write felt thec hellense of

:1'2.’

deep in-
J 92 2 critical thoug ht to finli

ifort to place the progress
In a more person2l vein

the writer is dee;

and to two t2udit»1s who made extre

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loyalty in
order that the study might or 09 233 and without whose help and faith such

("L ".‘ ,1, . '.—.‘3 '._ _ r. _ ,- ', "‘ y ,_ Q .<, ML ‘ I l‘ I ~
wU-U V‘Jdld n-sver have “can lJVOSQlUL-z.o we writm 1

a
lo: the encourages-chi; and assistance of friends lil-ze firs. lyrna Curtis
who was willing to type :iy and night if necc33;ry in oracr that coalit-

tees might have reports.
To mention each individual who contributed in a major way in this

ice to say that the writer

to

stuiy would be izrpossible. Perhaps it will suf
is honored and grateful to have had the opportunity to take cart in so

wonderful an adventure as this study has been and. to
small way all. of this can and will be used for the futurc

I ‘_ - vv. q OAK”
the State of iiicnigun.

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213:1» ) \1 L521 Ii 0 AW. LIL} L

J. ,) FL 1.1 ,1 -. , .
CandiduL Le 1or Lne ueglec of

Doctor of Education

'1,

inol Examination: Eby‘IE, 195 3:33 p.m., Aorrill Hall

A . n p. 1- r : fl ' , 7-. . . -‘ J- f’x J- . ,. ‘1 _, 7‘ ‘ ."‘ r‘ '_‘ - , ~ A_. v . '1; ‘9 o I." ,.. ~‘ , V,, -L Q.
chberbdtlon: Tne.Adm1n1erAL1ve Aspects 01 A Jtdte‘lee Ln1l1 rlacemenc
1‘11“] BQCV

-LJor Subject: Guidance (Education)
Iinor suoject: Child Development (Education)
Iinor Subject: Social fork

Biograohicel Items:
Born July 3, 1919, Dooley, liontanii

Un bTF‘ZLUuCB studies--noocy Bible Institute (part -tifi12) 19 1-L3
Jecmson Junior L‘olle;e 19L11 -LS, A.A., 19140
Bsyview Lunnxr College, l9LL
Albion Colle11e, 7;<-47, 3.A., 19L?

uraiuece St ies--rLVV1eu ouA11r Colle go, 1941
Unive1sity of Efichigan (part-time) l9SJ-33
Richignn state Unive‘sity (full and part-time)
1949-56, 11.11., 1952; .3, 195;:
BXPSFIL nce:

Director of Aeligious Education, Perm; United Church, Perma,
hichioan, lQLI-L7.
ssistant EJit or of the Porma News, Ferme, Kichigan, l9Ll-l7.
high School Tea char, Tewas Lity, flichigan, l9L7-3"
C rt i

Q sewqo 1er, Fardly Service Agency, Jackson, Aich
Case wrorner ano Supervisor, 1cn13en Children' s A
Lansing, Hichigan, ljhz-/L.
Instructor, School of Social fiz, Aici
since 193L.

n
T38 WC JZF, Acting Print pal, Jackson, fichigan, l
i
i

411 11 or: 1 1 T: T“-
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Li.lltati9‘fl8 Of 12.13 5111113.. 0 o o o o o o o o o o o o o 0 8
1339221 1.01? the State-1I16 Oil-1.1.1:)” o o o o o o o o o o o o o 1.x)
Objectives of the State-”iuc Study. . . . . . . . . . . ll

Definition of Terms Useu in the Stuiy . . . . . . . . . 12
plan or the 23:11.63] 0 o o o o o o o o o o o o o o o o o o 1.5
S'Jrfi'laqf o o o o o o o o o o o o o o o o o o o o o o o 0 IO

Pjtx [FIJI/U» Jib“ Jfl.I\‘Il3 JH}iOD3 o o o o o o o o o o o o o o o o o l?

The Beginning of the State-Side Stucy . . . . . . . . . l7
Cormittees of the State-Ti”e Study . . . . . . . . . . id

Sample of the Administrative Study . . . . . . . . . . 2d
Instruments of the State-hide Study . . . . . . . . . . 21

Instruments of the Adxinistrative Scudy . . . . . . . .

Principles of Administration Used as Guio» . . . . . . 2L
Part One of the Pilot SLuAy of the State-Tide Stufiy . . 2:
The Second Phase of the Pilot Study . . . . . . . . . . 23
Tile .ALZPOZ‘t OH Che QtCIt-3—. 9 l"€ DLUUS/ o o o o o o o o o o 3].
Zeport on th:.ALA1nistretiJc Study . . . . . . . . . . "3
A1alysis of Data in the Alninistrctivz ptqu. . . . . . ,5

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The Pr0gram . .

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The Roclil nn'i Countv Stud; . . . . . . . . . . . . . . 52
IicniJ; studies . . . . . . . . . . . . . . . . . . 5?
Studies Involving Branches of the Michifan Children's
Aid Society . . . . . . . . . . . . . . . . . . . . 5c
TRTKT T533. EERFERJ CF TRLTTI:JEL.T lTiTg{“L . . . . . . . Rd
Administration . . . . . . . . . . . . . . . . . . . SS
Toards of Trustees . . . . . . . . . . . . . . . . a;
The Executive . . . . . . . . . . . . . . . . . . . U;
Supervision . . . . . . . . . . . . . . . . . . . . 92
The Place of the Institution in Child Iclfcra . . . . 139
IR.. T TILLZE. EIZUIEFS Q? :RXZTAL. '3 T;L3 FT'uuxgiiii . . . . 115
Uichigan Unite” Fund . . . . . . . . . . . . . . . . TQJ

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VOLQL‘L?’ Of \JQIWJACCS o o o o o o o o o o o o o o o 0

Branch Boards . . . .

Executive . . . . . . . . . . . . .
General Secretary . . . . . . . .

Branch Executives . . . . . . . .

Supervisors . . . . . . . . . . .

Chapin ”Ell the Institution of

kid SOCiety O O O O O O O O O O 0

Salary

DUTTBTTE. 1‘3! 0 o o o o o o o o o o o o o

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7“ fl ‘ ' F ’ 1‘. ' ‘ '- ‘
agglondl pLancnes

Tficfdgyan Children'-

u ‘

-‘ w J. 1‘, 2‘ a ‘
3u439p éor the p203231cn o

r 1.1,-
.L “VJ-J

0.300i3ty to Inclufle Sixteen

LIST G?5Ruflxt$
T3313 P; '1 tr ‘
I. Hicnican United.Fund succa Scheéula for 1955 C? psign . . . 133
II. Co Jnty of fiesifience of the 12 3:13 of the cute boaro O1
Trustees of the Kicuigan Children‘s Aid Society, 1955 . . 153
III. Income 0: the Sta‘e—Kife Ficd13an Children's 11%.Sociecy
for 115; According to Branches and Central {ffice Areas . 193
IV. Sources of nCOne in tne Lichigan ChilJren's A11 Society
5f0rthLch.I‘19p‘;...o................ 1113
V. Total Income and * ens“ of the Kicnigen Chil3ren's xii
Society from 1913 L“rOUC 195; . . . . . . . . . . . . . 185
U_. Sources of Income Tnor tne Chillr n' Home Society of
3115 ornia, 19 5S . . . . . . . . . . . . . . . . . . . . 15¢
VII. 1995 Lulflot ol the Hartforu Or1n3 Asylum . . . . . . . . . 191
VIII. 1955 sudget of the Connecticut 3 iljren's Aid Society . . . 171
IX. 95 Buf g2t of the Diocesan jureeu 01 303131 Service,
Connecticut . . . . . . . . . . . . . . . . . . . . . . . 192
A. 195: Bufig2t of the Illinoi Chill1‘en’s Home and £11 éociety 10;
XI. 1051 Budget 01 th: Faxilya iCn1131en‘s Servi1C3s f
St. Louis, Iissouri . . . . . . . . . . . . . . . . . . . 195
XII. 1935 Bulqet of the New England Home for Little Tanicrers. . 197
1:11. .Sources 01 1neon-e for the Verront 3hi11ren's Aid Society,
1955 . . . . . . . . . . . . . . . . . . . . . . . . . . lyj
1955 Budget of the Chi11ren's Hone Society of Virginia . . 230
F the 7asnin3ton Chil:1ren's Home Fociety . . . 23‘

..V.
hV. 193 udget O

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UT. 0
leSCORSln O O O O O O O O O O O O O O O O O O O O O O O
r“ 4 "‘ " '1‘ ‘1‘ ‘1‘ . -- H . *3 #5
Fr pose1 LOC<tlc.S for Lrtncue oi tne H1C115¢H Cnilcrtn's

,1 ,1 L -9: 1" ' “' ‘, 'flr. ' , r ' .. ° 3‘-
PTOHObCC scail o- the nicni3en Lhiljren's 311 30C12c¢
n 'L n«‘ ‘. ‘1L ':""‘"f““
€13 120; 33:11?” (/0 vurI 311v .3“ («3.1 o o o o o o o o o o o o o
J-‘ ~~0 O ~r (1 O -3 1‘ I .-‘ “. O ‘ r 1 1‘?
brunches o the n1Chlbdn chileren's “13 30Clth 131131

1 n

According to the Runner 31
“1‘36; 5”]:“3 (5‘. 1):); tilt“; .3 inc/h, ;‘;/ o o o o o o o o o o o 0
es Grantel M11312 5r 2a in

inq to Eur er of Divorc

Branches of the 41c hi gen Chiluren's

according to Rate of Illegitinecy in the Area in 1995 .

Branches of the Uichigen Chilfiren's A13 3ocie;y Rankei

Accor tiinc to Sizeo F1013321on31 St;;f Positions in
1.5/55 0 O O O O O O O O O 0 O O O O O O O O O O O O O O

Branches of the Michigan Children's Aid Society ”an naei

r" r‘ ‘ r‘ . w :- ‘ ,.«. ~. n T" ~ M Q. A 'P"" fl . .‘1 . '
(va3 1:31:15 b0 JOlUJu-fj, OT. _D‘J; IrLCC. bl]; LIT-131,1 In l:/D o o o o

3‘"

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\

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Chillren Pla 021 for Aiovtion bv ifichigen Chillren's 1

Adoption Homes Sturied and Approved by Ficnicen

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138 in 1v;

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Services to U malriei Mothers in l%’ S . . . . . . . . . .

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“19 171
31.4 .1. 0

LIST LI“ CH1.“

(Irganization Chart of the Hichigen Children's A

society, 1935

C

Tb , ‘Ji ZAP}?

Ho
3

Urgeni eation Cliart of the Central Office of the
iich igan Chil ?;ren's Aid Soc iegy, 1935. . . . . .
PrOposed Oriani aetion of tie Central Cffice Stett
of the Nichigan Children's Aid Society . . . . .

Proposed Relationship of Central Office Staff of
the hichigan Children's Aid Society to the State
Board of Trustees. . . . . . . . . . . . . .

Total Children in Care of the Hichigan Children's

Aid Society from 1940

Adeption Placements an:

w‘T- q o

b

h-
id
0

nlsan

the Eichig

Preposed .

geid Society

an Children‘s Aid

to 1955

l Rooption Conpletions of the

Children's Aid Society from l9IJ through

1 3o

lo2

I‘VW
H
("a

21l

15¢

10?

k1.
C-

21¢1

131“ or CHATS, 3:1. ns 11:3 11.195

CHARI‘LI. Cmganization Chart of the Hicnigan Children's Aid

Society, 1955 . . . . . . . . . . . . . . . . . . . 13o
C}L-YT III. Organization Chart of the Central Uffice of the

Kichigan Children's Aid Society, 1955. . . . . . . . 1o2

CHAXI‘LIII, Prcoosei Organization of the C wntr l Cffice Statt
the Mic igan ChiLlren's Aid Sociaty . . . . . . . Eld
CILAtT IV. Proposed Eel ation ship of Central Office Staff of

the Nichigan Children's Aid Society to the State

Board of Trustees . . . . . . . . . . . . . . . . . Ell

GAAPL I. Tota Children in Care of the Iichigan children's
Aid Society from l9nQ to 1955 . . . . . . . . . . . 10o
GRAPH II. AdOption Placements and.hd0ption COMpletions of the

Aichigan Children's Aid Society from 9IJ through

\7\
o
o
a
o
o
o
o
o
o
o
o
o
o
o
o
a
o
o
o
o
o
o
o
o
1....
C

135:

LAB I. Location of Branche and Central Cffice Districts of

~.—~

the Hichivan Children's Aid Society, 1953. . . . . . .
IAP II. Total CCSG s of the o3 Private Ci 1illi Care Agencies
III . :lChl; .Cln fOr C318 Y3CI‘ 19>) o a o o o o o o o 0 o 13“.;

IA? III. PrOpos e1 Regional Offices of the Iichivan Children's

lg§id SOCiet/y O O O O O O O C O O 0 C O O O O O O O O El'J—i

CHAPTER I

INTRODUCTION

Administration is as old as the human race. The very first efforts

of peeple to work together involved some kind of organization and necessi-

tated that there be a leader and some executive direction. Through the

centuries administration has moved from a concern for production to a con-
cern for human welfare, but the purpose of the administrative process has
always been to facilitate the combined efforts of a group of persons

brought together to achieve some common objectives.

Administration has been described and defined in various ways by
different writers-~as a process, as a method, as a set of relationships

with and between peOple working toward common objectives.

The aSpects of administration have been classified in various ways

by different authors. They have been called elements, functions, methods,

characteristics or tasks depending upon the writer. The title may differ

but all students of administration agree that the various areas of admin-

istration involve: planning, organizing, directing and evaluating;

whether the administration be that of a governmental agency, a factory,

a business or a child welfare agency.

This study is concerned with the administrative aSpects of a child
placement agency that offers five services on a state-wide basis and which
has played an important role in the history of child placement in the

state of Hi chigan.

Child placement is probably as ancient as the family itself. Today

it is a far cry from what it was when the act of placing a child ended
the transaction. Today, in the most advanced modern child placement
agencies there is continuous supervision of the child in his new home.

Individual agencies have made much progress in the field of child
placement since the days when a child was bound out or placed permanently
without regard to his individual problems. Needs for child welfare serv-
ices have changed through the year, have shifted, and the administration
of these needs has become more complex. Agencies that were established
to meet certain problems at the turn of the century must today re-channel
their function, must change their programs, and in some instances must
delegate their reSponsibilities to other organizations, and then turn
their efforts in a different direction to better serve the needs of chil-
dren.

Traditionally and historically the voluntary agency or private
agency like the one in the present study pioneered by identifying the
problems faced by children that could be improved through organized ef-
fort in the form of a Specific child welfare service. Through the years
the private agenqy experimented by trying out new ideas, testing and imp
proving upon new methods. There are many examples in every state of how
the private child.placement agency has demonstrated the existence of a
need, and the practical methods through.which a helpful service could be
offered. Mbch of the present publicly-supported child welfare and guid-
ance programs had this kind of a beginning.

Too often, however, agencies have gone along for years without

taking stock of the changes about them. They offer the same program, in

3
much the same way, with little, if any, regard for the shifts in.p0pula-
tion, the changes in need, and the new and more effecitve methods of
administration. One of the most serious criticisms that can be leveled
at the social welfare field today is that it has few tests and measure-
ments that show the relative quality of its achievements. To "demon-
strate" with conviction, there ought first to be proof of service. There
is need for much research and careful examination of what is available,
what is needed, and what should be done in order to meet the need.

The role of the administrator of an organization involves a come
plicated set of reSponsibilities. The administrator must see the organ-
ization as a whole. He works with the board of directors, which sets
major policies and oversees the total operation. He is concerned with
the competency of the entire staff. He is responsible for the quality
of the services, for seeing that resources are adequate, that payrolls
are met regularly, and bills paid promptly, that physical plant and
equipment is up-to-date and functioning satisfactorily. His is a wide
set of relationships, within the organization, and in the community,
which must be maintained.

Social workers are trained primarily to provide social services,
not to carry administrative reSponsibilities. Their professional educa-
tion is focused chiefly on case work or group work or community organi-
zation. Some emphasis on supervision is usually given all Specialties,
but the broader role of executive reSponsibility is left to be acquired
primarily through eXperience.

For this reason the shift to executive and administrative

1:-

responsibilities is a difficult one for individuals trained and experi-
enced.in casework. Lawrence A. Appley, commenting about industrial
organizations, says:
Often the weakest link in an organization is the department
through which a chief executive has progressed. There is the
head of the engineering department who has refused to change from
an engineer to a manager; the sales manager who always remains a
salesman; the personnel administrator who is primarily a training
or a wage and salary expert. The manager who is doing a full-
fledged job no longer has the time, with his added reSponsibilities,

to continue Operating as a specialist. Management is now his Spe-
cialty, and he cannot be both an effective manager and a specialist.

1

When an individual assumes major executive reSponsibilities, he
must also recognize how important administration has become. Sound adv
ministration is vitally important in all types of organization, in bus-
iness and industry, in government, in education. It is no less vital in
social welfare agencies.

Executive or managerial skill has come to be more and more highly
regarded as business and industry has grown and as competition has in—
creased. Skill in getting goods produced and sold, and skill in control-
ling costs have always been considered important. New dimensions have
recently been added--or at least emphasized. Industry now values ability
to develOp manpower, particularly supervision and executive personnel,
ability to maintain morale and increase productivity, ability to deal
with labor organizations, governmental bodies and other influential local

community groups.

I
Lawrence.A. Appley, Management News, August 1953. The.American
lbnagement.Association, New York, New—York.

 

Administrative skills have also become more important in govern-
ment, as units have increased in size and in variety of function. The
cost of government, too, has emphasized the importance of effective ad-
ministration.

The focus on more effective administration in business and indus-
try, in government, and in education, has influenced administration in
community service organizations. Industrial and education executives
serve on the boards of most social welfare agencies and community chests.
The results of studies of administrative practice have become available,
thus giving social agencies access to the experience of other fields of
work. In this way social work agencies find themselves inevitably under
pressure to improve the quality of their administration.

The size of social welfare services, and the large number of or-
ganizations which.provide them, have also made improved administration
important. America spends, it has been estimated, a total of two and
one-half billion dollars annually on its social welfare services. "Social
work is big business in two reSpects," David.G. French has written.' "It
costs a great deal of money and it affects a great number of people."1

Social welfare services vitally affect the lives of millions of
peOple. The prOportion of peOple in any one community is large. "Today
some measure of the welfare of two-thirds to three-quarters of the fami-
lies in a community may depend in a single year upon the manner in which

its health, welfare and recreation services are provided."2

 

1Davidfi. French,.An Approach to Measuring Results in Social Work,
p. 12, New York, Columbia University‘Press,I9S?.

ZBuell, Bradley and.Associates, Community Planning for Human
Services, p. 7, New York, Columbia Universityfipress, 1952.

 

 

The nature of the services indicate their importance to the comp
munity and the necessity for proper administration. These community
services deal with economic deprivation--providing food, shelter, and
clothing for families unable to secure them by their own efforts--with
problems of personal and family maladjustment, with problems of physical
and mental health, with the problems of using leisure time constructively.

Social welfare services have become increasingly complex. Social
work has moved toward becoming a profession: technical skills and higher
standards of performance have deveIOped, standards for personnel have
been raised, and.professional education has become more extensive.

Community planning and central financing organizations such as
Community Chests, Community welfare Councils and United Funds have in-
fluenced administrative practices in social agencies. Thorough planning
of services to meet human needs, based on accurate facts and joint anal-
ysis, has been emphasized. Studies and surveys help to adapt services to
changing community needs. More effective budgeting and accounting prac-
tices have been required.

Executives of social agencies have to become competent to deal
adequately with a variety of practical day-to-day reSponsibilities. These
responsibilities are all interrelated, but they fall naturally into some
of the following areas: (1) Keeping the organization strong; (2) working
with boards and committees; (3) selecting and deve10ping able staff;

(h) keeping the services effective; (5) securing and handling finances;
(6) Operating buildings and other facilities; and (7) maintaining effec-

tive community relationships.

 

Social agency executives not only need to be able to deal from
day to day with practical Operating problems that confront them; they
must come to understand the administrative process itself. Critical
analysis of executive experience is a sound basis for understanding the

dynamics of a process and for developing a philOSOphy of administration.
STATEMENT OF THE PROBLEM

The study on which this dissertation is based was one of eight
areas of a larger study conducted by this writer for the Michigan United
Fund, the Michigan Welfare League, the Michigan Children's Aid Society,
and the Child Welfare League of America in l95h-l956.

The purpose of the larger study, referred to in this dissertation
as the state-wide study, was to answer the following questions:

(1) How are Michigan children being served by present children's
services?

(2) What services are Offered by the Michigan Children's.Aid
Society?

(3) Is the service given to children and their parents in
keeping with the purposes of the Society and in accordance with accepted
standards?

(b) What is the administrative organizational structure of the
Society?

(5) What kind of a staff does the Society have?

(6) How is the Society financed? '

(7) What are the local relationships of the Society?

(8) What are the Society's state level relationships?

The purpose of that area of the state-wide study on which this
thesis is based was: (1) To determine the present administrative struc-
ture of the Michigan Children's.Aid Society. (2) To ascertain the re-
lationship between the various branches and the Central Office in Detroit
and of the local boards to the state board. (3) To discover within the
present structure the administrative responsibilities of the executive,
the supervisor and the board member, and (h) to see how the actual prac-
tice compares with the recommended.practices in social work administra-
tion. (5) To discover the implication to schools of social work for
training students for social work administration. (6) To make recom-
mendations for the Michigan Children's Aid Society with particular

emphasis upon the agency budget and personnel.

LINETATIONS OF THE STUDY

Because the administrative study which is reported in this dis-
sertation was so integral a part of the total state-wide study, it is
impossible to speak of limitations of the study without actually meaning
limitations of the total study. Thus, the following limitations are
limitations of the state-wide study as well as the part on administration.

The limitations to be found in this study were reflected in the
vastness of its sc0pe, the lack of research staff and the limitation of
budget and money to cover the expenses involved in making a state-wide
study. The volume of data that were collected was so extensive and
involved, and covered so many facets of the agency program, that it was

virtually impossible for one person to compile it on a part-time basis.

9
In certain areas the study was handicapped because agency staff and board
members were not prepared for the study or they had a misconception of
its purpose. Lack of available records and sufficient statistical data
covering agency intake and short term services also presented certain
limitations. The fact that this writer because of teaching responsibili—
ties had to conduct the study during the summer months at a time when
board members and staff members were on vacations necessitated several
extra visits to certain branches.

Because the state-wide study took place over a thirty-two month
period in which there was a change of directors in the Michigan United
Fund, and during which there were many additions and changes in the large
general citizens committee, there was a lack of clear-cut definition of
what the study hoped to cover. The result was that the focus and sc0pe
of the study was in a constant state of fluctuation and explanation. The
lack of any available coordination between the various committees and sub-
committees resulted in the writer's having to Spend a great deal of time
in keeping individuals informed of the progress and supplied with carbon
COpies of the raw material.

Because of the breadth and scope of the study there was no other
single study that could be used by way of comparison. .All available and
related studies were examined but none attempted to cover such a wide

geographical area or such a large sample.

’ -r-'--—

 

10
NEED FOR THE STATE-WIDE STUDY

Social welfare agencies, like any good business, have a constant
need for evaluation of an imporvement in the type of services offered to
a community. Especially is this true in the realm of child welfare where
the significant responsibility for adOptive, boarding care, and protec-
tive services for children must necessarily be in a continuous state of
evaluation and change in order that the newest methods and approaches may
be used. .

In a state-wide agency this need for study and evaluation is es-
pecially felt. .An agency such as the Michigan Children's.Aid Society
must not only have constant study within the individual branches, but
there must be clocklike syncronization between the branches, the Central
Office, and the Central Office districts, in order that the total program
may function throughout all of the eighty-three counties of the state.

When the report of the Joint Legislative Committee on Foster Care
was published in 1951,1 it became apparent to all of Michigan that there
was a great lag in the number of foster homes in the state, and adminis-
trators within the Michigan Children's.Aid Society began to express feel-
ings that a thorough and extensive study should be made of that agency in
light of the present needs of the state. Such a study was recommended by

the Community Chests and.Councils of the state, since for some time it

 

 

 

lFoster Care 9_f_ Children in Michigan, 1951, Report of Joint
Legislative Committee. Seven Studies Concerning Foster Care of Children.
State Department of Social Welfare, Lansing, Michigan.

 

 

11
had been impossible for them to obtain a clear-cut picture of the total
function and the administrative procedure of the Michigan Children's Aid

Society.
OBJECTIVES OF THE STATE-WIDE STUDY

The Objectives of the state-wide study were sharpened by discus-
sion with instructors in social work education from.five of the accred-
ited schools of social work and with social work.practitioners and
experts in related fields, as well as by an examination of pertinent
literature and a constant inclusion of the knowledge and the Opinions of
the lay public toward social welfare needs in the state of Michigan.

The plan for the total state-wide study was broad and inclusive
so that subsequent studies could be related readily to the central plan.
Such an approach over the two and one-half year period of the study
facilitated a comprehensive description and examination of all phases of
the Michigan Children's.Aid Society program.

At the same time the total study had to be eXplicit because it
provided the over-all consistency for each part of the state-wide study.
It further had to assure economy both in time and money because of the
lack of staff and budget. Each phase of the study, covering a branch, a
county, a district or an area, had to be flexible and well-defined so
that it could, if necessary, be separated from the total study and still

be a complete study in and of itself.

l2

DEFINITION OF TEENS USED IN THE STUDY

Agency:

Child Placement Agengy. .A child welfare agency organized for the

 

 

purpose of receiving children for placement in family homes for boarding
care or for adOption.

Child welfare Agengy. .An agency that provides any one or any
number of the following services: (1) Adeption; (2) boarding home care;
(3) services to unmarried mothers; (h) institutional care; and (S) pro-
tective services.

Private 23 Voluntary Agency. A social welfare agency that is

 

financially supported by sources other than tax monies; usually these
sources are the Community Chest, gifts, funds and foundations.

Public Service. .Any service administered by a public agency

 

either directly or indirectly.
Public Welfare Agency. ‘A social agency that is financially sup-

ported by tax monies.

Services:

lie-me Finding. The process of selecting suitable boarding homes to
meet the individual needs of children.

Placement. The service of providing for a child a home apart from
his parents. May also be used for the actual process of taking the child
to the boarding or adOptive home.

Protective Service. The investigation of complaints of misuse of

children, usually those living in their own homes.

 

Service t4).Adoptive Parent. Any work involved with the selection
MM—A

 

of parents for the adOptive placement of a child.

Service to Board 1n gParen mt Any service given by the agency to

 

boarding parents. This includes licensing of the home as well as serv—
ices involved with the placement, care, and removal of a boarding child.

Service to Child. Direct work with and/or around a child accepted

 

 

‘4)

O

*‘3

for.boarding care or an adoptive place ment.

Service to Natural Parent. Casework services with the natural

 

 

parent preceding, during, and in some cases following, the time a child

is accepted for boarding or adOptive care by the agency.

(D

81"

(‘0

 

to U m.arried Mother. Any direct or indirect service in-

 

volving the unmarried mother, her child and/or her family, and/or the
alleged father of the child.

m1; ervisionfi WC Mio,e r Home of ie lative. Supervision of the

U)

 

 

 

“q

child by an agency wo ke while he is living in his own home or the home
of a relative rather than in an agency boarding home. Such a child
usually is awaiting placement or has been returned to his own family from

a boarding home.

 

AROptive HOme. A home where the child is placed on a legal perma-

 

nent basis.

Boarding Heme. A home where a child is cared for on a temporary

 

basis and where payment 18 received by the boardingp rents.

'71

oster Home. A term that is used interchangeably to mean either

 

or both adOptive home or boarding home.

 

 

11;

Free Home. A boarding home where room and board is given free

 

either with or‘without a plan to adept the child at a later date.
Wage Home. A boarding home where the child is paid for doing a

certain amount of work.

Staff:

 

Fully-trained Professional Worker. A social worker with a two
year master's degree in social work.

General Secretary 25 Executive Secretary. The executive director
of a social welfare agency emplqyed by the board of trustees as the chief
administrator of the agency and reSponsible to the board for the Opera-
tion of the agency..

Home Finder. ,A social worker whose major duties are the selection

 

of boarding homes.
Placement Worker. .A social worker whose major duties in the agency

are the placement and supervision of children in the boarding program.

Study: Administration. Definitions of administration given on pages 58-59.

 

iAdministrative Study. This is the study used for the dissertation

 

and is one of the eight areas covered as a part of the state-wide study.

State-wide Study. The thirty-two month study conducted by this

 

writer of the total organization of the state-wide Michigan Children's
Aid Society for the Michigan United Fund, the Michigan Welfare League,
and the Michigan Children's.Aid Society under the direction of the Child

Welfare League of.America.

PLPN OF THE STUDY

This thesis is organized according to the following plan: Chapter I
serves as an introduction to administration and child placement. It con-
tains the statement of the problem, the limitations of the study, the need
for the state-wide study, the objectives of the state—wide study, the
definition of terms, and the plan of the dissertation.

Chapter II covers procedures and methods and includes the beginning
of the state-wide study, the committees of the state-wide study, the sanple,
the instruments, principles of administration used as guides, parts one and

two of the pilot study, report of the state-wide study, report of the ad—

91

ministrative study, -nd analysis of data in the administrative study.
Chapter III is a brief description of the hichigan Children's Aid
Society as a setting for the study.
Chapter IV, Part One, is a summarization of the more significant

.0
J.

studies 0 social welfare agencies that were used as guides in this study.

Part Two is a review of the literature as it related to the posi-

C'-

ions of administration in a social welfare agency; namely, to the board

0

f directors, to the executive, and to the casework supervisors. This
‘art of the chapter also contains information on the place of the institu-
tion in child welfare. Part Three is on financing a social welfare agency
and the history of the Michigan United Fund.

Chapter V contains the present administrative organization of the
Michigan Children's Aid Society, branch and state organization, and in-

(‘

eludes information on the articles of incorporation, boards oi trustees,

lo
salary scales, executives, supervisors, the institution Chapin Hall, and
public relations on both the state and local levels.
Chapter VI handles the financial position of the Wichigan Children's
Aid Society and the financial position of child placement agencies in other
states.
Chapter VII is the writer's preposed plan for eXpansion and deve10p-

N . v ° 9 staff needs and budge .

H.
H
24
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a:
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:3

nent of the Michigan Cn

Chapter VIII presents conclusions and recommendations based on the

study.
SUTERRY

Individuals in the field of social work are becoming conscious of
the need for studies in the area of administration. Schools of social work
are primarily training caseworkers and group workers, not administrators.

W'—

administrators obtain such positions only after several years of e“

5-11
(i-

nos
Perience in a casework position. For this reason, the shift to executive
and administrative responsibilities is a difficult one for the individual.
The study on which this dissertation is based is one area of a
state-wide study that covered a period of thirty-two months and which at-
tempted to answer many questions not directly related to administration.
This study is directly concerned with the administrative aspects of
the Pfichigan Children's.Aid Society both on the state level and on the

branChlevel.

CHAPTER II
PROCEDURES AND METHODS

As previously stated, since the administrative aSpects of the
Michigan Children's Aid Society were only one part of a larger study,
and since the method and instruments used to collect the administrative
data was the same as that used to collect and analyze the data for the

total study, the methodology as here discussed is that of the total

state-wide study.

Th3 Beginning 2f the State-wide Study:

Early in 195h this writer, who at that time was supervisor of the
Ingham.County Branch of the Michigan Children's.Aid Society, began a
study based on one that was made in 1922 for the United States Children's
Bureau1 and which compared the Michigan Children's Aid Society with nine
Other agencies caring for dependent children.

It seemed in June of 195h that an Opportune moment had arrived for
a much wider study when the Michigan United Fund approached this writer
and requested that the original study become part of a study of the
Michigan Children's Aid Society needed by the United Fund. This writer
became the director and surveyor of the larger study.

The Michigan Children's Aid.Society had just lost one of its most

\

I?) 1Katharine P. Hewins and L. Josephine Webster and Mary L. Evans,
tfiiggvorngi-Child-PlaCin Agencies, Washington.Government Printing Office,
lng on,

 

18

substantial sources of income, the Children's Fund of Michigan, which was
organized in 1929 by Senator James Couzens, and which had offered finan-
cial help to the Michigan Children's.Aid Society for twenty-five years.
Faced with this loss the Michigan Children's Aid Society applied in May
of l9Sh to the Michigan United Fund. The Admittance and Budget Committee
of that organization recommended that the "Michigan Childrenls Aid
Society be given a careful survey and evaluation of its program through

Iflfiper and adequate sources,n1

Committees 2f the State-wide Study:

After the surveyor had been selected, the Michigan United Fund, in
consultation with the Michigan Welfare League, the Michigan Children's
Aid.Society, and the Michigan Department of Social Welfare, selected a
large general citizens committee representative of the state of Michigan
QBOgraphically as well as representative of Special interest groups. This
General committee had three sub-committees: a technical committee, a
finance committee, and a quota committee. Another committee was made up
entirely of Michigan Children's.Aid Society board members, both branch
and state boards. Consultation on the study was given by specialists in
the field of child welfare and by a representative from the Child Welfare

League of America.2

\
F 1Minutes of the.Admission and Budget Committee, Michigan United
tuna, Lansing, Michigan, May, l9Sh.

St. 2The names of the committee members and the consultants for the
Udy are given in Appendix A.

19

The general committee with the help of M . Earl Beatt, Director of
Surveys for the Child Welfare League of America, focused the study in
three phases:

1. The Michigan Children's Aid.Society program and how it
compares with other children's agencies in the field.

2. The financial aspect.

3. The community organization aSpect of the study as it relates
to other services in the state of Michigan.

The technical committee with the help of the consultants and Mr.

Beatt outlined the eight areas the study would cover which are given on

page 7-

Sample 2f the State-wide Study:

 

The sample of the total state-wide study of the Michigan Children's
Aid Society, which covered a period of thirty-two months, is here defined
as the persons interviewed and/or contacted by letter for information in
the process of the study. They included within the agency many personal
interviews with the executive director, the director of children's serv-
ices, the assistant director of children's services, and the director of
PUblic relations in the Central Office in Detroit; with the ten branch
ex€Cutives and the two branch supervisors; with the two housemothers, the
000k, and the maintenance man at Chapin Hall; with the 3b caseworkers and
the 27 clerical workers in the various branches and the Central Office.
'Phe total staff of 83 individuals were interviewed in.person. Thirty-one

nmfidbers of the hO-member state board of trustees were interviewed in

 

20
person; the others were contacted by letter and asked to answer a ques-
tionnaire. There was a one hundred percent return on the letters. Of
the one hundred and sixty-seven branch board members, one hundred and
fifty—seven were interviewed in person. Twenty-nine girls received care
at the institution Chapin Hall in 1955; sixteen of these girls were in-
terviewed in person during the two weeks this writer stayed in the insti-
tution. There were 1,399 personal interviews with community contacts
which included both social agencies and interested citizens.

Besides the personal interviews, 3,616 letters and questionnaires
were mailed out during the process of the two and one-half year study.
There was a forty-six percent (h6%) return on all letters.

Letters and questionnaires were mailed to 732 adOptive parents1 who
represented five years of adOptive placements of the agency. There were
hl2 answered questionnaires returned. Questionnaires and letters were
sent to 597 boarding parents who were or had been boarding for the agency.2

Replies were received from h69.

.§222$§ g; the.Administrative Study:
The sample of the administrative study included those individuals

who were in.positions of administration within the Michigan Children's Aid

lln order that the confidentiality of client relationship to the
agenfly should be maintained, all letters to adoptive parents were sent
fromthe Central Office in Detroit by RE. Robert Barstow, the Executive
irector of the agency. .A c0py of the questionnaire returned by adoptive
parents may be found in Appendix B.

11 2A c0py of the letter and the questionnaire may be found in
ppendix B.

2l
Society--the executives, the supervisors and the board members. The sam-
ple also included those individuals who were in a position of evaluating
the administrative aspects of the agency--clients, staff members, other

agencies, professional groups and interested citizens.

Instruments 2f the State-wide Study:

 

The instruments of the state-wide study consisted of questionnaires
to be used in personal interviews with the following individuals:1
Board members, both state and local boards of the agency--Schedule II
Executives of the Michigan Children's Aid Society-~Schedule I
Supervisors of the agency-~Schedule VI
Caseworkers--Schedule V
Institutional staff--Schedule VIII
Clerical workers and maintenance--Schedule XIII
Community agencies and interested citizens (probate courts, etc.)--
Schedule XV and Schedule XVI
Clients
Adeptive parents--Schedule X

Boarding parents--Schedule IX

Girls in the institution Chapin Hall--Schedule XII

lCOpies of these various instruments may be found in.Appendix B.

 

22

Schedules to be filled out by the surveyor during the course of
the study were prepared to cover:1

Financial report for the year l955--Schedule VII

Case records--Schedule XVII

Children in foster care--Schedule XIV

Institutional building--Schedule xl

Office facilities, office equipment and cars--Schedule I

Constitution and by-laws--Schedule I

Historical information-~Schedule I

Caseloads, working conditions, salary range, personnel practices--

Schedule I

Public relations--Schedule I

Each staff member of the Michigan Children's.Aid Society was sup-
plied with a personal questionnaire, Schedule IV, and each executive was
asked to answer a questionnaire on all staff members, Schedule III.

These many questionnaires were prepared by the writer after per-
sonal interviews with the Michigan Children's.Aid Society board members
and staff; with the Michigan United.Fund staff and executive committee of
the board; with Miss Ruth Bowen, Mr. Manfred Lilliefors and Mr. Barrett
[yons of the State Department of Social Welfare; with Mr. Richard Hicks
and Mr. Peretz Katz of the Community Chest and Council of Lansing; with
Nb. Dwight.Adams of the Pontiac Community Chest; and with Judge Raymond

Starr of<3rand Rapids as to the kinds of things they hOped the study would

cover.

_—

llbici.

 

 

 

23

Before the questionnaires were prepared studies that had been made
in Pittsburgh, New York State, New England, Chicago, Florida, St. Louis,
and Boston were examined, together with local studies of community chest
agencies in Pontiac, Jackson, Lansing, Flint, and Detroit.

Literature and information from the Child Welfare League of
America concerning measures of foster care, institutions and staff were
examined and questions were based on this material. Standards of admin-
istration and the role of the board were taken from books by such author-
ities as: J. C. Baker, Chester Barnard, Louis Blumenthal, Narvin Bower,
Melvin Copeland, Robert Dunbin, Mary Parker Fallett, David French,

Luther Gulick, Monrad Hayes, Ray Johns, Clarence King, Albert Lepawsky,
William Newman, John Pfiffner, Gren Pierrel, Carl Rogers, Mary Routzahn,
Elwood Street, Ordway Tead, Harleigh Trecker, and Clyde White. Princi-
ples of administration were obtained in classes from and discussions with
Dr. Thomas Hamilton, Vice-President of Michigan State University, and

Dr. Floyd.Reeves, Consultant to President John Hannah of Michigan State
University. '

The questionnaires used for information on the institution Chapin
Hall, for obtaining information from records, from workers as to infor-
nation about the child in the foster home, and the personal question—
naires about staff were patterned after those used by the Child Welfare
League oftAmerica in their studies of child.placement agencies and
institutions.

As soon as the different questionnaires and schedules were pre-

pared, they were examined by Mr. Dexter Perry of the Michigan Children's

 

2t
Aid Society state board of trustees, and by Mr. Robert Barstow, General

Secretary of the Michigan Children's.Aid Society, to evaluate their prac-
ticability as far as the agency was concerned. They were then evaluated
by the director of the Michigan United Fund and by the technical committee

of the study, the consultants and the Child Welfare League of America

representative.

Instruments of the.Administrative Study:

 

Only part of the instruments used in the state-wide study were
directly concerned with the administrative aSpects and as such were the
tools for obtaining the information discussed in this dissertation. They
included the questionnaires used in personal interviews with board mem-
bers, executives, supervisors, the institutional staff, and community
agencies and interested citizens, as well as the schedules filled out by
the surveyor to cover the constitution and by-laws, historical informa-

tion, caseloads, working conditions, salary ranges, personnel practices

and.public relations.

Ihdnciples'2f.Administration Used as Guide:

 

General principles of administration that were kept in mind by the
writer throughout the state—wide study and which were used as a basis for
evaluations were:

(1) The effectiveness of administration tends to be related di-
rectLy to the extent to which the power to delegate duties and the
autmnflty'to perform them or get them performed by others resides in the

indhfidual or agendy responsible for securing the performance of such du-

ties.

25

(2) The effectiveness of administration tends to be related di-
rectly to the definiteness with which duties and administrative authority
are delegated, and the degree to which those to whom such delegation has
been made understand its nature and extent.

(3) The degree to which the recommendations of the board of
trustees are accepted tends to be related directly to:

(a) The size of the board.
(b) The diversity of interests represented by board members.
(c) The ability and prestige of board members.

(h) The soundness of the policies develOped by boards of trustees
tends to be related directly to the ability of board members, the exten-
siveness of the factual information available for board consideration,
and the extent to which board policies are based upon both factual infor-
mation and the judgments of persons who possess the greatest knowledge of
the matters under consideration.

(5) The effectiveness of administration tends to be related di-
rectly to the extent to which both line and staff functions are clearly
ckdined and their designation as line or staff is clearly understood by
all members of the organization concerned.

(a) The optimum.spans of control of administrators tend to be
related inversely to:

(a) The size of the organization which they administer.
(b) The complexity of the functions their organization.

performs.

 

 

 

26
(c) The need for, and difficulty of, securing external
coordination.
(d) The level of the positions of the administrators in
the hierarchies of their organizations.
(7) The effectiveness of personnel management tends to be related
directly to the degree to which employees are satisfied with the condi-

tions under which they work.

 

The prime purpose of part one of the pilot study was to test inter-
viewing techniques and the probability of returns on mailed questionnaires.
This first phase of the state-wide study was a survey of need in.Macomb
and St. Clair Counties and these became separate studies that are related
to the administrative study only in terms of the recommendations and in
terms of the technique used in the process.

Nacomb and St. Clair Counties were selected for this phase of the
study as the result of requests to the Michigan Children's Aid.Society to
establish a branch in the Macomb area. The study was to achieve two
purposes: (1) To determine the need for such a branch; and (2) to enable
the writer to test interview methods and the validity of questionnaires
and to obtain general information about social needs that would apply to
other areas of the state with similar problems.

There was a great deal of interest in Macomb and St. Clair Counties
andtremendous c00peration. Forty-six.individuals were interviewed in

St.CHair County, and one hundred and ninety in Macomb County. For the

27
most part these were individuals whose work brought them close to the
social needs of the community. They were judges, directors and workers
in public and.private social welfare agencies, school peOple (visiting
teachers, superintendents, principals, and classroom teachers), police
(city and state), sheriff's department, newSpaper editors, secretary of
the Chamber of Commerce, ministers, members of the Board of Supervisors,
and health peOple (superintendent of hospital, doctors, director of the
County Health Department and visiting nurses).

Each person who was interviewed in turn suggested others who knew
the social needs of the community, such as labor, farm groups, women's
groups, etc.

Because of limited time it was not possible to contact all of the
individuals suggested. One hundred and fifty letters were sent to resi-
dents of St. Clair County and four hundred to residents of Macomb County
asking their cooperation in taking part in the survey.1 Half of these
letters were sent to individuals whose names were chosen at random from
telephone directories. There was a thirty-eight percent return on the
letters. The same interpretation and the same questionnaire were used
in the letter as in the personal interview.

The findings of the study were such that not only was a branch of
the Michigan Children's.Aid Society recommended for Macomb County, but
also a Family Service.Agency. .An increase in the number of Michigan

Children's.Aid Society caseworkers was recommended for St. Clair County.

1A cepy of the letter, the questionnaires and the information
about the Michigan Children's.Aid Society which were sent to these resi-
dents may be found in Appendix C.

 

28
The reports on the Macomb and St. Clair studies were made to the
general citizens committee in March of 1955,1 and permission was received
to conduct the second part of the pilot study in Jackson County to test

all of the interviewing instruments which had been prepared for the larger

study.

The Second Phase 2f the Pilot Study:

 

 

The second.phase of the state-wide study was conducted in Jackson
County in order to test the final validity of the instruments. It covered
a three-week period and involved an evaluation of the local branch of the
ifichigan Children's Aid Society, the staff, the board, the relationship
of the agency to the community, and the knowledge of the community con-
cerning the agency.

The following procedure was used in Jackson and, when found suc-
cessful there, was used in each of the other nine branches and in the
Central Office.

A staff meeting was held shortly after the writer arrived in the
agency. This meeting included all staff members and the executive, and
was used to discuss the purpose of the study; the method of the study;
and the material needed from the various staff members. It gave the
staff members an Opportunity to raise questions and to eXpress feelings

about the study.

1A completed cepy of this report may be found in Appendix C. The
00mplete reports of the Nacomb County study and the St. Clair County study
are on file with the Michigan United Fund and the Michigan welfare League
in Lansing and the Michigan Children's Aid Society in Detroit.

 

29

A.personal interview was held with the executive using Schedule I
which contained 153 questions covering services of the agency, adminis-
trative duties, staff, board, finances, and community relationships.

The executive and/or supervisor was asked to fill out a question-
naire on each staff member giving a short description of the emplqyee's
personality and work ability. Numerous other interviews were held with
the executive throughout the process of the study in order to clarify
information.

Personal interviews were held with each staff member using Schedules
III and IV. .An attempt was made not only to obtain the answers to the
questions on the questionnaires but to also understand the workers' feel-
ings and attitudes toward supervision, clients and the agency in general.
The fifty-two questions asked each caseworker, using Schedule V, covered
every phase of the services of the agency and told exactly how the worker
handled her job.

The writer attended a regular or a special meeting of the board
of trustees in order to discuss the purpose of the study, the method of
the study and the help needed from board members. ‘Arrangements were made
for individual interviews with board members and for group interviews.
Board members were interviewed in person if it was not possible for them
to attend a group meeting. Usually the writer went to the board member's
home or to his place of business; a few board members were willing to

Come to the agency office in order to be interviewed. Those who could

1A c0py of this schedule and all others may be found in.Appendix B.

 

 

J

K»)

attend a group meeting wrote their answers to the same questions that were
asked in the personal interviews. These questions from Schedule II in-
cluded personal information about the board member, knowledge of board
_inction, knowledge of the a dency organization and service, and knowledge

0

of staff qualifications and working conditions, and awareness of volume

.1.

and quality of work handled by the agency. Besides the personal inter-
views each boald member, both s*ate and branch, was sent a letter as king
them for an evaluation of the agency.

Personal interviews were held with community agencies and inter-
ested citizens in which Schedule XV was used and covered questions about
the function of the Michigan Chi lren n's Aid Society, amount of contact
with the agency, services offered by the Ti chigan Children's .Aid Society,
and how those services could be improved. The community agencies con-
tacted in Jackson and subsequently in every county that had these agencies
were: State welfare children's consultant, childr en's worker, pm obate
judge, community chest, council of social agencies, county agent, county
bureau of social aid, Florence Crittenton Home, family service, day
nursery, child guidance clinics, vis Ht lng teachers, Michigan Child ren's
Institute personnel, maternity hospital, and Salvation Arnr. Interested
citizens included doctors, lawyers, school teachers, police, businessmen,
nmmbers of the clergy, union representatives, hospital administration,
and others whose work brought them.in contact with the social welfare
needs of children in their community.

Be sides the personal interviews, letters were sent to every probate

JUdSB, every state welfare district consultant, every child welfare worker,

 

 

31
every child guidance clinic, every family service agency and every Mich-
igan Children's Institute worker asking if they would evaluate the great-
est needs for children in their areas of the state.1

Within the Jackson Branch this writer read the board minutes from
the beginning of the agency to the present, read the agency history, the
personnel policy, and went over five years of the agency budget and fi-
nancial report and audit. The quality of casework and the quality of
recording was studied by reading forty case records. One-half of these
records were selected by the individual workers as illustrative of the
work done; the other half were selected at random by this surveyor (every

twenty-fifth case in the current file).

‘The Eeport.2§ the State-wide Study:

 

The purpose of the report of the study,2 which was submitted to
the Michigan United.Fund Study Committee on November 8, 1956, and which
was approved by the general committee on November 19, 1956, and reviewed
by the.Admission and Budget Committee of the United.Fund on December 1h,
1956, was to tell what is actually being done in the field of child
placement by the Michigan Children's Aid Society; describe the organiza-
tion structure of the agency; outline what kind of a staff it has; how
the agency is financed; and what its relationships are to others in the

field of child welfare.

 

LA COpy of this letter is found in.Appendix B.

2A c0py of the complete report made to the Michigan United.Fund
Study Committee may be found in Appendix D.

 

32

In order to do this, every county in the state of Michigan was
visited by the writer; material was gathered by interviews with other
agencies, with courts, with hospitals, with professional groups, with
labor groups, with farm groups, and with interested citizens. Further
information was obtained by interviews with every staff member of the
Michigan Children's.Aid Society, branch and Central Office, by interviews
with board members, by attending board meetings, Special and regular, by
letters, and by reading board minutes. Each branch office was visited;
staff meetings were attended; clients were interviewed. Agency records
were examined, both financial and historical; follow-up letters were sent
to adOptive couples; boarding homes and adoptive homes were visited. The
surveyor Spent two weeks in the institution Chapin Hall and interviewed
each girl. The personal interviews, letters and questionnaires were
supplemented by the reading of five hundred and seventy-six case records
in the ten branches and the Central Office.

The study was further enlarged by having the state department child
welfare consultants, the children's workers, the probate courts, the child
guidance clinics, the policewomen, the public school administrators, and
various religious leaders evaluate what they saw as the greatest needs for
children in their particular areas of the state. It was on the basis of
this information that the findings and recommendations for the improvement
and expansion of the Michigan Children's Aid Socieby were made.

In order to broaden the sc0pe of the general study, other states
Ewm.Canadian Provinces that had similar child placement programs were

eemdned. There were sixteen such.programs with a central office and

 

33

branches giving some kind of child welfare service. Three of these were
included in the study of 1922. Information was obtained on the sixteen
agencies by this writer through letters from the executives, through in-
terviews with the executives and supervisors, and, whenever possible, from

visits to the other states.

Report 22 the Administrative Study:

 

The purpose of this dissertation which is the report on the admin-
istrative study is to analyze the administrative processes of the Michigan
Children's.Aid Socieby and to describe the relationship of the executive,
the supervisor and the board of trustees to these processes.

This thesis is written in response to the sense of urgent need
among the executives of private child welfare agencies for a study that
will define more concisely and more fully the responsibilities and rela-
tionships of those involved in the administrative process.

Four functions which are part of any total administrative process
are planning, organizing, directing, and evaluating.

The primary purpose of planning is to interpret the general objec-
tives of the agency into Specific activities and experiences for all clients
who are served by the organization. Planning determines priorities, surveys
resources available, and indicates the amount of money needed.

The primary purpose of organizing is to create and maintain a struc-
ture. In the case of an agency like the Michigan Children's Aid Society
the various branches, boards, and staffs must relate to each other so that
functions are clarified and there is coordination and unity of effort

fflubughout the total organization.

 

 

3’4

Organizing is the responsibility of all those involved in the ad-
ministrative process-~the board of trustees, the executive and the staff.
The executive is the organizing agent whose responsibilities include
selection of staff, assignment of duties, and delegation of authority
commensurated with reSponsibilities assigned.

The executive in the position of director must give continuing
attention to the organization itself, seeing that policies are adequate
and that staff personnel have the ability and interest sufficient to
maintain and strengthen the organization's usefulness.

The directing function is one of supervision--guiding the agency
in its efforts to achieve its agreed-upon aims, objectives and goals. The
directing function depends upon motivation, participation, communication,
interpretation and integration. Directing at its best creates enthusiasm
and inspires essential effort, defines relationships among the peeple in-
volved and shares ideas. Directing produces a team spirit.

Planning, organizing, directing and evaluating represents the
continuous cycle of administration whether for the executive, the staff,
or the board of trustees.

Evaluating leads to new planning, new organizing and new directing.
Evaluating seeks to answer the question "how well is the agency carrying
out its function?" Evaluating seeks to discover the value of the agency
as seen in face of present day needs. Evaluating is the day-to-day
examination of the job and the needs of the community. It is an appraisal

of the quality of practice in all aSpects of the administrative process.

35
To depict the above four functions, planning, organizing, direct-
ing and evaluating, as they relate to one social welfare agency, the

Michigan Children's Aid.Society, is the prime purpose of this thesis.

Analysis 2f Data 33 the.Administrative Study:
The administrative data in this study is analyzed in percentages
and is reported in a descriptive narrative rather than being subjected to

statistical analysis.

Summary

Various interview instruments in the form of questionnaires and
schedules were developed under the direction of Specialists in the field
of research and the director of surveys of the Child Welfare League of
America to be used in personal interviews with Michigan Children’s Aid
Society personnel and with others who knew the program of this agency.

To insure that the agency program be given a careful evaluation
each county of the state of Michigan was studied separately as to need
for child welfare services and as to the amount and degree of services

received from the Michigan Children's.Aid Society.

CHAPTER III
THE.AGENCY

The Michigan Children's Aid Society is a state-wide private, non-
sectarian child welfare agency organized to give services to children
from birth through seventeen years of age. This service to children
covers a five-fold program:

(1) Adoptions.

(2) Services to unmarried mothers.

(3) ,Boarding care for children.

(h) Institutional care for adolescent girls.

(5) Protective services for children in certain areas of the

state.

History:
The Michigan Childrean Aid Society had its earliest beginnings in

the state of Illinois in an organization known as the.American Educational
Aid.Association. The Socieby in Michigan was organized as the Michigan
Children’s Home Society in 1891 in St. Joseph. For the first twenty years
the work was largely confined to the placement of children in adoptive
homes, but gradually the Society enlarged its activities to include what
was known as "aid work" or services to children not permanently separated
from their families, and branches were established throughout the state.
This change of emphasis was reflected in the action of the trustees when

the name of the Society was changed in 1921 to the Michigan Children's

37
Aid Society. In 1922 the Central Office was transferred from St. Joseph

to Lansing, and in 1926 to Detroit.1

Administration:

 

Children in every county of Michigan are served by the Michigan
Children's Aid Society.2 Although the Society is not wholly a centrally-
controlled, single agency like similar agencies in other states, it has
a state board of trustees, a central state office and a state executive
director. Instead of being wholly centrally-controlled, four different
patterns of administration and sources of financial support exist:

(1) In Ann Arbor, Battle Creek, Flint, Jackson, Kalamazoo, Lansing
and Pontiac county-wide agencies known as "branches" derive their total
administrative funds from the local Community Chests and are administered
by local boards of directors.

(2) A "branch" at Marquette, which serves the complete Upper
Peninsula, has its own board and receives income from local Chests and
Boards of Supervisors, but also receives about ten percent of its finan-
cial support from the Michigan United Fund through the Central Office.

(3) "Branches" at St. Joseph (serving five counties) and Traverse
City (serving seventeen counties) have boards of directors but receive

total support and direct supervision from the Central Office in Detroit.

 

1A more complete history is found in Appendix E.

2The map on the following page shows the location of these various
areas. ,

i\\\\\\\\

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\‘

 

 

 

 

FMIiEWMdD-

 

Offices
Independent Branches

Central Office Branches

S ntr 1 Office
atr ct 1

832€§féc°§““

1 Office
:13

822::
S:=::ré:°$‘*°°

Bl:§::é.°§‘*°'

Central Office

My?

l

WATION 0F BRANCHES AND
CENTRAL OFFICE DISTRICTS

OF THE
MICHIGAN CHILDREN'S AID SOCIETY
1955

 

 

 

 

 

 

 

 

 

 

 

I
I
I
I
i

 

 

 

 

 

 

 

 

 

 

 

2w

 

 

he

/

 

 

Kalmo I: Creek “1066" ”8” 3.1.4“...
0:: . .‘ 0
5’ u uovn JAG u .

......
I..':un
.....

 

 

 

 

 

‘ 39
(h) Thirty-nine counties of the state are served directly by staff
employed and supervised by the Central Office. These counties are divided
into five Central Office districts or territories. Central Office staff
also covers the work done by the Michigan Children's Aid Society in Wayne

County.

Financial Sources:

 

In areas of the state that are served by branches the agency re-
ceives its funds for the most part from three sources:
(1) An annual allocation from the local Community Chest.
(2) Reimbursement for the expense incurred in providing care for
children.
(3) Gifts from individuals.
The Central Office areas receive funds from the following:
(1) Michigan United Fund.
(2) Community Chests in those areas where the United Fund is
not active.
(3) Funds and foundations.
(h) Membership.
(5) Direct appeal.
(a) Christmas letters.
(b) Direct solicitation in those areas not covered by the
United Fund.
(6) Interest.

(7) Reimbursement for care of children.

ho
‘Ihe Program:

Boarding Care for Children. Under the boarding care program of the

 

Michigan Children's Aid Society are boys and girls who range in ages from
infancy to seventeen years. They may be the babies of unmarried mothers,
children from broken homes, or youngsters awaiting adOption. Regardless
of the reason they are under care, these children have come to the agency
through one of two ways: (1) Voluntary application of the natural parent,
parents or guardian; or (2) Through request or commitment by the court.

The needs of these children are met through the following services
offered by the agency:

(1) Services 22 the Natural Parent

 

(A) Before the child comes under care:
1. Help in understanding:

a. Policies of the agency.

b. What is involved in boarding care.

c. Own feelings around.p1acement of child
and what this means to the child.

d. What alternatives there are in the come
munity in case parent and worker feel
the agency is not the answer.

e. Help in reaching own decision as to how
the child's best interests may be met.

(B) At the time of admission:
1. Information around family situation.
2. Information about child's developmental history

and relationship to parent.

(C)

Lu

While child is under care:

1.

Continuing the casework with parent's own prob-

lems as related to the child.

a. Help in using community services.

b. Encouragement of visits between the parent
and child except where detrimental or
where permanent separation is planned.

c. Evaluation with parent of the plans to

take the child out of care.

(D) Discharge and after care:

1.

Follow-up and supervision of home through

direct services or through referral.

(2) Services E2 the Boarding Parent

 

(A) Selection of boarding parents:

(13)

1.

2.

Careful screening of applicants in order to
better meet the needs of children.
Interpretation of agency policy.

Study of each family member including medical
reports.

InSpection of the home.

Contacts with references.

Recommendation that the home be licensed by

the Social Welfare Department.

Placement of child:

1.

Regular supervisory visits in order to help

(3)

(C)

(D)

(E)

(A)
(B)

(C)

(D)
(B)

(F)

12
the boarding parent understand the child and
the child's family.

2. Close c00peration with other agencies such as
schools, clinics, etc.

Removal of child:

1. Discussion of plan as far in advance as possible.
a. Reason for removal.

Renewal of license:

1. Interpretation that the home must be re-
evaluated once each year.

Closing of a home:

1. Reason why.

2. Referral to other agency if need is indicated.

 

Services 32 the Child

Finding a boarding home suited to his needs.

Helping him to understand and to accept the need

for placement.

Clarifying for him his relationship to his own
family and to his boarding parents.

Seeing that his physical needs are met.

Helping him to have a better school or social adjust-
ment.

Providing him an Opportunity to have some relation-

ship with his own family if this is possible.

h3

(G) Finding a new home for him in the event this be-
comes necessary.

(H) Helping him understand the reasons for continuing
placement.

(I) Helping to prepare him to leave foster care.

Service to Unmarried Mothers. Casework with unmarried mothers has

 

a two-fold objective: (1) Making plans for the baby, consistent with his

right to a happy, normal growth and family experience; and (2) helping

the unmarried mother in various ways which enable her to mature emotion-

ally and to make a decision to keep, place, or surrender her baby for

adOption in accordance with her own potential capacity.

The agency meets the above two objectives with the following case-

work services:

(1)

(5)

Counseling in the area of the girl's personal problems
and her family relationships in an effort to help her
face the reality of her situation.

Planning for medical care which includes pre-natal,
confinement and post-natal.

Financial planning for the girl's care as well as the
baby‘s.

Planning for the child on a long-time basis whether or
not the girl is placing the child for adoption.
Helping the girl with her feeling toward the alleged
father as well as working directly with the man if

possible.

bk

(6) Providing legal aid or legal interpretation to help the

girl understand her rights.

(7) Offering a temporary boarding care service for the baby

if the girl needs time in reaching her decision.

(8) Securing from the girl and, if possible, from the al-

leged father background information if adOption is

indicated:

(A) Physical descriptions.

(B) Health histories, physical and mental.

(C) Educational background; work history; financial
status.

(D) Talents and hobbies.

(E) Religion.

(F) Complete family histories on both sides including

physical descriptions, health, education, occupa-

tions, religion, etc.

(9) Offering a follow-up service or referral to other agen-

cies for all unmarried mothers regardless of decision

around baby.

Adgptive Services. The primary purpose of an adOptive program is

to place each child who is available for adOption in the permanent home

which seems best suited to meet his needs. In doing this the Michigan

Children's.Aid Society offers a state-wide approach. The thinking in

back of this plan is that it allows for greater choice of placement,

minimizes the danger of disclosing the identity of the child, and gives

AS

the Opportunity for more objectivity in the planning.

In this state-wide plan the branches and field representatives

carry on the casework with natural parents which may lead to a release

of the child to the agency, and branches and field representatives make

adOptive home studies.

Records of both of these areas of work are sent

to the Central Office in Detroit where the first step of the matching

process takes place.

The record or records of a prospective home,or

homes, is sent to the branch or field representative who knows the nat-

ural parents, and the material regarding the baby is sent to the branch

or field worker who knows the prospective adOptive home, or homes. If

all parties agree on the choice of the home, then the agency proceeds

with the offering of the child to the chosen adOptive parents.

Services £3.AdoEtive Parents:

(A)
(B)
(C)
(D)
(E)
(F)

Screening of applicants.

Medical examination and/or proof of sterility.

Acceptance of application.

Study of adoptive applicants.

Study of the home.

References.

1. Personal interviews with references concerning
family.

Legal procedures.

1. Verification of marriage; divorce.

2. Interpretation of legal aSpects of adOption.

(H) Recommendation and approval of home.
1. This is a joint process of the branch and field
representative and the Central Office.
(I) Presentation of the history of the child.
1. Both parents must be present.
(J) Preparation of adOptive parents for the showing
of the child.
(K) Showing of the child.
1. Adoptive parents travel to the branch or
Central Office area that has the baby.
(L) Filing the petition with the court.
(M) Placement of the adoptive child.
1. Adoptive parents go after the baby themselves.
(M) Supervision.
1. At least four home visits must be made during
the year before the adeption becomes final.

Institutional Care. The Michigan Children's Aid Society maintains

 

an institution, Chapin Hall, for adolescent girls in St. Joseph. The
purpose of Chapin Hall is to provide a flexible, active program and case-
work services for not more than eighteen girls who have bad behavior prob-
lems or environmental problems in their own communities. The object is
not long-term care, so between 25 and 30 girls are served from all parts
of the state each year.

Protective Services. Protective service is in nature the accepting

 

of so-called neglect cases, ‘ The filing of neglect petitions may be done

h?
at the agency's discretion. Filing of petitions is to be done as a last
resort after all attempts to use casework methods with families have
failed to bring improvement in the lives of children. Protective serv-
ices are occasionally provided for children in their own homes. This
issue arises mainly in unorganized areas where there are no other agencies
to meet the needs.

The branches of the Michigan Children's Aid Society consider pro-
tective services to include the supervision of children in their own
homes or in the homes of relatives. Usually these children have been
under the agency's boarding care program or are waiting to be placed in
a home. The Central Office uses the general classification "family
investigations" to cover the investigation of children reported to be
improperly cared for when such a referral comes from a school, court or
individual.

Classification.2£ Cases Accepted by the Michigan Children's Aid

 

 

 

Society.

(1) From.Courts: Children of various classifications are

 

accepted from Probate Courts, Circuit Courts, and other
agencies. Cost of board, etc. is generally paid by the
Court for court wards, and such boarding care may go on
for a long period of time.

(2) Divorced Parents: Children of divorced parents are ac-
cepted if they have a particular need for supervised

foster home care.

(3)

(LL)

(5)

(6)

(7)

(8)

£18

Bmplqyed Parents: Children of employed parents are

 

occasionally accepted if there is a cause, other than
employment, which would indicate a child's need for
boarding home care.

Unmarried Parents: Unmarried mothers and their children
are given service including casework with both unmarried
parents before and after confinement; assistance to the
unmarried, pregnant girl in entering a maternity home

if that is her choice; and either boarding or adoptive
plans, or both, for the baby.

Handicapped Children: The Society occasionally, in cities

 

where generous medical facilities are present, such as in
Ann Arbor, Traverse City and Marquette, accepts children
who are handicapped, such as crippled children, diabetics,
those with heart conditions, etc.

Emotionallyedisturbed Children: Occasionally, emotionally-

 

disturbed children are accepted in cities where excellent
psychiatric guidance facilities are available. Kalamazoo
is an illustration.

Adoptive Service: With respect to adOptive placement,

 

the Society has an extensive program in this field, and
a special section of the manual is devoted to adoptive
policies.

Mentally-retarded Children: Feeble-minded children are

 

not generally considered the reSponsibility of private

 

 

19
children's agencies on a long-time basis, but the Society
may board children in this category until they may be
accepted by the state institutions if a suitable boarding
home is available.

(9) “Emergency Care: It is generally agreed that emergency
care children are the reSponsibility of each local com-
munity and that some public facilities should be estab-
lished for this purpose, but the Michigan Children's.Aid
Society does accept them at present.

(10) Illness 2f Parents: Children may be accepted for board-

ing care if parents are physically or mentally ill.

Summary:
The agency which provided the setting for this study is a private

non-sectarian state-wide agency that provides a program in five areas of
child welfare: adoption, boarding care, services to unmarried mothers,
institutional care for adolescent girls, and protective services in cer-
tain areas of the state.

At the time of this study the agency was sixty—five years old and
had ten branches with varying degrees of autonomy. The rest of the state
not served directly by branches was provided with services by the Central
Office in Detroit.

Being a private agency, the Michigan Children's Aid Society is
financed by allocations from Community Chests and funds, by reimbursement

for care of children, and by gifts from individuals.

 

 

CHAPTER IV

REVIEW OF RESEARCH AND LITERATURE

PART ONE. REVIEW OF RESEARCH IN CHILD WELFARE

 

Barby Studies:

There have been in recent years a number of studies of child wel-
fare agencies and of certain phases of the child welfare program such as
adoption services. Many of these studies were reviewed as a part of the
state-wide Michigan Children's Aid Society study. The studies that had
the greatest direct influence upon the administrative study are de-
scribed on the following pages.

The study which had the most direct influence on the present study
was one made by the United States Department of Labor, Children's Bureau,1
in 1922 and 1923 of ten child placement agencies of which the Michigan
Children‘s Aid Society was one. The purpose of this early study was "to
set forth what was actually being done in the field of child placement
in the New England, MidsAtlantic, Southern, and Middle Western states."
Two Michigan agencies were included-~the Michigan Children's Aid Society
and the St. Vincent dePaul Agency of Detroit.

At the time of this study fifty private institutions and agencies
were licensed by the State of Michigan. The study stated that the Mich-

igan Children's Aid Society aimed to supplement and not to duplicate the

 

lHewins, Webster, and Evans, EE' cit.

 

 

 

51
work undertaken by the State Welfare Commission and other agencies. The
Michigan Children's Aid Society was not only placing children in free
and adOptive homes but was also doing rapidly increasing work with chil-
dren whose homes were broken more or less temporarily. The agency ef-
forts centered around rehabilitation for the family at the same time the
children were being supervised in boarding homes.

One of the conclusions of this study was that sufficient money
and effort should be Spent in investigating and deve10ping foster homes
in order that children may be Spared the physical and mental strain of

placement replacement.

‘Ihg Pittsburgh Study:

 

The Pittsburgh study made in l93h-36 was focused on the work of
social welfare agencies but its orientation was to community needs. This

1 and was

was a study of Pittsburgh and Alleghany County in Pennsylvania
made under the auspices of a large citizens' committee with funds made
available by the Buhl Foundation of Pittsburgh in the interest of adOpt-
ing services and agencies to existing and future needs.

This study deveIOped the use of a large citizens' committee, con-
sultants in the field and the use of trained social workers as staff to

conduct the study. The Pittsburgh study was instrumental in aiding the

present study in method and technique of approach. The sc0pe and

 

lPhilip Klein, 9: Social Study 23?. Pittsburgh; Community Problems
and Social Services 2: Alleghany County,'C61umbia University Press, New
Wk, 1938.

 

 

 

 

 

 

 

52
perspective of the two studies were similar. lfiu Fanfred Lilliefors
served on the planning committees for both.

It was also found from examining the Pittsburgh study that the
children's aid society in that study was faced with many of the same
problems as those presently facing the Michigan Children's Aid Society,
namely, limited staff and funds. The Pittsburgh study stated that "It
is much more important for a voluntary agency to provide leadership and
to establish standards than to attempt to carry the total volume of

services as its Operative task."

The Rockland County Study:

 

Another study that was county-wide in its scope was one made of
the child welfare services in Rockland County, New York.1 This study
was planned to focus attention on the problems brought to the organized
social welfare agencies of the community and the help that was given
them; the use made of community resources for the benefit of the chil-
dren served by these agencies; and what the agencies did to assure the

general well-being of these children.

Michigan Studies:

 

There were six studies made in the state of Michigan in the two-
year period of 1950 to 1952 which centered on the question of how Michi-

gan is meeting the needs of its children. These studies were:

 

LAbe-el- Hanmid Zaki, AS Study_ of Child Welfare in a Rural New York
Count Bureau of Publications Teachers College, Columbia UniverSity,
New York, 19h7.

 

 

 

53

Staff Report on the Michigan Department of Social Welfare; report
No. 2b to the Michigan Joint Legislative Committee on Reorganization of
State Government, "Little Hoover Commission," 1951;

Foster Care of Children in Michigan; report of the Joint Legisla-
tive Committee to Study Foster Care, 1951;

Children and Youth in Michigan; report of the Michigan Youth
Commission, 1950;

Report of the Governor's Study Commission on the Deviated Criminal
Sex Offender, 1950;

Sherwood Norman, The Detention of Children in Michigan; a National
Probation and Parole Association study for the Michigan Probate Judges
Association, 1952; and

Maxine Boord Virtue, Study of Basic Structure for Children's
Services in Michigan, for the James Foster Foundation, 1952.

The first two studies were officially requested by the state legis-
lature and were made under the supervision of joint legislative committees.
The next two were requested by the governor and were made with the par-
ticipation of citizen groups. The fifth study was initiated by the Mich-
igan Probate Judges Association and was made by a staff member of a
national agency of established expertness in the field of study. The
sixth study was done by a legal expert for the James Foster Foundation,
one of Michigan's foundations devoted to promoting the welfare of the
peOple of the state.

All of the six studies took a state-wide view of the problem, but

each had a somewhat different focus. One study is broadly gauged,

 

 

Sh
considering many aspects of the problem from the standpoint of the over-
all planning and development of services for children and youth. Two
others focus primarily upon the structure and organization of agencies
serving children. The other three studies deal with the problem in terms
of children with special needs--for foster care, detention care, and pro-
tection in deviated sex offenses.

Notwithstanding such differences in Sponsorship, approach and
focus, and in spite of their independent origin and separate publication,
the reports dovetail remarkably. Significant common denominators run
through them all. Large areas of agreement are apparent both in the
findings and the recommendations.

The year 1952-53 saw a survey study of the United Community Serv-
ices and its member agencies in Detroit. This study was limited to the
administrative organization of the United Community Services of Metro-
politan Detroit and to the agencies financed through the United Community
Services. The emphasis was to be upon the administrative efficiency and
the economy of the separate agencies; any duplication that may exist; and
possibilities of combinations or eliminations; any possibilities of
transferring certain services to government; and any preferential treat-
ment that may appear desirable due to deve10ping need and public interest.
The study covered care of the aged, family service, care of children,
health and hospital, recreation and group work.

The survey staff was asked to secure answers to specific questions

of need and to review previous studies and surveys such as:

 

 

SS

"Family Casework Service in MetrOpolitan Detroit." The report
of a study made in l9hh by a Family Casework Committee appointed by the
Council of Social Agencies.

"The Consultation Bureau of Detroit-~Its Future Program and Its
Relation to Family Service in MetrOpolitan Detroit" by Stanley Davies,
Arthur Dunham and Clarice Freud in l9h6.

Hunter Community Survey of Detroit made in l9h8.

Merger Study of 1950 establishing Family Service of Oakland County.

Reorganization of Down River Consultation Service study made in
19AS.

"Final Report of Committee Inquiring into Problems, Practices,
Procedures of Department of Public Welfare of Detroit," l9h9.

This study found in the area of children's agencies that there
was extensive overlapping in the Detroit area between the work of volun-
tary agencies and the Juvenile Court, that several child-care agencies
were urgently in need of professionally-qualified staff, that skilled
casework service was needed for the group of agencies caring for delin-
quent or emotionally-disturbed older children, that casework service
should be extended to Negro unmarried mothers and to all mothers placing
their children in adOption independently, that childrplacing agencies
needed to extend adOption service, and that boarding home care and in-
stitutional service were equally valid but needed to be used in terms of

their specific potential for helping an individual child.

 

Studies Involving Branches 3f the Michigan Children's Aid Society:

 

.An appraisal was made in 1950 of the voluntary health, welfare
and recreation services of Pontiac.1 Sponsor for this study was the
Pontiac Community Chest. This study covered all local agencies in-
cluding the Oakland County Branch of the Michigan Children's Aid Society.

Two studies were made of branches by John B. Dula of New York for
the Child Welfare League of America. One was made of the Jackson Branch
in 1951; the other was made of the Lansing Branch in 1952. Both of
these studies were made at the request of the local boards of trustees
and of the Community Chests.

All of the above studies recommended additional staff for the
local branch.

The Flint Branch of the Michigan Children's Aid Society was
studied in 19h6 and 19h? as a part of the Borst survey to determine
needs for social services in the community. This survey was sponsored
by the Flint Community Chest and delegated the problems of the unmarried
mother and her child to the Michigan Children's Aid Society. The follow-
ing is a quotation from the study:

There are a number of Specialized services in the field of child
care which are now covered inadequately. Chief among these perhaps
is the care of the unmarried mother and her child. There is at
present no clear-cut plan as to responsibility for this work among
the various agencies. Under the present confused plan, very young

babies are separated from their mothers without sufficient effort
to keep them together; adeptions are not prOperly safeguarded and

 

lGordon Berg, An Appraisal of Voluntaey Health, Welfare and
“ - O A o T... 1—I*I ‘ o ‘ ,-‘ 1.. ~ u’. r . . ‘74,“.
Recreation DCFVICGS 01 Pontiac, nicnigan, Pontiac Community Chest, 1950.

 

 

 

 

occur far too frequently. Social service for unmarried mothers
and their babies is a highly specialized, technical job and in

a city of this size should be centralized in one children's agency
equipped with caseworkers who have been specially trained in this
branch of work. As child placement agencies have more flexible
facilities than institutions, it would seem wise to equip the
Michigan Children's Aid Society to assume this service. Such an
undertaking would be almost useless, however, unless the Juvenile
Court would agree to c00perate and cease its present practice of
removing babies from their mothers and placing them for adOption
without prOper investigation or sufficient cost. The work with
unmarried mothers in Flint needs to be organized under one chil-
dren's agency and this would be another logical function for

the Michigan Children's Aid Society to assume.1

 

lBorst Survey, pp. 37-38.

CHAPTER IV

R. T TWO. REVIEW OF PERTINENT LITERATURE

,1»
:13

 

Administration:

 

.Administration may be defined as the exercise of leadership toward
a given focus or purpose. Social welfare administration may be defined
as the exercise of leadership towards the complete and desirable deve10p-
ment of human beings. While each specialized field of administration is
unique, there is a marked similarity or indeed a common strand between
and among all "administration." Focus of purpose is the differentiating
or unique quality or factor in the exercise of leadership and hence
administration.

Effective administration demands thorough familiarity with a set
of basic principles regardless of the particular area of activity. Dur-
ing recent years both theorists and practitioners of administration have
devoted increasing attention to the underlying foundations of administra-
tion.1

Skillful administrators are vital to every dynamic, successful
enterprise. Other things such as capital and technical knowledge are
also needed, but without competent executives no organization can long

hold a place of leadership.

 

lJohn Guy Fowlkes,. Editor's Introduction, Administration in
Profile for School Executives, Harper and Brothers, New York, 19557

 

 

 

---
-w—a—d—

59
Administration is the guidance, leadership, and control of the
efforts of a group of individuals toward some common goal. Clearly, the
good administrator is one who enables the group to achieve its objectives
with a minimum expenditure of resources and effort and the least inter-

ference with other worthwhile activities.1

Over the long period during which administrative practices and
patterns have been evolving, striking changes and emphasis have occurred.
In recent decades extensive literature on administration has been appear-
ing, and a fairly clear theory of administration has been evolving.2

Today, professional schools of social work are graduating case-
workers, supervisors, and, to some degree, administrators. With few
exceptions professional schools have offered courses in administration
for a relatively short period of time. In most SChools the subject is
still in the earlier stages of deve10pment and needs more clear—cut
definition. The relationship of the field of social agency administra-
tion needs to be more consciously and clearly established to the rest of
the social work profession in order to give meaning to the training
program.

Social work has drawn from many different professions and it has

also drawn from the general field of administration. Social work has

 

'3'“‘ 1William H. Newman, Administrative Action, the Techniques of

 

Organization and.Tbnagement, Prentice-Hall,‘1nc., New Ybrk, 1951, p. 1

 

2JohnA. Bartky,.Administration As Educational Leadership,
Stanford University Press, Stanford, CaTif., 1956. _fi

 

 

60
found with supervision that an integration of teaching and casework is
required. So,also, with the administration of a social casework agency
a special faculty is required which comes from training, experience, and
ability in both casework and administration. Writings in specific fields
of administration, such as business organization, law, public adminis-
tration, personnel management, and so on, indicate the general concepts
and generic principles on which the field is based.

Such a broad generic process when applied to social casework
administration can be effective only when the organization as a whole is
seen in the form of a skeletal structure of activities that Operate as a
framework within which the philoSOphy, content, and processes of the
social casework field can be carried on.' This then deve10ps a different
and distinct administrative process, one that becomes unique to the field
of social casework.l

The purpose of this administrative process is to facilitate the
combined efforts of a group of persons brought together to achieve some
common objectives.2

Arlien Johnson feels "that administration is a process and method
by which objectives of a program are transformed into reality through 5"

-_. _-_---

structure and a mode of Operation . . ." She goes on to say that

 

lGertrude R. Davis, "Executive Process in the Administration of
the Social Case Work Agency," The Family, February, l9h5, Vol.XXV, No. 10,
pp- 375-376.

 

2Ray Johns, Executive Respgnsibility, Association Press, New York,

195b, p. 28.

61

"*dm1nistrat1on, therefore, is a continuous and continuing activity in

which whole solutions of one problem introduce new elements so that

fresh pioblems can be solved. . . .It is a process, dynamic, changing,

_‘~,
____'/—- ....- -uw .... .

and the structure through which the activity flows must at the same time

”Mm. _p..- .. -

be flexible and adaptable. «1

“an -—---—-.,.

Thus administration is recognized as a process involving the ap-

plicetion of skilled methods and professional discipline.2

The different aspects of administration fall into five principle

~——.—_—-—-———-.. ....... .

functions: (1) determining the purposes, aims, objectives of the or-

~~-— “--——-—~-

‘-——«

ganization; (2) establishing the structure of the organization; (3) di-

”4"“ q—u‘...

recting the work of the organization; (A) evaluating accurately the

total outcomes, in relation to established purposes; and (5) looking

ahead and forecasting, so that services are kept consistent with chang-
ing needs and resources.3
One way to analyze administration is to think in terms of what an

administrator does. Using this approach, the work of any administrator

1
can be d1V1ded into the following basic processes:4

_,_._.. “.441”...

(l) Planning--that is, determining what shall be done.

w .fl.‘

~..—-- -.

 

tArlien Johnson, "The Administrative Process in Social Work,"
Proceedings of the National Conference of Social Work, 19gb, Columbia
University Press, New York, T9A7.

 

 

 

2BertramBlack, "Tools and Techniques of Administration," Social
Casework, June 1950, Vol. XXI, NO. 6.

3Johns,_o-p_. cit., p. 31.

hErnest Oscar Meby, Administering Community Education, Prentice-
Hall, New York, 1955.

O2

(2) Organizing-~that is, grouping the activities necessary to
carry out the plans into administrative units and defining the rela-
tionships among the workers in such units.

(3) Assembling resources--that is, obtaining for the use of the
enterprise the personnel, capital, facilities and other things needed to
execute the program of the agency.

(A), Directing—-that is, issuing instructions.

(5) Controlling--that is, seeing that Operating results conform
as nani§ as possible to the plan.

There is a sixth group of activities which takes more or less of
the time of every administrator, namely, performing non-delegated activi-
ties. Important among non-delegated duties are the external contacts
that the executive of a social agency must make personally. The per-
formance of non-delegated duties is not considered a part of adminis-
tration, and the activities involved are of almost infinite variety,
depending upon the local situation and the particular interest and
capacity of the executive concerned. Consequently, in this study of
the Michigan Children's Aid Society there will be no more than recog-
nition that non-delegated activities do limit the time an executive has
to spend on administrative duties.1

While all administrators engage in the five basic processes just

listed, it will be clear that the prOportion of time they spend on each

 

r.

1"Strengthening Supervisory and Executive Performance," American
Management.Association, New York, 1956.

 

63
will vary from time to time, from executive to executive, and from agency
to agency. Nevertheless, the five processes are sufficiently universal
in application, basic in nature, and comprehensive in sc0pe to provide a
useful framework for an analysis of administration in social casework.l

Goals and Their Advantages. Sound administration starts with a
statement, or at least a clear recognition, of goals to be achieved.
Each individual from the board president to the case aid should know the
aims of his particular activities. For this purpose, it is useful to
express plans in terms of the results to be accomplished.2

Goals serve a dual purpose in administration. They are vital

links in the planning process, and they are also essential elements in

3

the process of control.

The importance of objectives in planning is borne out by Gulick's
observation based on extensive experience in a wide variety of govern-

mental Op erat ions :

"A clear statement of purpose universally understood is the out-
standing guarantee of effective administration."h
Flaming is essentially an executive function. Planning is merely

a systematic way of doing things. It means "to do things in an orderly

 

1Newman, pp. cit., p. 5.

2Raymond Randall, Executive DevelOpment 2 Action: Patterns and
Techniquffi: Iiashington Society for Personnel Admnistrationw

3Newman, pp. cit., pp. 18-19.

uLuther Gulick, Administrative Reflections from World war _Ii,
UfliVQrSity Of Alabama Press: 19118, 1313- 77-78.

6A

way, to think before acting, and to act in light of facts rather than
guesses."l Planning suggests "what is to be done, how it is to be done,
by whom, and at what cost . . .planning in one form or another is the
very essence of administration, and the administrator without imagina-
tion and foresight is doomed to failure."2

Flaming occurs in all parts of a social welfare organization:
in staff groups, committees of the boards, Special interest groups such
as groups of boarding and/or adOptive parents, and in the board of di-

1 rectors. Budgeting is a planning process. Flaming which affects a
social agency also goes on in inter-agency groupsncomrminity chest and
council groups, and other community organizations. Planning is a
process which permits wide participation; it can occur on different

it can be done with projects of limited importance as well as

levels;

on far—reaching matters. Flaming can be for immediate problems and

for long-range projects. It involves records; it utilizes both infor-

mal studies and more formal research.3

"""“"’ Stimulating and guiding the planning process, securing Wide Par“

tic ipation, and keeping it free from domination, is a central executive

. )
function.4

 

1L. Urwick, The Elements 9f. Administration, Harper and Brothers,
New York, 19411, p. 35.

ZMarietta Stevenson, Public Agency Administration, Chicago,
University of Chicago Press, 1938': p. O.

3Har1an Hagman and Alfred Schwartz, Administration in Profile £93
School Executives, Harper Bros” New York, 1955:
W

LlJohns, pp. 312., pp. 110-111.

65

The simplest way for an executive to Spread the task of planning

is by delegation to his Operationg subordinates.l

Boards o___i_‘ Trustees. The place of the board of trustees in busi-

ma 3‘...) “1:“—

ness, government and voluntary social agencies has reached a new high in

social importance and complexity.2 Because of this, the phiIOSOphy and

practice of board matters require increasing attention in the examina-

tion of the administrative process.

As most voluntary social welfare agencies such as the Michigan

Children's Aid Society are incorporated, their boards are more than just

They are the legally responsible directors for a

-m‘

a group of volunteers.

corporation with complex Operations and with multiple trusteeship for

._ ., -v.
-‘o—p—r ‘ U‘

members or cl1ents, for orolesswnal staffs, for volunteer workers, and

for the suppoxting community.3 H H

"J The board ofa social agency 15 the governlng body and is re-

spon31ble to“ the community for program formulation and for control of

_ _.
.. ,.... .- _... _- _ u‘

f1s;;l matters. In order to carry out its function effectively the

1"": '-

board needs to have a clear understanding of the purpose of the agency.
It should maintain a continuing relationship with Community Chests and
Councils. Through this and other means the board is responsible for

1nsuring that the agency continues to meet the community needs and is

operating effectively with other agencies.

 

lNewman, 220 £120, 130 960

2520)! Sorenson, How to be a Board or Committee Member, Association

New York, 1953,“ p- 3- — '-

 

Press,

31bid. , pp. 6-7.

66

The power and duties of the board should be clearly defined in the

l

agency‘s by-laws. Members and officers of the board should be selected

 

on a rotating basis for a specific term of office, with a limitation on
consecutive terms. Meetings should be regular and planned. A method of
continuous evaluation of agency program should be established; for example,

through the use of joint staff and board, and community participation.

“nit‘

Jr”

The agency board is reSponsible for the selection of the agency
(f executive.2 The board delegates full responsibility to the executive for
the administration of the agency's program, within a budget adOpted by
the board. The board also gives the executive responsibility for the se-
lection, direction, and release of staff and reSponsibility for the ad—
ministration of personnel practices as determined by the board. The exec-
utive should actively participate in board meetings and in general planning,
and should be present at all board meetings as a non-voting member but
“*‘Should not be an officer of the board. It is not prOper for the executive
to be a member of the board nor to be held responsible for the conducting
of meetings of the agency, for the obvious reasons that he should not be
allowed to vote on policies that may affect his own salary or his own work-
ing conditions. If he is competent, he does not need a vote to secure

acceptance of desirable measure. If he is not competent, his vote would

merely add to the unhappy result of his inadequacy. Social agency controls

 

 

loren o. Pierrel, The Executive Role _iii Y.M.C.A. Administration,
\ Association Press, New York, 1951.

‘ 2John Calhoun Baker, Directors and Their Functions; £.Preliminaqy
Study, Harvard University, 19h5.

 

 

 

 

6?
flow from the principle of deve10ping the largest possible participation
of the lay members of the community in social work and/or promoting their
responsibility as a voluntary serving group of individuals. The board
should provide channels through which the staff are encouraged to give
their technical knowledge and experience to policy formation, and should
establish appeals machinery on personnel matters.
The board is a guide to the executive.1 It helps him to direct
activity along serviceable lines. On the other hand, the board should
not interfere in management. It should leave the executive free to QM?
ploy and to discharge staff members within the limitation of his budget.
“ The purposes of an organization are described, initially, when the
organization is established--through the articles of incorporation of

‘ charter, and through a constitution or set of by-laws, or, in the case
of a public agency, in the authorizing legislature. Aims and objectives
are established officially by the board of the social agency. Executives
take part in the formulation of policy, however, as they provide facts,
Clarify issues, make prOposals and suggest action. The structure of the
Organization is ordinarily created in general terms in the provision of
'the constitution and by-laws. Subsequent action of the board and the
eXecutive staff further decide the organizational pattern. Directing
andoverseeing the work.of the organization is the responsibility of both

L‘the board and the executive and other supervisory staff members. The

lPercieval E. Jackson, What Every Corporation Director Should Know,
lhu Fredrick Press, New York, 19‘9.

 

 

 

68
board gives general oversight, and may exercise its function to review
and authorize plans and approval of work accomplished. The senior exec-
utive gives closer oversight, personally and through his associates. He
and the other executives provide the major direction.1 The board selects
and employs the senior executive and holds him accountable for the over-
all work of the organization. The appraisal of over—all results is the
primary reSponsibility of the board and of the senior executive staff,
but it is a function in which members of the organization, at all levels,
invariably participate. Another function of the administration is to
look ahead and make forecasts, so that the work of the organization is
kept consistently changing needs and available resources.2

Make-32 2f the 29321.3 The make-up of the board of directors
is quite as important as are its reSponsibilities and functions.
Although the constitution and by-laws usually prescribe the board's
size and the mode of appointment, important consideration of policy

enters into the election of its members.h

-i—WH‘
rll.”

(, Qualifications for board membership which have been suggested
/ .by various authorities are: (1) Understanding of the problems of

K\\ the organization; (2) readiness to give time; (3) desire for the

lMyles LaGrange Mace, The Board 2: Directors 23 Small Corporations,
Harvard University, l9h8.

 

2Johns, pp. cit., p. 32.

3Elwood L. Street, A Handbook for Social Agengy Administration,
Harper and Brothers, New York, I9h7, 57—hu.

 

hpierrei, 32. 331., p. 133.

 

.//’
S"

Press,

press,

69
work to advance; (h) possession of the confidence of the community;
and (5) ability to give special service along Specific lines of
the organization's activities.

Roy Sorenson in his book1 has this to say about boards:
"Boards perform such basic functions as these for their agency:
They validate the services; they help to secure appropriate re-
Sponse. They establish general policies and approve plans. They
oversee the Operation of the agency. They interpret the work."

A board of directors uses five fundamental methods: (1) They
appoint the senior executives and major committees; (2) they re-
view and advise concerning statements of proposed policies and
plans, reports of work and progress; (3) they negotiate through
delegated individuals or groups financial allocation with com-
munity chests, contracts, and other business arrangements of
staff members and other organizations; (h) they adOpt, approve,
and authorize reports, recommendations, budgets and other plans.2

The effectiveness of a board of directors depends to a very
large degree on the interests and abilities of its members, the

board leadership, and the related executive service.3

lRoy Sorenson, The Art 2f Board membership, New York Association
1950, pp. 10-28.

 

2Roy Sorenson, How 22 be‘a Board.2£ Committee Member, Association
New York, 1953.

 

3Melvin Thomas COpeland and Andrew R. Towl, The Board of Directors

and BusinessM Enagement, Harvard University, Boston, I9H7. '_—

 

 

 

70

Agency BoardsJ- The following are suggested as desirable

 

provisions for board composition and organization of a private
agency:

(1) The board should be a single unit consisting of both
men and women.

(2) The number of board members should be not less than
fifteen nor more than thirty—five. Large agencies with a number
of local branches may find it necessary to enlarge this number
in addition to maintaining local boards who will assume responsi-
bility for local problems under Specific mutual agreement with
the central board.

(3) The board should assume the responsibility for making
policies with respect to the program of the agency, for personnel
standards, and decide whether or not to engage in action on broad
social issues and problems affecting child welfare as a whole,
such as social legislation.

(h) The board should take reaponsibility for insuring an
adequate budget for the agency, equipment and resources with which
to carry out its avowed purposes.

(5) The function of the board members should be accepted as
making policy and representing the agency in the community. They

should not take any direct responsibility for administering the

lClarence King, Social A enc Boards and How to Fake Them Effective,
Phrper and Brothers, New York, 9) .

 

 

 

 

71
service. However, the board should establish the general frame-
work Of policy within which the executive and staff are eXpected
to work and which they should help tO formulate.

Board ReSponsibilities and Duties:1 The board of directors

 

of a social agency is reSponsible to the community for the over-
all conduct of the agency with specific reference to: (l) The
management and administration Of agency funds; (2) reSponsibility
for interpreting the financial needs Of the agency to fund-raising
groups and groups responsible for making budgetary apprOpriations;
(3) provision for agency organization whereby policies Of adminis-
tration, personnel, public relations and direct service may be
formulated; (h) serving as representative of the agency explaining
its program and policies to the community, and putting this into
reverse, representing the community to the agency.

Once the board has emplqyed a properly qualified executive,
it is important to delegate the responsibility for deve10ping the
professional standards for the Operation of the program to him.

It is equalLy important, however, that he be given the responsi-
bility of insuring board backing in using it. Therefore, it is
desirable to set up procedures that will provide free-flowing
channels of communication between board, executive and staff.

Such channels should permit staff to be apprOpriately informed

lCalman Rawley, The Essential Function Of a Board Of Directors,
0 W W ' — — m
Child welfare League of rnerica, December, I9h8, p. 4.

72
on matters Of interest to the agency such as new plans affecting
the program, activities of the board and executive in representing
the agency on special occasions, etc. Staff members, both profes-
sional and clerical, should be expected to bring the benefits of
their own experiences tO bear on the develOpment of policy through
1

designated channels.

kequisites and ReSponsibilities of the Individual Board

 

 

3E3§e§.2’3 Some of the requisites for board.membership are:

(1) An understanding of the purpose and function of the
agency and conviction Of its importance as a program.

(2) The capacity to see the agency objectively in relation
to changing community needs and to be receptive to changes neces-
sary to meet such needs.

(3) An understanding of the agency's policy on the differ-
ence in function between board and staff, and ability to work in
genuine accord with the policy.

Some of the reSponsibilities Of the individual board member
are:

(1) To keep informed of develOpments in the field of child

welfare as these affect the agency.

lSpencer H. Crooks, Guide to Board Organization and Administrative
Problems, Child delfare League of America, 19 51. Outline for ~Nei er
agenC1es, June, 1951, p. 5.

 

2MelvinA. Glasser, What Vb.kes A Volunteer? Public Affairs Commis-
Sion, New York, PaMphlet NO. 22a, 1955. ,

 

3Charlotte K. Demorest, The Board Member‘s Manual, National Pub-
licity Council for Health and telfare Services, New YOrk, 1951.

 

 

 

73

(2) To serve on committees.

(3) To attend meetings regularly.

(h) To carry out all assignments.

(5) To become acquainted with the agency quarters as well
as all staff members.

(6) To make constructive criticism of the agency through
the apprOpriate channels.

(7) To keep informed of the community needs and the role

played by the agency in meeting these needs.1’2

Committees 2: the Egard. Boards of directors carry on their
work largely through committee action. Committees have many uses.
They enable the social agency to enlist the cooperation of other
groups and that of individuals. They provide centers for an
interpretation of the agency's work and the community at large.
They train their members for the assumption of larger responsi-
bility in the agency and in the community.

Committees technically are of two main kinds--the advisory
committee with reSponsibility for rendering Opinions, and the
executive committee with responsibility for direct action. The
function and authority of each committee are best carried out when

based on full and specific information. This requires all standing

lCrooks, 22. cit., p. 8.

2The Board Member of a Family Agency, Family Welfare Association
0f.America, New York, I§hi.

 

 

 

 

7b
and special committees to be created as a result of board action,
for the purpose of fulfilling a definite need, with a clearly-
stated charge and a Specific time limit for reporting back to the
board. The following are usually the committees of a child wel-
fare agency:1

(1) Executive committee.

(2) Committee on budget and finance; should include invest~
ments as a sub-committee.

(3) Personnel committee.

(h) Committee on service.

(5) Committee on public relations.

(6) Committee on legislative action.

(7) Nominating committee.

There is a need to limit the number of committees of any one
board to a realistic figure. The nature and variety of the agency's
program and the geographical areas served will be important fac-
tors in determining the number and the kind of committees working

actively at any given time.

 

The Executive Committee. The Child Welfare League of
America recommends that the executive committee should con-
sist of the officers and the chairmen of standing committees
with two or more members of the board who are not committee

chairmen.

 

lSorenson, gp.‘git., pp. 53-56-

 

75

It is essential that the function of the executive come
mittee be clearly designated and that it be charged by the
board to carry out specific duties and responsibilities.
Among these duties and responsibilities some of the more ims
portant are: (1) To act between regular board meetings in
case of emergency; (2) to give consideration to matters af-
fecting agency program for the purpose of formulating recom-
mendations for board action. The operation of the agency re-
mains the concern and responsibility of the board as a whole.
Therefore, the executive committee, like all board committees,
is accountable to the total board. When authorized to act in
the intervals between regular board meetings, the committee
must report back any and all such action at the next regular
meeting of the board. Similarly, the results of all its de-
liberations are presented for board action. The agency exec-
utive should attend the meetings of the executive committee.

Finance Committee: The finance committee carries the

 

reSponsibility of working with the agency executive on the
preparation of the budget. This committee or its chairman
makes the presentation of the budget to proper authorities,
such as chests or funds. This committee is concerned with
all questions of income, investments, expenditures, method
of financial reporting and recording, and ways of securing
funds adequate to meet the needs of the program. The finance

committee may have a sub-committee for the purpose of taking

 

76
care of investments,and an endowment sub-committee; these
latter two should be part of the total finance and budget
committee and not separate committees.

Personnel Committee. The personnel committee should be

 

a standing committee with a charge empowering it to work with
the executive to: (1) Define specifically Specifications
for positions in the agency; (2) formulate policies and pro-
cedures to cover all personnel practices; (3) set salary
ranges for the various positions adequate to secure and re-
tain qualified staff. The active participation of the whole
staff as well as the executive is necessary in this process.
This may be secured by either one of the following methods:
(1) An elected staff personnel committee (representing all
employees) which develOpS its own recommendations with staff
approval and submits them for board action through the exec-
utive. At the formal request of board, executive or staff,
the two committees or representatives of the two committees
may meet together. The executive does not usually partici-
pate in the meetings of such a staff personnel committee ex-
cept at special request; or (2) A board-staff committee on
personnel practice created either by appointment or election,
with the reSpective authority and responsibilities of board

members, executive and staff members thoroughly defined.l

 

lCrookes, pp. cit., pp. 15-16.

 

 

 

 

77

Case Committee r Service Committee. This committee

 

 

serves a valuable purpose in the agency as it provides an
Opportunity for board and staff members to discuss the agency
program and problems that arise from the day-by-day services.
The function of this committee usually is to: (l) Formulate
policies and plans for action to be recommended for board
consideration, to make decisions within the framework of es-
tablished policy or situations involving special community
relationships or a typical problem, and to report these de-
cisions to the board; and (2) make recommendations for board
action with reSpect to currently unmet needs within the
agency which have been revealed through case discussion. To
be most effective the meetings of this committee should be
held once a month.

This is a particularly important committee for new board
members as one part of their induction into agency service,
but a nucleus of mature and experienced board leadership is
required to help carry out the committee functions.1

Committee 22 Public Relations. A committee on public

 

relations should work with the executive and designated mem-
bers of the staff in order to: (1) Determine the existing
needs for explaining the work of the agency to the community;

(2) recommend to the board ways and means of meeting these

 

libido, pp. 16-17.

 

78
needs through apprOpriate channels; (3) carry out projects
authorized by board action such as organizing and conducting
a speakers bureau, preparing material for public Speaking,
press releases, radio programs, agency reports and pamphlets;
(h) review and evaluate community criticism of the agency for
the purpose of making constructive use of such criticism; and
(S) evaluate all activities and projects undertaken by the
committee and report on their effectiveness to the board for
the benefit of continued planning.

Committee gfl‘gegislation. The standing committee on
legislation serves as a clearing house for the agency on
matters pertaining to legislation affecting the welfare of
children. It also works with the executive and designated
members of the staff to carry out some or all of the follow-
ing functions: (1) To keep informed of pending legislation--
local, state or federal; (2) to study the proposed provisions
and make recommendations to guide board decisions with re-
Spect to assuming a position or taking indicated action;

(3) to keep abreast of current local conditions affecting
children that may require remedial legislation and recommend
apprOpriate measures for board action for same; (h) to coop-
erate with other agencies in review of Specific child welfare
legislation either in effect or upon consideration elsewhere
when so authorized by the board; (5) to c00perete with other

agencies or agency committees studying Child welfare measures

 

Press,

79
under current consideration and in sponsoring or Opposing them
at legislation hearings when so authorized by the board; and
(O) to represent the agency at legislative meetings and hear-
ings when so authorized by the board. This committee should
have consultation with legal experts who have had practical
experience in dealing with legislative matters.l

Nominating Committee.2 The nominating committee plays

 

an important part in the selection of board members. For this
reason it should be a standing committee that serves through-
out the year in order to study possible board personnel and

to present nominations if vacancies occur during the year.

The agency executive should assist this committee with sug-
gested qualifications required for the various board members
and Officers, not with the recommendation of specific indi-

viduals.

.§i§§ 2f the Board.3 The constitution or by-laws should pro-
vide for the size of the board of directors of the organization.
The Child Welfare League of America considers from fifteen to thirty

members to be the right size for social agency boards. If the

number is larger, as is sometimes necessary to secure representation

lIbid., pp. 18-19.

2Harleigh B. Trecker, Group Process in.Administration, Women's
New York, 1950, Chapter 11.

 

 

3Street, pp. 213., p. 21.

 

 

80

of coordinating groups out of various elements in the community,
it is wise to provide for a relatively small executive committee
which can hold frequent and more intimate meetings in the inter-
vals between the less-frequent and less-intimate meetings of the
board Of directors.

Rotation.ig Office.l It is now generally recognized by most
agencies that members should be elected to serve for a definite
term Of years, but that before being reelected they must be out
of office for at least one year. This prevents the organization
from becoming too much the prOperty Of one group of peOple with
whom other elements of the community will not cooperate. The ar-

angement also makes it easy to drop ineffective and uninterested
members.

Advantages of a limited term include the following: (1) Boards
cannot become ingrown; (2) more peOple become acquainted with and
interested in the agency; (3) new members bring a fresh point of
view; (h) non-contributing members can be eliminated; (S) valuable
members can transfer their experience to another field, thus
strengthening the total community program; (6) community thinking
is encouraged, rather than agency isolationism; and (7) domination
by a few is minimized.

Disadvantages Of a limited term include: (1) Loss of officer
material; (2) loss of experts on phases of work; and (3) loss of

continuity.

 

11bid-, pp. 21-22.

 

81

The most widely-accepted plan for tenure of board membership
is a three-year term allowing one reelection for a second full
term. By staggering the terms, two-thirds of the board returns
each year. After a year's absence a former member may be asked
to serve again. Valuable members may be invited to remain af-
filiated with the agency as an associate or advisory member,
serving on Special committees and advising on specific points.

Role 2f the Executive in Relation to Board and Community.1

 

 

 

The executive is accountable to the board of trustees for over-all
Operation of the agency. He acts as liaison between board and
staff.

The executive is reSponsible for planning board meetings with
the president or with any others authorized by the board to do so,
and for preparing and making reports for the meetings.2 He should
take the initiative in interpreting the program to the board, in
suggesting new ideas or plans, and in presenting matters for board
consideration. The executive also acts as professional represen-
tative of the agency in the community, and as such should have
authority to delegate other staff members to act in this capacity.

The executive cannot exert the authority prOperly vested in

the members of the board and therefore should not hold any office

1Louis H. Blumenthal, How to Work with Your Board and Committees,
Associated Press, New York, l§bu.-' '—

 

 

2Mary'Swain houtzahn, Better Board Meetings, National Publicity
Council for Health and Welfare Services, New York, 1952, Chapter 5.

 

w—

v 4-H

 

82

of the board.l’2

Development 2f Policy. Policy formulation is the joint re-

 

Sponsibility of the executive and other staff members and the
board of directors. Executives, individually and in groups, pro-
vide necessary data and judgments regarding new or revised policy
and sometimes draft policy statements for consideration. Execu-
tives of the organization and other staff members who in any way
carry some executive responsibility take part in formulating and
adOpting policies. To take such a part is one of the executive
functions.3

The board of trustees has the responsibility for determining
all policies that affect the agency as a whole. The executive has
the reSponsibility of exerting leadership and lending direction
and guidance to every step in the policy-making processfl’5

Policy should be develOped step by step through various
phases of planning, with Opportunity to benefit from the knowledge

and experience of board, staff and membership who will use the

policy and be affected by it.

 

lTrecker, 32f.EiE" Chapter 3.
2Crooks,‘gp.‘git., pp. l9-20.
3Johns, 32'.2£E" p. ho.
hTrecker, 32.'g£§., Chapter 1h.

SSome Qynamics in Social Agency Administration, Family Service

 

 

Association ofiAmerica:.New York, 1936, pp. Bo-Eh.

 

83
The various steps should include:1

(1) Recognizing problems in the agency that require new
policy or a change in old policy and bringing them to the atten-
tion of the executive. This can be done by any member of the
board or staff.

(2) Deciding to present the problems to the board which has
the responsibility for authorizing formulation of policy. This
decision can be made by a board committee with the executive, or
by the executive himself.

(3) Presenting the problem through a committee chairman or
the executive to the board which decides whether or not new or
changed policy is necessary.

(h) Carrying out the above assignments by reviewing the
problem and formulating policy to be prOposed to the board.

(5) Board review and discussion leading to a formal and
official action on the prOposals.

(6) Reporting the board decisions to the staff, and such
parts of the community as may be affected by the problem, or in-
terested in it, and discussing any new or changed policy that may

have resulted.'2

lMax Stober Smith and W. Ray Smittle, The Board of Education and
Egucational Policy Development; A Resource BoBE—for use-By Boards of Edu-
Egtion, School Administrators and Students of EducationanAdmlnistration,
Annlhrbor Board of Education, Ann Krbor, 19§Z.

 

 

 

 

2Crooks, 32, cit., pp. 2h—3)..

8h
The preceding should permit constructive participation of all

concerned in the develOpment of policy.1

The Executive. Quite as diversified as the reSponsibilities and

 

sfl<ills required for the captain of a ship are those of the executive sec-
zfetary or director of the average social agency.

The executive is the keystone in the arch of the agency's service.
(In one hand is the governing board with its committees; on the other, the

camployed staff. The executive is the medium through which the decisions

caf the board and its committees are transmitted to the staff. Through

w-M‘;

Ilim, conversely, the proposals of the staff are transmitted and its ac-

t.ivities interpreted to the board. To live up to his title the executive

u-w. v-.-< ~ -.

nnust have complete authority for carrying out all policies. He must have
RMh-fin‘u‘. u.-. . . - .. . . . . ..
2 .

---- -. w..-

undivided’iégsges ibi‘l ity.
When an individual becomes the executive of a social work agency,

11E: assumes a complicated set of reSponsibilities. He must see the or-

SQEiruization as a whole. He works with the board of directors, which sets

major policies and oversees the total operation. He becomes concerned

---_. . . ‘

withthe competence of the entire staff. He is responsible for the quality

1" q n o . 1 I. o o
(3*. tne serV1ces. He must conceive and execute adequate public relations

PDIWDgrams. He must prepare and present a financial budget and must control

‘. _.,.. V'W—o:v-".~--. -

‘ lfinita J. Faatz, The Nature 3: Policy in the Administration of
‘PUblic.Assistance, Pennsylvania School of Social Work, Universiby d?”
Pennsylvania Press, l9h3, p. uh.

 

 

2Street, pp. cit.

85
the agency expenditures within that budget. In all he must be the pro-
fessional leader, promoter, business manager, planner, supervisor, coor-
dinator, and ambassador.l

Social workers are trained primarily to provide social services,
not to carry executive reSponsibilities. Their professional education
is focused chiefly on casework or group work or community organization.
Some emphasis on supervision is usually given all specialists, but the
broader role of executive responsibility is left to be acquired primarily
through eXperience.2 Social workers inevitably get a certain amount of
experience in executive work, but all too often the in—service training
provided in social agencies inadequately prepares Specialists to become
agency executives.3

An executive works chiefly with and through others. His basic
skills are skills in working with people, to help them function effec-
tively.8

Social agency executives not only need to be able to deal from day
to day with practical Operating problems that confront them; they must
come to understand the administrative process itself. Critical analysis
of executive experience is a sound basis for understanding the dynamics of

a process and for deve10ping a philos0phy of administration.

 

lJOhflS, $0 git-:0, p} 0 3-110
2Pierrei, pp. 333., pp. 1h-28.
3Johns, 0p. cit., pp. 38-h7.

hAuren Uris, Developing Your Executive Skills, PkGraw-Hill, New
York, 1955.

 

86
The executive role is central in the administrative process, for
the executive is involved in all aspects of administration.1

The problem of filling the role of executive competently in com-
munity service agencies is often a difficult one. Nhny social agencies
are small. Their executives must often be both the executive and a di-
rect service staff member. Different abilities are necessary, and carry-
ing two different roles at the same time often proves confusing to others
connected with the agency and to the person directly involved.

Executives need to master the basic facts about the inclusive,
pervasive nature of the administration process: in setting objectives
and establishing policies; in creating and maintaining an organization;
in making plans and carrying them out; in evaluating the results. He
needs to understand the dynamics of the many interrelated sub-processes
which go on simultaneously.2

Executives need to understand the process of organization, the
research process, the process of interpretation as well as the process of

decision making and the nature of authority and leadership.3

The role of administrative leadership, Treckerh has emphasized,

 

lEdwardkrter, The Art of Executive Leadership, Personnel Kanage-
ment Association, Berkeley, California, 1955.

 

2Charles Cerami, Successful Leadership in Business, Prentice-Hall,
New York, 1955.

 

3John C. Kidneigh, "Social Work Administration: An Area of Social
Work Practice," Education for Social Work Administration, by H. B. Trecker,
F. 2. Glick, andvjohn C. Kidneigh, pp. 9-11.

 

 

hTrecker, gp.'git., p. S.

87
is essentially an enabling or helping role. Arlien Johnson expands this
point:

The professional service which the executive has to perform is
similar in many ways to the function that is common to the case-
worker, group worker and community worker. His is essentially a
helping role, carried on by means of relationships which he has
skill in deve10ping between himself and others, between the vari—
ous groups that make up the agency, and between all of them and
the goal or purpose of the agency. . . .Important as is the role
of the executive, his function is only one of the factors in ef-
fective administration.

Well-known to students of administration in many fields is the
coined word "POSDCORB" by which Luther Gulick2 keys his list of adminis-
trative functions, POSDCORB is, of course, a made-up word designed to

call attention to the various functional elements of the work of the

\—__‘._

chief executive because "administration" and "management" have lost all
\Hm—MJV‘Wfihflhw-.. ..-_,.r',wc-".p

specific content. POSCORB is made up of the initials and stands for the
following activities:

Planning, that is working out in broad outline the things that
need to be done and the methods for doing them to accomplish the purpose
set for the organization;

Organizing, that is the establishment of the formal structure of
authorizymthroughwhich work subdivisions are arranged, defined and coor-

dinated for the defined objective;

Staffing, that is the whole personnel function of bringing in and

MM“..« 5:1": ,." . 4‘

 

lJohnson, pp. cit., pp. 257-258.

2Luther Gulick, "Notes on the Theory of Organization," Papers on
the Science of Administration, Institute of Public Administration, Nea’

roar—‘7, 19 , ‘p‘? 13.

 

88

training the staff and maintaining favorable conditions of work;
Directing, that is the continuous task of making decisions and
embodying them in specific and general orders and instructions and
serving as the leader of the enterprise;
Coordinating, that is the all-important duty of inter-relating

the various parts of the work;

Reporting, that is keeping those to whom the executive is re-

, ‘ ‘ '.-;-—'.il-.-"~P'~'\L‘
'4

sponsible informed as to what is going on, which thus includes keeping
himself and his subordinates informed through records, research and
inSpection; and

Budgeting, with all that goes with budgeting in the form of

uflgwfixxnw,e
fiscal planning, accounting and control.

The executive role varies in different types and different sizes
of social welfare agencies. A single-service agency is very different
from a multiple-service agency. The executive's reSponsibilities vary
in an organization which has a number of branches, each with its execu-
l

tive and its Operating board, in an organization which owns buildings.

State-wide Agencies.2 A state-wide agency like the Michigan

 

Children's Aid Society has problems not confronted by agencies
Operating in compact geographical areas. This imposes upon the

executive and the other members of the administrative staff

 

lAssuring Adequate Reserves of Key Personnel: Managers, Trainees,
Technicians, AmeriCan Management Assocxation, New York, 1956.

 

 

 

2waiter P. Townsend, "Administration in Practice," Child Welfare
League of Anerica Bulletin, march, l9h8.

 

 

89
responsibilities and duties which must be recognized and provided
for.

First, as in any agency, it is important that all participants
in a state-wide program have a common understanding of the agency's
objectives and philOSOphy. Staff members and board members through-
out the state need to know the ways in which the agency carries out
its program and the final reSponsibility for their knowledge rests
with the chief executive.

The big job of a state-wide agency is that of interpreting
correctly their services on a state-wide basis. In communities
where basic casework services are not available, the agency must
interpret the necessity of having such services available if the
agency's primary function is to be carried out effectively. This
may mean that in some communities the agency will take on addi-
tional functions. The agenqy and ultimately the executive is then
faced with interpreting not only its original function but the
additional multiple functions which it has assumed.

The executive of a state—wide agency is in a different posi-
tion from that of the executive of a local agency in that his
agency Operates programs in both urban and rural areas, and there-
fore will encounter various types of communities. Some communities
may be conscious of needed services and provide for them without
consultation outside of the community. Others may be woefully
inadequate in terms of social service resources, and the agency

may find the lack of basic social services a serious obstacle to

90
carrying on its own function. Leadership from the executive staff
of the state-wide agency must provide clear and well-formulated
description of agency program and professional needs.

A second problem which the executive Of the state-wide agency
faces is that of maintaining high standards of Operation throughout
the whole area served. It is inevitable that in any program there
will be varying degrees of efficiency and competence in the per-
sonnel administering the service. All staff members throughout the
state will not Operate at the same level. This makes it necessary
for the chief executive of a state-wide agency to interpret to
local boards what constitutes high standards of service. It pre-
sents the problem of continually deve10ping professional staff
throughout the state so that a reasonable standard of service is
maintained. Where the state executive is reSponsible for hiring
personnel and maintaining a uniformly high standard of service, he
is in a position continually to interpret to local boards of direc-
tors their reSponsibility for joining with him and the state board
in supporting adequate social service programs, including not only
their particular agency but also the other agencies which supple-
ment and complement the state-wide agency's program.

A third problem which confronts the executive of the state-wide
agency is the multiplicity of responsibilities which the local staff
member or executive carries.

A fourth problem has to do with the very structure of the

organization and the ways in which the constituent groups perform

91
their responsibilities. The state-wide organization has a central
Or state-wide board of directors. It is the responsibility of the
chief executive to keep this board informed of the over-all program
and to have an awareness of the needs of the whole area served, and
to be responsible for reviewing organizational, financial and
policy matters.

A fifth.problem which faces the executive of a state-wide
agency is that of finance. The state-wide agency needs to inter-
pret to local communities the value of supervisory and consulta-
tive service as well as direct Operations which help to guarantee
adequate services on a state-wide basis. Fixing a formula to pay
for administrative costs presents a real problem, and one which
needs to be worked out carefully with local approval.

A sixth problem facing the chief executive relates to staff-
ing of a state-wide agency. The matter Of providing adequately
trained and experienced staff to carry on a state-wide program is
a difficult one.

A seventh problem is how to maintain a uniformly high plane
of service throughout the state. Obviously this is accomplished
through supervisory and consultative personnel. Only as there is
a regularly scheduled supervisory conference for district and
branch personnel can the agency hOpe to maintain high standards
on any uniform level. The executive of the state-wide agency needs
to have a clear concept of what constitutes supervision and how it

is to be provided for the various constituents of the org nization.

92
In addition to supervisory reSponsibilities, the executive of the
state-wide agency must be able to provide skilled consultation for
its district and branch staff and directors. There needs to be a
close liaison between the district and branch boards of trustees
and the central administration office and the state board. This
can only be achieved where there is planned regular consultation
and exchange of ideas.

The essential duty of the executive regardless of the size
and structure of the agency is to keep the agency whole and in
repair, to make the necessary changes and to keep it in proper
relationship to the other forces in the community. He must keep
his sense of the whole and do his best to know where the parts
are and what their direction and movement is. He must be soundly
oriented through the relationships and machinery of the agency so
that when there is the urgent need for unity, where there is a
crisis, he can set something in motion that will summon the strength

of the agency to meet it.l’2

Supervision. Supervision had its beginning when certain persons

 

or officials were made responsible for the work of other persons or in-

dividuals. In.American education supervision is as old as teaching itself,

 

1M. Joseph.Dooher, The Develgpment of Executive Talent,.&merican
Phnagement.Association, New York, 1952.

 

 

 

2Carl Roland Christensen, Fanagement Succession in Small and Grow-
ing Enterprises, Harvard University Press, Cambridge, Mass., 1953.

 

 

93
and both supervision and teaching had their origins in the work of laymen.
Traditionally, it has always been the practice in social casework
agencies for a caseworker to have a supervisor. As a practitioner, the
caseworker has been supervised not only administratively, but also in the
educational sense. The presumption has been that in order for him to
keep on learning, he needed to be taught, and that his supervisor had
something to teach him. Until recently, the caseworker who did not
achieve supervisorship within four to six years after completing his
graduate training was apt to be considered lacking in competence in case-
:ork practice as well as in supervisory potentialities. This resulted
in a kind of hierarchy in casework agencies which made difficult the
gearing of Specific staff functions to individual talents and interests.
So long as the Opportunities for status and recognition, for original
performance and professional independence, and for salary advancement
remained at a minimum in casework practice, the caseworker was pushed
into considering a supervisory job whether or not he had any inclination
for teaching or administration.1
In social work, the role of supervisor as teacher has been spoken
of in these terms:
. . .far from being an easy berth, supervision now becomes an
art of teaching on the job, a relationship that gives new life, a

force that builds for the future in the lives of a questioning
and virile generation.2

 

lCharlotte Henry, "Criteria for Determining Readiness of Staff to
Function Without Supervision," p. 3b, Administration, Supervision and
Consultation, Family Service Association ofrfimerica, 1955.

2

 

 

Bertha C. Reynolds, "The Art of Supervision," The Family, June,

 

9h
An authority in religious education interprets supervision in this
fashion:

The fundamental need is not to take over a task from someone
else, but to help another, to inspire and direct him to great ac-
complishments, and to participate in the work on a thoroughly
understood COOperative basis.

In these terms supervision is seen to be--first, last, and all the
time--a relationship of persons.

A social agency and its casework staff functions best if (1) func-
tion, policy, and procedure are well formulated and the caseworker has
someone to whom he can turn when problems of their application or inter-

pretation arise, (2) there is someone who is enough in touch with the

\--..-.....- .. ...-.y— .,-,.....

caseworker' 3 performance (a ) to make apprOpr1ate assignments and to con-

.-

‘\ nJJ~-—%.U.“q‘h ._" "'"

sider with h1m.pr1or1t1es, poi ntsUh of p1ressure, and Special needs as they

 

_, .a—..-a-8.1'uA-.~---
-- un-

\-_..._.-.. #-

arise, (b) to help him assess areas where help is needed and to give this

.-_

help or secure it elsewhere, (c) to be able to evaluate his work and to

.M-s'lh... .----‘ 'f- -- -.,'---- ' “ "

make responsible recommendations in terms of salary, promotion, super-

. -' b.'—v¢-
‘ ”q. ._r~ ’ -
_o- "I‘ “L‘

“v- ..-.

visory needs, and the like; and (3) if there is a channel for using the

W‘ 'N "'...r.- u, 13-“. v a
' ' i'h~'1-n

caseworker's experience and knowledge in shaping agency program and for

1‘,,._;1;;(-‘

o
u’u-‘W—"

enabling the total agency to function in mutual understanding and con-

_ . :1....‘v". , 1
I",I_,‘£—‘¢‘P—\ ‘~'_ 'i'. _‘_ ' ”‘1 - v _ —o 1 ‘

fidence. This person in mos agencies is the superv1sor.2

\- ‘--: “no'
..s.n—.~.-.‘

5
#‘A".. hvl'r “" -'

That the social work supervisor exists for the sake of workers

 

lErnest John Chave, Supervision 2: Religious Education, The Univer-
sity of Chicago Press, Chicago, 1931, pp. 2§7and 29.

 

 

2Jeanette Hanford, "Integration of the Teaching and.Administrative
Aspects of Supervision," Administration, Supervision and Consultation,
Family Service.Associacion of America, 1955, p. 52.

 

95
under his direction independent and efficient may be stated as the second
fundamental principles in good supervision.1

That the technique of the supervisor should be constructive, and
destructive, may be stated as the third fundamental principle in good
supervision.

That the technique of supervision should be modified to meet the
varying conditions under which the work of supervision is carried on is
a fourth important principle of supervision. No act or technique is in
and of itself either good or bad. The value of each act must be measured
by the conditions under which it is put forth and the character of the

results secured.2

Teaching as a Function in Supervision. Almost every casework

 

supervisor will say that teaching is the most important function
of the supervisor's job. Yet the supervisory aSpect and the teach-
ing aspect have not always been well integrated, the supervisory
aspect often forming an imperceptible barrier to the teaching one.
Because supervisors are responsible for services given to peeple,
their attention is often so closely drawn to the needs of the
clients that they become impatient with and blind to the learning
needs of the young worker.

Yonata Feldman in a paper "The Teaching Aspect of Casework

 

lMilon Brown, Effective Supervision, Facmillan Co., New York, 1956.

 

2Hubert Wilbur Nutt, The Supervision of Instruction, Houghton
I-lifflin Company, New York, 1920, pp. 193-2611;"

 

 

96
Supervision" has this to say about the supervisor's attitude:
It is important for the supervisor to resolve the conflict

between his responsibility for giving service to the client

and for training the worker. He must reach the conclusion

that he can serve the client best by putting client needs

temporarily in a secondary place and by giving primary at-

tention to the training of the worker.

The supervisor must give definite information and at times
advise. t other times he must supplement the worker's knowledge
and give a continuous sense of direction. His teaching has in it
elements of re-emphasis, re-statement, and repetition, a sort of
pouring in, drilling process, with constant movement.1

A consideration of the major responsibilities carried con-
tinuously by the supervisor suggests that the supervisory confer-

ence should be used for the following important purposes:

(1) Counseling by the supervisor in his role as "secondary

 

leader," with a view to helping the worker make his own discoveries
about his work with his client. If the worker is inexperienced,
the supervisor's broader knowledge of typical group situations may
suggest a wider array of possible solutions to a particularly dif-
ficult problem in the group, the aim being always to encourage the
worker to rely increasingly on his own resources for coping with
whatever develOpS. In short, what is suggested here is the kind of
counseling that, while giving support when and where it is needed,

is directed constantly toward helping the worker to increase his

 

lKathleen Whitt, "The Student in a Public Agency Placement? The
Family, January, l9hl.

97
use Of his own powers. .An experienced worker may need only the
stimulus that comes from an Opportunity to talk it over with the
supervisor as a person more removed from the situation and there-
fore bringing broader perspective to it. The conference should
always provide the Opportunity to share thinking.

(2) Teaching. The supervisory conference affords the best
Opportunity in the whole process for broadening the worker's knowl-
edge Of the nature, purpose, structure, and administration of the
agency, for helping him to understand the influences of community
factors on the lives of his clients and for stimulating his imag-
ination to consider ways in which casework can take account of
community situations and resources. The good teacher recognizes
that he has a diagnostic function and develops the ability to put
his finger on what will help the worker most at the moment.

(3) Administration. Certain administrative concerns enter

 

very naturally into the supervisory conference. There may be
information to pass on and plans to communicate that are essential
to the coordination of the total program of the agency. Tatters
related to plant and equipment may need to be clarified. Questions
Of agency policy may be raised. .Agency requirements with regard
to records and reports may need to be discussed. Conditions Of
employment, job organization, and relationships with other workers
may call for interpretation.

That every supervisor is in a position of authority is indis-

putable. The actual power that that position gives him.will differ

98
from one supervisory job to another within one agency and also,
for comparable jobs, from agency to agency. Dealing with this
question of authority in relation to the chief administrator, one
writer states:

Authority is present, according to one simple definition,
whenever a person has the power to give or withhold anything--
recognition, advancement, security--and there is no doubt that
there is some degree to which every executive affects the rec-
ognition, the progress and the security (both psychological and
economic) of the staff member.

In every instance the supervisor must see himself through
the eyes of the person supervised as one who must have judgment
about the worker's performance, who has at least some power to
remove him from the job he has undertaken and who has, because of
a continuing contact, constant occasion to see him in his weakness.

A too common misconception is that a supervisor is a person
who knows, or must appear to know, all the answers. Exaggerated
ideas of status, prestige and grandeur sprout from such a view,
and only a sense of humor or humility--and.preferably both--can
save him.

Successful supervision depends upon the supervisor's

ability to accept a relationship with the worker in which
there is joint participation, upon his ability to utilize
what the worker can contribute, and his ability to say, "I

don't know," and still be relaxed.2

The supervisor's own past eXperience in relation to the use of

 

lNary Overholdt Peters, "Supervising the Experienced Worker,"
Journal of Social Casework, Fay, l9h9.

 

Qanm

99
authority will rise to hinder or help him in the supervisory con-
ference. The supervisor who thinks Of supervision as a necessary
evil or who is apologetic for his position of authority in rela~
tion to another worker may actually be expressing a dislike for
the authoritarian way in which he himself had been helped to learn
in the past. By the same token, the person with a need to punish
others for his own unhappy eXperience with a ruthless use Of
authority will find ample Opportunity as a supervisor to perpetuate
this tragic pattern Of behavior.

The danger Of authority is the danger Of the use Of
authority. Supervision, finally is the fine use of power.
. . .Supervision as a use of power is a use Of men. As
such, its requirements are sobering.l
Other fe rs on the part Of the supervisor that may enter into
and affect the conference with a worker arise from the feeling that
he, the supervisor, is always on the firing line and burdened down
with the responsibility for making decisions.
Reference has already been made to the danger of assuming com—
plete responsibility for another's work.2
There is a responsibility involved in supervision, but not
for making something happen "because I say so," when another
human being is the instrument. There is no wax on earth to

use the powers Of a human being except through his own brain
and nervous system which coordinate his energies, and although

 

lDorothy Hutchinson, "Supervision in Social Case Work," The Family,
Ma , l9hl.

 

‘
,.

2Fargaret Williamson, Supervision--Principles and Methods, Ho.an's
Press, 1950, p. 113.

 

100

his COOperation may be forced as well as won, the results
of forced COOperation are not socially constructive or
lasting.1

The Supervisor. Changing a title from caseworker to supervisor

 

does not result in a magical endowment of supervisory skills. Agencies
studying the various implications of promotions have increasingly con-
cerned themselves with the question of how case consultants may help new
supervisors develOp necessary skills; and how agency policy itself can
aid them in adjusting to their new status.2

TO attain the professional status of supervisor is an Objective
toward which caseworkers are prOpelled by a variety of motives. Better
salaries and prestige values are still primary incentives.

The method by which supervisors are selected may contribute markedly
to the security or insecurity with which they approach their new duties.
Civil service boards have tried to set up objective rating scales based
on written and oral examinations, and requirements as to amount and type
Of training and experience. These procedures Offer some protection of
progressional standards but they are not an index to the potential per-
formance of candidates. A number of agencies have set graduation from an
accredited school of social work and three years of supervised experience

as minimum requirements for supervisors. Further screening, however, is

 

ing and Teaching in the Practice of Social
a, 19h6.

 

 

 

lBertha Reynolds, Learn
Work, Family Service of Americ

[3" O O Aw. O C I l 4 O

éSuperv151on and SuperV1sors Tra1n1ng; Selected Guides and V1ew-
points to A13 in Supervision and in Planning Supervisory Training, Society
for Personnel.Administration, Hashington, D.C., 195h.

 

 

 

 

 

lOl

indicated, and at present the best tool would seem to be the evaluation
process in which both supervisor and worker participate freely.

Criteria for determining readiness to supervise:1

(l) Supervisors should have acquired competence as caseworkers.
They should have a working knowledge of the dynamics of human relation-
ships, and have demonstrated qualifications of: (a) perception of under-
lying problems; (b) ability to establish helpful relationships; (c) skill
in using resources; (d) awareness and discipline of their own attitudes
and motivations; and (e) effective organization of work-~including dic-
tation. Variations in attainment of these points are to be eXpected,
but workers who want to supervise should be able to render good, depend-
able performance in each area, and none should constitute a notable prob-
lem.

(2) Supervisors should be able to articulate their understanding
of cases and casework processes and to be able to teach.

(3) Supervisors should be able to use supervision constructively
in relation to their own work.

The supervisor needs to remember that into every aSpect of the
supervisory job is carried three distinct responsibilities--one to the
worker supervised, another to the client, and a third to the agency.

New supervisors need time in which to test their new relationships,

to adapt their knowledge and skill to the supervisory process, and to

 

LGenevieve Sennet Slear, "Transition from Cascworker to Supervisor,"
Journal of Social Casework, January, 19h9.

 

102
l

handle the normal anxiety that a more difficult assignment provokes. At
this time, especially if they have a particular stake in advancement, they
cannot well assimilate direct criticism or interpretation. Help needs to
be carefully geared to what they can accept and use; it consists mainly
of support, indirect guidance, and the slow building of professional se-
curity through recognition of successful performance.2

The period of transition from worker to supervisor is often char-
acterized by anxiety, and the insecurity that may accompany new eXperi-
ence and a change in status. It should be recognized that when a success-
ful caseworker is promoted to supervisory responsibilities it often re-
sults in the loss of an excellent caseworker and the acquirement of a
poor supervisor. Well-defined criteria for determining readiness to
supervise, according to Genevieve Slear, is one means of safeguarding
agency standards and of providing new supervisors with an objective basis
for measuring their skills in terms of the new demands to be made upon
them. Help from administrators is most likely to be effective if it is
directed toward building self-confidence. Direct criticism, too much
interpretation, and too many suggestions are likely to increase anxiety
and resistance. Assistance, at the beginning, is more wisely limited to
acceptance, understanding, support, and indirect guidance. Time and a

range of experiences are basic to the develOpment of supervisory skills.

 

1George D. H lsey, Supervising PeOple, Harper Brothers, New York,

 

1953.

2William Henry Burton and Leo J. Brueckner, Supervision, A Social
Process, Appleton-Century, Crofts, New York, 1955.

 

 

103
Supervisors, like caseworkers, must go through a process of learning.

Criteria for Evaluation 2: Supervisigg.l Supervision may be

 

 

evaluated in the light of any one or any combination of these
three considerations:

(1) Effect. The degree to which its effect upon persons
(including clients, workers, other agencies, and the community as
a whole) and upon social work methods and materials approximates
the results desired.

(2) Activities. The degree to which its activities conform
to accepted standards for supervisory activities.

(3) Supervisor's characteristics. The degree to which the
characteristics of the person who is doing the supervision conform
to the standards for such traits.

(A) which has desirable and lasting effects, primarily
upon clients and community, and secondarily upon workers and
the supervisors themselves, as follows:

(1) It increases the amount of progress of clients
toward desired objectives.

(2) It increases the amount of progress of the com-
munity toward recognized objectives.

(3) It increases the amount of progress of workers

toward recognized objectives.

 

lCharlesAlexander Turner, A Practical Nahual of Effective Super-
vision;.A New'A roach Utilizing MBdEEn Ps cholog , General Semantics and
Engineeri§§~Principles, Juliaanress, New ¥ork, IgSh.

 

 

 

 

10h
(a) Which consists of activities that are in
accord with the adopted phi1050phy of social work
such as:

(l) ReSpect for the personality of both
clients and workers.

(2) Concern with maximum individual and
social growth.

(3) Recognition of broad and comprehen—
sive objectives for social work.

(h) .Acceptance of the goal of continued
growth rather than achievement alone.

(5) Recognition of wide variation in
individual interests and capacities in workers.
(b) Which is carried on by persons possessing

certain characteristics which are accepted as being
desirable for supervisory agents--that is, which are
believed to be those most likely to produce the re-
sults suggested above.

(1) The supervisor has those personal
and social characteristics which are consid-
ered necessary, such as energy, enthusiasm,
tact, Open—mindedness, initiative, perseverance,
and others.

(2) The supervisor has those professional

characteristics which are considered necessary,

105
such as adequate and varied training, both
general and specific; adequate and varied ex-
perience both in and out of the field; and
interest and cooperation in activities of ap-
propriate professional organizations.

The evaluation of supervision is not easy. It is more diffi-
cult to measure and evaluate than casework because of the fact that
it is one step further removed. Casework is essentially a process
of helping clients make changes and the measurement of its effec-
tiveness requires the evaluation of client change. Supervision
operates to change workers and through them to change the clients.
Measurement of its effectiveness is complicated by the fact that
there are many other influences playing upon both the worker and
the clients.1

What many supervisors fail to realize is that the ultimate goal of
supervision is toward helping the supervisee to independence and in time
to little if any supervision at all.

It is as important for the supervisor to know when not to supervise
as for the worker to know when to close a case.

Supervising the experienced worker should be as challenging and

interesting as guiding the new worker. There should be growth in knowledge

 

lClifford woody, Chairman of the Committee, The Evaluation of Super-
vision, The Fourth Yearbook of the Department of Supervisors and Directors
pf_Tnstruction of the National Education Association, Columbia University
Press, New YOrk: l9}I,=pp. 11-22.

 

 

 

 

 

106
and increase in understanding of any worker as long as he is on the job.1

The point of view advanced in this thesis is that supervision is
an art-~an art that can be continuously develOped on higher and higher
levels of expression. Its develOpment will call for the mastery of cer-
tain basic techniques and the acquiring of and constant reference to an
expanding body of knowledge. Just as there is no such thing as a fin-
iShed artist, so nobody has the last word about supervision; the "good"
supervisor is continuously a learner.

It is important to recognize that neither classroom study of super-
vision with related field work practice nor systematic reading in the
subject can guarantee good supervisory practice. It is possible to ver-
balize concepts and principles without coming to grips with what is in-
volved in acting reSponsible in relation to them.

The'need is to achieve in the supervisory relationship a responsible
use of self rather than the instinctive use of self to which we revert when
we have not geared our practice to what we know. A reSponsible use of self
can come only with increased self-understanding. Self-understanding de-
liberately and continually sought and acted upon constructively in his
relations with the worker he is supervising will serve the supervisor in
two ways. It will illumine landmarks and.possible pitfalls within his own
emotional attitudes. Self-understanding will also increase his understand-
ing of the worker's attitudes, expressed and unexpressed--an essential in-

gredient in the building of a strong working relationship between them.

 

lPeters, 2p. cit.

107

Understanding one's own motivation for being in a particular job
is essential for a supervisor if he is to avoid super-imposing his own
drives in devastating fashion on the person he is supervising.

If a supervisor's source of greatest personal satisfaction lies
in direct work with clients and this is not fully recognized by him, he
may be impelled to take the case over from the worker, breaking the natu-
ral ability of the worker.

Fear and feelings of insecurity may be dominant attitudes on the
part of the supervisor; he may feel he has no real equipment for the job;
the worker may unwittingly call out still existent feelings of insecurity
actually engendered in an earlier relationship in which this particular
worker had no part. The result in the supervisory relationship can be
disastrous unless the source of these attitudes is recognized and the
attitudes themselves dealt with in constructive ways. Uncontrolled, they
may lead the supervisor, however well equipped by study, to depart from
known good procedures to take refuge in behavior that seems to bolster up
his individual courage. In such a situation, conversation in a super-
visory conference may be kept at a "safe" superficial level or the super-
visor may proceed to do all the talking himself, telling the worker every-
thing he knows about the agency, about clients, about experiences the
supervisor has had, never stOpping to breathe, much less to give the
worker an Opportunity to make his own contribution to the discussion.

Preoccupation with one's self and one's own doings may make it
impossible for the supervisor to get an adequate picture of the worker,

which in turn will make it unquestionably more difficult to accept him as

108
a person with his own unique contribution to make to a joint enterprise.
The tendency will be to want to press on when actually the occasion calls
for a more passive attitude, and one of willingness to wait for the worker
to learn.

Eda Houwink, in an article entitled "The Endowment of the Super-
visor," speaks of supervisor's endowment as having two roots, one in the
direction of personal eXperiences and how the supervisor handled them,
and the other in the direction of professional experiences and how he
integrated them. The personal heritage is larger and deeper because it
is older and because it is the core of being one's self. It may be
altered through professional discipline, but it can never be removed.

It is apparent that a great deal more work is necessary in iden-
tifying and describing areas and levels of supervision. How much time is
actually spent in supervision? What do beginning workers need to be
taught and what are the apprOpriate and effective methods of handling an
internship type of experience? HOw long should that experience be, and
what should we expect realistically at the end of it?1

To be effective supervision must be more than just a looking-over.
The executive or supervisor must have a definite philosophy and technique
of supervision just as he should for every phase of his work. The philos-
Ophy should be that of participation. The technique should be that of
utilizing and developing as far as possible capacity of the person under

supervision.

 

1Jeanette Hanford, up. EEE" p. 55.

109

The good supervisor will make his supervision almost imperceivable.
He will help his staff to grow by the eXperience it can gain through his
stimulating service as a teacher of right methods and right attitudes,
rather than through his performance as director of a specific process.

The social agenqy has the continuous reSponsibility for training
each staff member in every possible way to become more proficient as a
technician on each particular job, more effective as a cooperator with
other staff members, and more serviceable to an understanding of the
organization's aims and ideals and of the problems of the community which

it is created to serve.

The child-caring work of every organization should be part of a
local or stateewide plan which includes various forms of foster care--
the institution, the boarding home, the free home, the adoptive home, and,
for certain older children, the work or wage home. The nature of the
child's relationships to his own family, the strength and permanence of
the emotional ties which bind him to them, as well as his age, physical
and mental condition, temperament and habits, are among the factors which
should determine the type of foster care.

Institutional care differs from foster home care in organization,
plant and equipment, and types of experiences given the child, but both
forms of foster care have the same aims and are governed by the same

general principles.1 The child in an institution has the same rights and

 

1Lillian Johnson, "Casework with.Chikiren in an Institution,"
National Conference 2f Social Work Proceedings, 1938.

 

 

llO

needs as any other child. These have been listed as follows: (1) Security,
a feeling of belonging; (2) human relationships, a chance to develOp mutual
attachments and a sense of responsibility for others; (3) proper food;
(h) adequate shelter-~each child should have a separate bed and a place
for private possessions as well as suitable rooms in which to entertain
relatives and friends; (5) comfortable clothing; (6) health habits;
(7) educational essentials--attendance at a school of good standards;
(8) guidance in vocational planning; (9) recreation; (10) community life;
and (11) moral and religious training.l

Rn institution should be small enough to allow the executive to
remain familiar with the principal problems of each child. It should
be governed by a board broadly representative of the community served by
the institution. It is important that board members familiarize them,
selves with the general policies of the institution and that they be aware

of the work of other similar institutions which are known to be progressive.

22323. Host institutions should be located in or near a small city
or in the suburbs of a large city. There are advantages and disadvantages
in having a central location for all activities. But it is difficult to
avoid the interruptions which will come if offices are located in the same
building as the institution. Living quarters for staff should be comfor-

table and attractive. It is desirable to have some of the staff live away

 

lHelen Hagen, The Institution as a Casework.Agengy, Child Welfare
League of America, 1955. '__‘_

 

 

111
from the institution unless the institution is in an extremely rural loca-

tion.1

Finance. It is desirable for a private institution to secure a
considerable share of its support from the community which it serves and
in which it Operates. Usually it is necessary.for an institution to have
three or four main sources of income including interest on invested funds,
contributions direct from individuals and/or through community funds,
support contributions from relatives and per capita payments for board
or lump sum apprOpriations from state or local public funds. No institu-
tion should be founded with the assumption that adequate standards of '
child care can be maintained with income from.per capita payments. Per
capita support payments seldom cover more than half of the cost of the
actual care.2

The greatest contribution an institutional setting offers is the
therapeutic value of group living. Many children who come to an institu-
tion have been subjected to such damaging eXperiences that they cannot
tolerate individual family relationships. The affection of any one person
may be a threat to them. It is in the group that many children with little
or no sense of personal worth make the beginning steps in self-identifica-

tion. Critical analysis of an institution shows that the group setting

 

1"Standards for Children's Institutions," Child Welfare League of
America, New York, 19h7.

2Earl Beatt, Director of Surveys, Child.Uelfare League of America,
New York.

112
has negatives as well as positives. Institutions and foster homes cannot
substitute for a child's own home, so prolonged institutional care can be
damaging since the institution, by the very fact that it is an institu-
tion, is an unnatural setting.1 Too much routine becomes boring and
children tend to become moulded in one pattern. Staff members have to
be aware of the individual needs of the children within the institution
and to try to meet them; for this reason the most important part of any
institutional program is the staff.2

Staff members should be well trained and experienced not only in
institutional work but also in social work and.psychology. They should
be aware of the practices and problems of child welfare outside of an

institutional setting as well as within.

‘Qigegtgg. The director of a social welfare institution holds
primary reSponsibility for all activities which involve the establish-
ment of policy and procedure, the receipt and disbursement of agency funds,
administrative planning to insure desirable standards of practice, and
public relations. The degree to which the director can or should share
these responsibilities with other employees will depend upon the size of
the institution and the availability of personnel with specialized skills.

Qualifications for such a position should involve proven executive ability

 

l Laurette Bender, "Infants Reared in Institutions Permanently
Handicapped," Child welfare League of America Bulletin, Sept. l9hS.

2 Howard Hopkirk, Institutions Serving Children, Russell Sage
Foundation, New York, l9hh.

 

113
and training and experience in a group work setting. If this person is
expected to handle any supervision of staff, his training should include
two years of graduate training in social work.1

If the executive is not a trained social worker, then the casework
of the institution should be under the direction of an assistant with two
years of graduate training in social work and three years of eXperience
in child welfare and family welfare work.

Any caseworker within the institution should have graduate train-
ing in social work or at least a B.A. degree and direct supervision from
a supervisor with full graduate training and experience.

House mothers should have capacity for understanding the recommen-
dations of a psychiatrist, pediatrician or others of the professional
staff. They should be capable of participating intelligently in the case
conferences in which plans for the social treatment of both the child and
his family are developed. They should have qualifications which will make
it possible for them to function effectively without constant supervision.
Minimum requirements for a house mother are: (1) Good health and a sense
of humor; (2) stability of character based on a well-rounded philosophy
of life; (3) training and eXperience in the needs of child care; (h) a
youthful point of View, not necessarily a young person, but one able to
see through the eyes of youth; (5) ability as a home maker; and (o) per-

sonal interests and avocations outside of work.

 

1'".th Does what in a Children's Institution; Some Elements of
Sound Institution Practice," Jewish Child Care Council, New York, 1955.

llh
It is desirable to have as supervisor of house mothers a person
well-rounded in mental hygiene principles in order that she may guide the
daily lives and treatment of the children under care.
There should be sufficient staff so that individuals can have at
least one and one-half days a week free from duties. Salaries should be
adequate in comparison with salaries paid by other social service organi-

zations.1

 

llary Pyles, Institutions for Child Care and Treatment, Child
Welfare League of.kmerTCa, New York, I9h7.

 

CHAPTER IV

PART THREE. REVIEW OF SOCIA WELFRRB FINANCING

 

Ordway Tead in his book1 says "it is as essential to live within
a budget in a non-profit agency as it is to strive to make a profit in
others." The responsibility for sound business management is shared by
the board and the executive--the board as it makes general policies,
authorizes budgets, oversees services and eXpenditure; and the executive,
as he helps to make plans involving services and funds, oversees the work
of the staff.

Sound financial administration involves planning, directing, and
executing. It provides means by which wide and responsible participation
can be achieved. It is the critical area of decision-making. Sound
financial administration will ordinarily include the following essential
elements, whether the agency is small, mediumrsized or large, and whether
it Operates as one unit or as a single budget or through individual units
with separate budgets: (l) A sound organization plan; (2) well-planned
financial policy; and (3) efficient methods of accounting and control.2

The budgetary process is a fundamental element in a planning
process. The services the agency provides and the program it conducts

are based on the budget. The budget is also a basic means of control--

 

1Ordway Tead, The Art of Administration, NbGraw-Hill, New York,
1951, p. 112.

2Ibid., p. 120.

116
Of the program as well as the funds. It has been called "one of the
principle tools of financial administration."1 The place of the budget
in financial fiscal planning is as a tool of administrative management.

A budget is a financial plan for an agency's services. Often too
much emphasis is placed on dollars and far too little attention on activi-
ties and work to be done. If budgetary programs are to be something more
than carefully predicted expense accounts, expenditures must be related
to objectives.2 At the same time program planning must be realistic. It
must influence, and be influenced by, financial planning. As Herbert A.
Simon has written, "budgetary procedures are the most important means of
translating questions of efficiency."3

.A finance committee develops and oversees, on behalf of the board,
the financial plan of the agency. It reviews budget requests develOped
by other committees and by staff members. It considers and recommends
necessary changes and brings a practicable budget to the board for its
review and its adoption. It makes periodic reviews of expenditures in
relation to budget and reports the financial status to the board.

Committees and staff members related to all parts of the agency's

service should be involved in budget planning. Persons closest to

 

lSteven Story as quoted in.A1bert Lepawski, Administration: The
Art and Science 2f Organization and Nanagement, Alfred.A. KnOpf'CO., New
YEEK, p. 505.

emit-,1, Always Budget Time," Public Management, October, 19240,
Volume XX, p. 239.

 

 

 

3HerbertA. Simon, Administrative Behavior, NacMillan Co., New
York, l9h8, p. 1h.

 

117
services are most likely to know what is needed; their judgment shoulc be
sought. Staff members like the agency's executive and the board need to
recognize inevitable limitation of funds.

Ideally, financial resources should be made adequate to meet needs.
In the last analysis, however, an agency is reSponsible for providing

'only those services which it can finance.l

Private Welfare Financing:

 

Private welfare, since the turn of the century, has suffered a
decline in large private donations and bequests and in investment income.
Foundations giving has also declined.

The last fifty years have witnessed the growth of federated fi-
nancing and the develOpment of the organized drive, with increasing at-
tention to timing and detailed study of the giving potentialities of the
community, together with strenuous efforts to tap new sources of support,
notably the business corporation and the rank-and-file wage earner.

The future of federated financing, which appears to be a charac-
teristically American development, is not wholly clear. While the years
immediately following the formation of a Chest or a federated drive have
usually shown significant increases in total sums raised, this rate of
increase has not persisted. Whether the gains to the participating
agencies will continue to offset the real loss of direct contributor

interest and attachment to a specific cause or agency remains to be seen.

 

lFrank H. Landers and Claude R. Thorp, Administration and Financing
of Public Relief, University of Pfichigan Bureau of Government, Michigan
Pamphlet N0. 17, l9h2.

 

 

118
In any case, it seems evident that the pressure of organized contributors,
and notably the business corporations will continue to be in the direc-
tion of unified drives.l

As stated by Henry Ford II in Lansing, Michigan, in l9h8 "peeple
are simply fed up with being solicited for charitable causes at every
turn."2 This is true but there are more basic principles behind the
antagonism toward the multiplicity of campaigns.

Multiplicity causes wasteful expenditure of manpower. In smaller
communities eSpecially, the same leaders are called upon to serve repeat-
edly. There is a danger that civic leaders will balk at the constant
drain on their time and resources and then give up their voluntary lead-
ership in the welfare field.

NMltiplicity is an annoyance to reSponsible contributors. They
cannot be expected to know where their dollars will do the most good.
Every fund-raising organization does have a point; and the better its
emotional appeal, the better will be its results--this, regardless of
its worthiness or sensibleness.

multiplicity, of course, involves a much higher campaign expense

-than does a federated drive. Every drive for funds necessarily involves

some expense. The more of these separate drives that are federated into

 

lEveline Burns, "Financing of Social welfare," as quoted in Cora
Kasius, New Directions in Social Work, Harper and Brothers, New York,

195a.

 

 

2Henry Ford II, "Transcript of Remarks," Lansing, Michigan: The
United Health and Welfare Fund of kichigan, Inc., July 15, l9h7.

119
one campaign, the less the over-all expense would be. For instance, cam-
paign eXpenses on a general average for community chests across the coun-
try fall between 1.5% and 3% of the amount raised.l Compare this with
many of the separate campaigns and it will be found that several have
expenses that amount to from lfi% to 20%. Some national campaigns run as
high as 30% to the fund-raisers.2 (There is one national agency--with a
strong emotional appeal--which has been spending up to ninety-two cents
per dollar collected on campaign expenses to solicit new contributions.)

Another mark against multiplicity is that it exerts a destructive
effect upon local fund-raising institutions. It is the smaller agency
in the community that is hurt by the larger and better-known agencies
that are getting the bulk of the funds raised in private appeals.

The inequity between needs and money raised to meet these needs
has always been a source of irritation with laymen and professionals
closely associated with private welfare agencies. It has definitely
been a problem, but it has been a problem with which only a few were
concerned. It is becoming increasingly evident that the general public
is also taking cognizance of the fact that it has a definite part in

these welfare services.3 The peeple who give to support welfare work

 

1Expenditures for Community Health and Welfare. New York, Com-
munity Chests and Councils of.America, Inc, 1919.

 

2Editorial, The Saturday Evening Post, Philadelphia, Pennsylvania,
Curtis Publishing Company, October 1, l9h9, p. 11.

 

3Somebody Ought £2 29 Something, New York, Community Chests and
Councils of America, Inc., April, 1950, p. l.

 

120
want to know what they are supporting. They want to know that their
dollar is well-spent. They want to know whether it is better to give to
a "family service agency," or to "T.B.," or to "Red Cross." There are
editorials, letters to the editor, resolutions by the chamber of commerce,
civic clubs and the central labor bodies, and definite signs of "campaign
fatigue" among citizen leaders.1

The strong emotional appeal of some of the larger agencies has
produced for them a considerable amount of funds. This is not to imply
that these agencies should not have money to carry on their work and
services in the community. However, the contributing public wants to
know which of these many health and welfare services are the most im-
portant and which should receive their greatest support. In other words,
the old "heart-throb--emotional appeal" is losing its effect, and con-
tributors are looking into this problem with a new perSpective. The pub-
lic is becoming aware of the fact that the diseases causing the greatest
amount of disability and death receive a smaller amount in dollars and
cents per case than do the diseases responsible for a comparatively small
amount of disability and death. These latter, because of their emotional
appeal, will and do get a larger amount of money per their statistical
case.2

The inequity of quotas has been a sore point for a long time.

 

lIbid.

 

2How the United Health and welfare Fund was Organized and Why,
Lansing, Michigan, The United Health and Welfare Fund of Michigan, Inc.,
l9h8.

121

Many peOple are beginning to feel that there should be some measure of
giving to guide them in determining their contributions to the many
appeals for funds.1

Although there are reports and pamphlets prepared by the Community
Chests and Councils of America, Inc., and other national agencies re-
flecting budgetary needs, these do not get wide dissemination among the
general public.2 The contributor on the grass roots level thinks of his
responsibility for broader health and welfare programs. But he wants to
know what his real share is. He cannot or will not read and digest all
of the literature he receives throughout the year concerning these ap-
peals for funds. what he prefers is some one central organization that
will get all of the facts for him and give them to him in one package.

Certainly there has been an inequitable distribution of funds
raised on a private and voluntary basis. Those drives that have had the
most emotional appeal, that have been able to play on heart-strings, have
been the most successful in the past. Some other health and welfare
drives that do not have this heart-pulling appeal, but that are just as
necessary, have been left in the background.

What we need to do is to formulate some plan for determining an
eQuitable portion of voluntary funds to be assigned to each worthwhile
Private welfare agency.

With the COOperation of all, it is not too difficult to arrive at

lIbid.

 

2Somebody Ought to Do Something, loc. cit.

 

a national goal for a national agency and then break down equitable
quotas for the various states and the communities within those states.
The peOple who do the giving have a right to know that they are being
asked to contribute their fair share of a national or a local budget.
If all agencies on a national level were to submit their budget require-
ments in the same way that local agencies are required to do within a
community chest, we could have a true breakdown of prOportionate quotas
assigned to each community.

It is not within the American way of doing things to have a few
Specialized agencies receiving most of the community's support and nu-
merous other worthy but less spectacular agencies trying to Operate on a
minimum of financial assistance. Inequity of quotas is probably the
first, or at least one of the most important, problems involved in the
financing of health and welfare agencies. This should not be construed
as a condemnation of these agencies. Host of them really need the funds
they are seeking. However, there may be other agencies that have a
greater need but do not have the emotional or dramatic appeal that can
hit the public in the eye.2

There is a need for a uniform.plan for determining an equitable
portion of a national goal to be assigned to the state. A similar plan

is needed to be used in assigning national and state quotas to the

 

imational Budget Committee Report," National Social welfare
Assembly Annual Meeting, Nay, l9h9.

2It FEKBS.§EQ§E’ Lansing, Michigan, The United Health and Welfare
Fund of Eachlgan, Inc., l9h8.

123
counties and the local communities within the state. Community chests on
the local level use these methods; and, if voluntary health and welfare
services are to be continued on a larger scale, a similar plan for fed-

erated financing must be introduced.

Balanced welfare Planning:

 

If agencies are united in one appeal for needed funds, the next
logical step would be the creation of real welfare planning. This would
save the present duplication and overlapping of services. Much money
could be saved and much better services could be rendered if all agencies
were to COOperate on a balanced program.

When agencies are united for the purpose of raising the money that
they need, it gives them at least one common goal, and usually other
united actions are forthcoming.

Understanding between agencies and individuals would be strength-
ened. Competition between agencies could be eliminated, and a COOpera-
tive plan of welfare services for the ccmmuni*y, the state, or the nation
could be the result.

Michigan pioneered a program for just such state-wide federated

financing in the establishment of the Michigan United Fund in 19h7.

121;

Michigan United Fund

 

Organizational Build-Up:

 

Several businessmen in 1946 became interested in the problem of
multiplicity of welfare appeals in their towns. Notable among these was
the publisher of a large newspaper in Battle Creek, Michigan. He and the
others decided to take a survey of public opinion in various communities
in the state.1

They found that peOple were concerned for health and welfare pro-
grams and how the monies were being raised for them. The survey helped
a number of people evidence their interest and to pledge their help
toward a solution to the problem.

Henry Ford II, of the Ford Kbtor Company in Detroit, became in-
terested in the discussions that were going on. At his invitation, ap-
proximately 125 community leaders, representing sixty-one of Michigan's
eighty-three counties, met in Detroit on July 15, l9h7. This meeting
was called to consider the prOblems resulting from the multiplicity of
separate fund-raising campaigns by state and national health and wel—
fare agencies. The idea of a federated plan of action was prOposed, and

the meeting authorized the formation of the ”United Health and Welfare

Fund of Michigan, Inc.,"2 to formulate policies and plans and to put the

 

1How the United Health and Welfare Fund was Organized and Why,
OD. cit.
*“

2Ford, 33. cit.

125
plans in Operation. The official name of this organization was changed
in 1956 from the "United Health and Welfare Fund" to the "Michigan United
Fund."

Among those representative leaders in 19h? enough money was pledged
to hire a skeleton staff to organize the Office. These representatives
also pledged to return to their communities and to raise additional funds
to maintain a professional staff to carry out administrative responsi-
bilities.

The United.Fund_was officially incorporated as a nonrprofit agency
on August 12, 19L7, with a board of directors of 203 persons representing
a majority of the counties of the state.1 This board represented a cross-
section of Michigan and included businessmen, labor unions, industrial-
ists, farm bureaus, and various religious sects.

These men and women who honestly believed in the theory Of a united
welfare campaign went back to their home communities to apread the idea.
It was evident from the beginning that this was not too difficult an under-
taking. PeOple were interested. BSpecially in the larger communities the
Civic—minded citizens were looking for a way out of the chaos of multi-
plicity of campaigns and the hodgepodge of welfare programs.

The entire idea became truly a "grass roots" undertaking. The
impetus toward a state organization came from the local community, and
it continued to be that way. There was never any compulsion or even

intimation that there would be some "super state" organization that

 

lHOw the United Health, etc., 93. cit.

126
would hand down the rules and regulations to the local community or the
local citizen.

many of the members of the original board of directors took upon
themselves the responsibility of being chairmen for their particular

counties.

Preliminary Negotiations:

After the formal organization of the United Fund, the first and
most logical step was the appointing of an Admissions and Budget Committee
to determine what agencies should be included within the United Fund. The
Board of Directors charged the Admissions and Budget Committee with the
following reSponsibility:

To inform national and state health and welfare agencies of

the aims and objectives of the United Health and Welfare Fund of
Michigan; to present the inmediate plan of procedure for putting
the Fund into Operation; and to enlist eligible agencies as par-
ticipants in the Fund.1

At the beginning, the committee limited itself to exploratory con-
ferences with the agencies relative to the prOposal and the plan, and did
not undertake to gather the detail necessary to determine the eligibility
of any Specific agency.

The Admissions and Budget Committee received communications from
three national health agencies, voluntarily indicating their desire to
become participants in the United Fund. These were the.American Heart

Association, the American Social Hygiene Association, and the American

Hearing Society.

 

1"Report of the.Admissions and Budget Committee," The United Health
and Welfare Fund of Michigan, Inc., October 30, l9h7, p. l.

l2?

Representatives from the larger health agencies were invited to
meet with the Admissions and Budget Committee. Invitations were extended
to the following:

lfichigan Tuberculosis Association

Tuberculosis and Health Society of Wayne County

American Cancer Society, Michigan Division, Inc.

Sister Kenny Foundation of Michigan

lfichigan Society for Crippled Children and Disabled.Adults, Inc.

National Foundation for Infantile Paralysis, Inc.

Wayne County Chapter, National Foundation for Infantile Paralysis,

Inc.

With the exception of the.American Red Cross, these agencies repre-

sented the major portion of health appeals on the national and state

levels.

Agencies' Viewpoints:

There were varied and controversial reactions from these agencies,
and the.Admissions and Budget Committee was unable to have direct con-
ferences with many, particularly the Michigan Tuberculosis Association;
the National Foundation for Infantile Paralysis, Inc.; and the Wayne
County Chapter, National Foundation for Infantile Paralysis.l

Conferences were held with the American Cancer Society, South-

eastern Division, Inc.; the American Cancer Society, Michigan Division,

 

lIbid.

128
Inc.; the Tuberculosis and Health Society of Wayne County; the Michigan
Society for Crippled Children and Disabled.Adults, Inc.; and the Sister
Kenny Foundation of Michigan.

The meetings between the.Admissions and Budget Committee and these
agencies were primarily on the eXploratory basis to consider the possi-
bility Of participating in a united campaign for funds and to get some
preliminary estimate of budget requirements.

After several meetings with the larger agencies, the Admissions
and Budget Committee, which was cross-representative of all phases of the
various communities within the state, was of the Opinion that agency en-
listment could be accomplished with sufficient time allowed and prOper

understanding created.l

Results Of Negotiations with Agencies:

 

After the preliminary meeting of the Admissions and Budget Committee
with the agencies already mentioned, many more conferences and contacts
were made with all health and welfare agencies with any standing on a
national and state level. The United Fund, through its Board Of Direc-
tors, its Admissions and Budget Committee, and its staff, in the begin-
ning negotiated with a total of twenty-four national and state health and
welfare agencies.

Of the twenty-four agencies, eighteen voted "yes" for federation,

and six voted'ho."2 These six included the so-called "Big Five"--

 

1mm, p. h.

2"Twenty-four Answers," Lansing, lfichigan, The United Health and
Welfare Fund of Michigan, Inc., November, l9h8.

129
the.American Red Cross; the National Foundation for Infantile Paralysis,
Inc.; the.American Cancer Society; the National Tuberculosis Association;
and the National Crippled Children Society, Inc. The other negative vote
was by the American Heart Association, Inc.1

These agencies declined to work with the United Fund to find a
formula which would enable Michigan to carry its fair share of the national
Obligations Of the agencies and at the same time to expand local services
in relation to need, rather than limiting local services according to what

the traffic would bear or by using local surpluses on an arbitrary per-

centage split of monies raised.

County Sponsoring Committees:

 

Staff officials Of the larger state and national health and welfare
agencies seriously questioned the need of or the desire of local communi—
ties for a plan of federated fund-raising.

The Board of Directors Of the United Fund believed that a demon-
stration of local interest at this time would be a most important factor
in deve10ping a favorable attitude toward the federation plan. It was
therefore recommended that the organization Of County Sponsoring Commit-
tees would be the best means of effecting community action toward federa-

tion.2

 

1Before the actual campaign started, the.American Heart Association
reconsidered and became a full participant within the federated plan.

2Minutes of the Board Of Directors Meeting, Lansing, Michigan, The

 

130
County committees were organized with their first duties concerned
with formulating plans and promoting local programs of education and in-
formation on federation. Their promotion went through the regular chan-
nels of newspaper releases; cultivation Of key community leaders; and
work through the organizational channels Of civic groups.1
The County Sponsoring Committee became the Official organization

within its environs to carry on a United Fund campaign.2

Campaign Preparations:

 

The Board of Directors of the United Fund, at its meeting in
January, 19h8, authorized the conducting of a federated fund-raising
campaign as follows:

One: That the Fund invite all qualified agencies to membership
and admit such organizations as are willing to participate. Every
effort should be made to secure the participation Of all qualified
agencies.

Two: That the Fund conduct a federated campaign for all agen-
cies willing and qualified to participate, late in l9h8 or early
in the year l9h9.

Three: That, as to nonrparticipating but qualified agencies,
the Fund determine from such sources Of information as may be
available the fair quota Of each such agency for the state Of
Michigan, and allocate to each county its share thereof, to the
end that each county may, if it so elect, include in its cam-
paign for the Fund agencies its quota for the non—participating
agencies. TO the extent such quota is attained, it would be
Offered to the agency.3

 

1The United Health and welfare F_und of P-Tichigan, Its DevelOprlent

and Present Plans, Lansing, Michigan, The United Health and Uelfare Fund
of Buchigan, Inc., August, 19nd, p. 2.

 

 

2Ibido, pp. 2-14..

3Minutes of the Board Of Directors fleeting, BE“ cit.

 

 

 

131

At a meeting of the Administrative Cowaittee of the Boa rd, the
following recommendation was made regarding the most apprOpriate campaign
date:

That the United Health and Welfare Fund of Michigan conduct an
independent fund-raising campaign in January—February, l9h9, allow-
ing community chests and non—chest counties so desiring to campaign
for the Heal h and h’elfare Fund in their regular fall campaigns,
October-November, 19110.

The reconmendation for an independent campaign in January-February,
19L9, was based on a number Of important considerations, the main one
involving the question of uniformity Of action. Since the decision was
largely based on this question, it was the intent of the Administrative
Committee that campaign plans be projected toward the end Of securing
state-wide uniformity of action. The rig. ht of loca.l chests and non-ches t
counties to 2K2; cise autonomy was not challenged; but, in order to achieve
a workable state-wide plan, every effort was directed toward getting the
local units to decide in favor Of the January-February campaign date.

Uniformity of action was considered most necessary for several
reasons. First, to establish 1 lentity of the appeal for its effect on
the agencies and to become visible in the eyes Of the peOple Of Iiichigan,
who had been wanting a federation. Secondly, there was a greater like-
lihood of big agency participation in a campaign with separate identity
and one that was primarily for national agencies.

The February date also constituted to a certain extent a "time

squeeze." The preparation period in advance publicity for this campaign

 

1United Health and Welfare Fund of Michigan, Its Devel_pment and
Present Plans, Op. cit., p. S.

 

 

 

132
overlapped the tuberculosis and polio drives. The actual promotion would
cover advance period of Red Cross and present the subsequent campaigns
with the problem of beginning a major effort before another had been
added.1

By having uniform action, the mechanics of campaign promotion were
greatly simplified.

In l95h at the time the Michigan Children's Aid Society became a
part of the Michigan United.Fund.package there were thirty-one agencies
receiving support through the federated financing of the Fund, and most
of the state of Michigan was part of the program. A quota system had
been worked out for each county that had accepted federated financing.
The quota was based on pOpulation and wealth of the county and is given

in the table on the next page.

 

lUnited Fund Campaign Bulletin, Lansing, Michigan, The United
Health and Welfare Fund of Michigan, Inc., February 21, l9h9, p. 2.

 

MICHIG-

ABLE I

'01100 FUND
QUOTA 50039010 FOR 1955 01101100

 

 

 

Oakland counties.
Of Aboomb county is $10,022,

)0 Of ,0 Of
COUNTY State County COUNTY State County
Goal Quota Goal Quota
*HAYNE 51.882 01,592,602 010110300 .235 f 6,820
K311 5.166 109,910 LIVI00S1ON .229 6,605
0013503 h.567 132,53 1130 .219 6,356
10100101 3.103. 91,207 UBXFORD .205 5,9g9
100010 2.009 69,908 10015133 .203 5,892
SAGIHAU 2.209 65,260 11301 .202 5,862
HAsHTENAW 1.697 09,206 SABBLLA .197 5,716
PMSKBGON 1.665 08,317 0531100 .197 5,687
CALHOUN 1.517 00,022 112501 .193 5,600
131110200 1.092 13,296 ass .169 0,905
JACKSON 1.061 02,397 1000511 .160 0,760
BAY 1.289 37,007 0000011 .137 3,975
BERRTEN 1.283 37,232 000001 .136 3,907
s1. CLAIR 1.057 30,671 CHARLEVOIX .116 3,309
*000000 ' .918 26,610 2033000 ISLE .110 3,191
1010030 .808 23,008 03331 .095 2,757
000300 .753 21,852 BENZIE .093 2,698
011101 .708 21,708 000001011 .075 2,177
sznwassEE .577 16,710 10300 .070 2,107
10R003110 .576 16,716 SCHOO‘ an? .070 2,167
1110000 .053 13,106 0110110 .073 2,118
CHIPPEWA .035 12,623 7101010 .069 2,003
1050010 .028 12,020 001011000 .069 2,003
03111 .005 11,753 012”e .068 1,970
v00 BUREN .003 11,695 133100 .061 1,770
10011 .001 11,636 000100 .060 1,700
ST. JOSEPH .388 11,259 13011120 .058 1,683
HILLSDALE .372 10,795 1000 .053 1,539
EATON .365 10,591 OTSEGO .050 1,051
0000010 .360 10,016 .21000 .008 1,393
BRANCH .363 9,962 013310133 .007 1,360
10010110 .339 9,838 012101 .003 1,208
HURON .337 9,780 100 1110 .003 1,268
311101 .337 9,780 110011 .030 986
1001100 .335 9,722 00101000 .030 872
011N100 .307 8,910 LAKE .030 872
00000100 .307 8,910 R050001111 .020 696
00100 TRAVERSE .292 8,070 1110311031: .020 579
TENOMINEE .281 8,155 KALKASKA .018 523
BARRY .272 7,893 050001 .017 690
SANILAC .270 7,835 03130110 .010 373
LAPEER .260 7,661

* Detroit United Foundation

"Torch Fund" area includes Kayne county and southern, ortionsJOf Nacomb and
The "forcn.Funu” area's quOta is 6 ,Ou?,di5.

The remainder
The remainder Of Oakland county quota is $51,305.
Tune '30

CHELPTER IV

Pi LRT F 07 P . SUE": FRY

 

.A review of some of the studies of child welfare agencies points
out the great need for more services to children in every state of the
United States. There is a recognized need for a study that will define
more concisely and more fully the responsibilities and relationships of
everyone involved in the administrative process.

.A review of the literature shows that administration in a social

work agency is shared by the board of trustees, the executive and the

supervisor, and that the administrative responsibilities are directly re-

lated in a private agency to fundpraising and public relations.
Certain principles of administration concern all administrators

whether of a factory, a school or a social welfare agency. Every admin-

istrator regardless of his organization will be called upon to organize,

to staff, to direct, to coordinate, to report, and to budget.

catpraa v

QfifififllZATION OF THE F CHIGAN CHILDREN'S AID-SOCIETY

 

The state board of trustees of the Michigan Children's Aid.Society
consists of forty members elected at the annual meeting for a period of
four years. In 1955 it was the general practice for the nominating com-
mittee to re-elect the total membership as well as the same officers.

The board meets twice a year. An executive committee of fifteen members
is empowered to act between meetings.

Authority to conduct the work of the organization is invested in
a state superintendent, or general secretary, as he is called.1 This
general secretary is assisted by two other professional persons, a direc-
tor of children's services and an assistant director of children's serv-
ices. A.former soliciting agent for the Lower Peninsula has the duties
of public relations and publicity. The state office, or central office
as it is called, is located in Detroit.

There are ten branches in the organization located in the principle
cities of the state, with each branch responsible for a definite area such
as a county, counties, or parts of a county. Each branch is directed by
a local board of trustees and has a professional staff responsible for
conducting the work of the branch.

Thirty-nine counties of the state are divided into five districts

 

lChart I on page 130 shows the relationship of the general secre—
tary to the total organization of the Pfichigan Children's Aid Society.

 

nou~>nom a. :wuvaaao
\\ «o “300:9 20:33.
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\\\\\ \ _

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«o Heuoouuo

 

 

    

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

\.\ _
\
\ \ \
\ \ \ uoHaao g<mazmo 71_
.\\ \
\\\ \
\ \
\\ \ , .radn TSU¢
\011 x x 00006: 0:009,
\ 1 . .HLOUN 35v :Tumda 4788 N and 0 418.6%“ 4788 «
usfluam \ \ Home, muwflnj, mhsfln; “out, mumflnj mkSfin:
00 \x. \ Iawwa « manu~ QHO n unmam «
3H5 \ \
on \ .
95w [P
1&0 . .Hx: .03) 0&3 0:5 50g Eumhxw rnzwnmm whofiuomm who“
8.22 030 $8 $8 080 080 938me 933m 93805
.I \ In“ \‘IIHM‘ II Ilhu I‘
muumm A<mmzmc X—
IIHWMWWWWMWWMW h”
/ II I I
/ I
>unsnu m w m N « mumumnsm wuouw:mm
mcap: .«mfio .umao .0009 .zmwo .amao as 0.66% as vegan
Wflfifiififibflv Qflgéq

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

-mflmmmmmmmmflmmm—
0920000
anu—

>hu_o=n =_< u.zm==4_=u =¢a_=u_:
._-=u =o_uuu_=uu.a

_ hm<=u

 

 

mmopUmMMQ ho nm<om mhfihm
nonfiozuov

137
each having one caseworker who is supervised and enployed.by the central
office in Detroit.

Although the branches differ markedly in their local problems, they
all offer three kinds of service: (1) adOption; (2) services to unmarried
mothers; and (3) boarding home care for children. Protective services
which the branches interpret as supervision of children in their own
homes is offered in some areas.

The workers in the central office district do adOptive work and
offer services to unmarried mothers. The district workers also offer
so-called protective services to children which in some areas of the
state involve investigations of dependency and neglect.

All branches and the central office district offer institutional

care to adolescent girls at Chapin Hall.

Volume of Services:1

 

 

The Michigan Children's Aid Society placed 217 children in adOptive
homes in 1955. They also completed the final supervision and recommended
that the courts consummate the final adOption for 167 additional children
who had been supervised by the agency for a period of at least one year.

In 1955 the Michigan Children's Aid Society provided boarding home
care for 1,085 children in bl? licensed boarding homes located for the

A

most part in or near the counties served by branches 0 the organization.
The Society gave services to 653 unmarried mothers who represented

sixty-three counties of Michigan and five other states. The 653 cases of

unmarried_parenthood did not represent an accurate count of all of the

 

lfihp I: shows the volume of services for the year 1955-

I" II
TOTAL CASES or THE 60 PRIVATE

 

CHILD CARE AGENCIES IN MICHIGAN

FOR THE YEAR 1955

 

 

17/3 336/16

   
 
     

35/9

      
 

       

601/15

       

20/3

  

6/2

  

45/7

   
  
      
   
       

90/16

 

 

 

8/4

 

18/6
"Y:

The f"
umber:

321/117

figure_givon regruents the total
The eye: m e-ch c unty.

seco ' ure rep 9: (It: I In
223°i£r3§§°i§z.zne.fiifii;?m 5W

   

17/10 115/96

    

 

191/95

 

It!!! cf

198/108
3/2
ten 3

 
      

 

10/7 13/ 2

 

3/3

 

 

 

 

15/11

 
 

42/7

    

 

 

 

 

 

138
services given to unmarried mothers by the agency in 1955. They represent
only those mothers who received long-term services and did not include
the large number who had brief contact with the agency.

In 1955 twenty-nine girls ranging in ages from ll to 18 received
care at the institution Chapin Hall in St. Joseph

There is no way of actually knowing the amount of protective
services which the Michigan Children's Aid Society offered in 1955. The
reason for this is threefold: (1) There was no clear-cut definition on
the part of the Michigan Children's Aid.Society as to what actually con-
stituted protective services; (2) there were differences of Opinion among
the various executives and workers of the Society as to whether an agency
such as the Michigan Children's Aid Society could offer protective serv-
ices or whether such services should only be offered by a judiciary
agency such as the probate court; and (3) the statistical count and the
face sheet used by the Michigan Children's Aid.Society in 1955 did not
present an accurate picture of the protective services offered by the

agency.

Relationship Between Branches and the Central Office:

 

At the time of this study the St. Joseph and Traverse City Branches
were under the direct supervision of the central office. All bookkeeping
of these two branches was done in the Detroit office, and all bills except
those paid from petty cash were handled by the central office staff.

The supervisory services from the central office to the other

branches were_limited because of fadtors of staff and distance, and also

.
in

139
because in some instances it had been difficult to revive the earlier
supervisory relationships which had existed prior to the depression and
which had lessened through the years due to limited staff.

The central office Sponsored two meetings a year for the total
staff of the branches; in the spring at the time of the annua meeting
one full day and a-half, and a short meeting in the fall at the time of
the Michigan Welfare League Conference. The spring meeting had separate
sections for both professional workers and clerical workers. There were
a number of year-around committees, for example an adoptive committee, a
boarding care committee, and a statistical committee, on which various
f members served, both executives and caseworkers.

Starting in 1955 a bimonthly meeting of the executives was held
in order to discuss common problems and procedures. These meetings were
rotated as to the meeting place.

The state general secretary planned to visit each branch at least
once a year. He also tried to attend some branch board meetings, branch
annual meetings, and was available for consultation of any problem per-
taining to the branch. On a few occasions he had direct contact with a
client of a certain branch.

The director and the assistant director of children's services also
visited branches occasionally. These visits were not of a supervisory
nature but rather around some Specific problem situation. Nest of the
regular contacts between branches and the central office were by corre-
spondence, telephone calls, or by visits of the branch executives or case-

workers to the central office.

lilo

Statistics of children in care were gathered by two sources. The
State Department of Social welfare required a report concerning each child
accepted or re-committed into care. The central office each year made a
detailed and summarized report to the State Department of Social Welfare
concerning every child in care throughout the year.

Only one branch had membership in the Child Welfare League of
America, that being Flint. The other branches were members through the
central office in Detroit.

The central office offered the greatest services to the branches
in the area of adOptive placement. The final decision for the accepta-
bility of prospective adoptive parents and the preliminary matching of
the adOptive child to the home was done by the central office staff.

Through the central office a wider selection of homes could be
offered with less possibility of the identification of the unmarried
mother being known. The state-wide placement also made possible the

adoption of the hard-to-place child with mixed racial background, etc.

Comparison of Branches:

 

There is no consistency among the various branches as to the siZe
of caseload or staff number. There is no evidence that communities have
made comparison with each other in an effort to see how the local branch
is equipped to handle the local needs as compared with other communities.
There has been no long-range planning-~the Michigan Children's Aid.Society
just grew.

The lack of long-term.planning for agency staff to meet the needs

141
of a community can be illustrated by comparison between the Pontiac and

~-‘

he Lansing Branches of the Hichigan Children's Aid Society. for years

1

U
H.
N
(T)
O

t ffs that wCre approximately the same

0)

these two branches ha'e had

Yet there we re, in 1955, 27,EOh more chil ren under the a oe of twe nt37

J

living in O'"lani County than the total pOpulation of Ingham County. The

a.

,red only by Jayne

(D
k»

rate of illegitin“cy in U {lend County in 1955 was
and Genesee Counties and was over two and one-half times as high as Ingham

County; the number of divorces granted were QXCCCdCi only by fiayne County

and w re three times as high as Injhan County.

(1’)

Additional comparisons of the branches has 31 on 1955 figure
(1) according to the number of children livin g wi‘hin tre area served;
(2) the divorces grafted in the area; (3) rate of illegitimacy; (1) size

of orofessional staff; and (5) volume of service offered by the branch

will be found in T bles XIX throug h.XXVII in Appendix F.

 

The constitution or articles of incorporation of an agency should

state only the fundamental elements of the name, location, purpose mode

of government, and means of amendmeit. The constitution usually should

)

1

y of state, or some other legal

we on file with the court, the secreta

personage.1

fl
4.

The by-laws should contain the details on orgfnization and

 

O q 0
1 r-

LEeneral Toroo:*tion Laws, State of Elenigan, Corpilei by: ioni'a

’n.-~4..

 

~*—.tm Mo- - -

Corporation and curit ies Commission, John 3. Dykema, Commissioner.‘

\l

Franklin Dehleine Co., Lansing, lichigan, 1951.

1&2
Operation which are not delegated to administrative decision and should
provide for easy amendment. This process should be so simple as to enable
any agency to meet readily the changing requirements of effective service.1
The by-laws of the corporation are the rule of its life. when
adOpted they are as binding upon every member as the charter itself.
They must not be amended or repealed without the knowledge of every

member. The by-laws cannot enlarge or alter the powers conferred by

the charter.2

Articles of Incgrporation of the Michigan Children's Aid.Society:

 

 

A copy of the Articles of Incorporation of the Michigan Children's
.Aid Society and the by-laws are on file with the Michigan Corporation and
Securities Commission in Lansing. The purpose or purposes for which the
agency was formed as adOpted by the Society in 1923 are as follows:

The object of this corporation is to investigate cases of de-
pendent, neglected children; to receive, care for, place in suit-
able homes and supervise such children; to own or otherwise acquire
and manage suitable receiving and detention homes; to carry on
other activities for child welfare as authorized by the trustees.3

This is the third statement of the Society's purposes to appear

in its Articles. The original statement in the 1893 Articles was as

follows:

The object for which this Association is organized is to seek
homeless, neglected and destitute children, and to become their

 

lIbid.

zlbid.

 

3Articles on file with the Michigan Children's Aid Society, Detroit.

1’13
friend and protector, to find homes for them in well-to-do families,
and to place them there wisely with the least possible dela , and,
exceptional cases, to give aid, if possible, in obtaining practical
education.

The above statement was amended in 1912 to read as follows:

The object of this corporation is to seek, care for, place in

suitable homes and oversee homeless, neglected or needy children,
and to own or otherwise acquire and manage suitable receiving and
detention homes for such children.

The term of existence for the corporation of the Michigan Children's
Aid Society as given in the Articles is left without limit, it being
perpetual, as authorized and provided by the state of Michigan.

Only one of the ten branches is separately incorporated even
though it, along with the other nine, is licensed with the State Depart-
ment of Social Welfare through the central office. The separate incor-
poration is that of the Jackson Branch which was deemed necessary at the
time the branch was set up in order to empower the local agency to accept
family casework services which the charter of the state society does not
expressedly provide for. Even though it was necessary to incorporate
this branch separately, those founding the organization wished at the
same time to bring to the community the advantages of an agency affilia-
ted with a state-wide organization.

The central office of the Michigan Children's Aid.Society is func-
tioning under Articles of.Association and a set of by-laws that were

adopted in 1912 and which are outmoded as far as the present practice of

the agency is concerned. Each branch has its own constitution and by-laws

1Articles on file with Michigan Corporation and Securities Com-
Inission, Lansing, Michigan.

which were usually patterne ad fiter the central office and which today are

outdated.

Relationship Between State and Branch Boards:

 

Article III and.Article VIII of the by-laws make reference to
branch boards. Article IIIs tate s:

The Trustees may provide for boards in such cities or other
places as they deem best, shall determine their manner of ap-
pointment, their term of office and prescribe their duties.

Nowhere in the by-laws or the Articles of Association is there
provided a clear statement of the relations hip between the state board
of trustees and the branch boards.

The following description of the relationship between the local
branch boards and the state boards was prepared by a committee of the
state board of trustees on.Amendments to Articles of Association and
By—laws in l9h8, but was never adOpted by the Society:

Establishment of Branches: The State Board of Trustees may from
time—to time estabTish branches in communities or areas of the state
Michigan which the Board may determine suitable and proper for
the effective Operation and conduct of the Society's affairs. Bach
branch shall include a board for the government of the branch and

for the management of the funds and monies of the branch, always
subject to the control of the State Board of Trustees. The area
of the branch and the sc0pe and extent of its authorities shall be
fixed and determined by the State Board of Trustees. Any branch
may adopt a constitution, by-laws and rules for its government and
the conduct of its affairs, but any such constitution and by-laws
shall be subject to the approval of the State Board of Trustees.
The selection of the original governing board for each branch shall
be made by the Board of Trustees. The selection of successor mem-
bers of such governing board or committee shall be in accordance
with the constitution or by-laws of the branch.

 

Incorporate ed Bra.nches: With the approval of the State Board of
Trustees, any‘Branch may be incorporated un< ier the laws of the
State of M Hh 1ga n. The corpora ate purposes and powers and the terms

 

1‘45

and provisions of the Articles of Incorporation and By-laws of
such incorporated branch shall be subject to the approval of
the state board. Jackson is an incorporated branch because it
was established to include the Family Service agency.

Qperation of Branches: Bach branch, whether incorporated or
unincorporated, shall be allowed such autonomy in matters re—
lating to the Operation and conduct of its own affairs and the
management of its funds and monies as the State Board of Trustees
shall in the case of each branch deem for the best interests of
the Society, such autonomy being subject always to the necessary
and prOper control of the State Board of Trustees.

The above prOposed amendment of the by-laws was based on actual
practice and the written prOpositions which were made between the early
branches and the central office. These written propositions gave the
right to the local branch boards to employ staff, to set salaries, and
to carry out the local function of the Society, but only with the ap-
proval of the state superintendent (general secretary) and the president
of the board of trustees. Gradually through the years as the amount of
direct supervision from the central office lessened, the branches took
over the selection of staff and other duties without asking the approval
from the central office and/or the state board.

This writer in consultation with the Child Welfare League of
America representative felt that Article III of the br-laws should in-
clude a description of the relationship between the state board and the
local boards. Because Specific recommendations were a required part of
the state-wide study, this part of the study which pertains to adminis-

tration will therefore include the recommendation that the suggestions

made by the committee in 1918 be adOpted.

 

1Minutes of the Cowaittee on Amendments to the Articles, l9h8.

 

 

State Board of Trustees

 

The Michigan Children's Aid Society is governed by a forty-member
board of trustees whose function, according to the constitution, is that
of a policy-making body, and whose responsibility is to manage any
prOperty and/or any lawful business of the Society.

There are no specifications for board membership, and no Specific
requirements for the representation of special groups, although an at—
tempt is made to have representation from the entire state. At the time
of the study in 1955 twenty-one counties were represented. Thirteen
members of the board, which included all except two of the executive
committee, were from the Detroit area. Four members were from the Upper
Peninsula.

There are two board meetings each year. The one in early June at
the time of the annual meeting is held at the Y.N.C.A. in Detroit. The
meeting is usually about an hour in length. The other general board
meeting is held in the late fall, usually the first week in December,
and has been an all-day meeting. This meeting is usually held outstate,
and for the past two years the local branch staffs have been hosts for
the day and have made arrangements for meeting places.

The quorum of the total board is five. The average attendance for
the past three years at the general board meeting has been from five to
twelve. No action is taken against inactive board members.

The term of office is for one year, but there is no limit to the

number of terms for reappointment.

1547
This study found that when a prospective board member is asked to
serve there is no plan for orientation.
There is very little contact between the board and the agency staff
except for the general secretary. Occasionally a staff member is asked to

attend a board meeting to interpret some phase of the program.

Committees of the Board:

 

 

Executive Committee. This committee consists of fifteen members,

 

the majority of whom live in the Detroit area. They meet on an average
of once each six weeks, or about seven to eight times a year. The duties
and responsibilities of this committee are to act between regular board
meetings and in all cases of emergencies. .Actually, the major portion of
the business of the total board is carried out through the executive com-
mittee. The executive committee, like all other board committees, is ac-
countable to the board. The meetings of this committee are luncheon meet-
ings held at the Detroit Club. Since June of 1955 a summary of the execu-
tive committee actions has been prepared by the general secretary and has
been sent to the total board membership twice a year. Minutes of the
executive committee are brought by the secretary to the annual and the
semi-annual meetings and are available to the board membership for addi-
tional interpretation.

Other standing committees are the investment committee, personnel
committee and finance committee.

Finance Committee. This committee carries the responsibility of

 

working with the general secretary on the preparation of the budget. In

this agency the general secretary prepares the budget, and it is gone over

1&8
by the finance committee, and this committee takes part in the presenta-
tion of the budget to the Michigan United Fund. The committee is also
concerned with all questions of income, investments, expenditures, methods
of financial reporting and recording, and the ways of securing funds ade-
quate to meet the needs of the program.

Nominating Committee. This is not a standing committee in all true

 

senses of the word. This committee in the past has been selected by the
president with one or two members carrying over from year to year. The
committee meets as often as necessary, usually two or three times in ad-
vance of the annual meeting. This committee offered recommendations in
1955 for a rotative board and provision for honorary board members. It
does not have any function other than selection of board membership. The
chairman summarizes the final recommendations, and these are filed with

the general secretary.

Board Membership:

 

Board members of the Michigan Children's Aid Society are selected
for a period of four years. Until 1956 the board was self-perpetuating
and self-rotating, and usually the nominating committee renominated the
total board membership with the exception of a few who might for some
reason or another be resigning. Because of this practice many of the
board members have been associated with the agency for years.

The forty members of the board of trustees in 1955 represented
twenty-one counties of the state, with thirteen members being from Wayne

County. Every branch except Battle Creek had a representative from the

1‘49
area serving on the state board, but too often this representative not
only was not connected with the local branch, but also had little, if any,
knowledge of the local branch or awareness of local needs and problems
that were related to the work of the Michigan Children's Aid Society.

All forty board members at the time of this study were Protestant
and white; there were thirty-four males and six females. Mbre than half
of the members were over fifty years of age, and more than one-fourth
were past sixty.

The board was predominantly made up of individuals in professional,
executive and managerial positions. Eight were business executives; eight
were attornies; seven were bankers; three were educators; two were doctors;
and two were judges. Four members were equally divided between social
work, insurance, auditing and accounting. Table II on the following page
shows the county of residence of board members.

In 1955 five members of the board had served for more than twenty
years; five had served from.fifteen to twenty years; eight from ten to
fifteen years; seven from five to ten years; and fifteen had been on the
board for less than five years.

Of the current board in 1955, nine would have eXpiration of board
membership in 1956; ten in 1957; and ten in 1958. The board felt this
would easily facilitate their plan for a rotating board rather than fol-

lowing the usual practice of merely returning all members to office.

150
TABLE II

COUNTY OF RESIDENCE OF THE

 

 

 

 

 

TEFBEBS'OF‘TBS STaTSImildltF TRUSTEES
OF THE BISHIde CHILJBEK'S AID SOCIETY
1333*
County Number Branch or Dist. Serving Area
Alger l marquette Branch
Antrim l Traverse City Branch
Barry 1 Central Office District 2
Bay 1 Central Office District 5
Berrien 2 St. Joseph Branch
Delta 1 lbrquette Branch
Genesee 1 Flint Branch
Grand Traverse l Traverse City Branch
Ingham 3 Lansing Branch
Jackson 1 Jackson Branch
Kalamazoo l Kalamazoo Branch
Kent 2 Central Office District A
Livingston 1 Central Office District 2
FEcomb 1 Central Office District 1
Parquette 3 marquette Branch
Muskegon 1 Central Office District h
Oakland 2 Pontiac Branch
Saginaw 1 Central Office District 5
Shiawassee 1 Central Office District 3
Washtenaw 1 Ann Arbor Branch
Kayne 13 Central Office
TCQ‘JRL 243

Evaluation of the Board:

_“

 

 

It was found by this writer in the personal interviews that few of
the board members truly understood the program and the problems of the
agency. There was a tendency on the part of many board members to think
in terms of "an excellent agency" and a "fine, well-qualified staff" with
little, if any, realization of what constituted adequate staff, training

or program.

151

Many members were able to say that they were not aware of the
duties and the responsibilities of board members. Others said they did
not have the time to give. Several were aware only of one phase of the
agency's service program, such as adOption.

Historically, the state board of trustees played a very important
role in the develOpment of the organization. As was true with many other
social welfare agencies, the board of directors for years was active in
solicitation and personal contributions of funds to the agency's support
and in organization of action for branch develOpment and growth. Gradu-
ally, however, due to a number of factors,including the geographical dis-
tribution of board members and the inconvenience of travel during the de-
pression and the years of the Second world War, control of the board
passed into the hands of a few in the Detroit area who, although they
were most concerned for the agency and had its welfare at heart, failed
to delegate responsibility to the total board but rather dominated all
board action. This, coupled with the fact that the professional staff of
the agency for years often failed to share information with the board
and/or worked independently of board knowledge, resulted in a weak board
that was dominated by a very few well-informed members who completely
overshadowed the rest of the board.

The result was felt not only within the board itself but also
within the total structure of the organization.

Gradually throughout the two-year period of this study the state
board of trustees became increasingly aware of its own weaknesses and took

rapid strides to try to change the situation.

Relationship with Branch Boards:

 

In actual practice there is no provision made for the channeling
of information between the state board and the branch board . If a local
board makes a recommendation or passes a policy, there is no provision
made for passing this kind of information on routinely to the state board.
If, however, it is discussed by the branch executive with the general
secretary, it is brought to the attention of the state board of trustees.
In the history of the agency there has been adverse reflection upon the
total agency when policy was handled independently by the local board.
Apparently in these situations there was no awareness on the part of the
local boards that clearing through the state board of trustees was neces-
sary and/or desirable. The things which have caused the most confusion
for the state board of trustees have been closed or limited intake in

certain branches; for example, closed intake for adOption.

Branch Boards

 

Eight branches of the Michigan Children's Aid Society-~Ann Arbor,
Battle Creek, Flint, Jackson, Kalamazoo, Parquette, and Pontiac, are or-
ganized locally and are governed by boards of directors that have limited
local policy-making powers. Each board is responsible for the services
of the local branch and the employment of an executive secretary. It is
the reSponsibility of the local board in all branches to review the agency
budget before it is presented to the Community Chest, or Chests, and to
defend or appeal this budget should that be necessary.

The boards of the Traverse City and St. Joseph Branches are

153
advisory in nature and were established to COOperate with the state board
of trustees in reSpect to matters of policy, public relations and anything
pertaining to the welfare of the Society in the local area.

The board members in all ten of the branches are selected by
nominating committees. The selection of membership in seven branches is
for a definite period of time with provision made that a member cannot be
returned to the board for more than two terms. In three branches the
board membership is non-rotating, and in most instances the nominating
committee returns the same slate of members.

The size of the branch boards ranges from fifteen to twenty-one
members with approximately half being men and half women.

All of the branches except Marquette have a definite number of
meeting dates each year. These range rom.four to ten, with the majority
being ten. The average board attendance over the five-year period from
1950 to 1955 was six to fifteen members. At Narquette up until 1955 the
board meetings were called only at the discretion of the executive, with
a general meeting being called once in 1950, twice in 1951, twice in 1952,
once in 1953, twice in l95h, and three times in 1955. The average atten-
dance in marquette out of an eighteen-member board was seven.

The age range of the members in the non-rotating boards was higher
than where there was a rotating board. One branch had eleven members out
of eighteen over the age of sixty; another branch in this group had only
two members under forty-five. Only one branch out of the ten at the time
of the study had a board member under thirty years of age.

At the time of this study only one board had a non-white member.

15L:
One board had all Protestant membership, and five had members of the Jewish
faith.

Few of the boards were really representative of the community served.
Too many were weighted heavily to professional and business peOple with
managerial or executive status and had little, if any, representation from
labor, rural peOple or salaried individuals.

Orientation of new board members in most of the branches was handled
in an incidental fashion by the executive secretary. Some of the new board
members eXpressed dissatisfaction in this as they did not feel they had a
grasp of the agency or their responsibility as board members. At Chapin
Hall the new member was invited to a meal at the institution.

The executive secretary in each branch attended all of the board
meetings. In eight branches other staff members occasionally attended
meetings if special reports of their work were needed. One branch had
never had staff members other than the executive attend, and one branch
included the office secretary and one other staff member at every board

meeting.

Committees:

 

The standing committees of the boards were generally the same for
all branches, and included executive, nominating, personnel, budget and
finance, and case or policy committees. St. Joseph had a house and grounds
committee for Chapin Hall.

St. Joseph also had two auxiliaries of women's groups, one from

Benton Harbor, the other from St. Joseph, who worked very closely with the

155
board and helped to raise funds for certain projects in the institution,

such as books for the library.

Officers:

The officers in all ten branches consisted of a president, a vice-

resident, and a secretary. In all except St. Joseph and Traverse City

each branch also elected a treasurer. All local funds of these two branches
were turned over to the state organization so a treasurer there was not
necessary. The election of all officers took place at the annual meeting
and was for a term of one year. The executive secretary of the branch
served in the capacity of secretary to the board in both St. Joseph and
Traverse City.

The duties of the officers were the same in all branches. The
president presided at all meetings of the board of directors and exercised
general supervision over the affairs of the branch on behalf of the board.
The vice-president performed the duties of the president in the event of
the latter's absence or inability to act. The secretary attended all
meetings of the board and kept a written record of the same. The treasurer
made reports to the board on the financial picture of the agency and signed
all checks. In most of the branches the minutes were prepared and dis-
tributed by the executive secretary. One branch merely c0pied the report
as prepared by the board secretary, and one branch left all reSponsibility
of the preparation of minutes to the board secretary with the report being

read rather than copies being distributed.

Evaluation of Branch Boards:

 

 

The following evaluation made by the writer is based on individual
interviews with board members in every branch and on attendance at regular
and special board meetings and on evaluative conferences with executives.

The boardsof the ten branches of the Michigan Children's Aid Society
at the time of this study in 1955 differed vastly in their knowledge of the
agency and their recognition of their role as board members. The boards
ranged from.well-informed, active groups to boards that were too dependent
upon the branch executive and rubber-stamped all action while they were
not even aware of all of the services offered by the agency they were
representing.

Every board had some members better informed than others, and even
some of the most active board members were prone to think of the agency
in glowing terms rather than realistically analyzing the program.

Some board members felt handicapped in any attempt to raise ques-
tions or to find out more about the agency because if they questioned too
much it might be threatening to the executive or to other board members.

There was little, if any, actual knowledge on the part of any board
as to the relationship between the local branch and the central office
and/or the state-wide structure of the organization. Everywhere there
was reSpect for the central office and the central office staff and state
board members who had visited the local board, but the actual purpose and
relationship with the state organization was hazy. There was little con-

cept of the wholeness of the Michigan Children's Aid Society and of the

137
fact that lack of staff or inadequate staff in one section of the state
or in one branch could in any way affect the local branch. This lack of
understanding has in most cases been due to the lack of such interpreta-
tion on the part of the executives who themselves are somewhat hazy about
the state-wide picture.

In the case of the state board of trustees the reverse was true.
Most of them had a tendency to think only of the work of the agency in
terms of the field districts, rather than that of the whole organization
including branches and field districts.

There was indication throughout the study that more interpretation
was needed by all local branch boards.

Nbst branch executives made active use of individual board members
to serve the agency by raising money; by promoting special projects such
as obtaining gifts for children in boarding care; by making speeches; by
transporting clients; by interpreting the agency program; and so forth.
However, three branch boards almost in their entirety felt that they were
not called upon for enough active work in the agency program, and at times
they wondered about the purpose of board membership and whether they could
afford to give time for board meetings when they got so little out of it.
A few individual board members in almost every branch expressed this same
opinion which dramatically points out that active working board members

who give of their time and their energy feel a part of an agency.

158

Executive

 

The Child Helfare League of America, standard-setting organization
for member child placement agencies throughout the United States and Canada,
states that a master's degree in social work from an accredited school of
social work and six years of eXperience in the field of family and child
welfare of which two years must have been in a supervisory position should
be the minimum qualifications for an executive in a child placement agency.

Mr. Earl Beatt, Director of Surveys of the Child welfare League of
America, who represented that organization as a consultant on the state-
wide study, recommended that every executive within the framework of the
Michigan Children's Aid Society, regardless of his or her specific or
specialized position, whether central office or branch, have the foregoing
training. Besides this, it is accepted by authorities in administration
that each executive is, or should be, a specialist in the areas of admin-
istration and must have the following essential abilities:

(l) A sound grasp of the philOSOphy and principles of adminis-
tration in a voluntary non-sectarian child.placement agency;

(2) Understanding and skill in the develOpment and guidance of
boards and committees;

(3) Understanding and skill in the process of policy formation;

(h Understanding and skill in the selection, induction, train-
ing, and supervision of staff--professional and clerical;

(5) Understanding and skill in the develOpment and evaluation
of the total organization program;

(6) Ability in preparing and administering a budget and in se-
curing financial support for the agency;

(7) Ability to set up and supervise an adequate system of records--
program, personnel and financial;

159

(8) Ability in the management of the business aspects of the
agency;

(9) Understanding and skill in guiding the agency's participa-
tion in community planning and organization; and

(10) Ability to develOp and supervise a process of public inter-
pretation and relations.1

General Secretary of the State-wide Michigan Children's Aid Society:

 

 

The general secretary of the Michigan Children's Aid Society has
been in that position since February of 1953. Prior to that time he
served as an assistant to the former general secretary for six months.

He has a master's degree in social work from the University of Michigan.
His previous experiences in social work were varied. He 'as the executive
of the Kalamazoo Branch of the Michigan Children's Aid Society for approx-
imately one and one-half years. Other experiences included caseworker for
the Welfare Department of Kalamazoo County, County Agent for Kalamazoo
County Probate Court, child welfare worker for the State Department of
Social Welfare in Wayne County and in Livingston County. His salary as
general secretary at the time of this study was $7,000 a year which was

raised to $8,000 for the year 1956.

Immediate Administrative Problems. When the general secretary of
the state-wide Michigan Children's Aid Society took that position in 1953
he was faced immediately with many problems that required a sound knowledge

of administration and community organization. The most critical of those

 

lJohns, op. cit., pp.h2-h3.

160
problems were:

(1) The financial position of the state organization was one
almost of bankruptcy. For several years the agency had had an inadequate
budget and in l95h it was to be faced with the crisis of losing help from
the Children's Fund of Michigan which had been a substantial support for
a period of twenty-five years.

(2) Inch of the staff of the agency was untrained, and there was
not enough staff to handle the demands for service.

(3) The organization had a public reputation of being understaffed
and overworked, with little by way of professional stimulation to attract
and hold fully-trained workers and executives.

(h) The state board of trustees was poorly informed about the

program and the conditions of the agency.

(0

(5) Th state board of trustees was ingrown and controlled largely
by those few in the Detroit area who, due to geographical location and time,
were the only ones able to meet the immediate problems.

(6) There were no lines of definition as to what the relationship
between the branches and the central office should be.

(7) The physical location and surroundings of the central office
were such that working morale of the staff was affected.

(8)

out, and the institution building Chapin Hall in St. Joseph was badly in

Working machinery such as cars and office equipment was worn

need of extensive repair.

Duties of the General Secretary. The duties of the general secre-

 

tary are not clear-cut and defined but include the following: (1) Bork

161
with the state board of trustees and committees; (2) coordination with the
various branches including work with branch boards, branch staffs and com-
mittees; (3) preparation of budgets and agency reports for the Michigan
United.Fund, the Detroit United Community Services, for Community Chests,
and for boards of supervisors in the sixty- -one counties of the state that
receive financial support through the central office; (h) representing the
agency on community planning committees, relationship between agencies,
etc.; (5) public relations of the agency including speeches; (6) super-
vision of the central office staff;1 (7) cosperation with supervisors in
staff meetings; (8) annual meetings; (9) representing the agency with the
State Department of Socia Welfare and the Michigan United.Fund; (10) sol-
icitation of special funds; (11) occasional intake; 02) occasional direct
casework with a client such as the alleged father of a child born out-of-
wedlock; (13) supervision of workers during the absence of the casework
supervisor or if there are special problems; and (1h) consultation with

casework supervisors around any phase of their work.

:5.

sound administrative structure is a primary requisite for the

adequate protection of children. Only when lines of authority and job
esponsibilities are clearly defined and understood can the agency service

to children be free from damaging confusion, misunderstanding and unpre-

dictable practice.2

 

lChart II on page 162 shows the relationship of the general secre-
tary to the central office staff.

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163

A sound administration of services for children occurs only when
agency structure reflects clearly the lines of authority and responsi-
bility extending from the director to the employees responsible for pro-
viding the direct services to children, their parents, and foster parents.1

An executive of a multiple-function agency cannot expect to fulfill
his responsibility for the over-all direction of the agency program if he
attempts to supervise directly the work of more than six persons, whether
they are caseworkers engaged in providing services to families and in-
dividuals, division heads, or clerical personnel.2

In the Michigan Children's Aid Society there is no clear-cut Span
of control at the present time. Workers both in the central office and
the various branches may at any time contact the state general secretary
(sometimes without having first gone through the prOper channels). While
it is highly commendable for the state general secretary to show personal
interest in all workers and their problems, it still, on the other hand,
can be threatening to an executive or a supervisor if there is lack of
regard for proper channels of communication. Of even greater concern to
this study is the fact that much of the general secretary's time has been

taken up with the involvements that could and should be problems handled

by other members of the staff.

 

1Standards for Foster Care Agencies, Child welfare League of
America, New York, 1947.

 

2Robert M. Mulford, "Problems of a State-wide Agency," Child
E-lfare, Pay, 1951.

(r)

 

1611

As sixty percent of an executive's time should normally be spent
with the agency board, budget preparations, and outside public relations
contacts, it is most important that the span of control to the general
secretary be shortened so that only the heads of the various divisions
are reporting direct unless there is a problem which involves agency pol-
icy.1 Another suggestion would be to have more reports in writing in
short memo forms rather than through personal interviews, as desirable as
the latter may be.

This study indicated that the general secretary's position in the
Michigan Children's Aid Society should be more clearly defined and his
Span of control should be reduced with only the heads of the units report-
ing directly to him in order that he may devote more time to executive

and managerial phases of the agency.

Branch Executives:

 

This study found that the executive secretary in all ten branches
had the administrative reSponsibility of selecting staff, working with
the board, planning, organizing, rirecting and evaluating services; of

reparin- and resentinc bud ets- and -enerall carr in out an and all
1 d 3 y g y

In all except two branches, Flint and Lansing, the executive was
responsible for the direct supervision of all caseworkers employed by the

branch. The executives at Traverse City and Marquette carried a full

 

lFloyd Reeves, Consultant to President Hannah, Michigan State
University.

165’
caseload as casework ers in addition to their other duties. The marquette
executive was also responsible for some direct fund-raising. The executive
at St. Joseph was the ctor of the institution Chapin Hall; she also
handled all intaxe for the branch and the institution, did direct casework
with unmarried mothers, and carried a limited, undifferentiated caseload.

All of the executives carried some reSponsibility for either intake
and/or a limited caseload. The executives of all branches took part in
public relations and publicity, with the majority of the executives taking
all responsibility for this.

Three of the executives were men and seven were women. They ranged
in ages from thirty-five to past 51 xty.

Two branch executives had less than a B.A. degree in 1955. However,
both of these executives had had many years of experience in the field of

social work, and one had been executive of the Michigan Children's Aid
Society branch for twenty-seven and one-half years. Three other executives
had 8.3. degrees or the equivalent of B.A. degrees. One executive had one
year of graduate work in social work, and one executive had completed two
years of graduate work in social work but had not obtained the degree.
Three executives had master's degrees in the area of social work.

For five executives this was their first experience with adminis-
trative work. Out of the five, three had never done any supervisory work
prior to taking over the position as administrator. Two of the executives
had had only five years of experience in social wor k at the time of the
study. One executive had thirteen years, another eighteen and one-half,
and the remainder of the executives had had between twenty and thirty-five

years of exper.ience.

166

One executive had come to the Michigan Children's Aid Society in
l95h, one in 1953, one in 1952, four in the l9aO's, one in l93h, one in
1930, and one in 1925.

The salary range of the executives was between $h,200 and $6,500.
The rate of salary did not seem to be in terms of academical training or
previous experience, but rather was based on the salary range of the area
of a particular branch. One of the executives who had a master's degree
in social work, and whose reSponsibility included not only supervision of
the full staff but also the carrying of a full-time caseload, was receiving
one of the lowest salaries paid to any executive, although this person had
had over fifteen years of experience in social work.

As might be eXpected with such a variation of training experience,
there was a wide range of difference as to the conpetency of the various
executives. Professional social work training alone did not seem to be
the paramount panacea as far as administrative capability was concerned.
For example, one fully-trained executive with a master's degree in social
work had much difficulty working with the agency board; another had dif-
ficulty with staff relationship and with delegating responsibility.

Observation during the study showed that two branch executives were
most ineffectual in board relationships, and one executive conpletely
dominated the board. The other seven executives, as evaluated by Community
Chest directors and their own board members, ranged in their ability to
work with boards from weak to outstanding. Two xecutives were evaluated
as showing their strongest capabilities as administrators through working

with what had once been ill-formed and complacent boards.

167

The general supervision offered to staff members by executives was
very weak. This evaluation came from staff members. Some of the execu-
tives were very frank in stating that they did not know what should be
included in supervision or really how to supervise. Too often the super-
vision consisted mainly in checking on work assignments and in giving
general directions.

When questioned as a part of this study it was found that few of
the executive' really understood the business end of the agency but rather
left this to the office manager or office secretary. Three of the execu-
tives were entirely dependent upon the office staff to prepare the agency
budget and all statistics.

Relationship with central office. Every branch executive when

 

interviewed in this study said that the central office in Detroit should
be in a position to give them more<irect supervision and leadership, and
that it should provide written material and direction to them in public

relations and agency interpretation as well as staff recruitment.

Supervisors:

.4

Each casework supervisor responsible for a program of services to
children shpuld meet the following Child Welfare League of America qual-
ifications: Successful completion of two years of graduate work in an
accredited school of social work granting the M.S.W. degree and at least
three years of successful full-time paid employment in a casework capacity
in the field of child welfare.

A supervisor cannot insure responsible agency decisions and a

168
reliable practice if held accountable for more than five caseworkers, two
of whom must be professionally-trained. If the supervisor is assigned
duties including the in-service training of inexperienced staff, or other
duties, supervisory responsibility should be reduced accordingly. The
necessity for this limitation of work load is perhaps best understood
when it is remembered that to discharge the reSponsibility assumed by the
agency in providing services for children a supervisor must review inter-
mittently all current case records of the caseworkers, schedule regular
conferences with the caseworkers, arrange other conferences when emergencies
‘arise, and be available to the agency executive, to other case supervisors,
to other agencies and to the community to provide consultation on all
matters which involve the welfare of the child potentially in need of or
receiving the agency's services.1

If the duties of a casework supervisor include the position of

director with reSponsibility for directing and coordinating the work of
two or more units providing services for children such as is found in the
central office of the Michigan Children's Aid Society, then the required
qualifications for that position should include two years of successful
supervisory experience and three years of casework experience in child

welfare, in addition to the educational eXperiences listed above.2

 

1"Requirements for Social Administration," State Department of
Social Welfare, California, 1951.

2"Qualifications of Staff of an Agency Offering Services for
Children," State Department of Social Welfare, California, 1951.

169

Director and Assistant Director of Children's Services of the

 

 

Michigan Children's Aid Society. The title "director" implies that the

 

person in this position is held primarily responsible for all activities
which involve the establishment of administrative policy and procedure
and administrative planning. A social agency director is not a casework
supervisor except in a secondary sense.l However, in the central office
of the Michigan Children's Aid Society the director of children's services

director of children's services in 1955 were just other

('1’-

and the assistan
titles given to casework supervisors.

Not only is the title of director of children's services used im-
properly, but the position is much too wide for any one person to hope to
handle. This study found that the director of children's services at the
Michigan Children's Aid Society had the following duties: (1) Direct
supervision of four workers, none professionally-trained; (2) total intake
three days a week; (3) staff meetings once a month; (h) public relations
in the Detroit area; (5) reading all adoptive studies for the total state-
wide Society, and together with an assistant doing all of the matching
of adOptive children and prospective adoptive parents; (6) reSponsibility
for the employment of clerical help and assisting the director in the sc-
lection of other office personnel; and (7) occasionally carrying a case
as a caseworker.

The position of assistant director of children's services was added

to the agency staff in 1952 in the hOpe that the person in this position

 

lEarl Beatt, Director of Surveys, Child Welfare League of.nmerica,
New York, 1957.

lYO
could offer more coordination to the various branches. However, this did
not prove true as the responsibility within the central office involved
the following duties: (1) Direct supervision of two workers; (2) intake
two days a week; (3) shared reaponsibility for staff meetings once a
month; (h) reading all adOptive cases for the total state, and together
with the director of children's services doing the matching; (5) super-
vision of students from the University of Michigan in their field work
placements; and (6) in the past the person in this position has been re-
sponsible for some preparation of interpretive materials.

At the time of this study in 1955 the director of children's serv-
ices of the Michigan Children's Aid Society did not have a graduate degree
in social work, but she did have more than twenty-five years of experience
with the Michigan Children‘s Aid Society. Prior to acceptance of her posi-
tion in the central office, twelve years ago, she was the executive secre-
tary of the Ingham County Branch in Lansing for eleven years. She worked
for three years as a field representative for the Michigan Children's Aid
Society, and prior to that she was with the Detroit Children's Aid Society.
Her salary in 1955 was $5,392.88.

The assistant director of children's services at the time of this
study in 1955 had a master's degree in social work from Hayne University.
She came to the central office as assistant director of children's services
in June, 1955, after two years of eXperience in the Pontiac Branch of the
lhchigan Children's Aid Society as caseworker and casework supervisor.

Her prior experience in social work included work for a family service

agency and work in a mental hospital. Her salary in 1955 was $5,230.76.

171

Brangh Supervision. Only two of the branches, Flint and Lansing,

 

had supervisors at the time of the study. The supervisor in Flint super-
vised five full-time workers and one student from the University of Mich-
igan. Besides this, she carried a partial caseload made up of some home-
finding, some adOptions, and casework with two children in two boarding
homes.

As the supervisor in Lansing did not come to the agency until
October, 1955, and as this was her first supervisory experience, she su-
pervised only three students from Michigan State University. She was to
take over the supervisory responsibility for two full-time workers after
the first of the year (l95o). Besides her supervisory duties she was
responsible for intake of and service to unmarried mothers, for some
adOptive studies, and for an occasional boarding home study or re-evaluation.

Both supervisors held master's degrees in social work and had done
some teaching prior to entering the field of social work. The Flint super-
visor had had ten years of experience in social work with eight years being
in the Michigan Children's Aid Society branch. She received a salary of
$5,300 in 1955. The Lansing supervisor had had seven years of social work
exierience and received $h,800.

In the other eight branches supervision was handled by the executive
of the branch.

At St. Joseph, which included the institution Chapin Hall, the
executive supervised the total staff--caseworker, clerical workers, house

directors cook and maintenance man.
9 D

172

Chaein Hall, the Institution of
the whichigan Children's Aid Society

 

 

The function of the institution Chapin Hall located in St. Joseph,
.1cb1111, is to offer agroup setting with a limited controlled program
for adolescent girls who have environmental problems rather than personal
emotional problems. The program of Chapin ltd ll is di1e>cted toward plo-
vision of an institutional setting for girls who (a) are in no emotional
state to take on foster parents because adolescence is a period of becom-
ing independent of close parental ties; (b) are so untrained socially they
cannot fit into a private family; (c) those whose parents cannot accept
the competition of foster parents; and (d) for a few girls who need Special
facilities for observationa and stu y such as girls re le ed from the
NeurOpsychiatric Institute needing an intermediate step prior to returning

to their own families.

Governing Board:

 

The board of the institution Chapin Hall is the same board that
serves the Southwestern Br€1nch of the liichigan Children's Aid.Society. It

an advisory board of fifteen me rb er 3, having been in ewci t nce as a

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board only since 1945. Prior to l9u5 the work in the community was done

by the Ladies Auxiliaries of St. Joseph and Benton Harbor.

q

According to the by-laws of the St. Joseph Brancn h

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in the performance of their duties and to consult with them in matters of

173
policy, public relations, and anything pertaining to the welfare of the
Society."

The board meetings, according to the by-laws, are set up for four
times a year—-Varch, June, September and Decenber--to be held in Chapin .
Hall. The meeting in December is the annual meeting. Four members con-
stitute a quorum. The average number of board members attending meetings
in the past year was eight. The executive secretary attends all board

meetings, and occasionally another staff member a so attends in order to

interpret some phase of the program.

‘r—.

Executive of Chapin Hall:

 

 

There was no one on the staff of Chapin Hall at the time of this
study who had graduate training in social work. The executive's education
consisted of the equivalent of a B.A. degree at the Institute of Juvenile
Research, Chicago, and one semester of advanced study in England. Her
work experiences include caseworker at Girls Protective League, Detroit;
general secretary of the Juvenile Protective Association, Aurora, Illinois;
executive of the Pixley Child Welfare Foundation in Fort Wayne, Indiana,
for fourteen years; executive in St. Joseph, Michigan, since April l9h5.
Her salary in 195A wa $3,980 a year plus partial maintenance which in-
cluded a room and one meal a day at the institution. In 1955 (for the
year 1956) her salary was raised to $h,l35 rlus her partial maintenance.

The director of Chapin Hall is also the executive of the South-
western Branch of the Michigan Children's Aid Society and serves as super-

visor to the branch caseworker as well as to the total staff of the

17L;
institution which consists of a house director, an assistant house direc-
tor, a cook, and a maintenance man. On those occasions when the branch
has been without a caseworker the entire burden of responsibility for the
five—county area which offers adOptive service, boarding care supervision,
and services to unmarried mothers has fallen upon the executive secretary.
The study found that neither the branch nor the institution has enough
staff to take care of the day-by-day program or any sudden emergency,
vacancy, or vacation that might occur.

Besides the duties of supervision and administration, the executive
is responsible for the major portion of intake as far as the agency is con-
cerned and all intake to the institution. She is also responsible for
public relations work and makes a number of public appearances before
church groups and service clubs. She has done a radio program and does a
number of articles that appear in a local newspaper. She works with the

board and attends all board meetings.

Needs:

 

The Child Welfare League of America feels it is desirable to have
child care staff live away from the institution. t the time of the study
at Chapin Hall the two house directors, the executive secretary, and the
cook lived in the institution; the caseworker, the clerical worker and the
neintenance man lived outside.

One of the problems at Chapin Hall was the lack of privacy for the
house directors and the executive secretary who lived within the building.

There was no place for them to entertain guests or to be separated from

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, Vs

Public Relations

 

Regardless of whether the agency employs a full—time or a part- -time
director of public relations, the executive himself must realize that the
creation of favorable public Opinion is one of his most irportant reSponsi-
bilities. He must think continually in terms of the reputation of the work
of his agency. He should either handle publicity himself or work with the

'rector of public relations to see that it is adequately managed. Every
social welfare agency should have a standing committee on public relations
which will give continuous attention to the creation of favorable public
opinion and to the development and utilization of the various media through
which the public may be reached. The public relations committee should be
made up of competent technicians in the field of publicity and public re-
lations. The chairman should be well-qualified for leadership and should
not only be a member of the board but of the executive committee of the
agency.1

How Public Relations were Handled bv the
T W
11ch1con Children s Aid SOC1ety:

 

 

Prior to l95h when the Michigan Children's Aid Society came into
the Michigan United Fund, any public relations and publicity from the

central office in Detroit was handled as an incidental part of the general

duties of the staff. Occasionally there was some newspaper publicity and

 

llbry Swain Routzahn and Evert G. Routzahn, Publicity for Social
Work, RussellS Sage Foundation, New Y01k, 1928.

 

177
a staff member made an interpretive speech, but there was little that
represented planned effort in the area of public relations.

In the branch areas of the state publicity was handled by the local
staff with some help from local boards. Occasionally the local staff and/or
local board was addressed by a staff member or a board member from the
central office. The degree of planned effort for publicity was dependent
upon the time, the energy, or the imagination of the local staff and the
degree of COOperation from the local sources, such as newspapers, radio
and/or Community Chest.

The above picture had changed only slightly at the time of this
study in l9Sh-So. The whole area of public relations was generally weak
throughout the Michigan Children's Aid Society. The financial field
representative was retained in l95h by the central office to continue
financial solicitation in those communities not included in the Michigan
United Fund and on a part-time basis to extend and develOp a program of
public relations and publicity. She was given the title of director of
public relations and received a salary of $h,500 for lQSS.

The director of public relations? educational training was approx-
imately the equi'alent of a B.A. degree. Her previous Xperiences included
work in public speaking, drama interpretation and direct selling. She was
platform superintendent and manaoer of Chautauqua sessions and had some
experience on the Detroit Town Hall series.

In 1955 the director of public relations from the central office
appeared as a Speaker before men's service clubs and women's clubs in

various parts of the state; she prepared the central office annual

178
publication, "The Councillor"; and wrote the Christmas letter of appeal
for funds; and appeared before five boards of supervisors to describe the
needs and work of the agency.

Each of the ten branch executives took.part in some sort of public
relations in 1955; usually this was a speech for a child study club, church
group, P.T.A., college group, service club, labor group, or some other
group. Two executives appeared on TV programs and six were on radio to
describe the work of their agencies. Four of the executives arranged for
joint staff meetings between their agencies and the staff of other agen-
cies, both on the state level and the local level. All of the branches
in 1955 made some use of local newspapers for agency publicity.

Four executives in 1955 shared public appearances with their staff

members, and one branch executive made extensive use of board members to

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The general secretary and the central office staff made a number of
public appearances for the agency in various parts of the state.

This study indicated that what the Michigan Children's Aid Society
needed from the director of public relations was not only someone who
could give speeches and who could interpret every phase of the agency
program, but someone who could work with the local branches and field
representatives to help them.with problems of publicity and public rela-
tions in their areas of the state. Obviously such a public relations
program would need state-wide planning and, this writer feels, should
involve a committee made up of representatives from all areas of the state

to discuss the local needs and to make plans for publicity.

Salemr Schedules

V
U

with any salary plan there should be provisions for a minimum and a
maximum for each class and a series of immediate steps which will provide
periodic increases and compensation for satisfactory performance. There
should be provisions for automatic continuity increases on the basis of
acceptable performance and for additional increment based on outstanding
perfarmance. Increases should be considered at regularly specified inter-
l

vals.

Factors to be considered in establishing a salary scale for a posi-

A

tion are: (l) The value of the service to the community; 2) the degree

of responsibility of the employee for exercising judgment affecting others
both in number of peOple affected and the extent to which affected; (3) the
skill required to perform adequately; (a) the rate of pay for comparable
service in other agencies and services in the community and nation; and

(S) the right of the professional worker to a salary which will afford
basic economic security and allow him to participate in the professional
and cultural activities of the community and to develOp and maintain his
professional skills. Agencies such as branches doing similar work in local
communities throughout a state should develOp comparable wage standards for
similar positions, as ware scales when applied uniformly throughout the

state should make for greater stab1lity of personnel and also stimulate

agencies to maintain high standards of service for the local community.

 

lChild Welfare League of America.

180

In order that an agency maintain a sound salary plan, it is necessary that
it make a systematic and periodic review of its pay plan and evaluation of
its jobs and the ways in which their functioning carries out the purpose
of the agency, making changes as current conditions indicate. lbdifesta—
tion should be based on scientific objective study of changes in job re-
Sponsibility, the current standard of living, and trends and salary plans
in the social work field and in related fields. A standing committee, a
personnel division, or some group especially appointed for this purpose
should be charged with responsibility of maintaining the current and the
best information available in relation to salaries and the problems inter-
related with them for the agency. This should be a regular function and
not a casual or emergency assignment.1

The salary range throughout the Michigan Children's Aid.Society in
1955, especially in the central office areas, was generally much lower
than salaries for comparable positions in other child placement agencies.
One of the major reasons for the turnover of casework staff was low salaries.
As there was no uniformity within the Michigan Children's Aid Society,
branches often competed with each other for workers. Cne of the recom-
mendations made by this writer as a part of the state-wide study was that
the agency have more uniformity in the payment of salaries for comparable

ons, training and experience.

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The governing body of the Michigan Children's Aid Society is a
forty-member state board. Authority to conduc the work of the state-
wide organization is investee in an executive called a general secretary.
This executive is assisted by a director and an assistant director of
children's services. The last two positions are supervisory in function
as the two individuals give direct supervision to the central office case-
workers.

here are ten branches with varying degrees of financial autonomy,
each governed by a board and directed by an executive. One branch, St.
Joseph, includes the institution Chapin Hall as a part of its service
function.

Public relations is handled at the local branch level and to a
limited extent from the central office.

There is no uniformity of salaries throughout the organization.

C??? ‘Ez-i VI

rIE AIC’NJ CiI ‘ ,Lr' {3 SERVICES
One of the tests of the vitality of a private social welfar eagency

lS itsc apacity to grow and provide services to meet new demands and 0p-

. A
<-
a.

portunit 1 as which arise out of the needs 0} the community and the function
of the 01 ganization. Such growth presupposes that funds for adli ti onal

staff and services will be available. The further growth of an a

to
(a

deoends upon the farsi .htedness of both those who direct the services of

the org 12a tio on and those who give the money essential to the continu-

ance ant further development of these services for children.1

PART ONE. WICHIdfiE CiI UTTT" KID SOCIETY

 

‘P

1ne total orgfniza tio on of the Mchi an Children's Aid Society in
1955 had an income of $692,862.96. Table IIIcnlthe following page shows
the division of th1s income among the various branches and the central
office.

The financial statement of the central Ol fice for 1955 shows an
income of $218,5’2.6S to be used for services in sixty-one counties. The
income for 1955 for the central office was approximately the sazm as it
was for 1991 and ES,9 J3. Bl less than it was in l9h9; the cost of giving
direct service to children was $7,725.77 more in 1955 than in 19 Si even

thouno h the agency gave service to 103 n‘.ore children that year than it

 

lPierrel, cit.

22-

183
did in 1955. The 1ncome for the E‘lint Branch whi 311 wiv 03 service only in
Genesee County was $13h,bh9.hl for 1955, or almost half that of the central

office.

TABLE III

 

 

 

 

IECQLE OF THE STATE-WIDE II hIJII CHIL“1,1.3.ID SOCIETY
. ‘ , I ‘ T. 2 -
J J

”4 . ": ~ __ - _,,_.-__ , -. “v 1" .'
14““ 1’ ’1“ ‘- 1‘ - T3 ~ ‘< '- 1r .11 1“ 1-. ,
k k .L,’,)/ -‘~ ,Jknt - q - J .L‘1.-.u1 1...“; .L...J .xllg. 1 Rs... .15 v. 4 .1. L .41..)

 

Central Office (including
Traverse City and St.
Joseph Branches) . . . . . J218,111.6;

Ann Arbor. . . . . . . . . . 12,025.71
Battle Creek . . . . . . . . ho, 929.56
Flint. . . . . . . . . . . . 13h ,b19.hl
Jackson. . . . . . . . . . . u3, 209.93
Kalamazoo. . . . . . . . . . h'J, 21h.Cl
LENSIngo o o o o o o o o o o b2,1u503

1ar~uettc. . . . . . . . . . 51,222.03
Pontiac. . . . . . . . . . . 55,193.01
South Oakland. . . . . . . . 7,413.00

ItI sfound by ‘ mining the financial records of the agency that

the sources of income were mainly from chests, funds and client reimburse-
ment. Table IV shows the percentages of incone from the various sources
for the ye’r 1955.

TABLE IV

 

T T H5 ‘ .‘T _. ‘ "'1‘ “ 7": 7'7 77" JTTHL - x
D ' in 1.;«J ‘31 .LlK/ O. .4 '1! “a _Lxl {1.15“le
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CHI .1 1, :13 11“.?) 31:11.19 F'J; "II-Iii {:11 19:45

Central Office Total Organization
source of Support A ount Percent Amount 13-1c 3-t

TOTALS . . . . . . . . . . $218,hu2.65 1303 3692, 862.96 IJMJ
Clients . . . . . . . . . . . . ~ ol,3o7.50 213 211,001. 50 315
Community Chests. . . . . . . . 24,398.23 11‘7 311,252.30 L53
County Boards of Supervisors. . 7,755.9 a; 25, 23.Ch J?
Foundations . . . . . . . . . . 15,h5J.JO 7S 15,h50.JO 23
1cn111n United Fund. . . . . . 82,955.53 38; 60,455.5J 123
Cther (Interest 1 Direct Gifts) 26,142.1u 125 36,873.96 ex

18L;

The expenses of the total organization of the Michigan Children's
Aid Society in 1955 were $676,870.00. Table XXVIII in Appendix G shows
the areas of those expenses and the percent spent for each. The per-
centage of expenses as divided among the various services offered by the
Michigan Children's Aid Society in 1955 are seen in Table XXIX in.Appendix G.

In order to give a complete picture of the financial history of this
agency, the fifteen-year table on the next page has been prepared, showing
the amount of income and the sources of income from 19LO through 1955. By
examining this table, it will be found that certain sources of income have
lessened through the years while others have appeared more constant. The
table also shows the expenses of the agency and how these expenses have
been divided among the various phases of the work of the agency. The total
number of children under care for those years is shown in Graph I on page
lSo, and the adoption placements and adOption completions for the years of

19uo through 1955 are shown in Graph II on page 187.

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GRAPH I

TDTAL CHILDREN IN CARE OF THE
HICHIBAN CHILDREN'S AID SOCIETY
FROM 1940 THROUGH I955

 

 

 

 

 

 

 

.. fl.“ r . ~-‘ i-x 14-1- , . _1 _ _. .- M. _‘_____‘_____,,_-V__ ,, .'

 

 

 

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\

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1950 1951 1902 1953 1931 1955 1986 1957 1958 1959 1950 1951 1952 1953 1955 1955—.-

 

ROOPTIOH PL
OF THE I

GRAPH II

AOEIEHTS RHO ROOPTIOH OOIPLETIOHS
IOHIGIH OHILOREH'S RIO SOOIETY

FROI I949 THROUGH 1955

 

 

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}T_

 

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180

 

170

 

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7O

 

 

 

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—_

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KEY:

T

 

 

 

 

 

 

 

Abortion PLACEMfiITS

1900 1901 1952 1953 19%! 1

 

 

 

 

 

 

 

 

 

 

 

 

I
an“
933 1916 19!? 1918 1919 1950 1951 1952 1953 195! 1955

 

 

anorrlou coanzrlous.__

PAW TITO. CHILD I'IELFIIRE FLEET-13133 IN UPI-I731” STYLES

What about the financial conditions of other child placement agencies
in states that have a state-wide program similar to that of the Michigan
Children's Aid Society? The information on the ten following agencies was
obtained by this writer through letters from the executives and directors,
by e3amining the annual reports and financial statements, by interviewing
the executives and supervisors, and by visiting the central offices of
these agencies wherever possible.

These agencies were chosen for examination by this writer because
they were state-wide or covered part of a state; because they each had a
central office and branches or districts; and because they were private
child-caring agencies. They illustrated child care methods e ployed under
different conditions in the New England, Middle Atlantic, Mid-Hestern and
Far-Hestern States. It was not known until after the study of each was
completed that they also had something else in common with the Michigan

Children's Aid Society; they had serious financial problems.

Children's Home Society of California

 

 

The state office of the California Children's Home Society is lo-
cated in Los Angeles; there are nine branch offices. This agency has one
function--ad0ption. In order to bring the services as close as possible

to the communities where the needs exist, this agency has moved toward

some de-centralization of the state program in recent years. The state

(”1A.
lu‘;

O

has been divided into three districts ith eacn distri t hea ded by a di-

rector and a trained social worker. Kithin each district there are from

:9

one to three area or branch mf ices which serve two or more counties. Each

such office is headed by an area supervisor who acts as executive of the
branch. Each district has a board, which serves as the board for the tota
district and has representation from each area. The board has limited

power under the over-all policy established by the st ate—wide board ior

program planning and poli ies necessary to meet the local needs. Each area

11:

offic has an area advisory council whichs rv s s an advisory board in

C0

the plannin3 and de VelOpme of the local offio eOperating under the gen-
eral direction of the district board. All money, from whatever souice is
disbursed by the central accounting office, located at the state head-
arters, and headed by a comptroller. Likewise, over-all public relations
and fund-raising are centralized in the state office.

In 1955 thisa ' gency placed over five hundred children for adeption
and assisted an equal number of children and their parents with plans
which resulted in maintaining the child's own home for him. The agency
has an adoptive fee of fihO0.00 which is paid in four payments in the proc-
ess of the adOptive studi. The fee may be waived or reduced if payment
would work a hardship on the adoptive parents and, therefore, on the child.

The table on the following page shows the percent of income from

various sources for this agency in 1955.

TABLE VI

SOURCES CF INCCFB FCR TVS
CHIL3nEh'S H153 SCCIETY CF CALIFGREIA

 

 

 

 

1955
Percent of
Source of Income Total Income
Community Chests and United Funds. . . 22%
Income Endowment and Trust Funds . . . 73
Kemberships and Direct Gifts . . . . . 30%
.‘ALLIOption Fees. 0 o o o o o o o o o o 0 35,75

'1

Children's Services of Connecticut

 

 

The Children's Services of Connecticut is a merger of tw agencies--
the Connecticut Children's Aid Society and the Children's Village of the
Hartford Orphan.Asylun. This agency offers residential treatment service
for emotionally-disturbed children, ages six to twelve. They also provide
family casework in some of their geographical areas. In 1955 this agency
served 1,214 cases of children and unmarried mothers. Forty children were
placed for adoption that year. Forty-three children lived in the Children's
Village (Hartford Orphan Asylum).

The agency charges an adOptive fee which covers about siXty percent
of the cost of the adeption department. A large percentage of the work of
the Children's Village program is supported with income from endowment

funds accumulated by the Village over many years prior to the merger with

The Connecticut Children's Aid Society makes extensive use of

m

uxiliaries to interpret the agency's work in their own communities by

dances, concerts, a ho
gether the au
to contributions in 1955.

for this

planning meetings with church, civic and lay

:(iliaries ra i

U)

deh9,838.80 or 67%

The following

rse show and children's motion picture shows.

agency and its orphan asylum.

TABLE VII
19RJ'L

 

HJITFQXJ [:0 Li . . -iJ JQVLUH

 

Source of Income

Amount

of Incone

tables show

Amount of

191

groups and devising various

.ean ns of raising mone y--clothing sales, rummage sales, fashion shows,

T0-

of the amount credited

the sources of income

;vaense

 

 

I‘m-3; L O O O O O O O 0

Payments by Parents . . . . . .
Payments by S‘“te and Counties.
Refunds . . . . . . . . . . . .
Allotment from Endowment Income
Special Allotment for

Capital Improvements. . . . .

TIJLE

2,873.oo
29) 2421-1»- 934
2,7oo.oo
118,627.75

23,135.36

VIII

 

 

 

II ;I c IL h LIL-.7 S .‘LID S'JJIETY
Source of Income Amount of Incone

$173,731.95

Amount of Expense

 

 

T CTJri O O O O 0 O O O

Paym ments by P;
Payments by S

or Towns. . . . . . . . . . .
Direct Gifts. . . . . . . . . .
Ruxiliaries . . . . . . . . . .
Adoption Fe
Community Chests. . . . . . . .
Income Endowment. . . . . . . .

es 0 O O O I O O O O

3240,E82.17

59, h5g3. 52
42,805.1h

 

92L+Vj4 I, 0 :79

Diocesan Bureau of Social Service

 

 

This is a @tholic ac ency which serves the state of Connecticut

through three dioceses from a central office in Hartford. Each diocese

has listrict o1ficc >s which have a certain amount of local autonomy, yet
are governed by general diocesan policies. The district offices receive

their total support from Community Chests in areas where Chests are lo-
cated. Diocesan funds are used only to supplement the work in the non-
Chest areas. Each office is responsible for presenting a budget to the
local Community Chest. The central office serves in a consultative ca-
pacity and enters into the local financial picture only when estimated
Chest allo nts would seriously curtail agency commitments.

Local boards have the responsibility of making policies governing
local practices provided that these recommendations do not conflict with
general diocesan policies and the laws of the state.

This agency has twelve branch offices which in the year 1955 gave
services to 2,982 children and placed 35h in adoptive homes.

Table IX shows sources of income for this agency for the year 1955.

T {3sz IX
5

 

 

 

 

9F BUDGET
EJWISC SSTN bJTP CF S CI.L IIiVI ,CONNBCTICUT
Source of Income Amount of InCOme Amount of Empense

Torrid. o o o o o o o o 4587b, 070. 939' $3807, 32 7o 70
ChurCheS. O O O O O O O O O O O l‘J,39lOCS
Councils of Ca th olic Uomen. . . 18,uo9.80
Community Ches sts . . . . . . . h63,hll.73
Contributions . . . . . . . . . 50,196.36
Board and Ca re of Children. . . 300, 28h. 09
$8118.”: l‘foUHCiS. o o o o o o o o ' 18:316070

Miscellaneous . . . . . . . . . h,89§.18

193

Illinois Children's Home and Aid Society

The Illinois Children's Home and Aid Society has its main office
located in Chicago. It has a professional staff of fifty-five members,
ten of whom are located in five branches in what is called the downstate
district. The staff of each branch office is reaponsible to the downstate

director who in turn is directly responsible to the executive director of

'st

(‘7

the agency. The downstate director visits each downstate office at le
once a month.
Each downstate office, with the exception of Uaukegan, has an ad-

of individuals residing in the local community who

0
CL

visory board ompose
assume reSponsibility for the local program within the agency framework
and policy, for presenting the budget to local Community Chests, and for
community interpretation.

The downstate offices are intended to be self—supporting, since
each is located in a Chest community. However, these offices serve clients
within a fifty to one hundred mile radius of the community, and conse-
iquently the Chest allocation does not cover the total expenditures of a
particular office. Therefore, the downstate program is financed not only
through Chest contributions, but also through payments from public agencies
and others, and through mail solicitation initiated by the main office.

The main~office program of financing has the following structure:
Approximately one-third of the total income is obtained from the local Com-
munity Chests and the Chicago Community Fund. One-third is obtained from

public or private sources which make monthly payments for the support of

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li~ 11d, SOT

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is a line organization with the dist ct or branch st aff being responsible
to the director of case11ork in the central office as far as Jractice is
concerned.

The agency is a member of the Greater St. Louis Community Chest from

FBIE’ZIH-

C3

which it receives approximately eighty percent of its income. Th
ing income is from fees or refunds for service and from endowments. In
1954 this: ‘me cy placed 195 Children in boarding horeSI for temporary care
en} placed Cl children in aeopt ive homes, counseled with 717 fenilies
about care and behavior problems of chi li ren, and gave help to 169 unner—
ried mothers.

Table XI sh v15 the inanci.“ 1 position for this agency for the year

195h.

 

 

 

Source of Incoxe Emount of Incoxe .Amount of Expense

 

 

TOTAL . . . . . . . . . $h31,028.92 3:31, 328.92

Contributions . . . . . . . . . . 3,233.30
Payment for Service . . . . . . . o,97¢-/2
Interest on Endowments. . . . . . 3;,27o.37
Community Chest . . . . . . . . . 3L7,575.16

. fi fi. - - ( 7-3 f4 T r, . _r‘ u 7 y "I .
Tne new Englend Iome ior Litsle genderers

 

The111ew En.land H01ne for Little Henderer is a very oli agency

U)

m

having been chartered in H65 f rbeninning its service in 1852. This

5 e ncy has occupL d a mique posi t1on in the field of chili welfare because

196
it was chartered to work in the six new England states rather than in one
sta e. The headquarters of the society were in Boston, and it was there
that applications for service were receivei and supervision in foster
homes was arranged for all children in any part of New England not served
by a branch. From the beginning the central oi fice encoura local
autonoxw'in matters of policy but directed general supervision and stand—
ardization of treatment. To this end local workers were given preliminarv
training'a the central office As soon as feasible local branches were
not only encouraged to become autonomous but to merge with other agencies

i q .

r conmuni1es or to close, beca se the n3ed was cove e‘u otherwise.

H
:3
C"
._2
N
H0

in 1957 this agency ha d only three br- ”1018 . The central office was still
in Boston, and two branches were in Zaine an1 one at Pitt sfieldq Ibssachu-

setts. The three branches were quite autonomous in their method of func-
tioning, and had complete flexibility in attempting to meet the needs of
their communities. Supervision from the central office was on a consultive
basis primarily depending uaon the excerience of the moment in the local
branch and the adequacy of their staff

Financing of the program is on a COOperat1ve ari ngenent in which

1e branch es are encouraged and helped to raise their own office expenses
to the degree possible. The local branch does this through direct solici-
tation and through joining in community chests where they exist. The

can, but does

Ho
(1

central office supplements to the degree that it feels
not guarantee the suppo ort of the local b1 anch although in actuality it
does provide a sicnificant share of the local support.

The New England Home for Little Handerers provides the following

197
services for children: (1) Boarding care; (2) diagnostic study program;
(3) service to children in their own homes; (n) adoptive homes; (5) insti-
tutional care in three small institutions. The number of cnildien given
care in any one year is approximately 1300 with about 600 in care at any

one time.

The financial stat era ent of 1955 is shown in Table XII.

TX]? ‘: ‘rfT’E
Aw... I ILA..-

A ~’ r—’ 1—\ -- ,-\
1?); :{KJIPT

 

 

 

 

F37 EIELRHU H0,3 lCn LI “ L3 finjjtifio
Source of Income Amount of Income amount of Ezpense
Tom. . . . . . . . . . .$.'1153,1111.<33 .,:,5’25,317.25-x-
Interest on Invested Funds. . . . 1u9, 89.89
Comnunity Chests and Direct Gifts 141,575.u9
Payment by Parents or those Re-
sponsible for the Children. . . 161,946.05

X-The m1 fic ito of w72,203.22 hai to be taien fiom unrestricted capital
funds. llistorically this agency ha.s always received a_most half of

f.

its IHCOTQC 1 rom the investment of a very rich endowment.

Vermont Children's Aid Society

 

This agency has a centralo ffice in Burlington and three bra nch
offices locate d thioughout the state. The ranch offices, or district
ffices as thev are called, have no elezent s of autonomy. The local con-
trol is through a local committee which is largely for purposes of finan
cing a ad publicity. Integration to the central office is maintained

1.

through (1) a direct line of responsibility running from district worner

to board through case supervisor and executive; (2) case supervisor is

198
closely in touch with the district offices through regular schedtle of
supervisory conferences; (3) monthly staff meetings include all profes-
sional st=ff rm abers and are focused p11 :irily on an e iucational process

related to staf h) the policy as determined by the board ep-

1“)
L
\l.
{1:
L3
A
r
1

plies equally to all districts. There is participation irom all staff

levels with su cestions for board study or for policy c arification.
The services of the agency are: (l) Pdcotion; (2) boarding care;

¢

.t‘

(3) service to unmarrie-d mother ;(h) counseling services 1or parents of
children living in the parents' own ho_'2e; and (5) referral service. In
1955 this agency off red Services to 166 children, 30 of whom were placed

ve homes. The an ency also worked W1 th 52 unmarried mothers.

Ho
:3
{11
Q4
0
“C3
(‘."
[—30

The income of this agency is raised from a variety of sources. The
agencv has its OJn fund-‘aising uni tand in 1955 carried out 220 local
drives. The following table gives the sources of income and the percentage

of the to al income for this agency in 1955.

'RIBLB XIII

\‘T" ,"T‘--“ ‘f —\ ‘V‘ . ‘ :,\.) 1 3
S‘v‘ J-<-\/l_r.) 1* ILL/3:11.71 U11 T‘J:.r

1‘.’ -‘\. 'I'T‘1 ’ «7‘? T‘ “ “my
Vw‘.’:\.i'iul1T K11 14L.) :TJ ‘LJ—i.) :J‘vlJIF/L

 

 

 

 

1:35
Source of Percent of
Income Tote.1 Incorne
220 Local Drives in Vermont. . . . . . 37.1h73
Cut- of- State Contributions . . . . . . 0.033
Con1unity Chests . . . . . . . . . . . 15.5 3
Income from Invested Funds . . . . . . 3 .223
Allotments from.Foundations. . . . . . 3.153
Payments for Care. . . . . . . . . . . 9.563
Adoption Fees. . . . . . . . . . . . . 3.083

Withdrawn from Principal to
130813 DBflClt o o o o o o o o o o o 0 12033,!)

199
Cash income for this a3 ency in 1953- 3h was $3é,733.58, or eighty-
seven percent of the total expenses. The deficit was $12,19o.37 mhicn was

covereu by use of the principal of invested funes. The Vermont Chilnia en' 3

0')

.ij ociety has accumulated an onion: ent funl throujh the b3: guests of
persons interested in supporting its efforts. The market value of n13
funi on September 30, 1953, was 5333,cl? J. In the last four years this
a3 ency has drawn a total of 573,3 9 .62 from this account to cover deficits
between cash income and expenditures. These dc mfc its were: 1951-32,

;- ' .: o ,1, e '2 7 A ‘ ,1 «.H'. "1"
312,nlo.o3; 1932-33, 319,2lo.nu; lyS3-En, 312, 196. 3 and 1334-53,

’3 7 l 1 7"“ “W ‘
.QL? , 43".} o \J‘J o

The Children's Home Society of Virginia

 

The Children's Home Society of Virginia with headquarters in Rich-

one offers only one se rvice--adoption.
c ganization U1 th two branch offices. All staff is employed by the central
office and staff meetings ar all conflict3d on a state-wide level. The
agency is a member of thirty-three community chests throughout the state,
and in coup tie xhere there are no community chests two staff menbers
organize an annual campaign which is carried out by the local ci i ens.
On p5 age 200 is a condensed analysis of the financial Operations for this
agency for 1955 showing the sources of support. In that year 237 chil—

dre “ere given care with 76 being placed for adeption.

a "\ trT
Ta #JLP L’.’ 4’ 5.5.V

 

 

 

 

AHF‘ 'xrfl'r-Q
THE “”1193? ”5 H3113 folLI-‘E‘TY 1'7“ VIRGITLK
Source of Income Amount of Income Amount of jxpense
-_ ; ;{-‘ O I 'Iv-Jr‘ ’2‘
TOT.LL o o o o o o o o o >1JLL,9K)U0L+7.;)1UG,DQJOJ1
Community Chests. . . . . . . . . 73,033.,_
CCJJ) lgnS Z—‘o-nd. CITQCC Gilt/S o o o (29,315.70
County Boar 1s ApprOpriations. . . 5,273.31
H .~ '
Intiil" SL1 En {01411811113 0 o o o o o o 9,)7J096
. 1 -.-I,\ ,-
Boara CPaid by Parents . . . . . . n,upo.o5
RGfllH’lS o o o o o o o o o o o o o (Rad-75

 

The Hashington agency ofre rs the following services to chilfiren on

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care for school-a3e chiliren; (1) services to unmarried mothers; ano
(S) counseling ervice for natural pa1m.1ts. This is done through five
branches. In the year July 1, 1951, to June 33, 1955, he agency gave
care to 893 chiliren. On the avera 3e, seventy-ei3ht percent of this
agency's services to children are in adOption and twenty-two percent in
providing other types of foster care. This agency has a strong central
office thich prepares the preliminaq r branch budgm ' fter consultation
with area supervisors. As a private social ajency, it is la

rtvl)’ d‘CIDCHFi ‘-

.23

ent for suoport upon voluntary contributions made through conmzunity chests

p1

nd direct gi ifts, and to a less er extent uaon pa ‘ ent for services ren-

red.

‘3. 3
O)

231

T1“;

 

..
I‘
—/
1 or“ ~17 -v-~.-.—-< WY "V-T-.— 1"!) ‘1’! _‘
"VC‘CI-D- L..- .J‘I,1‘W "J41... .Jk‘b‘lill D

 

 

 

Conn.1nity Ch

Jenberships a

Boarti

:thuinistrat

for chil

 

 

Amount of Percent .Amount of
f Income Incone of Total Expense
T0131. 0 o o o o o o o o o "31111-1,135'000 lJUTO )IL'JLL,5')D.(V'J
O
I“ StS o o o o o o o o o 0 ”701063 35,;
:11. SlI‘CCt Gii‘tSo o o o 171,712.51. 1.0,.)
Endowment Income. . . . . . . . . . 11,20).Jo 68
Service Charges-Adoptions . . . . . 11,501.00 1 S
iren, parents and
,3 Q _.{ f 1... .’
1501‘ the S'DC‘tG o o o o o o o o o o l‘J7’U‘QUQc/U 27,0
Children's service Society of ?1scon71n
ive :adquarters are locet ed in 111x1uxee, an<i district
in fiv ve other com lunities of 'sconsin so that he cosplece

state is covered with services.

board of

0
r3;
(.f-
’3‘
(‘3
m

is uncer direct
In l95h t

the daily average of children in boarding

'his

Each of the

visory board as have four other communities. These Miv isory boaris are
patterned after the state board of directors but cannot connit the Qt ncy
through their decisions ;they can only meke recomnendetions to the state
board. They are responsible for ap pzlying g eneral policies to the local
situation, insuring a'cquete finsnc1n3 fort ne locu’ 1 program, and inter-
preting the 83ency to the community. Each advisory boar” is represented

directors by a me1“er wnc serves as a A member

A
l

taf; meets with the advi Each br anc11 oif ice

0)

801“] 130616108

supervision of the central office an” has no local autonomy.

agency placed forty-four childre in adOptive homes;

homes for the entire organization

“

was 110; and hfiB adoptive aoplications were receiveo in the year.

The buiget of this Q tency for the past several years has approxi-
mated .Jut,oio with seventy-rive perc nt from connunity chests, twelve
percent from reimbursements by clients and relerring an encies, seven per-
cent from contributions, four percent from county appropriations, one and

one-half percent from membership dues, a j one-half of one percent from

interest on endowment funds.

numsiwi

Ar-‘r-J
l>"_);' 1.3er] :/T
‘VY/

:7" 1"- "T_ ~' Qvfx «fix ’f'T'f‘r" ~51
C11 1J.\L,‘L'..) 331w .Lk/i- .‘JQLLL .f U? 4..1_.Dvbi..).-11‘-:

 

 

Incone Axount of Income nioiint of Expense

 

 

TC .34.. o o o o o o o o o 39:115‘u570CK) ,0 111,017on

County Boards of S-pervisors s. . . 13,300.00
Community Cliests--State . . . . . 6§,o70.00
Contributions . . . . . . . . . . 20,957.03
Tembership Drives . . . . . . . . h,1&o.00
Reinbursements--
Public Funds . . . . . . . . :,-u..wo
Private Funds. . . . . . . . 21 GOO.JJ

IHDJr’JSt. o o o o o o o o o o o l)/_:;Jo\.'\)

.‘-

.Zi :rrm: EC C01.-.1Uflity CHCSt o o o a 15:1; 9;:on

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.rts or

p—
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the

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n various p

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anlbl)

as

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hei

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d3 to take care of

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nt fee

if, pI‘CSS

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everel 01
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tions,

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"ount
ieir p

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urnen to reseerch.

nts and
uoon t

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a
rating

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2. L L.
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or such ag‘

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ancies

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Some 89

CHIPTER VII

r—W r\‘. {-1 ‘ f‘ -\ ,- ‘v -‘-1-n‘ _.\,‘ ‘. ‘
{1.1-15.an:1 'J Pl\\aplqk) /-J P #1. (11‘ 01¢»: L'¢LTJ.\"L\I
"\

J
\
(31‘ T13 IICIrI $13.1: CHILL.) CI”. hlU S JClETY

Ho agency should.un Wr aae the serious reSponsibili y inhe ent in

()

providing a service for on 1 iren unless it is preoar 5 to offer a ouality

A A.

of service that will pievent further dam.: to children tho are deprived

of normal family and comnuni 'y relationships. A desirable and reliable
euality of s >rvice can occur only when st””f is sufficient in number and
in competence to insure that the needs of children can be met, and when
funds of the a3ency are such ti: ‘.t the services can is offered.
The centrel off ice of the Hi chiga n Chil5ren's Ai. Society does not
meet either of these basic concepts of what an a3ency should be able to

f‘ 0

offer by Lay of staf: or funds. The staff 18 too small to meet the pres-

w-

ent need. The followin3 is a preposed adnin strativ eplen for staff and

aocncy organization as prepared by this writer in accordance with the

1

charge of the Hichi3an Uniteu Fund and the study committee of the state-

oentral 03f ice

 

‘; $-

The propos . staff of the central office of the Michigzan Chiloren's

O

Aid Society should consist of the following:

A general secretary, or M1 mtor, of the total state-wide

 

1Services for Chiliren: Pro ‘raw Pienni n3 an? Airinistration,

a ”A. flaw *‘ug-T-‘T ,5, m. :7“? I 1
.312ch JOIJD«LV.’1-‘QFLV O; DOCIC. .JblluLC, Vb. 1.1015119.) l/) o

 

 

2'35?
organisation whose cuties Joulj inclu e (l) wor”in3 hlth the ooar is of
trustees, both state and local; (2) draftin3 the bu533t in c00p eration

‘

v .L‘ ‘ r.“ 4- V" , fl ‘ ex 5“- x "\ 'x—am #3 L . ,--‘ A A A ;—r 4L n ,‘1 r‘
Lien othel stair Menoers; (g) re11es1nc1n3 the agency on state anu na-

-

r-u

tional cozr i tees ; (h) directing public relations; (5) ess sting in fund-

1) general over-all coordination of the total State-wide

Ho
0)

1

:3
Li)
\A o

} I
.J
1.2.
A

'5
«13
j

b—

p o3r.1. This person would be responsible for frequent staff neetin3s and
uoul5 work closely with department heads in stren3thenin3 the total pro—
gram.

Horking 5ir rsctly with the 3enem al secretary as a part of the ad-

ministrative staff c1 the central office uoula be ths heads 0'

ing departxents: (1) Children's se: vices; (2) broncn and fielc sorV1ces;

(3) public relations; and (h) business management.
The partment of chil5ren's S31vi es shoul5 consist of a director
an5 three supervisors with each of the latter bein3 responsible for one

phase of the a3ency's 5irect work ith children.

:a

The director of children's services should act (1) as coor5i 3a or
of the three su.ervi80“s, and (2) in a consultive capaci'y concernin3 any

direct service to chil5re en offered bv the Society both to (a) branches

U

s.

en5 (b) other aqencies. This person should (3) serve as the staf

1‘3...

senmii ive on the case committee 01 the state boar5 of trustees, and (u) woik

The three supervisors on the staff of the desertment of chilQren's

services should be efficient in the followin3 areas: (1)50ption;

A

2) services to the unmarried iflOtth; an5 ( 3) boarding care, protective

services an5 institutional cere.

C

The aioptive supervisor should be assisted by one full-time adop-
tive worker and should be respo mizle for (1) all correspondence with
branches concerning adoption; (2) the Le tchinn of adOptive children to
prosoective parents; (1) reaaing and approving of all adOptive cases;

(u) any intake pertaining to adeption that comes through the central office;

) consultation with branches about any situation pertaining to aiop-

The supervisor of services to the unmarried mother should be re-

1;-

Sponsible for (1) all corresponflence with branches anr: wor hers pertain n3
to the unmarried :other; (2) any direct service offered to an unmarried

tot her lgr tiie central office; and (3) coo: iination with workers in Detroit,

/'

Jackson and'drand :1op cs who are reSpons ble for direct work with the

H-

maternity hones in tiose areas.

The supervisor of boarein: care, protective services, and institu-
tional care should be responsible for (1) all corresoondence with branches
and workers concernin n3 these services; (2) any direct services offered in
these areas that come throu3h the central CLflCG; and (3) direct super-
vision of the institution Chopin Hall and for any other institutions the

3en ny may establish.

All three superv ors shoule act as consultants and, whe n necessary,
as direct suoervisors to the branches ani cent 21 off‘ ic ce districts around
problems or instances that pertain to their area of pnoficiency.

The director of branch and field services, as the name implies,

should be available in the field to workers, supervisors an:l execr tiv

alike for consultative services. This supervisor, who actually would be

37

{\D

an assistant to tne gener ral secreta.ry with major responsibility for the
internal working of the ste.te-w1ee or3anizrtion, should make routine and
systematic visits to all areas of the state, snould attend board meetinus,
and should, together with the QGDe eral secretary, act as the "trouble-
shooter" of the or3anization. Any branch having a problem p rtaining to
branch business, other than in a direct service to a child which normally

14

would be a responsibility of one of the snecializeo supervisors, would be
in contact with this department. 33 laiy schedules, job responsililities
and staff recruitment would be the responsibility of this department ano,
therefore, the director of branch and field services should serve as the
staff representative on the personnel committee of the state board of
trustees and should work very closely with the personnel committees of the
local branch boards.

The department of public relations should consist of at least two
individuals, a director and an assistant director. The function of this
department would be: (1) To do public relations work for the total or-
ganization including (a) consultation, (b) assistance, (c) writing of ma-
terials, and (C) presenting materials for all of the branches as well as
for the central office; and (2) a speakers' bureau and the scheduling of
individual wo 01};ers for this type of agency interpretation. The director
should work very closely with the public relations departments or public

0

relations comrmi tees of othe1 agenc

Ho

es, especially theTM1c gan United
Fund. The director of public relations shoulli serve as the staff repre-

sentative on the pH halic relations comhittee of the state boar o of trustee

and should work with the public relations committees of local branch boaro

The services of the dela mt ent of busin
state-wide and should 1nvolve COHSUlttthH and

«no

‘

v.)

if)

and business nana3e in the local branch of

reaponsibility of this department'n

:5)

H3uld be uni10rmit3 of sta

C23

38 management should be
assistance b0 boounetltr~

state.

thiou3hout the

.L.

L. ' ,3
bl SvlCS and

fo rms to be used throu3hout the total organization. This department would
prepare the statistical reports to tie State Department of Social Welfare
and would work with the general secretary on midget reports and other re-
ports requirin3 the statistics of the a3enCV. The business manager shouln
serve as the staff represen ative on the bud et and finance committee of
the state board of trustees.

The general secretary should have ex

8

committee of the board, and the chai

x-officio members

q

hi 1p on all

rnan of each cor .mittee shouli serve

on the executive conmi ttee in order to keep t e otal board informed.
Each staffr rep: resentative on a boaii coz..nitte eshould keep that connitt e
in1orned as to the progress of the work of the depart :ment.

Eith increased central office staff there would be frequent visits
and coordinative efforts with the local branches. This would limit the
number of visits the local branch staffs would need to at :e to the central

office and u3uld provide more effective help a
office to develOp a staff of hiz3hly shillcu sp
Sich plan would mean an enla

staff by four neWp031itions and a re-definitio
some or the people presently employed. If the
StctC-UIJC supervision and consultction, it mu
high)st qualified individuals within the organ

x1ent of the przsent ce

n of job

s it would allow the central
ecialists.

1tral office

CB ntr’dl

st have

izat

J h)
Therefure, any future replaC3nents must be considered in light of the im-

3ortance of the so siti on to be fillel, and sol r and wor”in co- dit ions
I 1 J a

must be ttrcctive enc ugh to bring in some top-notch people in the ‘ielfi.

Office of the Eichigan Children's Aid Society. Chart IV on page Ell shoes

oari of trustees.

{3‘

.2 .,_ , v ' x ." ..1 ' -1 ' 1.- .'-r:.v
3h; pro“OS€u lines o: relationsn1p to tne stave

 

 

Re"ion 1 ans Branch “ffic 3
Regional offices covering more than one county woulfl seem to be a

central office districts and county-wide branches. Present branches shrull
be enc our: .3d to m:penj their services to include wore in at least one ad-

a.

ditional county. This would free the central office 11

on offe er1ng direct
casework in those ar as an: would enable more concentration on the rural
areas and the establishment of additional branches which in time could be
at least semi-supported by local Vt..&fli ' Chests. It must be recoanized
before any sucn eXpansion tam: place that, financially, certain areas of
Michigan probably never can be self- -supporting as far as child welfare work
is concernei. However, this does not lessen the need 1orw11itional serv-

ices in those less-wealthy, less—pOpulated areas 01 tne state.

tudy found th at the Uop3r Peninsula is an exarple of this.

»a
if
H o
(A
U)

The branc1 office at Errfiuette has .al a most difficult Stru3313 for fun's
through the years. The staff has always been th: lowest ail in the state,

and yet has been expected to offer services to an area that is as great

 

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no: onoc_a:n soc-Ln a:_vc.u ego: _oom oc_axh oo.>uon nocoo<
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muo_>xum aam_u az<
zoz<¢a no achouz.o

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no achom¢_o muo<x<x mmmz_m:n no ¢0h0m¢_o

 

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CHART IV

PROPOSED RELATIONSHIP OF THE.
NICHICAN CHILDREN'S AIC SOCIETY
CENTRAL CFFICE STAFF TO THE

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needs of children living there.

The Upper Deninsula, 5 H03; tith the Opening of the new M1chinee
Priige in uovvwné" of 1357 and of the St. Lawrence Seaway, is becoming
increasinglv aware of the nnny social problems that inevitable will follow
any incra,es in pooulation. The Hichigen Children's Ail Society enJ other

" ”<0 r‘; fir" . t1 ”4‘ "Mo” (:1 I l“ b“) '“"'3 ”‘0 '5‘ t. ’sc‘ 3 opr‘ ~ '1 «I m l"; -‘ > “.1“,
(1,-"an 1'1.) 1n n “ V €11. we; .JJOU 1 u, Gnu/.1». 0_L at”: c myself.» ant .3an 'o- .IJL U- 8"
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The Merquette Branch should plan to increa.se its staff to an execu-
tive, a supervisor ens five ceseworiers. Instecd of the present olnn
where tLe entire stail is concentrated in Lhrquette and the wor“ers go out
into tne areas, only the executive, the supervisor, anfi one C?.S€NOI

should be hou sci full-time in the Hereuette of1ice. The other four work-

ng and in-

H-

ers shoulfl live on; work in their areas with a telephone list
terviewing space in Bsceneba, Houghton, Ironwood and S ult Ste. Thrie.

The worker in the Bscennhe area should be responsible for work in Delta,
Dickinson, Menominee and Schoolcreft counties; the worker in Hougr ton :or

Barnes, Houghton and heeee new counties; the worker in Ironwood for Gogebic,

Iron, and Cnton1gon count 1e and the worker nt Sault Ste.
C iopeue, Luce and Mackinac counties. The morker in Kcr quette would be
responsible for Alcer enc file quette counties. Eech‘se the bulk of the
work at the present tine 13 in ihrquette county, this worker would neen
assistance in direct casework from the cusnuo-n sueervisor.

The executive and supervisor shouli visit tne wor1ers in the fieli

for sched ulc d conlere noes, and the workers shouli come to Earquette ior

monthly staff meetings. host of the Clerical work should he ions by the

r‘r‘

«r K ' "2 . 1 .. .1 . , .- 1 r. J, :. ° 1 .- -, 1 1 .: 11‘ l V
“n1uueto oilice. ooerilng 101es as Hell us udelep hunes snouiu es en-

V

penjeo in thr counties near the workers' buses, on;

I

cs-

ies shouli be used. The supervi so or and the execut ive of the herquette
1 share intake.

In order to b tter biir 3 th: 1,,ncr to the ncees of the pies e,ctiv
client here needs to be the physical presence of an agency representative
in the area, otolephone n :bcr thnt can be cullen, and an office that cun
oe uscn for interV1c~1nv° not, as at present, the worker's car or hone.
Jorxers can and shouli continue to use office sonce of other agencies, but

«houli ceLtainly have a telephone listing under the name of the hicnigan
Children's Ail Society. This woull men n colitionul clerical help.

“nly the numler of proxessionnl staff members are given in the

following material on proposed bra nchts. V">v r, cle rical s. dlf shoul :l

A

e planned at the rate 01 one anj one-half cleric1l persons to every three

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In order to give adequate state -wiie cove rage there is, this writer

)

feels, need for a total of sixteen branches of the hichioan Children's Aic
Societv. This is an addition of six over the present number. Each branch

shouli be governed by a local be re of trestees unler the direction of the

-~o

fare League that serves tne totel agency snouln have eifiliation only

‘f‘ - A ' “‘ I " \”\" ox. . . r o .1
11ce un1 the b1nntnes snou--

be a itierntion with varvinn degrees of local autonomy depending upon the

strength of the local community, the local branch board and the local

J...

t niglc be com par ed to the

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branch staff. for lack of a setter e; tan
relationsoio of tne states to the national government in our Mn United
States. He here in the United States hare a stron: federal gov 1o~~nt
lit r powers to leV' taxes, to a d:end the countrv against war, to preserve
order at home and to protect property., and yet each state retains a deoree
of sove Me gnty, of freedom and of independence that is commensurate to the
local situation.

In the Iichigan Children's Aid.Society the general framework for
services would be provi led by the central office, but the implementation
of these serv1ces and the major resionsibili

would be left to the local branch, a method that muld put re Msibilit

at the level where the Mun s ver2 raised and sheie the problen for service

(Q
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E';zch local branch should be re1.re sented on the state board of trus-

tees.
The degree of local autonomy should vacy, with porn is sion of the
State boarc of directors, according to the amount of local support and

need. However, no local board or staff should have the right to determine
program or policy uri thout first having obtain ed permission from the state
board of directors.

The state board of directors should make or approve all policy for

the organization. There should be one corporation, one constitution, and

one set of by-laus.

{\J
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If the local branch community is to continue to support the central
office throuyh the hichigan United Fund, the central office will have to
offer more services to the local branch, and the local branch will have to
do a better job of interpretation of these services to the local Community
Chest.

The central office should prepare a report of cost of providing
services to the local branch. This should be presented to the local Cone
munity Chest in order that they Know the basis for the amount requested by
the Michigan United Fund as the share allotted the central office of the
hichigan Children's Aid Society. It would be desirable if a member of the
central office staff or the state boarl of trustees would take part in the
presentation to the local Community Chest in order to interpret the state
program.

The hichigan Children's Aid Society should, in those areas of the
state not covered by the Michigan United Fund, mane direct solicitation to
the Community Chests. There should be a presentation of a quota for serv-
ices rendered that includes not only cost of direct service but also the
cost of the central office services given to that area.

with the establishment of more regional offices and branches the
cost of maintaining the central office would decrease from the present
expense of direct service to one of administration only, and the ouotas
could be adjusted accordingly.

It has been recommended by two studies made by Research Associates,
one in Lansing, the other in Kalamazoo, that the Michigan Children's Aid

Society branch merge with the local Family Service Agency. This writer

N ‘

13815 that if a branch does merge with another agency it should withdraw

fron the state-wide organization of the hichigan Children's Aid So

0
Ho
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The nerged branch should not continue to affiliate as a member branch or
else there will never be any assimilation within the merged agency, and
there will be only confusion within the Hichigan Children's Aid Society as
the problems of merger are inevitably brought into staff discussions.

Before a local branch considers a merger with another agency the
state general secretary and representatives from the state board of trus-
tees should be invited to have conferences with the local branch board and
staff as well as with the other agencies involved, and with the Comnunity
Chest, as to how this merger would actually offer better service to the
local community. Consu tation should also be requested from the Child
welfare League of America in order that the identification with services
to children not be lost.

The central office and state board should concentrate more upon
expanding the undevelOped areas of the state and in helping the smaller
branches expand to meet the local need. This can be done only through
the develOpment of regional branches.

There are two areas in the eXpansion of the Hichigan Children's Aid
Society which are recommended by this study. First, the present so-called
independent branches should expand to take care of at least one additional
county and to enlarge their present staffs to meet these added responsi-
bilities. The newly-eXpanded branches would be financed by the local Com-

munity Chests with a quote, or percent of the total service, wormed out for

each county served and presented to each local Chest in the area. If there is no

217

Comnunity Chest or if a countv could not cover the total cost of care,
then there should be provision for assistance in financing by the Hicligan

United Fund through the central office.

Second, there should be the establishment of new branches and re-
gional offiCes in the present undeveloped areas of the state. This plan
carried out over a ten-year period would in its entirety result in the
eXpansion of the central office staff and the establishment of six new
branches as well as the expansion of present branches. In addition to
present staff positions this expansion would call for six executives, four-
teen casework supervisors, and fifty caseworkers, plus a director, an ad-

ditional house mother at Chaoin Hall and a ublic relations erson. The
i )

(11
L1.
i4.

ditional professional staff would nee: thirty-four added clerical workers.

.-

The Si:

{‘1

80

the recommended staff is based on: (1) The number of
children in the area to be served by the branch; and (2) the size of the
area to be covered. The suggested location of the branches, the number
of counties to be served and the number of children who in 1955 were liv-
ing within the area are shown in Table XVII on page 218.

f‘

The following paragraphs give a more detailed aescript on of the

Ho

preposed branches.
fiboena:
‘—

The Alpena Branch planned to give service to a nine-county area
should have an executive, a casework supervisor and four caseworkers. The

rea covered b‘ this branch would be Alcona, Alpena, Cheboygan, Iosco,

g:

Montmorency, Ogemaw, Oscoda, Otsego and Presque Isle counties.

2l8

TN 3L3 XJII

 

 

 

 

P? 3716-17 L577 C" TIC? 3 FOR. BRU‘JCH’ZS CF
1%: 3:3v1143 Ct L 5313 111 sn::3111
Number of Humber of
Counties to Children in
Name of French be Served Area in 1955
Alpena . . . . . . . . . . . 9 37,167
mArbor. . . . . . . . . . 3 llh,6Cl
Bitple Creek 0 o o o o o o o 2 57,172
Detroit Office . . . . . . . 1‘ 912 ,176
Flint. . o o o o o o o o o o 3 lb)’UJ7
Holland. . . . . . . . . . . 7 273,317
(Hithout Kent Count --
1575-) 8J2)
Jackson. . . . . . . . . . . 2 51,355
helamszoo. . . . . . . . . . 2 CC, o~h
Lansing. . . . . . . . . . . 3 89:574
Ludington. . . . . . . . . . 9 h5,§>°
=hcomb . . . . . . . . . . . 1 113,352
Herniette. . . . . . . . . . 15 111,803
Four 3d o-Offices
ESCaneba . . . . . . . . h (35,16é
Houghton . . . . . . . . (15,053)
Ironwood . . . . . . . . (2’0,073)

(21,63C)

Htrquette. .
1~ (19,265)

Suult Ste.

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x/x/vvv

i‘iidlandto o o o o o o o a o o 102’ 728
Pontiac. C C C C C C C C C C 23:3,l—LOO
Port Huron . . . . . . . . . 72,050
St. Joseph . . . . . . . . . 8n,n3l

Traverse City. . . . . . . . 39,357

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Thrquette: The Lzrcuette regional office is des crioed on pages 21

 

 

The branch planned for Midland would give service to eight counties
and would need a professional staff consisting of an executive, a super-
visor and seven caseworkers. The area covered by this branch would include

Arenec, Bay, Clare, Gladwin, Gratiot, Isabella, Hidlend and Saginaw counties.

 

lThe map on the following page illustrdtes trm pleO ed locgtions.

 

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IICNIGII CHILDREN'S Alg SDGIETV

     
   

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NAIQUETTE IECIO T STE. MARIE

SUI-OFFICK
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219

Hollanfl:

The Hollan m1 T7r anch should cover an area of seven counties and would

need an executive, a supervisor and seven cas eworke1s The area covered
by this branch would include A legan, BEle, Tonia, he nt, fiontcaln, Feskego

anCL (3th Cam: count/18 S o

Ludington:
The Ludiniton area would include nine counties ancl should meve an
executive, a casework supervisor and four caseworkers. This branch would

cover the area of Lake, DEnistee, Pbson, fiecosta, Kissauhee, newevgo,

Ll

Oceana, Osceola and Hexford counties.

Traverse CitV:

 

This branch should hanile an area of nine counties and would need
an executive, a supervisor and four caseworkers. The work of this branch
would cover the following counties: Antrin, Bem ie, Charlevoix, Crawford,

Emmet, Grand Traverse, helhasha, Leelanau and Roscommon.

Port Huron:

 

 

The branch at Port Huron would cover four coun ties ani would neei

an executive, a supervisor and four caseworkers. The four counties covered

by this branch woulo be Huron, Senilec, St. Clair and Tuscola.

 

It is 5oes ted that the branch in Mscomb countv cover onl' the one
C J

county. Due to the lack of other agencies in the area and to the large

n

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PCW
'1

ad

~opulation the branch should have an executive, a supervisor and five

 

q

The Pontiac Branch in or er to no“ 1 tne present needs of Gillan“
County neeus a staff of one executive, one case supervisor, and seven case-
1mi3r8. if Pontiac were to take over the worh of Livings ton CountJ, which
is recomnenied sy this stud" another ce-ss"orher should be adueu to the

a total of ten professional two hers. T110 of these workers

should Speio full tin ie in tne area of home finding and adoptive placements.

A

Flint:

 

The re is enou5 h neei in canesee County at present for the Flint
Branch to expand its staff to seven full-tL e caseworkers, and if the
agency were to take over aiEitional work in Shi-‘wassee and Lapeer counties
then the st Hi shcula be e::panded further to include eight caseworkers,

A
«-

hazing a total of ten professional st afi.

 

There is enou5h need in the area evsd by the St. Joseoh Era nch to
Mal ra nt a staff of one executive, one case supervisor, and four cas vork—
ers. This staff should be separate from that of Chapinn H 11 whi ch is also

n St. Joseph. This branch should cover the three-county area of

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Berrien, Cass and Von Buren counties.

Kalamazoo, Battle Creek and Jackson should each have staffs

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be

-I
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consisting of an executive, a case supervisor, and our caseworkers. 1;
Kalamazoo, oattle Creek and Jackson each assume responsibility for the work
in one additional county, as this study r3cor1menls, the staff o:f011r case-
workers would be sufficient for this expansion. If there is no e: pans ion,
the staff is still needed to g1ve more adOptive services to the local areas.
It is su3;es ste d that the Kalamazoo Branch cover St. Joseph and
halamazoo counties; and tha Battle Creek include services to both Branch
and Calhoun counties. The Jackson Branch should work in Hillsc1ale county

as well as Jackson county.

'1 , ‘. ‘
Ann arbor:
-—-—-

 

In.flnn.3rbor where it is suggested that the branch give service to

4 0

two additional counties, those ne1n3 Lenawee and Ionroe, in addi i on to

asntenaw county, 1t

Ho

8 recommended that the staff be expanded to one
executive, one case supervisor, and six caseworkers to take care of the

growth in pOpulation in that part of the state within the next five years.

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The Lansing staff is sufficient in size to taxe care of the present
neeas of lngham county. If the branch is expanded to cover Taton and
Clinton counties, as is recomnmen ed by this study, there should be an ad-

ditional caseworker.

Detroit Office:

 

An office with an executive and one case1.'orher should b3 estab-

1

lished in Detroit to he resoon siole for case work with unmarried mothers

f:

who go to the Detroit hospitals an a “ho want help from the Ki chin an thil-
dren's Aid SOCictVo The Betroit office should also take care of the few

cases the a1ency hancl 's in Kayne county.

U)
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T.e plan for expansion calls for enla r1ing the central office

‘J

and that of the existing branches, and for the establishment of six a‘di-

O

tional branches, and for offices in Detroit, Bscanaba, Houghton, Ironwood

harie. Such eXpansion would require the follonin staff

Liv)

members as compared with the present staff.

TABLE “VIII

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ILD C’K/lj? .. VJ ». :5 1‘”, ‘ub. \— 1. ’ vi V l i .

 

Number Present

PO‘ tion Needed hummer

C
x.)

H-

 

 

 

TOTAL 0 o o o o o o o o o l 39 8 2

3:8CUti‘J'2 DiI‘QCtOI‘. o o o o o o o 0
Bi ector of Children's Services . .
PLIbllC lLBlathHS. o a o o o o o o 0

Branch Executives . . . . . . . .'. l 10
Director of Institution . . . . . . --
Supervisors . . . . . . . . . . . . l

Cuseuorhers . . . . . . . . . . . . 8 3h
Clerical. . . . . . . . . . . . . . o 2
Housemotners. . . . . . . . . . . . 9

COO:\. o o o

h3hao1hattuyh'owo1dru
1,:

Appendix H contains a copy of the writer's prOposed budget for the

l

Nichigan Children's Aid Society whi ch showsa ' estimation of the cost to

J

22‘

L1‘

estaulish the suggested new branches, to adequately staff existing branches
and the central office in order that coordination and consultive services can
be offered on a state-wide basis.

The reader examining this budget should be aware that most of the

current Operating cost of the branch could be raised in the area of the

local branch.
Su 1111a rv
M

J

The writer, as a part of the charge civen for the state-wide study
by the study committee and the Michigan United.Fund, designed a plan of
organization for the Hichiean Children's Aid Society. This plan prOposes
an ex ansion of the central office staff to include the following depart-
ments: (1) Children’s services; (2) branch and field services; (3) public
relations; and (h) business manag ment. The function of this central office
staff would be to offer state-wide supervision and consultation to the
various branches and regional offices.

It is felt by the writer that in order to give adequate state-vide

a

coverage the present ten branches Should be expanded to sixteen regional

CHAPTER VIII

7'" ‘Kffl ‘3"? “ ‘fi ["fxfjxfi IL". - “’4‘,“ 7.. um q- ’ - ’\‘1 1’
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The purpose of this study was to examine thea act 1inistrative aspects
of tne state-wide Michigan Children's Aid Society to determine where
ch mm as should be ntde. Specifically, the study attempted to answer the
following questions:

1. What is the present administr1ve organ etation of the IZichiga n

2. That should be the administrative plan for future expansion of
this state-wide organization?

3. How should this pr011sm be financed?

In order to answer the above questions every county in the state of
Michigan was visited; material was ga athered by interviews with othei‘ agen-
cies, courts, hospitals, professional groups, labor groups, farm groups

and with interested citizens. Int13 rviews were held with every stai

anc professional. Board members were interviewed; board meetings were at-

a

8

f

tended, both Special an: regular, and ard minutes were read; historical

records, documents and published and unpublished literature in the area of
child welfare administration were examined.
The data collected appeared to justiiy the following summary of

lindinjs and recommendations in which also will be found the answers to

tne above three questions

I\‘
R)
‘\ 11

Articles of Association and By—Laws

 

l. The central office of the hic‘n 1igen Childr Mn 5 aii Society is

functioning under articles 01 association and a set of by-laws tnat were

A

aoo1ted in 1912 and which are outr oded as 1a r as the present practice of

I

cle of association or the

H.

U)

the agency is concerned. Nowhere in the art

there a definition of the relatio onship between the local branches

h“
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24
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(«no

aiu tne centrC.l 0::1ce There is only a ual me ntion of the right to es-

0

tablish branches. When the early branches were fir st est; .blis ned there
were written prOpositions with the central office which defined the local
rights enc those of the central office. Through the years as the close
relationship between the branches and the central office le ene d due to

Q I

(113

(V)

lash of coordination and supervision, the w'ritttn prOpositions wer
carded, and the branches as suueu varying degrees of autonomy depenient u; on
the local staff and the community. Each brancha lepted its ourn constitu-
tion and by-laws which were in most instances either patterned after the
central office or were very similar and which are now outdated.

s no provision in the present by-laws for branch represent;-

H.

There
tion on the state board or for lines of communication between the state

and branch boards.

”‘1 ’-.""‘ ‘
necc “n.1,10 s: 1

 

1. It is recommended that the articles of association and the

by-laws be complete ly revised in order to coincine with present agency

(3) Include a clear definition of the relationship between
the local branches and the central office; and

(b) Provide one set of by-laws and articles of association
broad enough in scope to be used by the central office and all of

th: bra—I1C1iCSo

 

"_‘

. ‘ . "V Q
: inning; 8:

 

l. The governing body of the" Ei chigan Children's Aid Society,
according to the bv-levs of the agency, is a for ty ~mezi1ber board of trus-
tees. The by-lews do not provide for terminal periods of membership, and
until 1953 it was the oenwral practice of the agency to re-nominate most
of the sane members. fihile the by -lans p.‘ we ide for officers of the board,

there is no provi81on for term of oifice.

[\3
0
'j

he U‘-lu» do not make provision for the number of be eri
meetings to be held each year; the general practice les been to hold two--
one in the spring and t:1e otl1er in the 1:.te fall. The bg-laws also fio not
define the authorit v of the executive cormittee or provide for any account-
ability of this committee to the rest of the board.

ne state hoard of tne .AclirL an Chiluzen‘s Aid
Socia W plaged a very active role in the development of that agency, not
only in the for;:tio on of policy but in solicitetion and personal contribu-
tions of iunes, as well as agency interpretation. Over a period of veers

the board became less repres 2ntative of the client and the area served by

[‘0

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b—

the agency, and less inforned about the program of the corplete organiza-

tion or the function of the state board. Throughout the peiio of this
study the board of trustees has become incr1ngly aware of its own weat-

nesses ani has made nany commendable chan.e s in an effort to become better

infornei and to take a more aCt1ve part in the c'nc1 crogram. The board

.cLQC‘"hio is still not as representative of variou" interests, age groups
uni getgraphicul areas as is nec .13.
4. Fev of the menber s of the ten branch boards ad any true aware-

ness 01 the central office or the function of tie state boar: of trustees.

l\ ,C‘ONJ-C.’1"L lOT‘St

 

l. It is recommended that control of the Eichigan Chilcren's Aid
DOCletf, hith poli :y- 11<i13 prerogative for the total Society, be Vested
in the t ate boerl oi trustees

2. It is recommenied that there be one set of by-laws for the

total organization brood enough in scepe to taxe care of the needs of both

he state board of trustees ani the branch boards, and that these by-laus

CV

inclu e the following provisions

‘ "1"» - L, qr“... * .1 .1- - ,,
(a) lnat all ooaius be rocotive.

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(b) That all terms of board menbership be for a per‘olo
three velrs anu t1at no member serve more than two successive
t;nn.1s.

(c) That all telms of ffice be for not * ore than one yeLr,

and that no offic oer serve for more than two terms in succession in

any one office.

I 4

(a) That a Quorum be one-third of tne board.

(e) That inactive mar ers can be removed.

2‘ :— ° J, A 1.1.. ' .— 1 , :...,: . '

s. It IS scomncniea that on by-laws be reviseu to prOV1de that
l“,\A 1‘~"«r) ,fi" ‘ i \ J t,)9 Ft V *‘ l N r‘l 4.V t. A“ "‘ \r'x" ’\ I ) )
v1.» Jugs/U quLch b 9.311.; u¢:.) 11.... (Av LJVB .Ll'Jd 1119.) 5‘- JC , «-le or) 1” v-

\f the board. This could be accom-

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nliched by circulatin3 the minutes 01 the executive committee to all board

members shortl 37 after committee meetings.
4. It is recoirenrpu that the by-laws provide that all branch

boards hav ve at least ten meetings a year, including the annual ne5tin3,
with the work be tieen meetings being handled by an executive committee
wi h accountau1l1t" to the rest of the board.

5. It is rCCmeunuCJ that the menbership of all boards b more

various interests and geographical areas served by the

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agency, including business, labor, profes S1onal 3roups and rural areas,

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and that there be more afloit to cevelop canaijates under thirty yea s 01

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roaler membership, it is further

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as». In order to help facilitate a
recomncn': leu that the nomina tin3 connitte as be st main3 com1Mi elected

by the boarus so that year-around evaluat1on o: m mbershio may be p0331ole.

1

rancn have representation on tne

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t 13 recon enued that eacn

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er to provide a natural channeling of infor-

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State boaru of trustees in or
nation between the local ano the state levels. Further, it is reCOIQOHred
that there be clear—cut lines of coniunicat1on betueen the s

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branch boards orOV1eed b1 a oolic nanual a1d he b3r-l'ts.
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and the relationship or the local hrancn to the state-wide prOJran.

 

 

the central off1ce

l. Th3 audinistrgtiv steff of f

COLposei ow

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enernl secretary, a director of children‘s services,

and an assistant dir mt r 0; children's services—-who are responsible not

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only for the afininistr ve direction of the centra office, but also for
(ii rc ct supervision of the five field representa Wives who serve thirty-

s, and for the suoervision of a nurse and one caseworxer who

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serve the Detroit area. The above staff is also responsiole for all branch

coorlination ani Lloative ”ctc11n1 for tie stcte-u1*3 program. oececse or

the many div rsiliec duties in each of the above administrative positions,
f is not suflic nt to he nrle the present needs.

2. One i:rportant area of organizational weekness within the cen-

tral office involves the position of the general sacretary whose duties
are not clear-cut, and W10 Oite n is involved in dire ct case “or; and super-

vision of workers. The qen neral secretary is further he iic we Jpei in iis

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administrative cepaciuy by having no defined sion of control so that work-

ers, supervisors and branch personnel report h1r3ctly to him.

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3. The general secretary acts in tie capacL v 06 recording secre-

tary to the state board of trustees, although the by-laws of the agency

state that the general secretary is not to hold that position.

 

h. Five of the ten hm nch execztives have no cradnate training in

social work. Five had no prior experience in aiministration. Lack of
**** 1:)uate tre?;ining and/or pr :vious adninistrative exterience plea a
pr2sent-nay GAGCUCLV; et a Wli thtlu> in obtaining and 022 ping trained

executives are

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staff or in working with othe r co.munitv agencies
fully-qualified.

5. All exc opt two of mi t2 n br:1nch e:<ecutive s are reSponsible
for direct supervision of their staff and for casework with clients. Be—

cause of the many demands of this position, it is almost inpossible for

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the executive to handle board interp tation and public relations, to-

gether with administrative duties and casework res Mp0 nsibili ies, and still
give some semblance of competent supervision. Too oft en it is the super—
vision which suffers

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6. Some of the branch execut ives do not seem to be aware of the

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ationship of the branch to the state organization, and their staff an

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board members, as well as the agencies 1H1 in the local community, in-

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clucing the Community Chest, have little i1 any awareness of the function

01 the central office and of all ohases of

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the agency program.

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fit.

7. The two casework supervisors in the central 011 ice have been

‘tsnt director of chil lFCH' 5 services.

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given the titles of director an?

They are both hamper ed by too many responsibilities, due to the combination

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of the amount of overtime that may be riven to the job.
0

0. Only two of the ten branches at the time oi this study had

In the other branches the suo:rv1sion was handled by the

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supervisors.
branch executive. The degree an' quality of supervision varied from
branch Lo branch and was oenerally week. There is need in every branch

for a casework surervisor to handle the suoervision of workers.
9 .

Institutional

 

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branch of the Hichigan Children's Aid Society. This combination of func—

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ions wn ch are widely different creates many problems that make the seo-

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aration of the branch from the institution desirable.

10. The institution is understaffed. At the present time there
are two house directors, both past sixty, a cook, and a maintenance man.
There are no provisions for staff energencies or for any consistent pro-

sram of casework services for the clients of the institution.

 

11. The academic qualifications of the caseworkers within the
ihchigan Children's Aid Society vary from more than two years of graduate
training in social work to less than one year of college training. host

of the branches are aware of the need for graduate social work training,

. The director of Chapin Hal1 is also the executive of the local

but often the salaries available in the area are not sufficient to attract
fully- -trained st: ff.
1" 1‘1.

12. Every branch and the central oifi ce areas are in need of tau 1-

tional caseworkers, workers to do adoptive studies, to do boarding home

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n:, and to work with unmarried mothers are esoecially needed.
13. In orfier to reallyy cive state-vide coverage this gency should

branches

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nunbei o: caScutiiers n; MIC ire errately in tne central ciiice areas, in

Joscih and in Traverse City, is ten. Iarquette anc Pontiac together

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neeu lour. Jithin tn! nent year Ann Arbor snould have

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Battle Creeg, he anaZOO and Jucnson snoulu eaca a c one.

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u a: ne r e l S e c r eta ry

 

1. It is reconnended that the administrative oroanization of the
cen ral office be enlarged an’ rearran ed to include four department heads,

one a331stant in public relations, and three casework supervisors. This

2. It is reco.13nued that the position of general secretary be
more clearly-defined as to duties in order that e may devote n :e tine

to what are nor1r_ally considerzd the duties of an executive.

2. It is recouuenoe; that the span of control be (,i,..l\r efined

in order that the number of oersons reoortizo directly to the gznernl

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secretary be reduced to include only heads of units in order that he na_v
devote more time to executive and managerial phases of the agency.
h. It is recommended that the general secretary not serve in the

capacity of

tie board, and that he no beb

office of

board meetings or committee meetings.

5. It
director."

to ”executive

 

who has less than ttm oyears of graduate pr01

of exoerience in child welfare.

7. It is recommended that

t)

by the addition 01 a casework

thrr :e or more ca sev*orkers.
8. It is reCULHeiled that

to irprove the program.of pub li relations.

that each executive interpret to his staff

state-vide organization and the bra.nch Ml

It is also recommended that the executives

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are ac'tainted with more than one

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is recommended that no future branch e

the executives

supervisor in those

each executive ma1e

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work more clos

otase 01 tn

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(1111,13

from

;ec cutive

fessicnal training

It is

and board the nature of

“as around the interpretation of total agency program so that

S of direct

the duties of the

a recording secretary to the board of trustees or

with taiin 3 minute

in any other

EC

is recommended that the title ”ozncral secre tar\" be change i

be employed

and five

trenothen their agencies

aplanne c effort

further reconnended

the

onsh1ip to tb e central office

ely with their

boa rd meg“;-

supervision of Nor;-

iirecto r

an th3 €531stant dir3ctor of chili en's senvices. it is further rscon-

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supervision to fR li repr “"3ntat W33.

 

Institutional
10. it is reconh3n uthat the Chopin Hall staff include a trained
caseworger. It is further reco -eh.ed at a follog_up service be Offered

h pin Hall, and that this be a joint
ect between the institution and the various branches of the Hichigan Chil—
dren's Aid Society.

ll. It is recontenned that the staffs of the institution Chopin

“=71 and of the Southwestern Branch of the fiichinan Children's Ric Society

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recoinenltz that the agency have at least one caseworker

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with two year s of graduate social work training in each of the ten branches
and the five central office districts. Caseworkers with less trtzi 1nin3
Should b3 emnloW 1 only with the understanding that they will take classes
in graduate social work. No casework er should be employed with less than
a B.A. de3ree, and with this trai 1nin3 only if adeouate supe “v si on can be
offered.

13. It is reconme nded that ten addi ' nal caseworh positions .3

added as follows: Central office, five; St. Joseph, two; and Traverse

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Finiincs:
1. There is no consistency among the various branches as to the
size of caseloads or size of steff. There is need for more local stufiv

find more coordination of the trenches in order to give better services in

a

certain areas of the stZte.

 

1. It is reconnenced that more stniy he given to the proportion

4

f the swell bronches 3e enlcr

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" §*' In ". '3'! V" ’1 4' 4‘ -'. "
of loccl neeos, end cost sone

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strengttened with the addition of trained personnel.

Chfigin Fill

 

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l. The institution Chopin Hall located in St. Jose
non-sectarian group care facility for adolescent girls in Hichigan. It is
inadequate both quantitatively and qualitatively to meet the needs and
should have an eXponsion of program. There is need for additional like
institutions in other parts of the state.

2. The institution Chapin Hall is unoer the direction of a local
board which is also the Loerd of the Southwestern Branch of the hichigen
Children's Aid Society. Although local representation is necessary, the

institution needs to be under t:

if it is to offer state-mine service.

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5. The onSeJOih seIVices OL Chepir hull eie very ween. There lo
‘1‘ fl ‘ " r "‘ r“ I. l,“ ,‘ ’_ r A_ o . '1 L1 : 7‘ M l 0 J'- O _u‘ D _ 7‘
need lo: more cueouete ploynrition o: the girls fol the institution, fol

personal counseling wnile in the hone, and for follow-us services. The

questionable disciplinary method or

 

1. it is recommended that the program at Chepin Zio.ll be continueu;
that it be e‘ocnoel, and that the establishruent of at leust one additional
such institution in another area of the sta“e be lurthei muuied.

that all poliC\ and program of the institu—

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tion Chapin Hall be the re sponsibility of the state board of trustees.
3. It is i CO.J€HICn that the Chopin Hell staff carry separate
responsibilities from those 0: the St. Joseph Bram ch staff.
h. it is recommended that the staff of Chopin ?all include a
trained director a qualified csseworxer, three housemothers, a cooL, a
secretary and a maintenance men.

econnenfled that the discipli nsny method of the deL;c ”1

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'yst3n be eliminated.
6. It is reconneneed that the branches and the institution work

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relations all through the organization. The public relations department

aneed to o:;er services not only to

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the central o:fice areas but also to the rtirious branclm

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1. It is ieco.henned tlat the prour an of public relations in the

mntral ofF ce be increased in size in order to meet the public relations

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ice are is.

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neeus of the oranches as well as the central of
2. It is recommended that the state boari of trustees and everv

branch board have a committee on public relations.

?. It is recomne dad that the public relations department be

re SDCHSI ble for up 3 speakers' bureau.

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Plans for Extension

 

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2. In order to nive adecuate state-wiie coverage there is need

_for sifteen branches or the agency, an addition of Six over tne present

1. Each branch shoulr be governed b3? 8 local boerri of trustees

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14nder the direction of the State board of directors with an, national

'“55 “Cl ti ozi serving the total agency thr Mi h the c ntral office. The

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defir-e of local autonomy shoulg v3rv, with pt“ trm
of cirectors, accoreing to the amount of local support an; neec.

2. In t‘e event tt”t resent or future hranche s pl3n to mar

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7 The Siggestei plan for xp3ns ion c3lls for (1) an exeansion
sto include at least two counties; and
(2) the establishment of new branches and redio on3l olfi ces in the unde-

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velote11c1.33s 01 13 c stotc.

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. 1ne sue esteu eA ension snoulu t31e pldCe over a ten-yeur

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fourteen supervisors, an institution 3i rector, fifty ces sewarkers, a public

relations person and thirty-four clerical workers and one housemot,’

Fin inns:

w-"

l. The total organiz=t1c n of the hicni
in 1995 had an income of $o92,to 2.38 01 which forty-five eercent came from

N

(Zomxinity Ches s, twelve percent from the Iic hi]z:n Unitee Fund, thirty- ne
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:percent from clie nts, Six percent from lir ect vi

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_1oun13t1ons, 33: 1our percent erm bOu 11s 1 s pervis=r1 s. The to 11 eh-
(i ,‘j 9 ‘7‘ ") ‘P C: 5*- A ‘ p” /\ 3“, "‘ v’\ .‘ J, 7“ . . . A " 7‘ “\ 1" ~‘ “\VN‘L

iaenses 1or the so c1eoy e ,cfc,o73.co o1 tn1cn f11t3 peicent 33s soeit

on.direct services to cniliren, for i-four percent on se_3ries, and six

TDCr ent on b351ness er1nses.

es:
2. The central office hcd an inc01e in lҤ; of $21o,hh2.o5 eno

3. This incone is only slightly more than the 1951 income of
$218,195.09 and is b'; low the minimum budget needed to maintain even the
pi esent s an ard
u. The minimum budget on which the central office of this agenc;
can ex st is Q265,462.QC, and that allows nothing for expansion.

5. The mean budget which is r3cormenc ed for 1957 and IJhiCh kouli
allow tne expansion of staff by four supervisors, ten caseworkers and six
clerical workers is "rl h62. 00.

s. The maximum budget, which compares to that of the Illinois
Chiloren's Home and.&id Society, would pay for the establishment of six
additioial branches, would more tb an double the present staff, and would
put t 3 - C1‘““Q Children's Aid Society in a position to offer an exten-
sive ca enor; program to everJ ar3a of the state. The maximum budget

would call for $l,729,h28.00. However, with the establishment of more

branches it would be possible to have HDTQ local support.

‘L‘npn'v‘fionhrlfil‘ . (‘0
, \Jifi. 191 it .-; b 103.) .

‘A'Exl .1

 

1. It is recommended that the central office of the Kichigan Chil-

dren's Aid Society secure the mean bul,sc of $381,h62.00 for the yeir 1937

1

in order that the agency may be in a position to ads minimum staff and to

inc13ase piesents alar1e PS. The m1n1u.n buiget for th total organization

(‘2)

should be $82h,96h.36.

Throughout the process of this stuty there were several areas where

additional researcl would be of the utmost importance. Three of these

1. A job description of all positions and proposed positions to
determine the degree of training and supervision necessary to the job.

2. A c'tate-i-Ji(1e cost study to determine the actual expenditure
for any one service of the agency.

3. 3 studv of possible ways of helping to finance the prOgran

‘ Q .
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such as (1) through the establishment of wone 's auxiliaries to help

raise money on the local scene throth suopers, fairs, sales, etc.; and

(2) through fees, such as an adOptive fee.

The ultimate success of any social velfare program, regardless of
zadninistrative structure, is dependent upon the professional staff erployed

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to carry out its lunctions. The quality and eff_‘icienC'r of the work is
equivalent to the total of skilled perfornance of its workers. This study
has shown that without trained and coupetent personnel there is poor di-
zugnosis, too riPid interpretation of the agency policy, and unresourceful-

q

iness in treatnent. E'en a trained person can be a block to a successful

prwmoram if he has too large a geographical area or inept superv sion. Tie

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timie effectiveness of a social welfare agency like the Eichigan Children's

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800 LS cknj 136.1"th

 

"f‘ p '1"! .‘V‘"\. ~ rah, _ I _ a _‘I r: ., f1 .‘ ' ,~
Ads 01 yo ter-r3m1ly ture for 3n1lurtn. ‘a n in3ton, D.c.: Children's
—- .I-n ‘ 'fi . fl

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Administrative Assistant. Jew YOTA: Arco Publisn no 80., 1932.

 

 

r.‘ _ : o J— o , V, n f, .‘ . 1‘ r: .L‘ 1‘ -. / o '1'“ : o A f‘ -‘ T o 7—. 1’ , >-. 4 0 a
Aim-n1str3t1ve Lnl scu11 berV1ce fOsitano. LIIWdUAGB: Perganae Publ1sn-
T. f‘ r “’f
1n, oo., 1955.

 

 

Aiorno , T. 3., and others, The futhcritorian Personality. New Yorz:
Harpe * and Brothers, 1953.

Allen, Geo ge Hora d, Individual Initiative in Business. Cambridge, iass.:
ilervard Universit' y Fr3ss, 953.

kmerican Association oi School Administrators, Sig th Ye Hrbo k of the De-

 

 

""\ I".

partnen; o: sup3r1ntendence. hasn1ngt1n, u.u.: Nationa Education
Association, 1930.

Andrews, F. Emerson, PhilanthrOpic uivinn. Jew York: Russell Sage Founda—
tion, 1930
Appleby, Paul H., Policy and Administration. tnivers ity of Alabama:

{ l

Universiuy oi Alabama iress, I949.

 

(I)

 

" r - v ’4‘ " VIII-J » J y “H- , - T ‘ . 7 u 3. 7‘ .- -)
Appljy, Lawr nc3.1., «anrcwn rt Le's. nee Torn: The 33r1can LanaJeuent
. ;' f ‘ 1 '1 " " \
SSOCl v UH, “JHQVTJ/Jo

Ho

:1

 

 

 

Ar3yris, Chris, Executive eadershiu An Aopraisal of a Vrn133r in Action.
‘ *W—c- '—

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I‘I'TF) 'J’ -‘-r\ -.4\ 4—w--.‘ rTv‘fi"'L“r" ', ‘\ Al: .
3w YOTA: La1p3r and bloomers, 19);.

\ - H r: 7' I 0" -‘ ‘ '1 J- M- — 3 ’ 3" q a . N ,- I v -n
After, sduuiu, Tne Art of zhpCU3 ve ccCCrSth. berseley, Califo_n1a:

V3. ““ 7‘ ' " "N " r. 'v I .< < .,-\ ‘ "
Peisonnel LanuUdMCnb Associu

3serves of iey P rsonnel: “ERRCGTS, Trainers, Tech-

,_1 7

L1
3101738 g, HE J YUffi: .Amer1Cun 79Ha4bmvdbifluQ0blublUd, 1y30.

 

 

 

 

 

 

 

 

" \ 4 - o no 1- ,.— if I ,—. . 4—: 'r‘.’ 1,-' ‘1r . .
Atdatei, P1e1<e, Pro ol3ms o1 Adu1n1str- ion in Sou1cl .otm. Linneapolls.
w ~fl“_'_ “" _ilru" —
The Universitv o1 ulnflnbuod Press, yuo.
BCAaMIS, .1ll1an A., The Sauerv1sion o: Industr1al Arts. “llLoUK druc'
‘r, _—

 

Bakei, Inez H., Evelyn G. Bell and Thorfin L. Tunrjm edahl, The Aiministration
0:5 Public icL re Service in Lfnssd “r13nth3oo 3-n‘ Afvption. Chicago:

 

 

‘ ,1 '\._, ‘ :, ....,_ - 1. -..1_' ,- ,
Aaer1can Public ”3 1are As~oc1ac1oh, lLQo.

Boner, John Calhoun, Directors and T
Cg abridge, pLss.: Herverd UniVereitv Press, 1925.

 

 

 

 

 

 

 

 

 

 

 

ddLin, Alfred L., Len<”1or ano u3veloomtnt in hilohonn New Y r:: The
~. V , (n:- f *
Dryden Press, 17;).
r- ” . 7" P. . . . >~ - . r- I . I - - r- Q.- . . ”3- r. - r .
Bortxy, Jonn A., Administration as Boscational Leadersnit. soonford,
h "‘-—- - - r-‘r- ‘ - x . .J '7'“ 3 1(‘ I ‘71.,
Calif01nis: DCQLLer Un1ver81ty fLoSo, 19§v.
Suoervision As U‘nsn k3litirns. oston: Rath Publi hin3 Co.,
(,‘.-_v,: unlu—
119/}.
mornurd Chester 1., The Functions of the Erecutive. Cambridge, Foss.:
War ard University Press, l9uo.

-‘ r" . I—V‘ 1- . F . ’1- I‘ ., ., — ‘ + '4‘ . »“ ‘7» r“ v . ~ ~ . vr\fl'\ ‘
Urge ladolOn eni Lensuznent. Cqmbildbe, 1Ass.: Hervoro Un1ve1s1tv

TN, 1 __ fi- . a
Dancer, 33.513 rreuer .
LoGroL-Hill, 1959.

 

 

 

 

Bethel, Lawrence L., ohm other rs, Industriel Urgeniiation and 113r3m~n .
1cond 3d1t1on. New York: HUJIHW Eiiil 3oo; Conp; , inc., lyso.

 

.«I .‘_q r- ’- 7". a 2‘ ‘7‘ :7 1 I 7--
biuler, Aoy 4., one Genevieve h. BiJRl r, -lH111so othH 1o1 LLTSIDJ 33uc -
c

O r 1 rd 1 .--‘
l

,n. Lew Torn: G. F. Putn am 31'- sons, 19);.

d

 

Blumenthal, Louis H., Aiministrtition o:
T l 1::
Press, 19.).

 

now to York with Your Board enfl Com~1ite s. New York: Association
.1.-

 

 

 

 

uer t3 T : SOCiCl Valuers in the Catholic Clurch. New York:
2 ' f“

O I
1n3 :1r Hunon services.

 

Buell, Bradley and.flssoci3tes, ComMInity Plann
ew Yorn: Columbia University Press, 1932

 

 

Bureh, Seward Collins, now to Increase Executive Effectiveness, Cumflrlhge,
~T r h -: _‘ rm
Lass.: Herv'rt PrCSs, 19);.

Burmeister, Eva, Forty-Five n the Family: The Iiistory of a Home for
. _ . 7“- W‘- W T 0| “'1‘:— - fi *
Ch1ldren. flow Yorn: co Lois bn1vers1*y Press, >47.

 

Burton, William ienr', and Leo J. Brueckner, Suborvision; A Social Process.
Crofts, New York: Appleton-Century, 1955.

 

 

Brown, Milcn, Effective Supervision. New York: Lchillan Company, 195a.

 

Can”, Ernosn, In Adoot3d Three. flew YorA: Sloane PUCllSfilnfi Co., l952.

Cady, Ernest ani lrznces 37dy, low o_lfioot a Cfiili. Few York: anit33133
and Horrow, 1953.

 

 

Campbell, Clyi3 I., PractiCAl L 11133Lio of 33xoor23ic Aiministration.
L 3x ‘orln flrper 3mm Liotn3 s, 9L:.S

 

 

m... » r. : “f‘fl ,- 33-1. -.w r" '13» «3‘: ' , 1 ':-.—. 1. P. -

Caylan, garalu, LLOClufiul FtoulnAs 01 33ily 311llnocc. 333 {orAz 3331c
. ,\.1_.' 0-“

Boofis, lypb.

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B by. Public Affairs Panphlet No. 173.
sion, 1951.

 

 

Carson, Ruth, So You
Few York: i

— .
T" .
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A

731D

Casey, LilliaA, E;;C A31V8 Pay Plans. N33 Yorg: Institute lor Enginess
Planning, 1953.

 

(‘\/\Tflr: . [1“ ltlc‘, a, Fr)¢"+‘111 1 a... (q‘,’“c.' 1"} : :3‘4C1.Y\fir‘ TT‘II thi‘f. Plsan. .Cc)
v'L.1.(44411, ILLELl CIC /\_...‘CD-. \_,._1. 1_,';,~_1.x.33‘3,.L Q113_V 4.; -z'k...) 13.13.15. -u'IJ‘ \J LL. 0 L11 3"-

Hall, :55.

 

Chaunley, Jean, TL3 Art Child Placer3nt. Kinneaoolis: Universitv of

Kip-esota Press,

 

 

 

 

 

 

H ~ 7/. “tyr‘ .f‘."| ‘\ :1. .N. “ "'31“. r ‘ o ’3'”.
Ca3v3, Lrn3st Jon., 3u331V131.n 3f A311Jzous L333 310A. Lhic3go. T03
. r) .' r C‘ r‘ .1“ 11" V" ‘f‘ \
Un1r3r31cy 01 3h1 33v Pr333, 931.
3hrist3nsen, Carl Roland, Han53‘HCHt Succession 'n Small and growing 3nt3r-
' I.“ ...- ‘ ,- .;:-- 'L A»... if"
orisos. Canoliog3, lAss.: ACrvciw Unimi rs 3y Pr333, l/pj.
“_—
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Clutrfi’ -LEJplet-I‘Jn P)r\3ntl SO, Ina:ltutlk)n.bl 1.101' AVS j. 01 FIN]. fr :I¢A. 2": \JL'J Yer-L:
7?

L. Helburn, Inc., l94§2

 

 

Cleeton, Gl3n U., and Clarlos H. iEson, Exccr
“If

t
3A3 Aenelofim3ni. Yellow Springs, Chio: The Ant

 

Cohen, Franfi J., Children in Troubl3. New Yorx: 3. 3. Noton and Co., 1952.

 

 

 

Y " ° - M 1“ ,_ .1. U A ~ A“.- ‘ '_ It‘d "v. i _j‘ ." T ‘ , I“ “
nd, n€lV1n Thomas, Lhe 3Aacu31ve 3L 301A. Vamoriog3, £358.: Harv3rd
1 3 S

 

COpeland, Kelvin Thomas, ano.Andr3w A. Towl, Th3 Boa “C of Dir3ctsrs 3ni
o 3

5. ° n "3'... \ 4. 1.. 17 -, "-" ' ""1- L
H18 ln‘ OS .‘.CLI1CLN . 1'- iallbo 1.) SD' 1.1: 110538. r J. UHlVlelL/J ’ 1,434.70

 

Conflission on Teacher 3333310A, T33F»*r° tor 03: Ti“3. .ushin ton, J C..
Ar zerican Council on Education, 1914.

’ o rv v5 v‘- u ‘r‘ .M‘ O [_7 - o A‘ —n”"~. ”‘P‘ ' I 1" n . ,
Coy ”“llV Or3331333ion Cl CnilJ 3311313 SBIV1C33. L-~

Laague ol.AAv3:1ca, 1nC., l;

 

 

Congonsation of Top Executives. E2w York: national Industrial Conference

 

 

 

Crooks, ScenCcr L., Guide to Boar_i “:2n1”afion ani.&a2inistrativa Droblrw-
’ . -_ “”— —--. 1“ ._ ._ 37.“ ’ fl. , ‘4‘
()Itllfie f r :2mb3r ng.v2rw1‘s. ' Yo :,; Child “c 131: L33333 oi

 

HO

'-. ~ ° 7' ‘
{until 1L4...) 73L.

 

CrowleJ, John C., Institutional Emuloy22 Naint2n3nco. Chicago: Public Ad-
ministration oovvic ,lEIT.

D313, Srnast, Plann

V

'V '“y a T” r. 1 ~ . '2 "\~‘ rd " . 7 ~ . , ‘ “L 4
n, 3nd J3b3LOflliJ U12 Comon.v ulgan133t1on structor .
C 0C Tation, 1952.

-" 2‘ I '. -, , .-' -‘ . f<
all .".\"—ind.3b. -8111, 3.3;;

Daniels, Halter E., editor, Point Four Progfi n. N2m York: H. U. Uilson
Co., 195l.

 

Dnrnton,

Eleanor Cdoate, Th2 Childzoi GTC‘I K2w York: Cran Pu l1sninn

 

\Jfi

 

daV1s, rn nie L22, Childr2n Livin3 in Their 0*n Hones; Soc al Servic
Vin 2i Through Cnild '»2ll a- 2 P1o1I.ns. "menington, D. c
Cove 2rnn-2nt Printing foice, 1953.

G
' ,2" :_ p '_ C‘
\l 311C). L/CQ

?€,n,<10nt. L2 JYork: Horne“ anfl

Davis, Ralph C., The Fundamentals of Ton
Brothers, 195

 

 

 

 

Day, Gladys Denis n, Home Fin:
.ILShlng‘COD, DO.\.‘O ‘

.ing The l wc2112nt of Chil r2n in ?a;ilics.
: U Ex .J
Colfazc, Social Securit

. , 3. .- '-
41(1)de L11 iLvLLU 0.1.1'

 

onlon, coucot1on can

y.ndministration, Chilfiron's Bureau, 1951

 

fl , ‘ 0 '3 4n T“'/‘ O a O _ O .1. «'- L O ,- q o A ~
swllnonc rreutrick laRCGS, ; mCUtIVB ninkino 2nd MCClUH. CHICauO:
1;- f‘ (“A
L. A5. £101... ‘J’ 1))2.

 

Demorest, ChEl lotto 13., The Boeri In" 2r's ”snual. New York: M tional
Pablioity Council f0“ H2altn ann gcliare Services, 1951.

. '| ‘-." A ‘ 1" ’h‘ ‘ “‘ T <'-»‘, I '3‘" r A "‘ . ‘ ’fi 4‘ “‘ A . ‘ ' ' ‘ _ ’3 a. V ,
Dinoch, molSlmll PUwalu, Th2 :uGCJle; 1n nc,1on. New York: Narpgr and

1,4 “mu-cu.
Br thers, 1949.

 

Sooner, K. Jos: oh, Th2 “cv3loonont of Executive Tal2nt. New York: Arn2rica n
ln1”~c“3nt Ms ociation, 1952.

 

 

Dobin, Robert, Human Relations in Aimini
Inc., 195l

stration. Her York: Pr2ntic2-Hall,

 

 

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Books, 1930.

 

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issler, Ru th 5. , Th3 Psychoontlytic Study of th3 Child. Vol. k; U2u Yorl:
Intern Wt wn .l bnTvcrsities Frogs, 1&23.

a, The Dynamics of Social fic ion. Yashingtcn, 3.3.: Public

 

 

 

T.. ’ L. : , “F!" 'l . _V'lWJ— . pa ‘Q. .r‘ ,‘ ~ V} r—\ ,-
,AccuC1ve Cotpo sCtion. low YorA: nuClOnal IDfluStTlal Conierence board,

 

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;A12nditurcs for Community N?

11th ani Hclfare. New York: Community

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1: r-Lr-v 0%,. r .‘ Y o o L’» .1]. o o L r\' 0" r 4‘ -
1_Ccs, Anica J., 'nn lAtnwe of Policy 1 one A. 1n1SCLcc1sn of PLIllC
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ix —

 

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Finley, Janos, dnA imlcolm C. cuno: 1-8 thigs o; Flflmfltl l P -suLivos.
$1“. - r}: ":-t1.-‘y\,-) -\.—'. k): f

 

 

 

 

 

 

?lcishman, Edwin, Edwin F. H rris a Q Harold E. Burtt, Lia~oruhip and
“incrv1sion in Iniustry; An Evaluation of a Sapcrvisory Traininn
“ * W ’e" ‘, ‘_‘ I“ _ '1 V. wl'\'9 ‘
133 r?:. now YorA: C1011 ano CuAnd=, lypg.

 

Fortune, The Executive Life. Gordon City, how York: Doubleday, lQSo.

 

Child anfl His Halfarc. Second E'ition; S;n
r’. ' ’ T w r .0, .. I A /
o: a. d. Prcembn and Co., 195

Frederickson, La
Francisco, Cali

 

 

 

Freeman, Grnydon L Verna, iow to Pic: Lcaiers: A Sciont ;ic Aporoach to
Executive Selection. now 2: FQHR an: Hagngll, IyED.

 

 

 

1*‘ronch,Da:vi;l, :1 Immro.’ c'n _t__o lirasnrin't I—-3:‘:sults in Social lork. 153.; York:
fi—w— , .’ __-
Columbia Univcr51ty Pr's ss, '19 )2
1 cud, Anni, and Dorothy I. eri ingham, Ir’Cnts Ticcout Familits. New

 

YorA: International Universi ti1€s Press, l‘AA.

 

 

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ngl LCOQOmlCS. nCh {oiA: VOlduwlq leVClol . fIcoo, lyAc.

 

I

Gardner, Burlci , and D: Vid G. Ioore, Honcn Kc] dt1ons 1n Incustry.
Rev. E1.; ChiCfigo: mi narfi D. lrwin, Inc., 193C.

 

 

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Gonerzl CO“QO-UV1o1 L;Us, State or Kioai an. Lansing, Ii
Todlc‘ incg' $0., l;Li. Concilcfi by Licnigan Corporation and Docuri
Commission.

 

 

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Harris, Ualter C., Ins titut101al Cost Acc countinfl. Chicago: Public.Ai—
.” .

 

kapel, Bcward H., editor, $1211 Flint Ianagcxent. new Yuri: 1C ”'W—1 11
:“o; Compary, Inc

 

 

 

 

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Plunt, J. IC‘., and Leonard 3. Roy:
New Yorr: Family Service Asso

 

 

 

Foster Parents. New York: Columbia

 

 

lnt3riational Ci‘y iznagers' Ass
Second Edition. Chicago: In
1C)‘ .“I
L/..r-JO

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5 Susan, th143701 ani After. London, ”n lanfl: doutie j
KGJ3H Paul, 1943.

 

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T? ‘O N 1' h n o ‘ In [‘1‘V’ 3. o I “7‘ ‘4 :.. 4 V '7?
Aornitzer, Larjcret cn1ld AJUdblOH in the Lowern ”orln. e: YorA:
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Belle, Alcd N., an3 Jane par on, AIAinistr3cion Houseneeping. IBJ

 

York: Putnam and Sons, 951.

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Public Heliel. Pamphlet Lo. 17. Ann.Aroor, MlCfilg'
1 ~ We -

 

 

 

L; te iner,.Alfred 3., and I. E. Levi , PheT ”CHF1”L s of Snpervision.
New Lonoon, Connecticut: National Forensnrs Institute, .yfu.

Leadershia. Pagphlet No. 7. Chicafo: Ajult Education Association, 1955.

 

Le31n3d, Bdfiund Philip, and Javid N. Ulrich, and Donald Boos, Executive
Action. cQAbril3e H;ss.: Harvard Univ; rsity Press, 95 .

U

 

L33vy, ”Norton, Tne Lew of.A30ption. New Yo r2: Cceana Publications,
“cu—.“M

l/)-—4--

ejeuc, Snarlzs Albert, 3xec11tive Accc unting. New York: Acaiaw-Hill
Book Company, 1932.

 

 

Leighton, Alexander H., Th3 Gorerning of Ben. Princeton, New Jsrs ey:
Princeton University fress, l9no.

Lop ‘ MSKy Albert, ; 1inist13tion. New York: Alfred A. rnOpf, Inc., 1949.

 

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o 7 :3 “1‘ ,1 'F..3:. on! "r374 7r. .. V5,. t 37,). Y 1.
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Levy, David N. Heternsl Overprotection. New York: Columbia University

Press, l;h

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Linn, Henry H. elitoi, benool susiness.AdL1nisor3tion. New Xoin. Tnc

 

)
Aonald Press Corpany, 1950.

. . - L h ‘rfi Q I ’1‘ ' ,- a. A IA 5% '1" . I‘"‘\ "‘- r: ’0' " "v n r.
L1v1ngscon, HoLert T.,} Ti> engine3r1n3 o: ULV:.Dlsat10n anu nunngenent.

no
lieu Yor cliaw ll Book Compaiy, Inc., l949.

 

Ludwig, Frederick J., Youth and the aw. Brooklyn: The Foundation
P13ss, 1955.

 

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33c Kyles Lafirange, ne Board of wirectors . mall Coryorations.

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Combridge, LuSSo: adrvArJ Lniver31ov rress, leo.

 

 

 

 

 

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LLrCanQll, Jacmson, Tne at entilic Ajprqlsol 01 hunopement. w w York:
7 b An. r ' ’C T" ~' v'
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1'.— '-‘ ’ ‘7 3"” _ ° 1 ° ‘ ‘ f“ I . O ' 1‘. O a fir ‘- o ‘
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\ ‘ ‘ I . a - L h .—
Yo1A: Pr3nt1ce-ngl, Inc., lino.
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VelbY; Ernest Oscar, Aaministerin? 3oxnunitv Liucation. New Jerse
Prentice-4311, Inc., 13:3.

 

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Paton, Jean 3., The AflOptefl Ereas SilenCc. Philafielohia: Life His orV

Study Center, l/Lw

//‘-1'.

 

 

Pfii‘ntr, John N., Public Afininistrntion, Rev. Ed. New York: The Ronald
r 30 m'pEry, 1940.

 

P1cxett, Clarence 1.,
r~ ( n (‘r—fl“
an; \JOO, l 3‘ Jo

 

 

 

PiCTMBI, Oren 0., Tne_?xeC11tive Belle 1. Y.Iu3.A. M Win15 ration. flew
’rk: Association Press, 19‘

Pittenje1, B. F., Local School Aiministrotion.1-Etu Yoriu Io3raw—Hill

 

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GOO; C 1!.panj, 1721.
“ "n ». l‘ " r“s -. ‘ ,." J" 1" wt". a». ‘ . ~ Tr
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Cn1loren‘s Bureau, Government P

.rollems and Procefiures in Afoption. ,ssh1nwton, D. C.: United itates
Chileren‘s ; r3iu, Government Printing OifiC3, 1911.

 

 

 

 

 

 

 

 

 

 

Pr9‘1e“s 0:1 IllegitinICV as Toév Concern the Yorker in the Fieli of
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ry 4 n o "4 Ai‘no /‘ 1
Gov -nment Pr1nt1n3 o111t3, 1934.
Pyles, ~ery L013, 1nst1tut1ons :or Chili Care and Treetment. New York:
.‘-‘n -,1, r" ~. 4 ea I. ,x -- - x ". “if. r')
Cnilci n3 1a-t Leo-ee o1 AmeriCA, 1/1(.
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" rl‘ "1 r3 . f‘ ’1 r , -v\ . n e u r A ' V 1" Y a" - n "\ ‘ "
Kuymon-1,Lou1s, ”Jogt1on 3nd,A1ter. Lex Yorn: Harper uni Brothers,
r {4" .
l/Q/O

 

Aed1, Fritz, “nflerstend ng ‘.il r<:n's Benavior. New York: Colunm ia

1
University Press, 1793.

 

, rit , _ eV1o Kinenan, Controls from Within. Glencoe, Illinois:
The Free Press, 1952.

 

 

“.15

Aeller, Theodore, editor, The Public Sc11001 and Other Community Services.
Philaeelphia: .American Acnoemy o1 1W01Hic l 1 SociA1 Science, 1&35-

131 We fa re Anmin15t1at1on. SécrEmento, Califo1nia :

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Taylor, Gorion 3., HT? Torkers Human? qwston: Houghton hifflin Company,
1952

 

 

 

 

 

Ta‘lor, QIk 11C 01m Gorna Th3 A33inistratian C F331th Insuranve ‘n Cinada.
n, ,__. -—
Tor to: ‘ ior3 Unive rsiLy Ere s, 1733.
Tcaj, Ordwaw, The Art of AAminIs tration. New York: chraw-Hill Bock

COJIdDE- r‘br, Inc 0 , it)” 1..

 

 

 

, Tne Roots of T31Fh‘“ Power in tn3 Axerican ulture. Seventh
w —T A _‘ \_Z‘ 7: I ,\_, _ ‘ + --‘
1 OJ. p0- LSC’Q L01

ch.1bao;. Gneonta, new York: Aggr1c¢n A553"13013I
FR" ‘4 '—'l
1330u3r zaucI.tion, 1934.

r 1
kn
\ FL

M __j' ‘ . . :Y -. “.3 r v‘ v‘ ,7 . v I". ‘. " 7"‘ “ . T" ' A ‘I r. :
The boars hex.‘r of a tam1lv unenCJ. - York: rdhlly Jellsre associa—
—

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in 011 U)- O-‘J‘KIVJJ- i Cb.—-v , / Lip—L.

 

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‘ rC’“ T C l'-"':P/'

ALuAi’l l ,1...) a.“ O '9 //| O

 

 

on, H. T., The Ueanient Chili. How York: Columbia University

Tnurst
Press, 1930.

 

Ton Innageient Cornonn'tion. Lew York: Rationil Intiustiial Conference

h ‘., Grouo Process in Aininistration. New YOrk: Woman's

 

 

'T‘ .o r- . -- r ' -. r H "‘ . ‘ ‘2‘ ‘3 ‘
lquCdl, andreJ C., anl PluflClS E. hblr
&*‘ri,i Lurtflflp Hem York: Prenti

 

Turner, ‘harles ”lLXCnLC-, A Practical Linnal of Effective Sunervision.
Now Hort: Jh lian Press, lg/q.

 

 

United Fund Campaign Bulletin. Lansin;, IiChigan: 1he United Health and
’T‘fi'

. j a" -\ T ‘ m - 7 ,- .r- n ‘,
“clioie iunn o1 ulCuann, Inc., 1945.

 

 

 

. r~ h _r‘ "fl . _ I‘ ‘1 r O ‘ '_‘ I 1‘ R .L
Un1 -d H? tn and Hellfire bond 01 1i1Chlfl n, Its >velc HInt anfi -resent
YWT
i

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LJ -11.» o Lei-11".: Lab, 1 -1. VILlULuLL: 1119 L)-ll u-zikJ. ALA—".1. 1311 aflu x. 1,119.12; 1‘ Lift}. 1.
'\

LlCfllen, Inc., lylo.

Eris, Auren, Devzlo vin: Your :Hecutiv; Skills. Yew Yo‘x: :Ciraw-Ifill

( .

Boon Company, Inc., ybp.

 

 

‘v

UrwiCK, L., Tn> lenen of n5xinistration. nCW York: Ha rper and
Brothers, 1942.

 

 

 

Villalon, Luis J. A.,

Funk and ,ugnalls

 

u... ‘w. .. .1. v. ,. -1- 1, ~° -' - r ‘7
d1Co Janenegeno pin anu Tneir lztnols. new Yorn:
o

Luhlquist, John T., and others, The admin

stration of Public Education.
Dew Yorx: The Ronald Press Compsrw, '

_— ———-——

 

 

?“ Ho
\“3, '
\7

I\) I

I

Ialdo, leJnv, The Administrative stats. New Yori: The Ronald Press
. I
“fit, ELM) l;l.'L)O

 

 

 

 

Thite, Leonard, Introiuction to t1: Stu v of PC Wbl C affinistration.
o w‘ 10 0 ~.- _ _r' “My—.r—T‘f- _- -‘ L " . f1
Third Lgition. new YOIu: Lne ;nglll;n pOmpdfly, lulu.
White, Heuel Clyde, ;UnlqlStl£ i01 of Publ'c 2C-_1r* Iow Yor :: AHCrican

 

 

Book Company, 13

\)"1

 

/‘ "/

:30

1111c”, Jesse leirinq, and Clifford Lee Hromnell, Th: Ailinistriticn o?
H:”lth Ed: cction one Physical Hfiucotion. Philaoelphis: qeunwers 60.,

 

’4
.:.,
,.

Tho toes What in a Chilircn's Institution? New Yorfi: Jewish Child Care
ouncil, 1:33.

 

 

 

 

 

 

 

 

o :‘f‘ ("l 7“ ‘ -, «‘- ,- ,7 1r 1‘ ' ‘4“ w’fi "v ‘~ 4 h (1
Joooy , Cliiio o_n, rourtn YiulQ‘Ou 11 the geysitment of ~Mh?"V oC‘IS and
.— w ___.
a I“ T» «L. -\.« 1J- . A ,~‘ «L- L- , ~31. .'.- . .\ y—- , 1" f‘ . “I ' -
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ULA: VU lquLML 'llLVthLDlI/‘y I'Lbbb’ 12'Jl°

Yeo4er, Jilliam.Allison,.llninistretion and .he Teacqer. New York:
garper and Brothers, 1354.

 

Yoler, Dale, PC :15 _ w
Prentice-H ll, Inc., liuo.

 

 

 

Young, Feulin ne ., Sociel Trortnent in Probation end Dclinsuency. he»
York: TIHGr .J-Hiii Bool loany, Inc., 1952.

-xar, Hei‘b oert H., "Three eASpects of thr Ro e of tne : (>r1er in Home-
fiqding, " Child jelfer e League Bul “

 

T3,." . T (fir-1 '4" ‘4‘" ,1 'F‘m 1*“ [5‘10 (w fl "'0 , ~, V (‘ '-
ouaer, inel n., "roster HCMC riniinv " The ldmllf, .1], lies.

 

, ”Uphold Rights of Parent and Child," The Child, August, 1948.

 

Barbee, FErgeret, "The Psrent's inencial HosConsibility in vhilc. Place-
ment," The Van 'ilV, July, 1930.

 

 

 

:3 \ .1 . . “4.4... 3,. 1. r ,_.- ,- - fl -.=.. - ”i 1. ' . ' n *
Cenuer, L urcpba, ”Inlants deerel 1n Inst1vutions} rMCnCncly ”CHQICQDDQ’,"
‘1 . ". ‘fi "' " ’\ “‘ 5‘ - r‘ . " ' . i‘ [3 > r ‘r‘ (a 3' :
Cnilfl Delia e Leojue O; gfljflCa Hulletih, septemper, l 45-
W 3- ‘ 4" -. . h-v ‘ “r r‘ r q - q V‘l . “ V f‘ “ ‘L‘ 3 ~— . ’5
”setter niopti n Law end rroteluivs ”BCUunbnk o1ons oi the United
n4 ~ - . ; rt;

C s V :
stat~s Coiliren's Bureau," Social service Rev

 

BlaC2, Bertram, ”Tools and Techni€;ues Of.&dfllfll$tf&£l0fl,” Social Czsowork,
June, 193o. “

 

7‘1 r~ -. (\ . -~ ti: '\ J — ““1 — j‘ r -'v" ,’ L i g,’ ,‘r . 1 ‘..‘ \ ,- v 7",. :‘ \ r 3‘ ‘-~. 1
Qlufloa, Leslie Cd‘ton, ”JJJ roster JoJes sCii," JUIVCV Ll'dflnuhLy,

>v**“3r, .1911.

r,‘ r"

f‘ " L1.“ T‘. '. VT- Y ‘ . ~.:'1. " \ ‘ .5.“ ’- ‘ “1’_“f\
Jars son, Ruth, "CJbies hCJe Tn31 J1.nt' " Colliei's, DCCemter 31, l-Jp.

 

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Clurme, Cl1aube L "ing LDllurCn'S insCitCtion and VJe Ciila JeliCie
. t l“

 

4

Florence "“7“ PrOblCd of Frequent Hzolacement oi the Yo un:

v, .5-~».J

)
nrent C iii," 'Cn*”l ””‘1 ne, Octooer, 1337.

 

 

"PC blehs in the Placement of Illegiti C
1 a1 L zeLue oi 4::Crica, Inc., ibrcn, liLl.

.l L . L. 1'. .f“- “L.” (‘ L ‘ .\ .7"
3 1n tne “Ghlnlourzpl'n oi the JJC1~l

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"C.,, ',., r“, .L ,.... T,- 7-? q 0 , a r ‘
4C 11, ucrbfg28 A.) "snecutive Pryce
CzCe JDFH agency," n3 Peri] '

114
H
J

1'. u .1 '2 1 1mm:- , «r , .C‘ r“. ° ' .C.
Bait tch, iorton L., "a CQCrC LLCJGC'S Vle o1 a Cost JLUHJ," Child Juli

L;1Ch, l9;

Doolittle, Dorothy 8., "Case York with the Unattached Agolescent," Thu
ngily’ October, 1941-

 

Eiitoriel The Saturfiay Evening Post, Curtis Publis ninC Cognany, Pnila-

 

\
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gmylf, ,CrJorv "mule o: Lh’ PriaCte uCsncy,” h;blon;l Con erente n_
.7

J)
¢_njs, lygu.

Flizbct "If a Baby is to be [swat i 'The Chilfi,

 

‘

Tental needs in Children's Insaitutions," hild JelfC”3
LLGrica Bulletin, Jul!, 1937.

 

3ilL(;r ,Dorothea, "A Community Changes 1ts Childr en's 1n.
Chil1 J3l'u“3 League 0; mnerica Hullcoin,l Mo'embei, l

 

bilbcrt, Louise, "Fost3r Ho: e Care 1n Aural AfeLS,” The Journgl 0' SOClCi

\ - _.‘ .' 1 7
r " r" 'k'h 5" ‘ I“ .C‘b‘r‘l 1E; 'V\v/" l‘~)‘
VIC-A 51 a 5 ‘-' ‘ . L, ‘ ._, ~ ‘4 .a. J , / .r .

 

 

 

Gillean, Susan, ”weapon

3 y 0” Private Child Helfar3.AgenCies fur
ACCption,” Child J31 C " ' i

ca Culletin, June, 1936.

 

iCm, "qucqolocist in a Vhill-flxcing Agency," The Fifilg,

'fl " " " "‘ T 3 . , 'L 3' "‘ - v: \ N 'v f 1 .. ‘4 vflru " . "j. 1.. | ' . ‘7 \‘ — .'
Coiion, thrlebpu ”.ostei CCre ior Chiluien," 3°C121 .CrL Y; rloofi,

 

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4

 

f3 1
-,2
, "1: tuw" of Bo2rd Rates,” Cniil Iclf2r3 L22gue of.fln:riC2
-———-:TT]pi—; J 2.7.». O'.’)
1.1%.-.. 5, v-11, ”1.112.”;er /x'..:.L'- o
H203l2r, Byron T., ”Czn a Child $>2IIV Live and'31ow in an I stitution?"
ChiM :2 falre L22gu3 of America 3nli2tin, 12y 1921.
m

Ji

Hagen, Helen R., "Foster Care for Chilir2n," :GCial Hark Y 21% 001: 19:2.

 

2, nt0"“' ion of thz Teaching and.Anmini st: ative ASpB cts
on," Afiwinig+r2tion, Synervision and Consaltatian, Family
c 7 i

 

 

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l
C; '5: DUI CC), 135 ‘30

annL, “an s H., "Special Certif ic ca 23 of Birth Registration for.Adonted
Chilnran," Th3 Child, Lay, l9 2.

 

chry, Charlotte, "Crif2ri2 for Dcterm
witnoqt aug””V1213n'Adn__ ”

‘

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Tim vr . V "‘ '1‘ . ‘ ‘ .f» ( ‘7
Emullf b3rviC2 gssoci2biozl 01 unxLlua, 17*

 

Hochreifert' lrs.’Franklvn C., ”The r2211”.n:2ncy, the School, 2nd the
C1111") 7.“

 

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nUpmlfn demure 3., 43h2t Pr122 roguer L2r2,“ Lnlla ”211252 Leagua 01
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hutchinson, DorJtny, "3252 I01: ImoIiCItions in the Use of honey in
21513 KI5C1n,," 1&2 Famin, J 1y, 1933.

 

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, '3212211n2h1pa 22t322n 1:21IJ 2n2 VhIIN1‘n' 2:2nC12s," 2333
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‘4-‘ " ’3“ . "‘ . . ' . "‘ {‘7‘ I. '— n4. ””2 Ya . I‘r ”\2 1
, ”33921V1o1cn 1n 203121 2~32 ”011," The k2m1Iy, y2y, 1921.

 

 

 

 

 

 

1’ h . '_ :‘»"" . ~ ) .3“ ‘4‘ o N n . l I
"It saIwayS gudg23 I122,” 52:11C 13,.Ann2, Cctol22 1923.
‘ I" 7‘ ‘. P 1 " . v- “ , "F‘ . - . ‘- I A‘I' ‘_ '1 - 1:
Johnson, 21112n, "fie I221n1su - 112 frocbos 1n :QC1,I 321“ " 8r022-21ngs
" 1-‘. ‘fr.'.-' 1* '— — - v...— ‘ .n- ‘ 1. .1'
- 2n: 12210nEI Conference of QuClml 311. as“ {012: 30132312
II" .- . .‘I‘»- ‘J _\- ‘ 1‘
QLIlVrKZL‘CJl J’ I L 42):), .L/-I[ 0

Johnson, Lillian, "Casawnrfi with 2niI ran in an Institution,” gatimnai
Conference of 320i71 Y2rk Proceediflns, 1936.

 

 

 

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bline, Drgza, an; Helenl.L.1y 0v 13t .intainin3 Foster Hones fhrou3 h
Vfise-gork 3&1lls," Service LHeJi:w, 33W) eaber 1940.

 

Lawm on, Douglas, l03*1'1) a ClilJ, "Evicia, $3~temb3r, 19h2.

 

Lippman, Hy an 3., "Foster Home Pla.c em rgnt of Older Children," Child
Jelfare League Bulletin, La , 1940.

 

‘nT ~. - r \ ”.V 1‘: . 1’1 0 .~ ‘ , V“ ‘ “ . v: ‘V A I“ f‘ 9'
”ueher [zen s in vgllu 11:; em.nt, T16 ramily, -Berglf, 941.

 

 

litv 0: tie Chilii rAJOption,” aiu-1331 Jou-n:l of

 

 

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tio: ” Vnilfl Welfare League of Aax1ica Fulletin Sefitenuer l931.
: 3 > P :

L n13n, 'Cfiili'jelfare

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, “rooeer fleme Caie fo r Uflmuf ried uJ ”313,” in: 33113, D'}tosbpl,

 

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- kl A.-. ’ ‘ J—J \l- L3.) .1. Q .J UL“ -l\.’.-. l - AK; «‘5‘ iv ‘I ’ k/l - -- .JL J. (~ ‘4 ,

 

1J- .H~ Jo” , _'«--— 7‘ . r: ' . «lo , . .4 ,-\
\LU, _JLIk/VTVI 111. LJ fit: .34-.)vrlL3nCC/LL 1.31.1.”61‘,” JO‘lLJ {-11
.‘ . 7‘ , IM‘Ifi‘ « v - 4" P (‘_ (“i

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J. n T“. .‘r ’ 1" T ‘ r.‘ A, "T,‘ .3 1", ° ° 'V. 4‘
Porenuy,_:eh01an 4., "The bpe 01 3352 33r4 31113 in haLe
. -— V I - . - . ‘ .-.-r~ ’\ r" ~".- LI\ ' ‘
T 13 f‘uullj', F=_,.Jl 1310.13,", 1/giu.

 

1 f‘ A “ l f‘ H‘ ." . L‘ W 7‘< ufl f, . - r‘.‘ " - —-~ ' "I .:
finrnoljs, 33rt1; L., ”1h3 Art 0; gnocrv1513n," 1nc Faully’ June, 1?;3.

 

 

 

 

 

«a . _ '0 --I ~ H ”r n_ ‘ z 1 nl :: ' L. o v .. ’_ a ‘ v,’\ 1:”: .1 o _3 _\ L-w‘,;’- _2' ‘1‘“

bneiain, 13y Aegnol s, 'Chu JmWJflTLJre 1n 11opt1ng 3113r Cn11313n," A322313
V“. ' V‘ L — Al: ’ w
U1733t, scotcmo3r, lynL.

‘ .~-'\ ‘ \H‘\ p. .3 ”, .'" an , r‘.’% v ~r\. L ~q -\ .,«,

3131r, !3n3L13ve b3nn3t, "T1-wn 31 ion flon 333330113r to bdelVlaOf,"
Journal c: 33313 Lasaworn, lJanuary, 93;.

m‘" '\ I. '..’~ "r n ":~\. .HL ”L. 7 . - ‘1‘. K“ .‘W‘ T) 1‘ ‘ ‘

lowns3nu, 13 car 1., ”nan1n1acr3,13n in rr3c31ce," 3n111 3 313 La- U3
oi A13r1c3 Bu113t1n, murcn, 1933.

 

lurn311171c33, ”How Is Told Cur Adootaj Children," The Ch115, January,
(‘1 1 ‘ own-I- m
119'.

3 3:1stvn, V1nn13, ”A Chil1 P1 ac3m31t .n: cy D3V3lops Cons 1t3tion

I , t‘ ".V m'“ - 4" 1" - ~~ ..' A ‘ ,— “ ~‘y a , c. “. n-n, — w . nr~

H 1133,- guy 33 3 as ViC3s," Chiln ;H113L333u3 31 “M31 33

-~.‘ _ o - IY

31113t1n, June, 932.

 

1‘ I -. --q’_‘ o .1 ‘0 o r; K , Y r‘ Y- ,~
, "Protlens PuCIQJ Ln113r r3n 31o java 53d 3 Aulut1Jcl' Long
p .l_ o J- J- : . H" 3‘. “ z‘ 0 1 _«V ~‘ v ‘ ’ fl ‘ _ , ;\ \
1 In531cutlonal L313,” 311111 ;31_3 3 333333 31 “m31ica
: "" 1 r. A 3:";
3t1-, reoru3ry, 1y,,.

 

Initt, Kathleen, "Th3 Student in a Public Agency P13-c3n3 nt," The Ftwily,
J Juylry5 1931.

”ire' tion-—& Tot31 Scu:13tion?",

‘i

3, Emily Iitch311,"Placem;11t
Journf 1 o: Soci: L ,3 or

 

 

 

Holinc, Kartin, "Care and Cost in an Institution for Cnil1r3n Chili
731 are Journ31, H3rch, 135°.

Zane, anli n C., ”Boa d L;t3 :o E33135," Chili 131f3“3 Lcague of
I, #1 r." 'J
un3rica B1113tin, JnnU31;, 1933.

Stuoies

& o uop rint for action; An Evaluation of Services to Children by FLmily
anu Chil;r3n's Agencies.” Hemphis, T3nn3ssce: 3”‘luatio Lo.nltt33
3n1 Comnunity m°333rch Associates, Com11nity Council of ficxgnis an:

".1 ’3 1 " /‘\ L." " ." A! Wild
33310; VOUDLJ, 4p111 )J, 15);.
" ma ° TLPLK ' ~ P n *3 \ ° r‘ . r f"; 'n. T‘s-.m‘ an’ ‘7
nu ction 333313t1c3 10- n31r1s countw,1,51.” hooston, lLuub: 433331cn
1 -13“. -1‘ rn - c A“ r‘,~ n1 - -. 1::
3u1333, cgnmun1cf vounC11 oi 1%013ion 3mm L rr1s Soun r, June, lyJJ.
'" " ‘ .I ' (1 ."‘}..». "‘1" 41 ‘ .1.“-~ ‘l‘ I) 1 . , p- ‘— s v 4.“ . l- J— 3 \ (‘1
Agency door1 333n13rcs, nudgcod I tne ,n,cutive Conm13333." iortlan3,

liine: Council 0: boc1al 333nc135, 953.

.l r P y A - . ~ .0 p ..»“ vf . ‘ :‘r 7‘. 1 0"“ " ~§ A (A ‘ - . ; -: fl : - q a
”an 11uly31s 01 utug3t1ng, sulurf unn Pcrsonn 1 LHLOT'QLIOD n3c31vcn 110”
V f“ \ ~ _I- 0 I 0 “pf‘ 'x 0 ~_\ *7 C., .._~.‘ «1 --‘ a
TWGtfitJ-DB 3n C1 133 1n .'s Ln ast $13.3, uro ufa VI, ”‘ising 1/13,33J
“‘91? P ‘- " 1V; ". a -‘ ~\ -' 1) ..- ’A.’ {1 " Q T
to ,>;:,99}, 3, “831035." Lo-t ”Lynt, 1n111nu: illen C ountJM conn'nit‘

Chast =nd Soc mi.1 P

,1:
:1
E
._I
Ho
,)

Council, lav, 19 g.
"A ?hnuul on the Fifi ncin) of Child Cur3 Scrviccs in Pn
Phil; 3 pain 13“"1v..13: '3port of C3141 '

J.
3 149., u
FinanC1ng, H331'n gnu .11;” 3Com cil, July 2,, 1953.

”A 3:”b9mfnt on Protective Services.” Iontcl3ir, N. J.: Council of ‘ocifl
l”:

L‘CiC S, (‘QJ‘l-flll, /'/ILLO
’ ~11 .‘ .0 r" ‘ : "MS “ . , «s- . r H 'r 4-, ‘ L
"A scugy o: unilcren's Dc VICCS, 1nc., A ucpoic o- a s13C1ui QBUuJL COLlntcec
‘ C‘ 73,. H, {‘1- rfl _v_ is” -.-\,- :‘r‘f‘ o .~"‘ A .1 4‘ . . _ ‘
o1 th3 F “11y “-11 C1 1 ..31 113 scction." :gvan.uu, Ccargia: Unitcc
r‘ - - x - w ,, ,_ ,’ ‘_ —-".
Community SCIViCbS oi V1vunn1n-chucn m Count , zwciuur,, 19;n.

1“. A 'firw V‘ ’1 . ‘V‘ "r‘y v-\ . C . H 1 , )
"a Du1l”V O1 Curi nt 33 Q1133 ewni Salary A.LJ13 1n oOClal Lgcncics.

11nn3apolis, iinnesota: Conhunity Ialfaredcunc1l 01 H3m spin County,
Pa 11y ani Child J13 liara Division, July, 1;53.

Berg, Cordon ,‘Ln «nor a'sal of Volunt31y qultn, Uelfurc win Recrcution
Services of Ponti3c, Michigan." Pontiac, Eichigcn: Pontiac Comxunity
Chest, 1953. ,

"‘cTri y 3.bers in Social Agoncies in Hansus City, Lissouri." Prepured by
Joseph “. Iciscls, Community Studies, 11:. Kansas City, Tissowri:
Council of Sociul Agancics, Volunteer 33rV1c3 Bur33u, Ely, 1553.

”Board Hzmbership Study; A Summary of Ciaractzristics 11 ancfis ff Direc-
tors and 7Hoard Kcnoers 1C»? 331th ani fielfarc A”3ncies in Estro-
nolitan Detroit." Detio it, Iichigan: United CoL.unit Szrviccs,

1

\n r' ‘1‘? _Y‘
robIJu

‘ '~ I 1 -" w-‘. .-. 1 . ~- '~ L— : . l 1." . r"~ yr -‘ '1‘ , . . -‘ I: h A A
”mourn Heuc1rsn L sou.y, . ouuiurd o1 tne Che.uctcrist1cs c1 501115 of
q 1. 1’ ‘ ’ " -‘.' ‘wr "a,“ ‘1'" ~31 ‘5‘ ‘3 V- _- ’- ' 7 x 'f“ ‘ r‘ I . s .
11r3ctors dnc bJalJ “cuoezs 01 2 Hzaltn 313 uc11urc .ucnc1cs 1n
~ . ,1. H .-, ° 71' ,5 .1 .W. . .1. ‘ ' S ‘ '.
Inghum Countu n L1n81nc,n1chig n: Ingnun Councy Counc1l o1 DOCldl
_.-,‘ ’1‘2‘ o4 ( r
,.1)l-'_’.«l.L 8, $11!): 1]., /)/30
1 , ,1 r“ , 1.. 1‘ 3,5 271,, .1, ° ,. r 1 "r ‘
”oc3r15 ncsc 1 sun .1 uClaCO unt 1,

7

, .. fl . 12-1-1,“ ‘ ‘fl. .‘41
gorst survey. r11nt, n1ch131n: Confluni‘r Chest, 1/1o-17.

"Buigeting; Procedure- or pprOpriution of Chest Funds to ibmbe Ajcncies.”
5:n *runcisco,C alif Ior nia: Connunity Ch3st, 1153-154.

'1)
p]

’ 731;_P13nning Pro' ct." Sch3ncctafiy,

4133,13 - c
s Counc11, Pcoruury, 9;).

1‘}
f

3r isnl; A Comnuni
New York: Helatcd.kctivit13

”Snildrnn in Institutions; A SurV3y of Cnarac
Cnilfircn Under Care of C1ildr3n‘ S In

-\.._

. .‘~r~ ‘ of. n.3nn- a r - * 1- + 1 r ~
CHI], QC. LOUIS kj‘.) Int] 0 1L3.) Cut- L1 J . C 1: Hull 1 I 0 vii‘ -' fell 0
flu 0:- J- 0 ‘4— .1...~~ a ,v. .n-' h h c f"_ ‘N' 4‘ :.;_
Inuticuciono. 3c. Logis, niccauriz :oc1u ilunnin 'UUhCll oi QC.
-. "‘ (‘1 \AJ‘ c . ‘ k. 1‘ , r\ x ‘9, ‘N r. "-,‘ I
LOUIS c.1111 J'vo LOdlb COUHCJ I {’QJCLI L11 JUI‘CCLI, xix], 1952,.

"CniI :rcn 1n _ns
"2 ‘, . - a a"
:1. iidQOlt OL
”’71:? ELI": SECt

Savanna. 1—

itutions and l oster Henos Savr:.nn31 anfi lhct1a? n Cfiquniy;
9 rvicos to Chilircn Committee to the Family and Child
3 ‘9

V ... r‘ ‘5‘“ 01‘ ~—"‘. I _‘ 4 3
Lnited Conflun1ty >3-V1ccs u;

n39 Co~nty, J nuar

M-

sv

’Chl lire- 6.? Youth in g
1.1C111‘JLAL YD‘LI v11 KJK illnlir

'“117'r«n' Institutions - Thai“ Jporations.” Q Cunlurr of r3plics to
3u3st1onnaires subnittei by cnildron's institutions. n3533rch
éuoplcn3nt II: Study of Ch1ldr3n's Institutions. St. Louis, Lissouri:
sociul Fltnning Council of St. Louis an! 5t. Louis County, d33°irch
Burcuu, June, 195;.

”jonoosition gnu Ch: actorictics or Voluntury 33ncy 33;“33, h1n County,
”LQQITTCOH, 952.” Seattle, Hashin3ton: ECLItn anfi Telfare Coun l
of Scuttle and King County, I31, 195:.

"UBVCIOPIQJ Caseload Stanin is for Family and Child 1;? clia .3 Anancies."
l i ”

s.)
33 Francisco, a iforniu: Commun *y '113st, Ja'1uury 27, 19;).

"Division of RGSanoibility for S3rviccs to Chilian, Dalauura Counl
Chillron‘s Aid Society and the Count] Institution Dissiorict.‘I
Philadelpn'c: Foulth an? fielfarz Council, 33 aJarc County Jistrict,
Nadia, 13., Julv 27, 195:-

l- J— . '— <. ' f. 1. 'c-n f‘
'3 1 \ 311,11?» Of CL 3th, I), 1 rude
n

33 in N3trofl1ol tan D?
3 intod by th3 Council of

1
O (' ‘ . I ‘0 n“ ‘ V L
1n l/uI cw a inu1lv Cuccuork Conwitc
r1

Jivision Cvaluation Conii to-: deport." Lc:13 E33ch,
C3l1»orniu Comm n1ty73liar3 Council, 193?.

”“anilv anti Cnild U3lfar3 Survey.” ficlcrcnra ;*olu3r. LCHET IR}, Iichigan:
Inghan Countv Council of Social flolftr3, Fuxily anu Cnilu yclfar3

U

Division, r3 ‘ rtcry 19;}.

'3‘ ' -< " - Ir .9 *1 ,1 ° .7- '- , n ,H . .
”rinul wonor 01 Co' 1cc33 Inwu1r1n‘ i:1to Proulu 1.3, PILCCICCS, {LOLCHHLCS
f - f“" of Cctroit, 1949.” Detroit, Nichig: :

W’ostcr Cure 0: Children in ichigan." dojort of tile Joint Legisllt iW

Connitt33 to Stuay Stator Care. L;n3in~,1cn1.an, 1991.

"b 141, CC1V1ce—Cn1lw“3n s lurC1H3r33r S Cufly Committee. Final Report."
:C.Con, Ohio: Coguun wit J3 fare Council of Coyton ani no ont3one ry'

Counqg, 1952.

”Coveeinc t3 and Voluntary Financing for Child C:.r3 in Rhilal3lphia; A
Preliminary Staternent for Purposes 0: Discussion.” Philaielphiaz
Health and Helfore Council, 33y ll, 1933.

Hewins, Katherin no, Josephine Hebste1, la ”f Evans, "The Hork of Child—
Placing Agencies," Meshin«to Govm ‘n ;:ent Printing Office H’shington:
D. C., 1927.

"Hunter Conjunity Survey of Detroit." Detroit, Nichigan: l9LC.

”Illegitinzcy among Negroes in Herphis; A Report by the Conmittee on
Comnunity F311 uily Living, a Sub-C ILittCB of t e n egrlo Heli are

nit C l

Conmittee. n3 T3nn.:

County, Apr

1-15,

$0191-11

of CIJphlS-Shc -by

”Iniont Helfore - City Health Deportn no Stu " Dallas, Texas: Council
of jocial A'encies, lLy 13, 1933.

"Job Clossifi lection, Family 7nd Child fielfare Agencies.” Loui v1ll
Kentucky: Heolt, and Helfore Council, Februai c, 9&3.

"Job Classifications an‘ Srlary Stucy." Flint, Licliganz Council of
. \ . 5'7... (may
Boeial n333c1es, ye‘, 1734.
”Job Des crir tions Let Feather Agencies, Rockford COIfiUflle Chest."

73"1
C¢\-¢I-

.3..- f“ ,
UHIC ’ CF16

‘V‘r‘v
J- \A.’

Roczfo Illinois

L33 3y, fiery i. ”Report study of Chil
Jarvicgs of .Ctroool1tun De troit,

hlein, Philig, "A Social Stiuy of Pitt
University Press, 193$.

C3Vinson, Lois 3., "History of the mic
1940." Chic33o- University of Ch

4 . 1'» ° . A 3 _ ,. g:
3n1 l ofrol1C1esc1no P10c3dur33 lor
Omaha, ne‘rosxa: Un1ted Community
' ' A ‘1 : r‘ . r‘; if
”nergtr btuly." CtnlCHC County, 233.
T‘ - 114,-. /\, _\ 1 . H : I ‘ " - 1 ‘ ‘\’ ‘ ‘ . "i r‘. .-< ~~ 19‘
"relsonnCl k011C13s an1 PIuLClLCb o1 C
‘1'. } 0 '1'. r". .5”? 04-‘ V‘ - ,
Minneupol1s, Linn.: Cormunity oel
'“r-U —.‘. ‘ ' - H.‘ ’ , ° ' °~
rt,le gnu Child .elfore JlVlSlln,

f‘, "’I
St, 1).;140

dren's Agencies for UP ited Community
1952-33.”
s: r.h. ” H33 York: Columbia

1i33n Chiloron's Institute, )3:-
1cogo, l9LC7.

Central Offices Personnel."
SCrViC‘)S, 131>LL0

133Co11$33ncies in Hen-coin COUHCY-"
lure Council of H3nnepin County.

.2-‘

//’./'.

June, lQ

,-\ O ‘ ‘
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1 ‘ 4 H 0 l‘r~ -V . 1, ‘- P' j r“ . ~ ' “\ l_\, . " : " 'I T ‘ 'i' l" \\:—l A
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- ‘~ 1-‘ - A «A x ' fl. .fx . ‘4 ’ \ t :44 . “‘ 1'- “ 1 y . ‘2 . ,~ -,- . ” _T..r\ J—
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» r; 17,. 1.x: , ."‘. L : ‘ —, L .71-.“ r) 1‘. far,” "
dnL a314mre LounL1l, uLLemLLr LL, l/JJ.
. 3’ ’ . L. .1— '\ ‘ .r’\ ';-\. ."‘ o _ - ._ ’1 \ o ’- ' . _0 11’1“,_ A — ' f‘ r a . J. , _ T-
"mdflurb LL Em? 1nm1 1 aJL Lh1ll_en's Counc1l 11LL the Lodwlt ea Lo 33-
‘» L .-' f‘ '3" r, . ‘r QAO‘ON . t‘ — ‘ ' . As '1“ ,-,~. 'fi 4 v -(~"‘ r 3 1‘? ‘rw
8‘ lLLLc LnL LeLfi 1n 3Ln 1 .HC1sLo 101 LnL 1'.y0faly LLre 01 rounJ
f" . ‘ A ,. .l-o 1" ,x . ~‘ .‘. w. 7‘ a “ . 1‘“ 1
Lh1lu an." 3:3 E‘r;nci13c': COKLUHlLf hast, ran11 a11 Cn1lL1Ln's
f“ q « I . 1 (firJ "
Loqn 11, Apr1l l, 12);.
2. " 4° ' ., A J- ‘ t ‘ r -1 M 'r. Y. 1.‘ ,. __j
"Lsport; LOHH1LLLC on Unna111ed Pa LuLs.” Pa1laueth1a: hLaan LnJ
1 V .-"r~ r‘ f“ ‘m o 1": .‘~ 1 ‘ r: - O A _‘ ’\ f‘ t“ o o a o ( 4:1
uGILLrL LLm C11, ILJi1f Ln; Ch1111 n' JlVLSlO Aprll, lj/L.
" H ‘L‘ F" ‘ I“ T?1':c 4‘ O 1 i ““"1 N w -‘ '.‘V f T: . “by. “)1:
”ASQUlLD, Survey 01 L41HL1H rog1aJs Lnd rooosel 3<erices and Lst1¢LLL1
,_ .-.' ° .. » ,1 '1” :3 :7va . V- », T \1, '3
ijrdLlng Lnu ch1Ldl 1unrs LnquwlLUTTL over rive—{Lar rLr1LJ,
‘7 “‘IA\ r .I... ‘ .r ’3 1"" 11 r .. 4‘ _ ’1‘ O r 1 ;‘ '.
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LLCun-Lomgun1LJ Lant, LnL." _dLun, LsorJ1L: LOUHun1ty Plunn1L5
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3LALQ1ro, 1cha-c ”: gLuLy L1.LJLLL1OH PrLcL1CC,' Volume 1, n»OfiL1Ln
- \ .5 - ‘ A
‘ "4 : -~.n I“r— ii \1\. -:M ’ - -,vr L‘/ .T-\ .R", \" .‘fl. . ,." '1‘ .
_‘LJ‘BEICLSQ $.1" DOC: Luill'L; (”n -711“; Q’TVG. ivCH' {LI~: x21111‘ Lu'.,.'.J.»~.L'u
3' 4 - —" —'v"-‘ a ‘~»1: I‘I’ T -\|‘ .
LdLI. 1‘46 ‘JJ. JX‘LQ’. L‘_ICJ., _‘1 LC. ’ 1’7/4V.
.‘1 ’l‘J" — 1 D 1;? :- . ~ F‘ ' fl'L . . r r‘ “I. 1‘” ',. T Q . ". ‘1‘ . ‘1
, "a 3Luly 01 “L09L1OJ rraLL1ce,' VolunL 11,3: LLtal 3c1wnt111a
' ~ "\ n ‘ . ‘ MI-. (‘1 . '1 7,.“ —'— ~-«» .I. —. -1 .J.‘__" 1
P'v-jtrx.) 1f); 13‘ YO-IL: Villlcl. ' ‘;l.': C‘L V LSEILCJ L12 OJ. #51 ibl :(I‘v‘, AILCI. , 1, ’JL’.
‘ '—

 

2' TL“ L. t,“ .c‘ M rum 1' l and” H ;\ ~L...“.. f‘ t )1 .— 1 - “‘1‘Ol+""‘ .1,” fl "‘7’“ .1 . '1
311-6 . v:.1 401 \-/.' 1- v..1. 1.... :3. $1,111.; Cg. 1,. pvl. Q 1., '4'“; CC“- (3 .L,I‘O_ '19.. 1 11-
r‘ ' ,. r“. 1- . (“L") T‘> 7‘ ’ ,1 l . ’"v‘. -~~‘. '- ~- '1 ,
D n 1.113“:C’ k'OLlnLL-v’ , 1; I_). JLsn Li'l {Lao , :10. 1' pf) 4:“ 1d: “J'VJ‘LW‘Llnl tJ’ .. ‘1, - mini-3
r3,- ° .. .1 - 7\ r. at lmr’i
Loun21l, “CSQquh J29 :’ m2nt, Ja.nua.y, y;1,

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32222303, 12r112n, T22 DBL 3t1on . 3311 r.n 1n -1311‘22. 12w Yor :
m

(

33:10311 220L1L1u1 and P 301: anOL1JblCQ, 1932.

 

 

4‘fl Q

”3:311 2part on L32 Tich
to the Iichi;:n JG 1 t
5L:;2 3 r2““”~uL.” L;

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A

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.ns1nd, _1Ch152n: L1:Ll2 hoovgr vom31331L., 1931.

r~ 4 p.’ 45‘, V1 K“ . .Q _ . ' .1— -. 4 I .1 ., rI :’ ‘ :A‘ r "\ J- - «‘ .
W :1n:*u;as 131 Ch1laren's InstiLuLiL13 1n CHLL_1O." rGC1r21 Ly LnL3113
" c 1_ ‘0 ' ‘1“ r1 . ' :. V171» l— a" . .f_‘ I ‘0 q 1‘ : \ o v 1- ‘
“8501 NC on 31 3L1LUL1113 1or vnillz‘ n 21; 1322 ; puL112n22 JL1QL1y
.'01 a _. - .\ . _ ,- o .’\’ .~\ -_’_‘ o ,q" ‘ “-31 ct ‘
:41' :1 “C Li llnib Y '.::.,1._Lc~r'~: unnCllO b: r1»). (CniuC-rlo, LIA-n9 4}“: [v0.7 111111.,”

21:3r2 JQUQC11 cf Ontario, Taroqt 0,1‘nrua". L, l95h.

U

Q

‘ ‘ ‘ 1'1 '1' . ‘ " r * v- 7"- "q ‘."\ ‘t'\ . Q ¢‘ [- -
L3 a AqODprB PluCCLCHb Cnu LLV12 3 to Unmcm
h

01:3
//.20

$212L2d to LhL AlO“tiUn of Cnildren.” 32;J York: Uni 2d L2 ons
‘ ' l i l

"Stuly Of Children's Agcncies vhf Unit2d Comgunity oCrViC33 Of Kette-
politan D€tmcit." Detroit: 195:.

.‘ L LNL ,~ , -- fir... 3' '4 '.-~ «1., .1- :— 1 v 7-, —. .
"DUJJ‘DbUi P11n 1C1 Lhrg L1L122ns' DLLLJ Comznit FLCL." LOYvCll, 11 3..
Clt13ens' Study Cajfiitt22 on Funi Jr1vcs, Ikrch, 1954.
31111:}.

f acor32ndations, Stufly of Lh2 San Francisco h212111“:
1L21 Crusade CaxLL11n, D222 2m.221 195} 7131“y 19L ," by
H1lb11r F. “:rtell and ”ic11ar3 E. 303th. San Er2ncisc : F232r3t2d
FWnlfl, 1934.

1%

U

—,, ‘nk‘ ' 2
L1 ranch, 1954.”

1 3 3 r1
wracu32 F. Y. 33522225 D1vis1on add D'wart cat of m2search, Counc1l
T’N

~ (‘3 ’“AD I-T 3, L ‘A ’T‘ . L ‘7—3.‘ ., .— 0
"~Lmuw‘f o; QLLLV 1 th2 Cap1t al 2213 R :{uesLs O1 123nvy “2222? 'JCHC1
6
UL;

of the D212213V2ll2'y Un1L d Fun Trcnton, N. J.: Council ‘1
' ()V‘J/fi

~OC1a 15232123, “202mb2r L, 1:3.”

fl Q. ~3" f1- ." Q - f‘ . - 7w «- ‘7" ~,‘:1’~ w , ' 4-71- vrj I .f": r ‘»4
!._)ur:\/L, CJ 0."- LIL/tun}?— ' L; vhl 1C. CIT... ;‘ -:~.1 ;‘/ Dor‘v l CCS o H 0: 30.610. , Dnt . , uc.f‘l<3~1d:
" .:r:l_‘:‘ ‘ ’"‘ f‘f) CO C1

C..J. _,

'Sur 37 0' Unit;7 Commun1ty ServiC2s, Inc., and 1:5

U

r 5
_L K;
‘ "L : v~ '1: 1‘ A . ‘1 "r- O I‘ < -~q. Pi . ,\ ~.' ‘ ‘3 . ,1 . .f‘. 1‘ ’ “;~“r\ ) ' z
P.rL 1., Ayr2n11“ l - Ch1lu par1n; uu23L1Ls gtua123 1n “JVbuutr dnu
*w .1 A Lyf'f'j, 2.. f: ., I? '- V ‘ QC"
JLL2L>21 1,31, 2; _urJ 1. 3321: , 3r11, 1 ,,.

I"! In :- h I 0 i‘ ‘ .C‘ -.\ L- . '\ .,
"-n2 ConsulLLL1Qn Lureau 01 deval

- f" 7“ *“n "\.’\ r“ ‘ ' ~ ’ *"' .. rs " J' .
—-LLS ruLure 2131111 2n1 12$ J213L1on

J.
k;
hr‘L.‘ v' 'N,—- . ‘ o .' L '1— r\ . '3 .-\ Ix .' f",‘ fir .J‘ ." !"' .v‘j~"
to Kuwllj awrv1ca 1n 1.:..-3..L:o_’:)vlmien U2tr01t." 3'L131L: JvumlL 2 V1 5;

7 \

(firm .... I" . ° f‘ f .' 1;.
A_Lnur QLQhLM amp Cldr1ce LrLua, 1212.

”The Job Ahead; A Tbnual I
' unity Council of Gr333vil-

3 ort on Co _Ait‘e
Telfare 33rvi 3:, Special committ Child M1 3133 servic: s.
L C)

"The Tax Dollar and Child Uelf7r3." F
e n
dashington, D. 8.: Uniper Communitv Servi cs, June, 195

"The Unwed 3 th; 1 and her Child in Iilwaukec County.” lfilwaukee:
ooAncnitV '3lfzr 3 Council, February, 1953.

' lBosic structure- ‘ or ChillT3n's Services

Virtue, Haxine Boord, 3m
Jo B tion. Ann Arbor: 1952.

":tuJ
in Iicnigan." For tn 3

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7H1- ' r‘ “L , ' .-~ ,7 .. . .C‘ , ° . .r‘ r, , _ ' ‘ a, , ,. '1'. - ' .1 ' , .'..
amhl, AUC‘VL‘{HDY1“ .A Btul, 0; Child T311333 in a Adrul LCfi York COUHoV
WT;— I F— __ v '_ ‘f 1 C V
vlr r\? ' f § 1» ~o r). 1 1— , x -a .- 1‘ ,n, ‘ - . --| , r 7' . w- . ' -
Ls» YorL: Lureau <31Aolications TcuCUSIb L 11393, coluALia Aniv3r51ty,

 

Annual fieoort3 fo: the Cent 31 Cffice oi the Kicthan ChiL ren' s Aid
Boolety,b ytroi c, Kichi an, from 1093 throug n U 53.

 

Annual Renorts for the years 1950 through 1955 for Branches of the
.11 TI— _ ."‘ o A a I - A o .L _ ‘ ‘. a,“ 7" 7x ‘ V ,~-, _ ,‘1 ,
wlCAlgdfl oniloren's Aid Booleoy: Ann.Aioo Branch, BAtL «

tle
La

Branch, Flint :ranch, Jackson Bra- 1ch, naiAnA?oo Branc
Branch, Pon'ie C Branc11, 1E cuette LLLAcL, 5t. Jos3pn

f“

TLrave rse city Branch.

['33 D‘

ranch, and

Annual Reoorts, Tinancie 1 ~~nort1, Lett is and Lite r
' ”n13; Cn1lcr en‘s “Uub joc13ty or CalifGTni
cut: ,1 lAren's Services of Connecticut
c.11013n's villacc, Hartford Crphan A351um
onnccticut Children's Aid Societg
Diocesan Bureau of Social Service
Florida: The Chiliren's Hon: Socic ty of Florida
Illinois: Illinois Chilnren' s Iom and Aid Society
‘Lrylanl: :nrvlan;1Chiloren's F 3
*Pssacnusetts: The ICU Engjland home
7 3 and thllILT' \

7,tu 3, 1fi133-1953:

CL.

 

 

 

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Vermont: Jo“ ont Chilnren'" AiJ So iaty
Virginia. The Chilflren's 1'13 society of Virginia
.oshinqton: hashin;ton Chiliren's Home society
Tisconsin: Ahildren's Se“vi33 QUCldty of Jisconsin

"| A'.-"- . H 5‘ H. H - vx- q—y‘r‘, - . - .1- .f.‘ J- - f. m. : fl . V‘. . , I 7‘
ALLIClcS 0L leOLflU-gthn ol the hlvll an ;nilAren's ALA go

o
_ichigan Corporation and securitic 93 L 1:15

 

 

‘ fl . r- . ”V .-‘ - J»- ‘ A _‘ l. , t" _‘g’.‘ : _C‘ 1-4 ‘ ” ' . ' ' r~
rlndnc1ul meoorLs for £18 anrol Jlllcc o1 Lne L1cn1qo¢

 

.,\.:\ ;~< " ,w A- 1. r-,‘;‘- ‘ I" C)" ,‘\ ,7 5J5
JALH'O £1.13. .‘OCLqu' LrC’Ul l/H-U - lk/JV‘J.

L5 throu.h 1953 for the

3,": Ann -’;r‘*or E‘ ‘t‘nch;
‘nch; fiqugazoo Branch;
0

1*. 3*- J r ‘7 7: own.
11; LJV. 0861317. IJru.-11\/:13

 

Urns; ‘“1 L11“ 11C 1igcu1 {31111
Pgttlw Cree; brdnch; lin: brdel; Jacx
n b Pontiac br;nch; fire 5:

 

 

r ‘ ‘ 2n T x . q 4. m - - ' 3- ,7 .4 - a r, '— I
CLSC Avoor 8, 'oo LS, UHDUULlshK’ L1Lx Ltuze an? Lotoers. Ventral
d -‘ . i x 4 ' ,‘\V‘ ‘ q fr :j“ , T ‘«\ . ,‘o’ “‘1- . < v ‘ ‘ 11‘ " . "\l‘ r
L- 1LL anl Lll planC1»L o1 LuL “lbulbcn Lulloroa‘s All JoelLLg.

«v f. , ° . a ~.~’- ‘1', 1T.
lLJLscrlDt CL..xe¢azns,".Jlno1h;, 14

T n: The Unltoo
Health and Holiaro and o; Hichigon, Inc., Jul

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LLnuLzs 0; L39 :«Llurlnns '“n to Ct LoLL1LtoL, ii 1Lhijcn UL1de tuna:
*- , r

 

 

 

 

H!

 

 

the Committee on Amondgonts to she firticlcs, l94u, Michijan

 

 

 

 

 

 

v-x fl " «v . “ . c
KJl.l_L\/‘ “Ln 3 .1.le QwClCty.
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lanbbn 01 Ln: $.3CULIV3 Lon 1LLL3 l t1L LLELz :ocru 31 TrksLLes ol Lu:
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1-1L1;l__)c-fl 41111.“. LIL .5 .11‘1 .JOk’lLVJ ‘1 lU/J v0 113V-

- - .2- r 4.: ‘1 r , ,4 .r.‘ m ,‘1. ,\ .‘. ' L a 1 .L‘. .,.., m :
llmuLLs on Lqe Lour1 01 lruLL e ,cot1n~o 19L: Lalou n l);
,- V .. \ f ‘ x ‘\ . .1‘ w A .‘ x..- T
: ._.LCI.11‘J‘(.~:1 \ClTLl' ;.1 r vn' S A‘LllJ. .:)" (L; VVJ’ : 1;.m .irlq'3r51;

l la
Flint; J~ kson; Kalamazoo; Lansinj; Pontiac; ILr:u uetce; St.
an: Traverse Cit\.

 

1w ‘

1

‘ ~ -/-\J- C‘ . A\ "I .— -, -. . *1 . f‘ "‘~ 7' ,3 '74 r- 'V y r‘ ('1‘ . . -' ' r), ' q T . .
"icpolL ol tnL ALL1531onL and Ladst LoLm1LLLe." Toe Unl1teu he; bh anci
r‘ f- r‘ . . .. -. ‘F T . . 1.7-. r‘ ~1- Ls -A\-'\ 3 :4‘ 'I.
Ln, an., L4331 a: mlChlugn, beOUbL dd, l,L7.
m_ F‘ " " 1'1 " ' .‘ufi‘ - .N . u ’ v .r‘ w 1 1.!"3- ’ r‘ r I“; , — -~ ‘ " .'
"1HQFL - 0‘1 ansles," LLnolnm, lic} igan: TAL Un1tco no c.ltn an; .Ll_¢r3
cn1gan, Inc., iovonbcr, 1940.

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«‘nIl IkrA/‘Difi’ 4' 11C ll~ v‘n, 1'1»: .‘v ’7” b .
-———
'Wr i. .L f‘ 1 ' ' .1 ' . ”‘1- T ,-- ' «r. 7 . .
bLLLle br88551JLfllpun, lue ln L11Lr—uzus.

 

 

roit Free Press.

I
\

.lint, .ichigan; The Flint Journal.

 

 

'

Jchson, Llcnlqan, The C1tlzcn P

rd-
('1'

tr 0

,.
1..

 

Kalamazoo, chhigan, The Gazette.

 

w.-

Lansing, PiChiSan, The State Journal.

 

Pontiac, Nichiuan, The Press.

5.}

 

Phrquette, Kichioan, The Nining Journal.

 

' L.

Q». Josepn, izcnlwon,

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Traverse City, Xichi~an,

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E'ICHIiJJ SPELL-5:33 AID SOCIETY

.- ’fxv':- n 7"7 ”1"“ w?~—y"-\. '.‘
,2 3. U2JY vol; _LTLD1'J . JJ--;:>;,.<)

m
”>3
U

MICII G.QW CHILDfli C‘S AID SOCIETY
STUDY C033 IPTEB TEILCRS

en2r a1 Committee

C.)

Chairmen, Rev. Dr. n33rt Hudnut, representing the United Torch
Fund of Detroit.

p o

1331stant Chairman, firs. Ben Beyer of Grosse Pointe Shores, lay

I-

.L
U.

H.

person and member of agencr hoards in Fetro
Secretarv, hiss Teresa Barre ll, Assistant Director of the Michigan
52 fare League and menher of the Commission on Social Helfare.

hr. Dwicht Adams, Director of the Pontiac Community Chest, repre-

v n
I

sentin3 the nichio an nComrnunity Chests and Councils Association; gr. Harry

9

1Xr1kelrnu1,

.4

rand Reoics, repres senting priv rat e anencies; Rev. Donald Cureon,

Lu: in3fi ton; yrs. A. J. Crowner, Lansing, Assistant Public Relations Director

of the Nichigan Uniteo Fund; firs. Harold Prier, Ca iillac, board member of

1
73"
(‘0

Fr)

reverse City Branch of the Michi3an Chi lC NICE 5 Aid Soci2ty;

Garrett, L2nsin3, representing labor; ifs. Philip A. Part, Lansino, repre-

sentin3 the Governor, ifs. Benjamin Karcus, ibskegon, representing a county
not in the Lichij"n United und; Hon. Frederick '. Idles, Grand Haven,

repiesent in3 the Probate JuC3e Association; hr. John D. Iorrison, Marquette

oozA i member of the Throu2 tte Branch of the Iichigan Chiljren sAij Society;
.I. ulen Thnsell,rAlm1, representing firm 31oupS' Dr. 11 AunAin, Assistfnt

Suoerintendent of Schools of “etroit, representing educ ation; hr. J. Aey

:4.
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ower Congany, Traverse City, representing busines

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an, LED 5i '- LES. Hu3h R:ndolph, Kickina

2))

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represen”'n0 rtie Upper Peninsula; its. Kary Sharp, Best L2 nsin3, liaison
representative of the Hichigan Chilc' ' s Aid Society boards; and Attorney

Donald S. Slawson, Grani -iz pids.

p—v

‘L. lobe rt BarstOhr ,Uetroit, General Sec meta ry of the Iichi an

r". I

Children's Aid Society; Hr. Maurice P. Beck, Lansing, Richigan United Fund;
Dr. {alter F. Johnson, lfichi3an State University; Hr. Floyd MCCartney,

"p. 0 -~

ansing, 912h13an United Wunl and hr. Earl Presser, Executive Director,

.2,-
-
I

hichi3an United Fund, Lansing.

Consultants to the Geneial Committee

‘ J”;
-
U)

Kiss Ruth Bowen, Supervisor of Chi .Services, State Department

of bocial Belfare, Lansing; Er. Kanfred Lilliefors, Research and Statistics,

Children's 3ivision, State Department of Social Ael’are, Lans ing; ani Ii

Helen E. LloCrae, Secretary 10r P‘snily and Child Uelfare Federation, United

H.
(_i-

Community Services, Detro
1 no

Aesearcn Co sultent

Jr. Earl Beatt, Dire cto or of Surveys, Child Je Hf. 2 League of America,

New York.

1“ .1 9
31.11.}- -:/OUL‘MLi vtees 02L the 'I

hiss Doris Duxbu y, statisticien, Hiclii ieen 3332rttent of rfealth, Lansing

”I

Ir. Peretz Kate, L‘2-‘0cu'tive Director, Comuunity Services Council, Lansing; and

if. doger Lind, Assistant Director of welfare, State Department of Social

an nite? Fund): Chairman,

'IT‘Y‘H ’ ‘V’ ‘ "y‘ ‘ o W‘ ’A. q" r “o ." ‘Fr ~ . . m “12!. " ‘ ‘f' It!"
JLL. Do A. J. CZ‘OwHQI‘. 1'31. 0 [HIV lbflt :1le3-€), 1’11“. izudflCe BCL.’ ’ C~ll‘-l 11f. 318D.

Committee of iichiqan Children's Aid Society Board Hembers

~

r"nairmz.‘<.n, N . Dexter Ferry, Grosse Poin e, state board of trustees.
firs. Paxwell Bardeen, Kalamazoo, state board and Kalamazoo Branch board;
Ir. W. S. Butterfield, Jackson, state board of trustees; Kiss Vivian

K

Ingram, Flint, state board of trustees and Flint Uranch board; lr. George
Parker, Detroit, state board of trustees; firs. lary Sharp, East Lansing,

Lansing Branch board; and_la. Renville Wheat, Detroit, state board of

trustees.

T ‘. '31: 3"? 7" ' B
[-193 (dd-QJL’,‘

SCZ'EII L35 USED IN TIE-'3 STUJY

f\)
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l_-

KICHIGAN CHILDJEE' 3 AID SJCIE SUSY

n1 ‘1 7 H r“ TP’?“V:3‘;‘\ 177? “17 '3
QKJ'. EDULIL I - 'JEQL'J 1.11 LkL 3C1 --.t J‘U L4

Kane of Branch:

. r‘ t“ -A 0 “f. ,1. or "'L y I“ o .9 W
a. Purpose and oe1v1Ces: (Ao1 encra Sheet 11 ne Cess ry)

 

1. State the purpo ontained in thee agency 3 constitution an 1/or

m
63
p 3
U)

by-laws. Give tie date when this purpose was drafted.
2. Give brief history of agency or branch.

‘I

s difrerent from (1), give it here. When

H.

3. If present purpose
was this purpose fornulated?

a. List the child care services offered by this agency.

5. Describe type of Children eligible for services in terms of:

Age, sex, racial, relioious or other special groups, kinds of

proble1s presented by children that can be accepte1.

 

l. M.at is the governing boa1d cewll d2__

 

 

2. that is the size of the t:oa1ql as p1 ovided in the constitution or
by—laws? members
3. Are there any vacancies on the boare? Yes No

 

If yes, give the number of vacancies.

 

b. How nany board members are there according to sex?
Pklé Female

9
V
w ~—

hr"
27;)

Schedule I - page 2

5. How are board members selected:
a. If nominating committee prepares slate
(1) How is the nominating committee selected?
(2) Is more than one candidate preposed or each position?

Yes No

 

o. Are there any a alifications such as age, sex, OCCUpatiOH, etc.

for membership on the board? Yes No (If yes, describe.)

 

7. Are board members selected for a definite period of time?

Yes No If yes, for how lonc?

 

 

CD
0

Is there any limitation on the number of successive terms board

O
Si

menbers may serve? Yes LI yes, how many terms?

 

 

 

. How many years have the present board members served continuously

\9

on the board.

(How many members are in each of the following brackets?)

 

Less than 1 year 6 years but less than 9
1 year but less than 2 9 years but less than 12
2 years but less than 3 12 years but less than 15
3 years but less than c 15 years or more

10. How many of the board members are: White? Kegro?

 

Other?

 

ll. How many of the board members are: Catholic? Jewish?

Protestant?

12. How many board members are: Under 30 years of age?

 

” l

but less than u; years?

\J;L

, years but less than Sf years?

so years and over?

13.

How many of the women board members are: Employed

. 1“ 1‘ . fl 7'
_ousewives Ctner (Spec113)

 

 

How many board members are in each of the following occupational
groups?

a. Attorneys

 

b. Bankers
c. Businessnen
4. Clergymen
e. Doctors
f. Educators
._.__.

 

Is there any constitutional provision as to the minimum number
of board meetings to be held during the year? Yes No

 

 

- . M, ~ , hm” fl. .1. ° ., , ,3 -2 .: . V"
hon manv ooaie deecings were hell auilnj 193u?
. r‘ J. -r~. J- . r- p' V‘ ..‘ ,\»1 ( .0 rfi , .— .,‘ 3 4 ‘ j- I . .. [N . '“i
.nac VaS tne averabe nonoer 0; board menbcis attendinb MBctlnuS

>1

of the board during the last l2 months?

 

How many board members d'd not attend any meetin 3 during the

u
, l
u

last 12 months?

 

 

 

I 1“ ‘P . 4‘ I: r- " /. "n/sfs . "V ' . I" ‘1

ooes tne BAGCUthB atteno boarl nectlHJSz Yes lo

'— ’ ' " P4,“ ‘ -'~‘.‘ 1 ‘ r‘ . ‘ ’ rx . ' ' r‘ I“: ‘ "‘ ‘4 r\ N . " r“
)o scall meibers otner t1on tne edecutlve atteno boaro fluttano2

'Yes No

 

 

Schedule I - page h

f\)
\2.)
o

21;.

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CO
0

\J)
o

Are officers elected for a definite period of time? es No

 

Is there a limit to the number of times officers may be re-elected?

Yes No if yes, what is the limit?

 

 

 

List the committees of the board and indicate the purpose of each:

a}
j

Si

(‘3

O

l

I‘

 

- ‘\ '-" ‘ \ ‘ g“ " . - r1
,ommittee Purpose do. genbers R0. 1954 Meetinj

 

 

 

'fi 7
it 0

(.0

Does your agency have a membership? Ye

 

a. If yes, how large is the me.bership?

 

b. How is the membership selected.

 

c. How is membership represented on the Board of Directors?
Ehat method do you use for the orientation of new board members?
How many of your present board members have visited your anency

-1
V

office?

 

 

Does your agency have any kind of a board manual? Yes No
If yes, did board members participate in the writing? Yes No

 

As an individual what do you understand is the role of a board

 

“A q

nre there any established job qualifications, either written or

 

unwritten? Yes No If yes, describe these or attach a
sheet.
Are there written job descriptions? Yes No If yes,

 

 

attach a c0py.

List the stalf positions, including clerical and maintenance, pro-

<
H
9.”)
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t.“
l” 1
O
'1
Ho
:3
E:
,J
(V)
U‘
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s 2
((4
(x

t and indicate salary for each position and

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0

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o

10.

ll.
12.

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)0

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—\1
c:

the salary range if one has been established. Check maintenance
items where aoplicable and number of hours on duty per week.

' . r' r ">. ‘—.\ . o'- A r- '-, Tan T
ition nnnuul salarv rainoenanee Lo.P-s.on )1

 

List any of the above positions in which vacancies egist.
*‘ive the reasons for these vacancies.

Does the agency have written personnel practices? Yes No

 

 

If yes, please attach a copy. If no, describe existing practices
regarding sick leave, vacation, terms of employment, etc.
Are physical examinations required on employees prior to employment?

T

Yes 190

 

 

q I

Are tnere communications with references prior to enployment?

'Yes No

 

 

Are records Kept on staff members? Yes No

 

If you have a supervisor, how many workers does she supervise?

 

Does she carry a caseload? Yes No If yes, how large a
caseload? Uhat kinds of cases?

 

 

 

Do you have a Hone Finder? as No
Do you have an Adeptive worker? Yes No

 

 

niat is the average caseload in your agency?

 

How often do you have staff meetings?

 

Eho plans and directs the star; meetings?
Ihat provision is made by your agency for "on the job" profes-

sional training?

tr}

Schedule I - page 6

A

18. How many members of your staff are taKlHS academical work toward

 

 

 

 

 

 

some degree? Ihat degree? Ehere?
Is any part of this on agency time? Yes E0 If yes,
how much?

19. Is your agency a training center for students? Yes Ho
Are these undergraiuate students? Or graduate students?
For what school?

23. Has your board ever considered a w'rh-study plan or a stipend in

order to encourage present staff or future staff members to re-

s No If yes, explain.

('\)

ceive professional trainino? Y

 

21. How many members of your staff are or would‘be eligible to be

' P

Mfi~uwth r - I“. ‘ ~'
JILCA.‘UerS OJ. Aofkoboh- a?

 

 

 

22. ulpproximately how many conferences a year does your staff attend?
Which conferences would these be?
Does the full staff attend? Yes No .nfter a conference
what effort is made to share and evaluate the eXperience?

23. Is there any interchange of articles or books to keep the staff

ire of the most recent methods of Child welfare? Yes No

24. How are new 5“ members orientated to tie work?

25. Are you finding it difficult to attract staff because of low

 

 

salary? Yes No Is there any other reason for diffi-
culty in attracting staff?

26. Hhat are your future hOpes for staff including number and training?

 

£0
CC»
L-

Schedule I — page 7

PBin Off” ice - Detroit: (Title changed to "central office” in 1955)

 

l.

\J )
O

“

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0

That services do you receive from the lain Office?

what inprovenents in services or what additional services do

you feel should eofferej_tg'the Rain Office?
Do you fee 1 there should be a closer work ir 3 relationship between
the Branches and the Main Office? Yes No Between the

 

‘.

different Branches? Yes we

 

If yes to either or both of the above, how might this be accom-
plished?
Have you felt that the State connitteeson adOptiOn, on foster

care etc. have been of value to ou? Yes No If es
) 3 )

 

in what way?

(9
(If:

dyou feel COqu ttees are helpful, that additional committe
v:ould you like to see orga nized?

How often do you feel there should bea general state-M1 e con-

ference of PLC.A.S. personnel such as the.Annual Meeting?

 

a. ;here shoulo su.ch conferences be heli?
b. what sort of prog~am should these conferences have?
Do you feel there should be more over-all standardization.of PLt.n.S.

policy? Yes No If yes, in what way?

 

 

Do you feel that definition of state-wide policy is a responsibility

 

only of the Rain Office or a shared responsibility of Main
Office and Branches . EKplain.

1.

\f1
0

6‘.

Edi

in .M

How many children have you had committed to n.o. . in the past

 

year? For the most part what were the ages of these
children?

 

Outside of adOptions and unmarried mothers, how much work does
your agency do with the Probate Court?
With what agency or agencies in your community does your branch
have the best working relationship?

Kith which ones do you have the least relationship?

Shy is this true?

—i do you think your Community Chest director (or
Community Chest directors) is with the program of M;C.fl.3.?

Hith your local branch?

With the State program?

 

 

 

Does your community have a Child Guidance Clinic? Yes Ko
A Family Service Agency? Yes Ko
Psychological Service? Yes No

 

 

What is your working relationship with the above?

How does your agency keep in touch with other agencies for the
discussion of cases, of policy matters of mutual concern? En—
close a copy of any fo mal inter-agency agreements. Describe

any informal agency agreements.

Describe the use of other community facilities.

 

3
0

Schedule I - page ,

 

l. which of the following public relations devices has your arenoy

 

 

 

 

 

 

____Radio ____Neusoapers ____Joint staff meetings
Speeches ____Televi51on .____Dr1ntei materials
ibvies Other (Specify)
2. If members of your staff have made speeches, what sort of groups
have they appeared before?
____Child Study clubs ____Cdlege groups
Church groups ____Servioe clubs
P.T.A. ____Others (Specify)
3. Who on your sta f has made the public appearances for the agency?
Executive ____Eublic relations person
____Surervisor ____Board member
____Caseworher ____Volunteer
G. Connunity Projects:

 

1. In what community affairs do you or your staff members take an

F"

active part? suplain in ietail.

H. Office ane Eouigment:
5.—

 

1. Are your present quarters adequate to meet the needs of your

#- r

agency? Yes no

 

 

h.)

. Do they orovide a comfortable working atLOSphefC? Yes No

A
*

 

Schedule I - page 10

\1.)

U1
0

\O
o

 

 

 

 

 

_u)
Is there privacy for intervieifls Yes No
Does each worker have his or her own office? Yes No
If so, how is office Space arranged?
Is there aiple dictating equipment? Yes No How many
machines? Used by how many peeple? How is this equip-

 

 

A

ment scheduled for the ma: inum amount or use

Ox)

that is the type of dictating equipment?

 

any of it in need of repair?
Do you have enough clerical staff th at transcriptions can be

made quickly? Yes No If no, please explain.

 

 

Describe the nethod of running your business office. Who is 1n
charge of the bookkeeping? Do you unclerstand the wor} ings of

the business offic so that you could train a new person so he

could taze over in case of vacations or sudden illness? Yes

No How is the budget prepared and by whom?

 

i you suggest in the physical plant for

f‘

What improvements woul
your office?

(For person making study Is there a plQ room for ohildre n?

 

 

 

 

 

Yes No A corner with some toys? Yes Ho Does
the waiting room Spell "’-ic0m“" to the client? Yes No

If no, give details.

Does the staff use own cars? Yes to Agency cars?

 

Yes No If own cars, what mileage rate is paid?

 

Schedule I - page ll

How are the cars insured?

If agency cars, how old are the"?

In what condition are they?

{ow often, or at what mileage, are they replaced?

 

l. Fill out Schedule covering financial data for the latest fiscwl

year.
2. Ehat is the process by which the budget is made and approved?

 

 

;. Is the budget sufficient for carrying out the agency's function?

Yes No
L. If not, what budget do you need and for what purposes?

5. How much reimbursement was there for board last year?

 

 

Prepare the above over a five-ye~

 

From courts?

 

From other Branches?

 

tarting with 1930.

I. How many children did your agency place for adoption in the past

year?

 

. How many applications to adopt d

[U

sane per i '71?

O

 

)

have at the present time?

 

3. flow long a waiting list of adoptive applicants does your age cy

 

f) Ail}

1.0)

-dule I - page 12

O

h. On an avera-e, about hOrI long does 1t ta_ie from the date of ap-
‘lication before the actual study is started?

3. Do you think there would be any way this time Span could be
shortened?

5. About how long does it take for the actual adoptive study?

7. Does one worker cozplete the whole stuiv? Yes No

 

TR

#1 no, how is this re Sponsil:ility divided?
8. Ehat is the averac are of the child placed for =iootion in
.J A I

\J

your brancn?

 

9. How often is the adaptive hone visited during the year of super-

vision alter placement?

 

l0. .As far as you know, has your branch ever re“ ove. a child from the

 

ami tive p: re nts during the period of sup erv is io n? Yes No
If so, when? thy?

 

 

ll. Now do you feel the adoptive program as offered by your agency

could be improved?

k...
“:1
L '1

we you feel any part of the state-wide adOpt iv ve program could be
inprov d either on the part of the Kain 35fi ce or other Branches?

13. How many children is your .gency supervising in adOptive hones at

this time?

 

) ". a . fl {_"‘\~.'\ .3 -\ ,. >- .x-.
OaI‘fllnu vu— Q 1‘ l") :rciui.

 

l. Ihat is the number of children living in your Branch boarding

1w01es todC‘? Date today

 

 

beliecul

(~_-
1‘
.

\fl

\f)

>
k;

 

 

25
I - page 13
How mrny were eénitteu ”urin‘ 195h?
flow bony were discharged ourin; l95u?
Ion fishy Lorrgino uQnC stu i :s mere ccrplztei in the pest year
at tn: prtscnc time are you in e u of uiv a litionul ocer~1m
hones? Yes lo I; yes, bones that can care for Vhet

 

 

Emotionally—di: tu bed

Physically-

&
m

a _-o "I N
nanu1copoefl
A

Cther (sow? if; )

.—.4
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<:
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Older girls

 

 

hat is the

$7.0J weekly

'9 .QJ Leehly ; 2.0J

 

 

ncluded in the be aruing

 

 

Child's sallowence

 

 

On an average, how often

ho we ? ”.e:3llv 2 Seeks

‘1

- r M ,3 '
l_‘Oc-’.i.- ing

 

2 NOnths Other (spe 7cif v

I}

are supervisory

boarding rate paid your boarding

paren

 

5'

oarents?

310.00 weekly

 

checns?

 

What is involved in a supervisory

Does the cesaworlzer intervie

hone as to his or her adjustncnt

IJo 7“

_L...

 

sit?

. 1 ‘ r"\ 1‘
1n tne borru1n3

J the Clllll outside of the

h‘: )1- :‘3 0)

weekly Specify

made to the

O

’2

boardinw

U)

C.)

2c?

Scheiule I - page In

10.

ll.

’)

13.

I"‘
l J.

How many uourjing homes have you closed in the past yecr?

.1 P 4- " L1 '1 , fi,~ a
“nut are tne rersons ior clo~

L)
l-Jc

p": +h’vs') h-’,7L’ 0')
‘:'j v-.p..)(, . vin'wg.

. A

, a s a- .r‘. ‘41-. ‘\\ 1 x". 1:. v . ‘ r,v‘ ) J" ' r-L r

”Mao soic oi a Vloltaclon piodr;u co you nch ior tne nccursl
~'\ , F“. v. \ r V 1 P r ' * "u >- ‘v— *. fl-A — ’Q our“

ouient? LUICO wec l! ”BCtlf LLJbr (so: 10y)

 

 

 

‘ 0

Jo the “oaruing parents have any pportunity to tame pcrc in che

foruation o; agency poliov

”v

y a n .» .
{as no Ii yes, pleusc cxc Lin.

"C

 

" r‘ ‘ ...\, ..., .V.'.. ’ h f‘ .‘ ‘ .—‘ q-‘
are there any group neecans ior the Louiu

1—40
L.)
L.)
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Y;
r.)
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m:
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Mo .finnual dinners? Ye” Lo Teas? Yes no

 

 

 

Picnics? Yes Ho Otner (soecify)

 

 

 

Cf what value nave you found this type or group participation?

93
9
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3::
H

How much work

parent!

LdSpWOfi serVLce fie;er to otner agency

 

 

f the followinu fectors resoonsiblc for limitinq the

are any 0

L.

a

number of cniliren you can serve.

“enand for service Agency policy

 

 

fl
'2' FL“ '. ~Ln‘-(‘ H n °.'.. n". 1‘ 7,-, ;: ~ ' r...
insuii1C1ent scqii CcoaC1cv labn oi cocrcinu none;
W gnu—cunn- ‘ u *4
, ~J— ‘ ' ,-_ “I r".
Inciacudcc uccec ocncr (snecii‘)
m

 

Hart is the number of children on the waiting list who cannot be

‘r‘

‘- " an. ' .9 ""O:"‘.'\ ful-V‘“
oeccusa of insuiiicicnt DLLL

"‘

:- . ~ .5. A ,~- .. ‘
acceocea ior bOafleg care i or

other resources or reasnns?

 

.1

Schedule I - page lb

17. Speci1y number of Children receiving service at
this Lyency:
C. In hone or child's parents

of

home “elatives.

In agency's foster home
(1)
<2)

(2:) BOEILIHQ home

'* - L- ~
ELCLODVIVC HON")

1“ ‘\ ,—-\ ~
I‘ l 843 hUfllC

*

. n
\
H
(n
‘0.
3‘
(’0
'1
('0
A
(D
”d
('0
0
Ho
m
(«A
Q

Other Branch

Chapin Hall

0

Et

 

e. I foster home of another agency
5. In institution of another agency

. In home parents

(Q

 

 

r 9 L o_ ffln‘r‘
tnis l c Ila“
: TCCulVln:
1.)r~r‘-r\r I I»!
n ‘ ' ‘J
chileicn

 

Scheiule

‘l
b "
‘f
s

- page 15

v

rvice to Unmarried Mother:

 

l.

Ehat maternity home or homes does your Branch usz7

 

 

 

 

:lorcnce Critte nton, Detroit Jackson

Bvazg eline Home, Grand Rapids Herman lWi efer HOSpit :;l
House of Providence Booth henorial Homen's HOSpital
Local HCSpitals Other (Specify)

 

 

Does your Branch have any way 01 heloinu the unna Hr1 1 mother

 

fina ane her medical eXpenses if she nee:ls lielp? Yes No
:I yes, expluin.
During the time the girl is in the maternity home, how is case-

Do you feel that this is a satisfactory plan? es Ho

 

If no, explain.
How meny innarried nothers are in your present agency caseload.

How many of these cirls have alreaC‘

 

Do certain Jorcers on your staff work primarily with unmarriefi
mother cases or are these cases generally divided among the tote

staff? Cne worker Certain workers All workers

 

 

 

Does your agency have a definite waiting perion

 

c7 the b b hefore the releise is taken? Yes No If no,
how long is tLis periodlf ti*c?

uo ou have any giils who uoull lize to sign the lei~e indicts-
aft r the birth of their babi es 2 Yes No

Schedule I — page 17

13.

ll.

14.

lo.

T ,1.
.LnbL,

Who pays for

That is your thinking concernino the earlv release?
51 1.1 o J
the boarding care of the baby prior to the signing

-C‘ 4- 1 ,- ~ r .
01 the release?

the unmarried mother has no money noes your a

provision for free care for her bar y? Yes No If yes,
.0 1 1 ~ ,. 2* ,. . - -
lor now ion, a perioo cdn iree Care be given?

 

flould you consider the finop ncia l aspect one of the major proble1s
in working with the unmarried mothers who come to your agency?

Yes No

 

 

a

How much follow-up work is done after the release of the baby or
after the girl returns hoz11e with her baby?

Do you feel that tle efollow-up service should be offered by a

 

 

Family Service niche" Yes Ho Or should the girl con-
tinue to see the worker who knows her? Yes No

 

 

Do you find that there is hesitation on the part of the unr'rrleo
mother to cont1nue to work with Tny agency ter the birth of her

child? Yes No onle in.

 

 

Have you used free henes or wage homes for e—

mothzrs? Yes No If res hOL Cid tnis Olen work?
3 I

 

 

Uhet iproveient do you feel coulib be made in the service offered

to the unmarried mother?

1tut10nul p re:

How many oirls has our Branch had in Chaoin Hall in the nest
J v .. A

year/

Scheiule

Evaluate the nresent service of Chapin Hall in some detail.

b

If the facilities at Chapin Hall were larger could.you nah more

1'

use of this institution? Yes a

 

 

Hhat is your definition of the service offered by Chopin Hell?
Viat other institutions for children or for adolescents has your

Branch used in the past year?

Protective Ca‘e:

 

1.

How many chilflren (not adOptions) is your agency supervising in

 

 

their own homes? In the homes of relatives?
fire you asked to "investigate" cogplaints of neolect? Yes

50 If so, by whom?

 

Hhat protective services, if any, does your Branch give?
what are the needs for protective care in your area of the

state?

00*)
L11!“

r

LWCULJ‘K CH: HL%;L'“ .ilfl SCCIEl STUDY

SCHEDULE II - B‘tfii 3343333

 

1. Your or ccupation if a man or an enoloyed women
Your hu sbane' s occupation if a m rried woman

 

 

2. Your religion: Catholic 3 Jewish ; Protestant .
Q 0 YOU}?

A: years but less than 59
e ars ou years and over

 

/\

years but less than hb

 

 

OD”

n were you elected to the Board of the Hichigan Children's Aid

M e

S ciety

(a) For how long a pt riol of time?

(b) Uhen does your term of Board membershio empire?

 

a friend ashes you to dd ine ”tne role of a Board member in a
i 1

a1 aoency," what moul y our answer oz?

Cu Does the role of the Branch Board member of 31C.A.3. differ from the

role of the State Board me.uher? How?
7. On azat Boar” corritte es do you serve?

a

(a) How many committee meetings have yo u attend a in the past year?

_ Ia .L' +_
V

b Have on been atisried wits the inter es' and the action taken
J
97

s
by your committe
8. Are yru ever called upon to interpret the functions of the agency?
k or more active

(a) Uould.you be willing to do public relations wor
3 3

interpre‘ation for the aoe1c3 if you were aSie

9. Do you feel hat your Boa.rd is repr ntative of the area serV1ced

)C‘
vQC
by the "r ency? In what 0.1?

X‘1'\ "‘7 {er". r“.1“1r‘--'r- . .‘W .
J ‘i JnixJV'l "_1'. '13-; .1 .CC.‘ 1. "v n.

i.

‘ 5". . r..— ‘a . >34 A I . j " r1 . {n-z‘ " - , V“, . "P ‘\f V“ " ~’\ ’ . ’}/"\
tne thhlfluD Lnildren's‘Aiu socie y organieeu on a state-hits

Age ncy S3rvice:

 

 

12. If you Uere
“I

ask-d by a friend, "Shat is the function of the Kichigan
Chilal i

A
13. Khat is the largest part of tne program of the agency?

1:. Ihat does the af3ncy mean by "state-wide adOptive service”?

0

1‘

any, 01 such a program?

(U3
‘El“;
H.

(e) That are the aevan

a

15. That is involved in the hoarding care service offered 1y your
a q . 2110."?

it. Chat services are offered to th unmarried mother by your agencv?

\J

(‘3

(H

17. Ihet part of the agency progren do you consider th most important?

'3

(‘5‘-
ne OL'lCQ:

.A—

 

q

15. fave you visite 1 your local Branch office or the hcin office in

 

Detroit? Y3s ho Branch
Yes No Itin Office

 

" — 4. v . :- ~,- -1- - 7..-, 1- ,
_11 you ieel tne cuerters were adeguate to neet the

(b) Does the office present a comfortable working atmosohe e?

n

each woiter have her or his 01.'n or: ice?

A
(3
V

5
fi‘
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(e) is the office equipment in sleruatc conSition?

‘-q I d

1‘ 51+ ' o
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"4 9 -J‘ * "17““ '3" '1‘ ) 7“" ‘ . ' w
‘ud net sta_1 nemesis otrer than she snecutlve?

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(a) if so, about whst pe trcent of the total staff?

TW‘ fl . .‘L ' r3. ’94 r ’\ 1“: . ' o : v‘ru "‘ - "'-v‘ . ,v-\ V“
(.) 31 so, 18 1t ‘uBQJOtJ for their trglnLJJ and enoer13nce oni
: 3C“ 0"- v r‘ .0 a I ‘ -r- o’i 1 ‘ I I ‘ ‘ or r " ,fir“. “
n 33 it co.rure 313h tn‘ selzry paid Dy Oth3- soc1al anAwIJ
r‘. fi’ fi o a 1‘ 1", 7‘“, .- zi I
g . 3o3s tne , ent” nave odcqnebe 533-1!
,. " r—f‘ ,. --.q A I
(-) A38 stiif menoer ll-31A1ne3
(:3 To hf 1. - f. h ,3“. .. -° 1‘ -.\ Mr. .10 .f‘ 1I..' ,3, 4- , ‘t - 3 r‘ _ 1° ' 3.17
\LJ __3. “Qt” lo d1; :01 OVIS-LIn ;1u:.~'\...1., 3.01? Vilma 1,0 0L uln 131'; Jun“.

Volume any Qveli33 of fork:
w

 

 

f‘.)
m.)

. Do you know the volume of w :k doneb the QKOHC‘

 

/‘ T 1" r‘ " J‘ A J" ”H ’1 . +‘ ’1‘ ’ ‘,' f ‘f " "‘ .~g ‘9‘ ' r
33. ten you eVuluete tne Qdmllvy 01 more lone ty the agency?
r-\ (:1”L ;" film or,“ A r' h.) xf’\14r\ "_fi(“*l‘.‘)-R t 1-‘ ») hjfi' v- ,')

'9) I1 :a11’:~b ‘UA.’ j uu Dusk; C; vL... (3.11., .9 pl 0 bnb Q-U()V€-

Fifi; \ \C‘o
‘ 4.- — - \J.
I 3 ~—-. yr. - v .' r-J-n I'; .. '\--\ -v 1“ ‘.v,‘.&"
24. 30 ‘«u unwerst3no the QJCJCJ Udcdcb!

25. inet 15 your understanJing as to how tne aoency is financed? The
Stcte Q-Mi ie OTJdHIZathH'

The 10031 Branches?

he present plan of financing is ad;QULVU£

(f-

:o. 30 you 1331

‘ ,mn
Cw rht

L\I\ :

 

J do you feel the Licniuan C ildren's Aid Society could be in-
' r‘

27. To J
,ro ved to be toer servi the children of Michigan?

Fr

)

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LU

R2
\Jr

lionlun CFTLDiSIb ‘ AED SCLIETY STUEY

SC UH DLL? III - ‘V7fTIUJT [”3 ON STAR?

(To be filltfl out on each staff n:nloer worhing

~1th chilfiren by the eiecutive or supervisor)
of 3 1, - 3‘ #30 1~.,..,. ~.-. - - .. ~~ ,..'- 1
.“J- -i \4 CJ. JtC-J... lies-LQLI‘ 2. 1’1L.fl [191.]. QtC». vllo

lo. of Gun Chile r3n u. Begf n Employznent hith Agency
Position 0. To Whom is Employee Tirectly Reoponsible?
Gish Salary ”. Value of ieintenunce, PLals, etc.

Provided in Addition

Descrioe as accurately as possible th3
(3ive exact nu 3ru:aticn inclu ir1g ca 3

31(31CCS'1. J i OI". 3-
plof‘w :19
lvh late 0

Hr01n<i of employe :33
1 school, college, ani raj

Nor: e"per ience: Ihat work experience did employee have prior to
pres3nt e plovment? (Start with the exployment immediately prior
to the present one and go back.)

Give a short description of the personality of the exployee .

u1ve a short oescripticn of promotions ani elm ges in ass1gnments,

ive a short evaluation of this ezplrvee's functioning at the present

Ci- L1)

133e and Iosition of person who fillzl in oue stionnaiie.

 

 

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SCIEQL L3 IV - pr.;._)L21.1.,L 1;L’T~‘3T1311._~.11113

(To be filled out by each staff memb er)

This 1n_orn1 1on lS co1p etely confidential, and is available only to the

survey stuii. rlea e insert in sealed envelOpe and mark "‘o-1lsb.TbLL.

10 116111;, Of Stajf 1f-éxri.)br 2. £va

3. Position h. Date of
_Hrlov” nt

5. Education

o. Experience with children

7. That made you de iie to come to this agency?

o. Ihat do you think is the outstanding feeture of this agency's program?

ic 3ult ES'p act of your worn?

:5

9. that do you think is the most

1o. Which part of your work do you like best?

«.1.

ll. Efiiciip/31c w011; do )nxi liTmz letest?

0

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o

12. To whom on the staff are you directly respon31ole?

13. To whom go you report any important observations on the chilJren?

. . i
I

1 17‘. .° .4" - 3-4 ~J- -33. .. , -. .. --,
lo. .10 g1ves you most help 1.1L;1 your more?
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In 1&1}ch New] 31

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Ehat single experience
terns of your w01

Uhat Kind of sup HIV

How often do you have

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9
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;n “nut Md] cues t11s a

How large a caseload

of 1:1 at kini of cesss
the total in number 21?

A;option studies

wuoption Su;.;e rvision

bearuing H12e Studies

ooardin; Ho w;e Super-
vision

Boarding H01: fie-

Evaluations
Unmerried Bothers

How muqy

in your
iNlth childre.

 

Boardi-

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in-service training do you 3e

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do you thin“ causes tne cnil‘

home cells did you make in

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Slt n do you receive and from whom?

supe“visory conferences?

and from when?

1

n's p1roblems:

gency help the children with these p

do you have at present?

Boarding Children
Natural Furents

”n‘lr‘ren in 01mm
\11 J. A b an Lyndbo
n

Children in HO: es
melatives
Girls at Chepin Hull
Other?

month?

the past

lyou

nor?

EXpBCt to stay

fe was most i portant to you in

roulems?

How ma1y out of

at this

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iule IV - Page 3
Are you satisfied with “our Silsry and your working conditions?
Hhat changes would you suggest in your present Kori and worzing
confiitions or personnel practices?
Enat general changes would you su3;ést in thp progran at this as°ncy?

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How much work do you do with the natural parents:

(a) Prior

cf
0

placement of the Chill?

(h) During the time the child is in the boariing hone?

(c) At the time the child goes out of care?

(i) .After the child has returned to the parent end/or parents?

‘

Greening methods uo you use in the selection of boaruin3
7

Tiet is involved in the home study of a boarding hone?

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foes the chilc have a physical execination prior to coming under core?

' 1

Do you telephone to the boarding parent references or do you see them
in person?

How much infor ia.tio on do you oive to the boardi.’
child's yr obi '

How me.’ of 'our boarding ourents have a soeciul license to board
y A
four children?

Do you have any boarding percnts Trhere their relicious Isith 1s
differ3nt from the boarmfii Chili's own family?

How do you handle a situation where the cour~1nn parents resent
having the natural purents visit?

Jo you have any bocr-fiinj homes wher3 ther is not both a fetner and

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How do you MLHQQB to see the boarding father if he works durinJ the

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l3. Do you use any "age ho 11es? No Yes
if so, what has been your ero‘vience contzm1ing the

t

a .,1 .
e nonesf

(J)

l1. Do you use any free hom,s? No Yes
if so what has been your experience concerning these homes!

15. Ihat do you usually cover in your supervisory visits to the boarding
honufi

13. How often do you visit the boarding homes in your caseload? weexly
every 2 wee 3 once a month less than once a month

__- m ”I

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l7. Chat is involved in the re-evaluation of a boarding Home?

18, H; -3 you ever clo se'i a boarding hone? NO YES
If so, for what reasons?

19. What work do you no IJith the olier boarding child:

(a) Prior to ple ceznent ?

(h) Durin n3 the time tne Chile is in the boarding hoqe?
(c) At the tine he goes out of care:

(i) After he returns to his own home?

20. Describe the medical program of your agency.

Ll

 

.JUPTICU:
21. Iha criteria 10 you use for selecting a1 optive parents?

22. Hhat are the aoe limits for onootiny a taoy in your agency ?

23. Shot if a prospective aioptive family has a child or chiliren of
i

d that a proSpect iv‘e aoostive family has another
a

fin
n in with another agency or

2o. Khat if the prospective eoitive parents ave one or more chil;‘
4.
so

through 3reviousa13~

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27. what all is involved in the home stufiy of prospective adoptive
.rents?

25. Do you see the aioptive references in person? Yes No

23. How do you handle the rejection of a prospective aioptive parent?

Lo. H0" 1 you muze th3 cec's'on as to to nor a c 1 le is a~o1cv1' 'or

Tl. Do you go with the prospective aioptive parents to s3e the baby?

12. Do you do the supervision of th3 _oeby in tlie ufilpt11 hone?
Ho Yes If not, hov is this nu33lv

 

 

Thy is it hendlel this way?

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ort of th in3s do you cover in the ir1teke or
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35. “net other a3encies in the community Co you use in wornin3 with the
1 —‘ I)

go. 11 an unmalrie 1 mother indicates from the beginning that she wishes
“ ‘eep her child, do you do any kind of work with her? No
Yes. If so, will you please give an illustration?

 

1

37. What sort of financial planning, if any, do you do with the unmarriec
mother?

;u. How do you handle a situation where the girl is a minor and does not
want any family me moer to know 01 he r pregnancy?

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jes ifes obtainin3 fa.'1ily history, do you do any work with the alle3ed
11th r? E1 t ':in .

1;. At what point in your worn with the unmarried mother do you out :in
1‘2“ fr, ' ’. ' ' 9
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41. How much work 60 you do with the unmrrriei nother while she is in
tie hospital?

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illustrata?

CUB,

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How much social work training hav2 you had?

How mind individuals do you supcrvise.

 

5tu5 n s Full-tine Iorkers Pa I‘t-tinc Eorxcrs
hos Jocias do "ou huv~ in addition to your sopervisionf

That do you 3'2 as the purposes and objectives of supervisian
Lhat training and “Uprlp1Cb haV' you had as a tcach2r?

How often ::0 you hav2 supervisory conferences?

A

Tow would this differ from an experienced worker?

Vhat 21,inis trative functions do you see in a cascworx supervis
1'?

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r‘ 4. ‘ _ .3 . . a 3 .~ .. ‘ r‘
lo“ tne agency TBthulLSS oi the nun.2r or type L
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Amount rom State . . . . .
. nuount from Federa . . . .

 

Total Publ' unis

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{Ether SOUrCCST o o o o o

 

(Explain)

L. income Lnents . . . . .
3. Receipts from p2 sons r2ceivirg
service . . . . . . . . . . . .
L. Net proc»eus from other ac ivitie
5. All other reC2ipts ( a'n). . .
1

 

 

 

 

 

 

 

 

 

 

 

 

Grand Total All Funds Received . .
D'rect 3::pense3
A. o.ruin, vare . . . . . . . . . . . . . . . . . . .
B. Clothing. . . . . . . . . . . . . . . . . . . . . .
C. Iedical and dental Cure . . . . . . . . . . . . . .
l. Sularies an; fees of pediatricians, psycni-
atrists, psychologists, dentists, nurses,
clinic fees, hospital bills, etc. (other
than salaries listed elsethere) . . .
2. Pedi l dental, unj other clinical

 

Oi

 

 

 

 

- page 2
D. hiscellaneous
1. Children's transnortation . . . . . . . . . . .
2. children's dry cl2aning} and laundry . . . . . .
3. Children's nL iicuts . . . . . . . . . . . . . .
L. Lfiiilir en's allowances . . . . . . . . . . . . .
5. Other exp nses relating to children . . . . . .
Tocal Direct enses. . . .
32n:rrl E oen<e
2;. Jules? 1"”5 Lu”- l7et38
l. Auministrative salaries . . . . . . . . . . . .
2. Profcssionel salaries . . . . . . . . . . . . .
3. Professional fees . . . . . . . . . . . . . . .
u. Printenance salaries. . . . . . . . . . . . . .
5. office salaries . . . . . . . . . . . . . . . .
c. All other (soecify) . . . .
3. Plant
1. Rent or depreciation to nuilrin s . . . . . . .
2. Aepairs & replace nent of blogs. 2 fixee entip't. "-
3. Repairs & replacement 0: movable equipment. . .
h. Heat. . . . . . . . . . . . . . . . . . . . . .
5. Utilities . . . . . . . . . . . . . . . . . . .
o. Building insurance. . . . . . . . . . . . . . .
7. Interest on any nor ga}e. . . . . . . . . . . . '———__—_—
8. Liability insurance . . . . . . . . . . . . . .
C. Transpor rtetion and Travel _.__
l. Cariare . . . . . . . . . . . . . . . . . . . .
2. Travel ecpense. . . . . . . . . . . . . . . .
3. Automobile e:— :pens e (incluae garaging, insur-
ance, repair and replacement) . . . . . . . .
T. Retirement and Pensions
Include all payments made by organisation for re-
tiIement funds, group life insurance and pensions
for e.nlo,:ss. . . . . . . . . . . . . . . . . . .
B. Public Relations
Include fund-raising, piono oti ion, pim olicity, in-
cluding salaries, printing supplie 2 travel for
purposes of public relations, fund— rlis1n,, etc. .
P. All ‘ther
1. Printing. . . . . . . . . . . . . . . . . . . .
2. Stationery. . . . . . . . . . . . . . . . . . .
3. Telephone and telegraph . . . . . . . . . . . .
h. Liglniiation and dues . . . . . . . . . . . . . ._——_—“——
S. —ostag . . . . . . . . . . . . . . . . . . . .
é. Legel expens 33. . . . . . . . . . . . . . . . .
7. Court costs . . . . . . . . . . . . . . . . . .
8. Auditing. . . . . . . . . . . . . . . . . . . .
9. Other . . . . (specify) . . . . .

 

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" t ition
B. T23201ary p :ccnent F. Vocational Trainin3
.——-— 0—..—
‘" Loni teri grouo care 3. Other
...... ___...
D. Residential tr2ntnent (sg2cify)
_.... .....
2 321-3. ,2 22 AT-.-
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TELEPHONE IVanhoo 5-9446

A CIIIY 03‘ 33:3 LEM 3.11.1.3 33:: TO - ":I-JIIY P331233 33333, COJLII‘Y .._I:..:, 323-
2133: CIIILD: I3:I's 303311.33: coumy CHILD 3:. 1:02:32, 223:; 3.311: 331:1.-

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IjoyI5d ha ving the opportunigy to InIet you this last sumne r and to
with grou about the sIrtL-3133 stuCy of the Lichigan -Jhildr€n‘s Aid

tv 1Jnich I am conducting.

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the jreuL st neeis of chilIzcn in your county bovpbflbr hith wFIat adei-
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Again let me thank you for your fine cooperation in this involved
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Please send your reply to: LES . Eyrtla H. Reul

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I-i chbeIStatelkmversfln'
22J Lorrill Hall

E: Lansing, Hichigan

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:reatly appreciated as the com1ittee in cnirge -f tiiis stu3y 1 Most
ous to have a report of all the 3u3stionneires in T*‘ebruery.

 

 

 

,_~ 0 I- T“ »
occu13t1ore1e Pena 3
1“ F.1- .F‘n n r\ L‘f _ «A‘fiL‘ a \r J-h V1, __fi) Lb m?" , Lnr
no a v1 1,11ch OI J i: C0133 Guru/3. U 1:11, 00 J 0U. b1 111-1 c l 1, L, 18 33:. Ce boot,
social n33ds of vou are-?

How do you feel these neeés might be more aierueoely met

ces do you feel should be 0: er3e for chil :iien irl your

As you have read over the services offered by the hicni 13am Chilrien's
Aid Society, i0 you feel the t an eXpansion of these services would be
helpful in your part of the s'

A branch of tie Michi13an Children's.&id Society sta: fe 3d with en
executive and three social workers and clerical s elf touli need a
budget of about $38, 003 a y ear from the Community Chest. As you know
your comrunity, do you f3 31 that people would be willing to increuse
their c intrioutions to incluoe tiis

(‘1

1C 11

7 £1 Soc iety 1:ere to be

4.,—

If such a branch of the i an Chilirzn's i
e t mo 11 be locet LI
?

rought into your county,1 Jh er do you feel i
D you feel its service shou lib be county-wi:"e

O"

Do you fee 1 that on bra nch could be shared with St. Clair County?
..1}? ")
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001114;ch On LOIMNU 10f ‘vnjot 1n. DOUBT. 1.2.C0nrfiJ end north ‘-;;CO“1_LJ.

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7. (continu31)

selection of a boarding home and the supervision of a Cfillu in
eio oorCry hone during a period of tin3 when for one r333
ther he cannot live Mi h his orn 1:.ily.

K‘ vr‘qr. .‘_ I F _r‘ d 1 , .3.” 'fi .,‘ o ‘r" . _ _c _4;
d. “nee serV1ces are oilereo to Che UHMQCFIZJ MOLDGL?

Personal counseling; meiical cz re planning; financial planning for
self as well as the beby; plannin; for the baby on a lonj-time
basis whether or not the 3 is plCcing the biby for a‘CpCIOI,
boarding care service :or Ev if ne girl ne3os tll‘.€ in reach

1
ing a oec1s10n; and adootlve s3 vice ii this is what the gill
wishes.

9. Knot is Chap in Hall?

ChCoin Hell is a state licensei hone located in St. Joseph which
c.cc3.....o.etes ei ht n ado lescen3 girls who have had behavior proo—
lens in their ow.1 community.

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F“ . . K'\"‘ L‘ ‘ ' I‘ ‘V 5 " " ' . ”sl- fivr ,~' 4‘ 7': \ - "‘ !-.
11 VlSltuL OL touCy the ACSL hist01~ o_ 1cco 1r) Coun3 /
1

A

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f‘,‘\fl1""q cr‘i; 1\rr‘l.’"
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“1th century, hands 0

, tripe rs, hunters and fishe1mc1
eJisteN. Near the p“»sent city of It. Clemens, horavie missionCries es—
thlisheJ a ChristiC11 Inii in village in lYCQ; this bee; 3 the first center
of SCCseouent settlement oi that “ree. Previous to tth tine the only
white inhetitCnts were Frenchmen or Frent h tCnCniC s. Tl1e courtr mes cre-
atei by Govsrnor Cass in 1513. He nemei it for General Alexeneer Esconn,
hero t: PlCttsbe:j and a native e Ue'roit, who wes then the co.n33C3r 5

rl
‘<

. r’ m. . a
#551. liliir'él

f t
the bike3. Settlene
2 county t: ing occupied i
much illness CH1 Cleath among e

o
1t pr'1r3ssei slowly, the interior
‘ s
l e
lowlanis. C1ristian Cleme s, an earl

r
-ponsihle for m: king thC plice the county "e:

A

s C , a
general intereSas 01 the countv along anricultural
Ctlture is still iryorte.nt, the cultivation of p i ,
e iens v3, arch of the county has in recent yeirs become 1 part of getroit's
hf".
.1)

"u " . A .‘\< ‘I n 3 l L
e iaC—nc 1 Sinnzoen eevelonncnt.

' _

F‘-

Pcoulation shows the following growth:

1910 1990 lQ?J 197;

Q
H
\L)
\7‘.
C.)
(.4
,J
H
9

 

 

 

 

32,365 38,133 77,1;C 137,C26 131,9e1 237,31» 1

~ -fi '1 ..n\ . J“ - ri—xfi/ -" r" warnr‘ n‘ V . -
At the Diesent t1ne hcco;b Coun31 s the ozani lastc3t QLUJlDJ
« ' ‘-‘ T 3" r. 1;”1- r‘ V‘ v “LL / f. *L ‘ 'x. "V “’ .‘fi-“~. ,
13 unw’ 171 LPG Ln 13-3 State’s p0: ~ul:;t10'1-11 33, 1,118 111‘3'3 1);,lf11,’ 1.c.obc.d C-JUI‘13

fish, there we; 3 1;,oC3 c ildren in the secondCr" schools
'\ r" : 1 _ . ‘V m w” ._« a 1“ r- ‘ ‘q '(3 -- 0 ~
,320 in tne elementCif uiCoe , Che ll,c_5 1

n t
2y of 195C there were 03,27C school Cje Children (S-ly)

ence to four years living in the countV. In JCnuCry
than one-eighth of the total oooulCtion we.s under the

A

~ .- 1'. 3.1 ° C I- 1 ' ,, 1:1 .' A. a :7) C' CC
AreC-wise 1econo 18 C sitll county, oeint 3C H1198 land Cnd 13 Miles
wide Cnd containing 431 ssuCre miles.

 

 

 

 

 

(.3

dents movin3 into l-L me County ' a young oOpulation of

The new rVLLS1€m
1 who have on an averone tho chi 1 iron per family. Host of
ir

chilti- r1: arin3 C188
these o>ools are f¢ctory No 3.:crs who are buying tiis own homes in the ar3a
.an 01 than on13 the 301111, Lno in certsin1351 s of the

v rtccnt lv cane fr'm
c

ent are n2" o.

 

ivsrfvhors there is t: k and plans for no”? ani la 20? buili'ni prDJ-
ict~. (no lJJ-million—fiollsr prCJBCL is to bu stmnted as so n os tic cost

(3 S 1

is out of the ground this sorin~ In mony parts of the county, 141H‘s have
been bou31‘t 11y rzalto rs a d are being subcivicL 0
along GratiOL north 0: At. L axons and nortn iron ontsrlinc ; on; Van Dyxs
to Lt ic;. The s are SJ.‘E? ' s V ‘
Sssway, :1 expansion of the matropol
lfiiron.

I

, vi“h the cowing o L r c
th area ave1 as for noitthrl as Port

p e pusied.hy high rant (935-31o5 a monL h) and over—
three families totaling fourt3 3n chil1an living in
nu no es and in Many 02383 are moving into them before

J
-L‘ 4, ‘ a ”
1.8er LII-1‘3 ‘LL‘JYA Y‘l L, -—<- v rJIL‘i’ rlt
Tl

.-. L , _ 1;-
.-L prosLn po
.1 m
,3

t
or ochd conoi
C‘ (5

they are f nished. Usually? so fsmil1
‘ ‘3

'\ / *1 v - w- , I r' - J- A v ' - [\na . " r~ -9 I
nLcLser; or co pleLzl ho Ls n-nd LhLy 3 ; toLl1J Ln1 11n-
. "<. . 3 ‘*‘ ‘ «‘x .-t ’, N. -< ~ \ . 2' I‘ . N 4-- w r ’3 . r1 . 1 ,\ 1 ‘

1 n1n3 Ln “scles. 1n sonL s1LuLL1ons Lnsd nova live; 1n t1 3: “one:

1 o ‘3‘. '3 .H- ..fi '.1 4 J. . r o ‘L o '_‘ ‘ P‘ - AA 2‘ 0‘ I A:\ "rq ’5 . ’ q _“ _ I

th1>3 241 ::o ye-rs wiLioqo n3 1anrioL oL1n3 11n1s1Lo and 11.no1 , 1n
- T

_I.‘

U
:45, “1., ° 3., 7* ....Li
gilt.) :J...\.l..olr:.j O; H Av‘.”

1c.
N“ ’ r“ .r‘ .Vfir‘ C‘“ r‘r‘. ’1‘ ‘}\ ~-"‘\ .“If‘L' ‘ "’ L 51“ l . .‘-"‘
DJI a CLA-J'J‘J ) l-LS O D 0011-14 0.... C 18 i."— DJ'f/V‘xls’ w'JMb\Io_~ .1an
.7 V — - L .- . »‘ r 1" ' , x v ‘1 —'-‘ 'fi r V r- A N. ‘ ‘ |fll ; q— 1 . «- H »\9 -'- . " ' V' r- v ’ “‘
have noL ozcn luiua snou n 101 on dJchuCC onFlf an1 sLoLic Camus hove noL
. A _ .. _ L .«« 4- ,.‘ ‘ . '. 1 .,‘ 3-1, a -, L ., ' - 1. ' - ,,3, .. ’

lLlHC-C 1L)-lJ-J. plULJ‘Jl 13/ SO unurx, 11.13 ,U'LLBLL 1:.1L11 C()I1pt;11;l§1CLlOHo -{QL‘I S-ch‘u. 333 (1&8

Ex. ' r‘ -.vq L j . v - ‘ v {3 1 . J" Iv r ", r] J- : ~1 ‘ r", ‘ y I “‘ ' 'v‘ ’y" " J
.1 "J on I. ,-,\J Til/‘3. LL 1:1 SC)..1€ ( L ‘3 31.5 21-9.... 'J‘l VCLIVJ’S (gnu; big]. 6 119.5 01,611 JII‘JCL Cyst - 8388‘...

fear of an Po1l011c of some 3 rt.

 

.Lny o; tthe pooplc have hovsi away from cities hoping to avoid hiqq
taxes and the orohlsns of urban living. HLwever, bainy éCC’QtOmCi t city
living, they are do Hi ous of having ps’si streets, sifsuLlis, city wgter
and sovertqe, aid 3:2 not a liLtls hostile toUL3d thoi“ prosant situttion.
Wan; are findi n that to o‘ovi.l hose neLTF ‘ r t1>‘srlvos *:essnts ‘1

t . 1
or above Uh“t thsy can 3af7o:<ii. Lthcrs who have approachcc ciLv,
ils or tcVInsh 3 50:3 have beconc oiscourngc.

C1.
nr‘ .
Up 1
:1" 4-7 a» 1 'T'r‘ r ° r1“): '1 1 '30 f :q‘ '_._ ~x1nt-ppf';7"
Luv 112', .LCJ-K4-L 111 L)\J;1 L, Ck...) ,4) Chi. QI‘L/ ujLIA. x‘.’ .2 -CA 'J
A
O

‘ 1 3 i ” ' ir pro;l:ns. ibill
ochcrs iave :41494 t ,eths ah: h; vs ussi pressure. vIn this L‘sy n“vs all
t3: frsfwcntly found a lLCIi of lLa+grshio, anj one often hears the axnros-
sion, “fhey won't let us hav; the thin s as n on.” Thgn Ln LtL,lpt is

ificntiiica tion o1"tn3y,” it con.zs bac'; to a voju:
to 513 Lusinoss, paoolc in authority, or matropolitgn JLtroiL.

_ ,.....
xxx, .'/._)14

Givinj

 

DBI‘SOH OI‘ COD-

v

T-e sage feeling carries over into their contri 1M1t ions to social
agencies. The UbJOT percent of the peoole intervie1ned in
tactec oy l3tter >xpressed diSSCtisfacti01 w1th tDV or: 3n
of Red Feeth3r ah: Torch Funi c:ntributio.s.

Everywhere was the crv, "We are not 3etting service
given." The feeling being that the Detroit atjen 1cs F230
more than a very ligited service to South ECco b below th

5

almost no service at all to those 1esi<i13n

Zecorb.

11o:

 

 

 

T onsjjrtrtion

Transoo1tation JCS given as one of the greater 1ectors in this 33k
of se1vicc. It was hointei out that although a client mi ht be clig’blc
to go into on aj3nc7 in Ketr1it, those clients who neeied the service here
Lithout pc1“con£;l t1oz1srcrt"tio1n 2111113 ess they live; nea1 or on GrCtiotv
lRJl vae, lkxilfile Lor‘ECtufl a ve1311731 othe1s, 5ndglic rerhrhusovtion “as
not ~VCilCLle.

Clients' Personil Prohlfr‘

---- __

Even if pullic transportation were aveileh e, the pr333ects of neefi-
in; to find their 33y to an 233HC” in the lsroe metron"li-en are; cool
finenciglly or e_otionelly be 31 3verxhelnih3 th3t a client, such as an
illegitiuetely pregnant girl might rJrei‘er nut to use an agency t all.

It seems 1ehsible to casino tho, the some client could find a may to con-
tact CH Leone" in the fCailier surroun“ihgs of her can co lon1cj an; could
rat the hol: she hoods.

TE3“3 is no 11, to Vilidate the oonclcs i m1 of mxhv o1 the in iviiutls
inte1 vielec, but the common orinicn M33 that :t lcost C lcrj1 hunhrc of the

ngzrrreé mothers in this a“:a o: the state are victims of the grog “aixet,
ar: usin3 private imiiviiuals ( sotors, lm.\C‘S) insurghce 0FApl3) to close
their chiliren for Craption or Cr: Jis o ‘1r1n” int; Detroi; Jhe”3 th;; “of
obLCin Cn abortion or m v eh- r a hospital un;er En ass 13d “lrrieo n;;v.

0 e such girl going into Detroit foun~ that her lanilady knot * “onily
who were ehxious to aiopo e chili 31d would be illin3 to so Iort the girl
and taxe care of ell medical eggenses in return for her holy. such an

$.1“ n33 knit toc1111d3, c111 ‘te:\;i”l zxrtere<7+j1e rmxhjicel 1 ivi:n; thl.1qom1rfl'
name as her our 0 th "irth of the bony w”3 egititcco.

upptren*ly not unlerstenriig that adoption Was not necessor», the
cougle f lei to 8 got this 5 L3. & court infesti3etion bromiht out the
"tory, on; th: fcxily, v~rv fchrTul of 3;ttin3 into trouble, sent for tie
jirl and returned the bohy to her.

nt are .11 egzent
for monev oeing
uneiule to offs
c F0111 teen Lilo
he larger area

 

 

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f1ice services Eucoxb County and 3C.
Clair CounCy. re wo r 1y 'mooCva, work wiCh unnarried moChers,

rk with children who neCQ p1CC3ctive boaL care referred Cirough
the Court or o the ajencies. She also Sees public relatiois work.

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One worker from the Detroit 0
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Con lusions and Pr3o03313

 

 

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'e1inite need in Igcomb County not orly for a Lranch of the
' ' d ocieCy, LuC also for oCher sociCl Cjencies, esoe-
erg: oi C1113. wel.f3re aod fL¢1l" service.

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moULL l1xe Co Radc Cne H11 wiz1; CanC:C1V3 Lr 0303315:

33-, .- 13‘,» 1 .c‘ 1 ---:..~, 3..~ r" ' .1. ' .‘ ', m2.
Obpluwe e C1336» o1 tne “LCQLQCH Coll 1en's 31d poc133y

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ons1uCICC Lor .CCoLo CoC n»J. 3n0u11 3310 QIQHCQ DC Co-

CCClished, iC should have the iollou 129:

(l) A oralifiei executive bo h in ex: 3'1isx1ce end trCininj.
(2) anvV to five mergers whose training and e p3ritnce shall
rualii‘y than for the pic' C3tent an: surervisicn of chil-
361 in bséfdlfld ncges um” Hootivz nones.
(3) An office secrccary-booxzetpcr t gssunz g nerel 0131ice
menage ent rjsponsifiilitizs.
(3) A receptionist-typist.

(13) Gdb'grniII-S BOG 1f:

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11f h o1 tne Lennc1s, LHrCo yee‘s.
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Tlid .to .L’.'.. -6118.

the brancn 0111 e be lDCCt 23 in L
sub-offices be located in other a12ss of tha county,
ocially in south Taconc, in order to make thC3 avail-
t; of service possible for clients living at some
or ezscxple, one horrer couli
ownsnip, 'enterline, and Urn Dyke with
pione answerin3 serv1
‘ " scxmz otjiar 3:33ncgr in

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By having office hours cert :in days a ween anv by ngiin3
ho1é cells, it would be possible fr" one per on tv rsnder
service to a larger 1mLe of clients if 5%» 011 nfit hav:
to sr231 her t no jrivin; lon3 dis t'nces to re3 n her

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$3TV1CG. Anothc r w rker m1 ht s rvice East U3cro1s,
le, 31d St. Clair Snore es in tlie some wev, wnile a
o Aer could c0v3r the northern and la s-;0tu ted

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as tne county hes been e -n1ned, the tnree g1eeteSL -‘re s of

1 A .v ‘r ”’V -r‘-~ r‘ ‘ra4 .: :«n «14‘ n - 1r
neeu as represent,“ 1n tne odencg's problem hUulu J5 tne _cllcw-
9: ’_'.
13:5.

(l) Procective services for chili: en.

(2) Services for unmarrieu wotner 3 both befor' eand after the
birth of their bibies.

(3) Family service casework.

1..

that the function of this Eu 'W;., a
J, or until the re ca n be the establis'
e Agen y, be a combination family and chi

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(l) Thet the igencr have a qualified familyi IOI?£ r on the
staff who csn offer helo with marital problens, child-
perent iroblens. t‘r‘obls...s of personal emotional disturb-
ance as uell' as help to the unma rr Mei mother.

(?) That the protective services to chilriren be offered mainly
through licensed end carefully supe1vis ed board n; homes.

3; TH t hi agency work Lith the othe1 existing 3 cial agen-

4

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ne county and with county and st tc
to improve local conditions and 0
nt of other eienc1v- to meet the many socie

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’nch be carefully and thou 1tfully or1e niseo,

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a“ b. ’ _r‘ o ' ' fl 0 ’ ‘ I. _- " a, _. J. o
bec he llfl'fllblclly se ll-so111cvenc, out els flab it

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mig c become a model after which other exi. . _ hes
of he Uichigan Children'sggid Stciety nigh cttirn
the'r programs to better meet the needs of he Stece of
Lichiwen.

Hjenoy E;ud3et:

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then, 1t hotle be neces-

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n o11e1 lor soon a DTQICh to L2 es eol
o n order

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sery to e::p 3nd apor oxinetely flfij ,000
to eroluov staff, rent oifice soace , end
Preswrpbl» t1is Iwo ld need to be done o
after the countv had seen the actual wrrk

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agency that the local c011 unity uln be Willing to supporc the
work (the same theory as used Hith Chili Guidince Clinics).

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blivl.‘ JVLL_‘V A (IL/p. D .1323 11-1.L;
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K‘T/ l 1-“?an fliifl‘suggg "" '.'.‘;,Ilv

Lil r ”n' Expense
In orner to cover etpon 323
the

cov2ri no clients where r2
can be no reimbursement for
This is a

ssivice rgnweroo.
V>1y mini mu "

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The ’ohl f0“ the Branch vould no “hat
as far as tne Central Jffice in Dotro
through one following sou3C23 of i4

(l) P “irno by clients for ssrvice r:
(2) u1\ot allocation from the lCCL-

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.ichigan United Fund, mc

201-206 CIVIC OFFICE BUILDING, lANSING 33, MICHIGAN
TELEPHONE IVanhoo 5-9446

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”id 3 ci3ty as to vqgtrcr the program of tn2t agency snouli “2 3112; w

The object in it. Clei: County is to cort2ct citizens 1i“: Jozrs3 f to
-2 what you consider are tn: pro oLlcns f your 2:32 22; how, if 3: ;ll,

You fvnl the icni j2n Children' s Aifl.5oci2ty c2n help to lflCCt tlo33

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boulq r 22 Oucr tnz cncl SCJ dicerzal on 2h2 AlCWLUuH Cnildren's 911

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sepervision of vorrers. Tie je1e1£l Secretary 15 further handicepoen
in his coninistretive c necic’ ly having no de11ned span of coqtrol
so that workers, supervi 130‘s and branch oersonnel reyort direct y to
him.
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the state bo e.rd o1 trustees,a th ou3h the by- leis of the agency
state thet the genera secretary is not to hold thdt position.

Urnncn Txeevtlve

 

q I

“. Five of the ten Branch executives have no graduate training in social

”or? Five had no prior e1:perience in administre.tion. Lack of gren-
uate t ainino one/or previous ediinierretive e"perience places 3
,1 '1 ‘

r
"' .J

prese1t-cay e1- :ecutive at a diso VanceJP in obt 1113 and keeping

t n l st31f or in 1-Joriing Iith other eonmzunity a«jencies whose ex—

ives are fully-1 lif ied. ‘

5. All except two of the ten branch executives are resoonsible for direct
supervision of their staff and for casework with clients. Because of
the many de13.n;s of this position, it is almost i1possihle for the
executive to lienole board int; “orete.tion and public relations, tr-
gethe r with 3<Eginist11t1ve outie sand casewors reSponsi‘ilitie3, and
still give some selblance of co.petent sopervision. Too often it is
the supervision whic d1 suf1eis.

o. Some of the branch executives do not seen to be stare of the relation-
ship of the branch to the state ornlniuetioi, and their st"*f and
board members, as well as the agencies within the local co r

includir 3 the Connunit" Chest have little if an
J a 1

function 01 the Central Cftice and of all phases 0

grail-1'1.

Sunervisorv
4 _..-é

 

7. The so cesevor supervisors in the Sentral (iiice have been given
the titles of diiector and assistant director of children's services.
Th 2y are both hampered by too many re3ponsibilit1es, d1e to tie
combination of the_position of director and of supervisor that either
their admi niSLrative duties or the direct supervision snifer. The
duties of each position are too wide to be hanc 118d eifectively by
one person, regardless of the amount of overtime thft mey be given to

the job.

8. Only two of the
1

he tine of this study had supeM1Jit
In the other or. i

_ Jas handled hv the branch e
and quality of so ervis ion varied from branch to
s d in every branch for

372

Institutional

 

l).

7'! (“f--,‘
(_1Lxuޢ;.

Tne director of Chapin Hall is also the executive of the local branch
of the Nichigan Children's Aid societ /. This combination of functions
which are wioeli different crea es ne.ny orgtlcus that make the separa-
tion of the r anch *ro tne institution desiia'le.

The institution is uncerstaffed. .At the present time there are two
nouse directors, b0th past sixty, a cook, and a ineintenance nan.

There are no provisions for staff ene r3encies or for and consistent
oronral of casework ser'ices for the clients of the institution.

ork

 

The acaflenic qualifications of tie cestvvr ers iflitiin the hichigan
Children's All Society very fro 1 more than tiv 0 years of 3 adtate
tra ning in social nor: to less th ing.
.4. 1 n

= 1

7"

n one fear of college train
0
e

i a
let of tne orancnes are “were 0 the nee-:1 for 3rc -
training, but often the salaries avai123le in the area ar not suf-
ficient to attract fullv-trainel staff.

Every branch and the Central 011‘ ice areas are in ne d of additional
casemor ers. ?or”e“s to do adoptive stueies, to do noarfl1n3 noie
findinj, anl to nor: with unmarried mothers are especially neeoed.

“ 1’3 V . ‘ '\ lo Q v . T. A ._ w‘ ”1 , r; ,~ . 1 1v >-
In oreer to really give state-“1;: Cgvefuvfi tlis agencv should 1eve

T4- m .1.

o? casevorzers. «t has, at present, in all branches and the Central
Cffice area only 3L case"or :ers. The minir :um numbei of caseior Hf
needed inneicatelyi 1n the Central Cffice are: .3, in St. Joseph and
Traverse City, is ten. Baronette and Pontiac together need four.
Eithin the next year Ann.Arbor sl'iould have two, azie Flint, Eattle
Creek, fialamazoo and Jackson should each add one.

111:: on" Hi 110:7: — s““

 

 

:0

It is reconnendec t a.t the administrative organization of the Central
Office be enlarg en a.n re-arranged to incluee four d_epartnent heads,
one assistant in puolic rela ti01s, and Uiree casewor* SLPCFVlSOTS.
This would nean the addition of four positions and a re-definition of

r‘ ..1. 0

job responsibility for two e1esent p031cions.

It is re connenlei that the position of general secretary be more
cle early defined as to cuisies in order that he may devote more time
to that are norna ll 3* considered the out ies of an ex-ec11tive.

It is rPCWnJeLdeo that the span .of control he clear-y 5_efint: d in
order that the number of ;) ersons reporting directly to the general

 

 

secretury c»e ie duce to include only heads of units in order that he
nay devste more time to exle cutive and hen geii?l phes/s of,the agency.

1. It is recortended t11at the general sec3eta1y not serve in the capacity
of u recording secretary to the boa1d of trust es or in anv other
office of the board, and that: ne not be burdened 11 ith teJ :ing minutes
at board meetings or con “i tee nestinws.

Er"nch Ecec tive

S. It is 5:7;7rcn11d that no future branch eLecutive be sqoloved wuo
hes less than two fears of graduate profe ionel treininr and five
ye rs o; exper ience in child welfare.

.

b. It is reco ended that the executixcs strengthen their Sgencies by
the addition of a casework supervisor in those branches where there
are two or here caseuo hers.

7. It is reconxend ed lthat each ex ccutive ndie a olgnncd effort to 1D
prcve the progra1 o: puolic relatiOns.

S. It is recommended that ecch executive intc:pret to his staff and
board the netu1e of the state-wide organi i’ation and the branch re-
lationship to the Central CHfice It is a so recommended that the
executives work more 1y with their boards around the interpreta-

close
gran so that board memb
oft l1e Tar—1,1cnu.

tion of total agency}
with more than one phaseo

7w

;L

Str1e1WIisC1
M

 

 

eis are acquainted

9. It is TQCOII“€ ended thE.t the duties of direct supervision of markers
in the Central Cefice be seper'a .ted from the duties of the director
and the assistn nt director of children's services. It is furthe
reconnended that a casewoic SLroervi; or be add Led to the staff to
give direct supervision to field repies enta .tivm .

Institutional

lJ. It is reconmcnuel that the Chepin Fall Ht ff includea trainer case-
worzer. It is further recozm ended that a follow—up service le of-
1ered for all girls who hevr been in Ch up 1n Hall, and that this be
a joint project between the instituti n and the various branches of
the hichigen CI llrer's .1f Society.

ll. It is re‘n‘uendC1 that the staffs of the institution Chap in Hall
and the staff of the Southwestern Branch of the Tic chigan Lullu‘“h"
Aid Society be separated.

C21- error '

12. It is reC1rmended that the agency have at least one ca seuor er wit:
two veers of grafiuctc social Hoik training in euc- of the tc c1-nches

l.

O

‘. ,. .C" .. 5.— _‘1 ' 5"“ - _"nwfin ‘ I- ‘ I'M—a 4..v‘~~_., w .‘L'._ «A -. ' ,- .7

1413-1. t1]; -5. 1V3 C'JiL-I .Cl 1. '3- _L ).C C. 111111.1‘ l C Di) o -,'. :1 (41f -. 21‘s 7.11 1.5.). 1. {.3 :1 tin-x... 1n-

. I‘; ‘1 - I f‘ I 4 1" " 0L~‘ ‘t- K . ’-~ -~1‘\.-~ ‘-'1- ‘30 . >!_-‘ .,L L: _.‘- .‘o 11

1:1,} o: 01. -.. n 3 '41 '1 u xi CD1} T L 31 C111; LIV-1‘ .1.. s. Lani; 13’} Lil'.‘.\.; C113,! :1 l _ 1.

ts‘0 clr~so~ :» nmv: o~c:sl row“ vs ”“Cwva?” ~Nq1 4 to 6--
K..~-L‘£J L.~.1;_)\.Q .LLI 1:74.01. 3.L1:LL,€ QL.’ 31.-» 1' .L .1. 1.0 Cue/L31... 4. 1.2.11. .Jll 1.1-- .v‘, .

“‘11‘3'”) 'o'r‘ 1 )C r‘ tr“ r‘N‘Y") ”' H *‘rLi t}\.0 T‘ ‘"." .fi"! \ 11 '1‘

i“ ed .,L 1‘14-L it...) WLn. CL -3. g. C.,”..Lta 9-1 ‘ LC'L '1.) Jls~1111 1, CH1] 1;.

is reconnended that ten additional ca seqorx oositions be added as
lows: Central Office, five; St. Joseph, two; and e ‘

 

"‘ ...- --\ ‘f‘ - j” ; -- rt ~- -:- ‘ 1',‘*.‘_“ 5‘13 (3: 1. 1‘, , i'r"? fj‘ :"~
I‘ l-‘. _l J ,..I T ‘) - ‘./| ‘ .‘J "1 ‘J \ ‘ \ 1. r3 ‘1— - vfl‘ ’* 1 _t.\l
’5‘“ ic‘tO; (“V '1""‘\" m 4‘ 7‘ ""2 ' 1 ’.‘ ‘ ‘- r1 7“ 'M' "~ " t L h“ C‘ ° "9 -"‘
The- e is no cons- ens, Luun; c1e various b1- cues as 3 t e sist 01
r‘ 1" ‘ . u‘ ' r"' r (‘ ’7' [“1 . ‘ ‘ ‘1 "' ,-‘ ‘1.". ‘r‘ I ""‘.”""‘1." h V 1
Laselodds or sise of s.s11 1nere is need for ns1e local stih, one
- ~ ~ ,w‘ . ’\ < .. -‘ J“ J- '\ \ * x . v r 1 'L r‘ N : V 1 '- J- r, a (— .- 1 ' . m
MJTC CUOfdlflutl‘n 01 one b1~ wch s n orcer to a1ve LG‘oCl se1V1ces

' .. . . «1- .L-‘.
in cert ain aiees of tne state.

J fir\'\:'-“iffi'\ TEV? ("‘--"|1..‘0DT\“\1" {NF 7-:7':>‘..‘..' :r‘ ‘
- 1 It, I. ‘1. -.z. L11 ~ "’ \2U1 1 45‘L*\J"-‘-=J \.‘. UL .3.» :14...-

 

recommended that more study be given to the prOportion o
0 ds, and that some of the 8 ill branMC1es be enlarged
' ddition of rained pe rscinne

(0 (9
CD
(.1.
..1.
(I
3
(.‘J
('0
m
(1‘
:LA

- r-\ ‘|
a1.r«Ts-
v~~4ttka "J

 

{icT‘i n Child: 1s' 2111...;

4

r. 1.
u L;
l \ 1 M " L 1‘ * ”>1“ ) 1‘ t, ' *1 \ .‘. . N 0 .
(18.0“). .1L2 1.118 p boonb 1111.6 bulo .33.
a 1
l

o

of low salaries a1d 6large case r t” u—

ation has been irpi oved in sons bra.nch s, but there is still a w de
3

3ria nce 1101 one branch to another as to the JlJrV scale that
paid. The executive in sore instances is paid on a par sith a case-
wo her in another communitJ. The low salary scale has bee; a factor
ta ff turnove >r. The agency is in no pos1ci *
her a3 encies for trained and/or excerien ed worLers. s
ially true in the Centrsil Office districts, St. Joseoh, Traverse
I and Hurquette where a higher 5a- dry would help to attract
"C

rained and more experiencedmta1-.

la.)

_T-‘tqt A-.—.-_‘~~
V -.

_q ..1-...... (_..;s - 1‘ \Th‘ ...
z ‘t I ) .1. 1 H1 1 | r x, 1 - —1/ o.‘
-21li x -.1 ‘ - J1 . L I ~1)\ .3 _ \.- ‘L 3.. L4. .'\3

 

It is reconne1ded that the ovei-all salar'es be rnised, an? that
there be more unif Mr 1ity t.roughout the organization so that branc1cs
are ntt cozpeting with ea ch other or with other local agencies.

fir-mT7T“.“ rim ““."\'.' xx 7‘1“
.‘ . t 1 , ‘
'L J-i~LJ‘.J_LU\js..) - K/ ‘stL’-! L-!~~/\..)

 

Tany of the workers of the Hichigen Children's Aid 5oC1ety have case-

loads of such size that adequate Service to clientele is irpossible.

13-\ V «.1- L. ‘\/I ‘ Ur- 4"“. ~ I" V 1 4 ‘.~‘ . I"
CoeAltl wlefl tne 1:1,e caseloae, lS COVdLQuC 01 Leo lrpnlCul area

‘F‘ '1‘ .. a .l" q . 4" ‘(‘.‘ ' K r ’- —,r\ ' ' fl
olten 01 seen Sioe tr1t it 18 not poesiwle to give e< 1v te ~ vi(
to all sections.

 

T" . ~‘ ‘1 ‘ -\, "r f ’71 ‘- 4' . ,fi' , P V '7‘, \r' (‘ —-‘
1e 18 1econueneen that tnere Le a eereiul evalu3tion 0:5 ces‘loeus
1
O

througn et the Iiehijan Children's Aid Society as to:
\ ’7 r1 ,.- “

(3; not cuses ale egunten; and

(b) Then client ene ervice becomes a case.

It is reco.r1nenfled tHCQ the Cen'rel Office listricts
Pliilnsm’kl .1.) 811(ktile 3 .J i. a A 'Pifi
no worke has to travel noie tr

’1"

irev

ts" .- L r- . s r .

11n 11_ty nil s to se a lien .
“1'7"“ >r*~" -n *1
F ‘ “ J11"‘..Q - ' T L _‘1

 

 

r- “
€1.90.

0

A Hall has no delinite intaje po
e l‘h s

3*:

a _V' o .
1 l )
" .'\ r! r‘ A L 4‘ ‘ . f2; v‘A v ' I" ‘ ' q . I . " [3" ‘- '1
case a 191 to tne JUu}n'flC 01 the CASCLthQ. 1 as createu
n as re1e3ring agenc1es oo not 1no: F550 31n<s oi problens
l ‘ ‘

ihere is need for more study of chiloren before they are renoved
f 1eir own how es to deteimine wheche er the preposeu pl&n of care
531 I‘ CliC C lili 0

jvpar'a . -‘~ — fi~~r - Inn—.— fi‘.’ — ~"r1"‘]".""
.-y. :1: I J I I A ~ - - 1 \H
J.\.J~.J I-» -l-- 5.1... [A'~.,) . - A‘. .-.,

 

(T)

It is recommended that the agency take steps to rieet its weazn s
in the area of intake eno to introduce better diagnostic study 0.
chilfiren. (Bef01 e c lil<mr - are renoved from their own homes,
the need for placement; Low he egenev or n b meet t1 eir needs;

es
as well 33 he needs of the natural per m.)

“

It is reco1mzendeo that a clear—cut intake policy be providrd for

Chopin Hell.

1“ P‘“\"‘"r"‘-£ -’-l"“'7i‘\"” -‘ 1x‘vr-v- {\‘fir‘

1 I " - . . '. ‘-
. .--4—J-_A-‘JV.J \;_.._,_,, -,.\.4-. 1. _)-.1J_._\_/_/.>

 

General

 

p“*siccl care given chilclren unoe r tne care of the Ti h
ldren's 3.iu Society is of the fine t. The cue ity o;

h c
c

*e‘s iiom'worker to worker but i ‘“ally good consice

f T

c

1

('1)

H.

r‘;) H. f—‘o
F7;

(rm

1 1
22 o* the caseloads and tie BJDLH staff bsrnever.
the agency are dedicated to their wtrh and ne1e a cons
t to make up for shortage of stuff by overtime.

“no m

01"

m

h(3r1v1+imr)

-

fi

)-

\L)
‘1
()1

I‘Io 33.2.1ch working wit the kinds of iotion *1 pr roLleL-zs the are
hdncfl ml by the 11c1i); Cl1ildren' s Aid Society should be without
osvcnolo31cdl and p c ’ e a

s; l1atric con: Ultation. Th1s a 3ency ne. is
consulti13 psgchietri t Mb 0 c3.n be eve11able to work Jith staff and

to see certain clie1ts

p

 

K

The lichi3en Chil ren' s Aid Socile plated 217 ch ildre n 1or adoption
c

in 1935. Lbst of these childien were babies and mere ple er3 in
counties other than the residence of their mothers. Preliminary
matching of child to the adoptive hone is done by the Cent‘al Office.
The reds on for this stete- ide adoptive placement is (1)1 ider se-
lection 01‘ available hornes and (2) less possibility of the identity
of the child bein3 known. lner e is need for such a state-wide pro-
3ran in lichi3an in all ex pt the larger metropolitan areas such

as DGtrOlt, ‘Jl «LI-Ii {LCrp lCiS 6.11:3].th-

The a3encr has a large bacslog of adoptive :oplications on file that
have not been orocessed due to lac: of stafl .

1a it t1 we IJith the pro-
t.of the bra n(y1e s a
s The Central e

S

e . C
hanclles the fin;l HPTOVQI of an amortive aoplic nt a 1d does t
f P

,_. 'L
an 118
preliminary natchin3 01 the child with the adoltive enily. er
of the backlog of adoptive applications is due to then nee ed ior more

J. O

adopt1ve workers.

Boardin3 Care

 

LAJ

\O

0 branches have reco;3 .ized the 'rportance ofa constant
rooren 01 in- ~service trLinin3 01 boarding parents, alt1ou1n mo
chesh nave some type 01 an annual 3et——to13ether of the

ts such as a tee, dinner or picnic.

ne .1cnindn Chiloren' s Aid Eocie ty gave bozrdi 1n3 ca 1e in 19;; to
,035 Children who ran3ed iron nedborn in1ants to pas the age of
7. Eeny of these children were born out of wedloc; or were in
rclin1 homes bece use their par nts Lere divorced or separ8.ted.
t of tne children in boertling cere were returned to their OJH
p ents after a few months. A few were released for adeption.
Some of he children had bee n in care for e few weeks, others had
been in care 1or years

l3. There were hi? lice erl boer6ing homes used by the hichinen Ciildren's
Aid society in 199 l e renge of tine these homes had teen affilia-
ted with the agency was from a few weeks to over thirty-five years,
View the average L ing ”ive years and eight months. Corisiueiin 1 the
low 1Lte of ‘ g e ‘ni the freruent tiirnover of case-

Voi‘zer s, tjie otzitr
truly out sta ndin

by bgardinu parents to this agency is

l]. The everoge boere rote paid by the Kichigtn Children's Aid Society
in lSjS c3ipered to t natioiel average bosriini rete of l? e. The
low rate of pry V; '1ng t3 beerdinj oerents an:l ces o factor
iri t1;e :13éro j_31‘ a“;

F (’1
y—a.

I“

have additional neecs for n re boardinv homes
“ a e i ionellr-l

° 3-1 1AA.
lo Curve-11
so n: ed stuW

\‘ . I“ ‘ ‘ Q r 3‘ x ' 1 ’ 1‘.1 ‘ 1
snil ion, uhOLCQLCHCL, enu c3l01eu chiiai n. J
homes to olqce cni dren on an tne31ency eesis.

 

13. The Iichige; Chilcren's Aid Society gave help in 1955 to 633 unner—
ried mothers which represents nine percent of the illC‘ltlJLt births
in lichigon for that year. thy of these unm1rrietl mothers Vere of
hiuh school age, some were older wonen, eno arouni six percent were

meriied women. The help they wanted from tlie agency included medical

plAnn ing} meter rnity core planning , 1in3ncial help, odootive plsnni

‘
0

end b04111 in; core ior the child.

1;. An aoency like the Lichigsn Ciillre 's.1id Society thich works with
unmarried mothers needs a fune ior the iJUIPOSQ of me*in5 “rents and
loans to those mothers Vho needl 1elp th medical enyenses, or for

011er1ng free boarding cure for the bebies.

1

' ‘L‘r ‘ vy: - e 1*
to 01 1er stLte- Vioe seivice.

l}. The institution’ Chapin loll locsted in st. Joseph is the only non-
secterian grouo c: re feci lity 101 ado CSCCJt girls in Richigsn. It
is inedequete botne ouentitetively and cialitetively to meet the neeis
and should have an eX13nsion of progreu. There is need for oldi-
tional lige institutions in other parts of the stats.

lo. The institution C 'pin hell is under the directi3n of e locel bosrd
which is 3 Su the board of ee soutlrwec tern Branch of the Michigan
Children's iii Society. .nle‘ur31 loo; l lewif sntetion is nece"sary,
the institution needs to ‘e unuer the :lire ction of the state bosro

t is

m “ ' Aw " '1 \ -"1 I 'N ’1‘1-"‘- . 7 -‘ I —~, ~ ,\ "“" F‘ A 3 . d A '
l7. lhe cesehora s21V1ces o: endoin Hell ere Very weu1. Lhere 13 need

"'1‘ ‘V‘ " fl: 3 ' '3 A“ ‘ ‘ A r . '\ r‘ “A ‘1 . r“ . ‘~ ‘ . I _fi‘ ‘\

1or more guejlutb fiepe1r1tion 01 tne giils ior tne institution, 1o1

 

13. Tne‘e is no way of -1nowin3 the amount 1 proteCtive se'
' 41 3

1
bv the Iichi3an Chiloren

 

 

f‘
3 8 -id OClef in 1935. This is L cause
L1 ~fl‘ 0“ :10 '41—. g L , .
tneie 1s no clear-cut delinition of Inat constitutes proteCtive serv-
ices; there is dif:erence of ooifiion a.3nc the staff as to ihetn3
such an agency can offer protective services; and the statistic 1
count and f3ct eet used by the Iiclig an Children's hid Society in
1955 didi not give an accurate picture 3f brief 3 rvice cases or serv-
ices to chilciren outsi 1de of boarfling homes.
RECCMETIiEZTICiEZ- nlfiififfii SZMV:CZ”
<33neral
1. It is recommended that the agency obtain psychological and psychiatric

consultation services.

2. It is iecz11 nled t 'et more casework s wr ice be
parents, and if tn e’y hav ve pei sonal problers
to sources of he lp

 

..

conti.ued.

‘ is recommended that six adoptive workers Le add
ff.

5. it is f9001F€1u€Q tout eacn branch en& the Cen33al

33c:logo ‘ :locti ve aoolications on file and elini

o. It is recommended tna a study be made of tiie proo
applications to children available for idxttvon.
1‘

are hicn, limit intake.

Given to natural

C‘
8»)
th at th y be reierrea

is recommended t}? at the state-Uiae adoptive placemezt of children

e review the
hose no

II)

91
w‘k.
a)
(+0

ortion of aoo fi3tive
If tne proportic

7. It is recommended tiv at the Central Office method of matching the
adoptive child to the home be evaluated.

0 o a I 4 ° “ ‘ ~ 5‘...“

o. It 13 recommenned tnat all adoptive stuc1es be stuiiec.

9. c is TBCJ)‘ neircu t t SOuC Lanies be 01: “““ in txe county of birth
if this is a more populated area.

1‘»).

5

. l " ‘ y r '1 fV w 7 ..., ‘ .— "1 fl ‘ , - ‘fl " ‘
It 15 TLCULLCHWCJ the t tne eneqc JLLQ e con certeo :folt to place
'1 .~. 1 ‘ . 1 1 ‘ ~- ~/fi .- - V -. - r} 1 O . , . 1‘ y‘ ,‘ ‘ _ fl -‘ r "l .
no:e olner cn11n1en, an3 of Jhom Jze 11V1n3 1n tne agency's bOalenj

1. ”H "W‘ " '- ‘J‘r‘ . r~ ‘ ’. . . . ‘3;- t. r~ -. 1 : d 4 .- rx .- ‘ "I
rGCUHmQMQBd tJJt tne egency not into prac,1ce 1ts p“JJoseL plnn
1' . "‘1 ‘fi ‘ ’ ‘\ ‘ "' x RJ- ’ ‘4“ 7“ 1" ~- " .
1V6 palent to sneze tne cage 01 afiugblon.
"

.‘P‘L . "4 f 4- 1 '" r‘v ’\ V ,t 1 9 ‘ c‘ I 3 , “-4 *‘ :0‘ -i- 4 _r 'V ,
1c 1s reconm JW113J tnLt tne egenc; Jeweloo mo1e LcngJce JOLloJ-uo
sch1ce.

It is reco1mended that t
every child 1n boardi
plans for the luoure.

 

It i‘ rczconnendedt nit the board rate be periodic al1y revisefi in
TV branC1 to rm eet the current cost oi living.

bi

amended tnat the agen CV solicit the oar11n3 parents' help

o
’ort to determine wh"t tne board rate sno uld include.

3 recori: ended th.t a planned program 0" in-service training for
brardi1n3 pzicnts be introduced tnMr3131out tne tota l or3a1ization.
ecommended that recru_tnent for new homes be continuouslv
ted, especially £0“ 1? ilnts, adolescents a 1 other nerd—co-

r—Jo

1t is recommended that each branch recruit at lert one b1LoJ1n
home tnzt is able and willinj to acce ept, 1J1t11 t r ‘
sarv, the child who u st be placeJ on an ene

 

1

is recommended that more c; the ungarrien
e n f V

- . ' e L.» 1' r‘ 1 C v- r? ",« "P/ r r44 .H '\ J" J"
It 18 recommended cnat tn upen 3 olger c'seerJ se ViceJ to c1c
, 0.11-1 M
clleged lecnel.

.-Q » . y’y‘lr-x ‘1“ '\ f fl .. I Ir a 4 .,‘ a 'f . » 1 ‘1. r, a C‘
1c lo reconmezyJed tna.t tne a3ency IJ e use 01 ooer1n3 flOmoo 1Jr
unmarrieJ mytners.

L ‘o (i y “ r , ‘ .r . .mx, —. V . 5‘ F“: .L . T A .f‘
at rclez Jb oe cn1en 1n ono CQSQQ oaorcl3 alter

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1c 1s rcColloniei tnet tne L1CJ11Jn «11lJren' n11 JOLlGCJ nJve an

‘ ‘ “ r fl r;—*\ 4f" 1 ! ‘ ‘ r ' -I\"' 'z" ’\ ~‘ 1 4‘ \ V ‘ ‘ 1"“
UIII.LJI‘I‘113J‘OJ‘.1 lund l:- ‘52 QFI‘QLLJII T2 llj‘vi’lb «INC [11:80.5 LU? UTLs—i-ICS ’ldam)
r ~ . 1'\ "( "" ’n‘, . (‘ . "J— :- ~\ ,— .‘ r "_ V? ‘ ~ ’3‘ 1L
gnu free o0J111n3 Cafe. lnls W111 code cocrog11nglJ 1lbo.JJ per cli e 1c.

 

[Q
-3

' . 3'" r . av- \ <~'\’ y " 1‘ ‘. - ’ ‘ 4' . «A fl ...! '-
17:; 13 I‘QCJL-.C-1\2 13d thQC til 8 JIQ' 1.2211 L11222) 1.] I 1]. 12112 CODplnlngJ' tl1;;L
l )
-v_ 2 2 2‘ ,3, ,2. , 1.12,. 2.1,.) \1..1- ' 1“ - ,x, 2 2,1,1- -',, -
1U 92 e<a.n122, uni 2u2t tn2 e2c1cl1cu22nt 01 at ledst one 22 1t1andl
€17c} 1. .«t . 4-. J‘- : . n " h +_4 i(’.‘fl r\ Ar‘ )P'} ~ "T" J- .,j fl 1‘ fit , 3 4‘1 ‘4‘ ‘p‘ - ‘r‘ .\*‘1 (A‘ . /)f:
22H“ , l 232 l vdblon 1-2 C1.;O 1-221. .. L J; 1x, QL’C- 1., L8 .1. 111 Lz'Lb .JL/tlJleo

4— ' ,2. r, 2.- . 2 .— 1. 2 ° .2 _,‘- _ 2 .2 ., - .2 ~ ., ' ...
c 12 rccruaendel tu2c “ll Dcl1c¢ uHJ p10912“ U1 tn2 lflat
t c l t

12y 01 tne state 2 ur2 o

the LuLpln Hcll staff carry scharete resumn51-
° w. — . ' -(~.\ -1 (.-2 1 2.1.2 .-
1c2 2r32 tnose 01 tze Db. Jo2esn Dr;nc1 22uf1.

31m Hell 1? mcl1€ e a
housemothers, a CO

C"

$.12

O

9

(9

C

F.

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{.3

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'2 . .1 ,3 4.2224. 1, nx‘.‘ -.
c 12 fiCUmJBHu 2 pflac tne st 11 o
i
1

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2
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.3

. -n." .““]“r) (‘4'3‘1 +1 " J“1"") ‘1‘." O 1.73% “ 115"“ 2‘ '5‘ 1 3 ‘Is~fif"7‘.L
.LK.)C\ .23.,nc1pi-.. 2,172.. mm, C1.L3\ 13 11 .MIV 11-12c110c1 OJ. 11E, ‘v2.11\‘2_lb

on war: closer

(‘3
Ho
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H.
(‘f‘
(S
0‘
Ho

=c2412ndel th2t the br2nches and th

 

1 \~ n‘ J- 1—\ I x -q -\ p, —\ ‘ ,-- '1 .0 1’ ~ . 1‘ . r- ‘1- . ’11 ‘ . a '. .
12ny 01 buC c222 1cCcrs2 c1 tne 21 21 an C21llzeq'2 21
to ‘2 more on“

mn cessarily long and inVclvc2 an Cd c 2
They Often are L ckinj also in any stated long tern plan for the
child. Some of the Mo r12rs seem to have diffi culg in an"in3 U22t
and how to recor and in keep n3 records CHrrent. JCase rccorcs are
2 .f“ .t

1
tools of treLtgent and mus 28 short, €XpliClt guic2s

) 4'7". WT .‘1 ’\. 1.‘ ("f‘I"-‘1_I)}‘v:
A\:p\/!~ A 1.4.4-1-}-X L dug/L") - J.\.AI./‘~.-/‘-V‘A~..'.J‘

J

 

- .r‘ r'w~"'\v-\ ‘ 2 " n in, ' Ir» " . “rul- "

It 12 recs222u2ec mat tue tOth 013in Zutlun 2rr1ve ac 1

1 cu tne purpose of rccordl mee>1nq anu tn»

:,\ (rd 4 ,3 .
222222t leccr2

c l
1H3 plays 1n uroububhb in OFCBF thct morgers will
have a more professional acceptLHCC 01 uictatlon.

*—

T'L‘ . r -- -‘\r n”:, ’4 ,,\ 4. 1 ‘3 </ ‘rq\u v\ VA 'C‘ “ -- ’fi L .v , J‘: 1‘
22 1s recon2211 the It cleed bLJ 22 be re cw d 2102 20c1v2 11122
v-I-J 4 4-\ r‘ :‘ ~ «Af\ -, .' f!‘ . 2' r“. P‘ ,1 rs ~ 7‘ q ‘ f J- ‘
a 111 3.19. r )1. Cl (1. J or 1 .01. o J'EQI‘Q} DC). CUE-1:11:31 JCL. L111 Cards <— H 1 L318
St

 

The Richigan ‘1lllrcr's Aid Soc 3 need for bette 1 public rel
tions all thro13h thv orqanigation. The od1:lic relations Cepurtnent
of the Central Offi e expanced to offer services not oan

’7
L;
. v'-- r— ‘ h ‘ J- r‘ , . p-. . \. r
to tne Cenc12l cl 2r2a? sup also tne v2r13us -:21Cnes.

:V)1\(\.-‘\|1 r fiwr:\.r “Ji: ‘ _ ‘1}.71 y >,‘ ., 3‘
lkLy /‘-;.J L/-.t..' -L 13 .. ‘J'J'JHJ -L 4.1.; L4.-- J44.)

 

1. It is recoxnenaej that tneo pzo 3r2” of public relations in th2 C2:1tra.l
Lifice be increused in si:e in orgier to m2et the pu13lic relations
ne2ls of the branch2s 15 well a the Central mlf‘i ar as.

2. It is lpCOmmCHJCd that the state bosrd of trustees and 2V2 r3r brancii
board have a committee on public relations.

A

3. It is recommended that the public relations 22 C‘rtment be res oons ible
for s2tti u13 up a speakers bureau.

 

 

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l. 1ne btfltral u. s not cen1ull .ocaced f r

2. ”he 01 fice facilities of th Centre 01f ice are inadequate for needs
of staff and clients in terms of privacy, space, equipment anl of
general surroundings.

3. inch of the branch office facilities are very liniteo. lne equip-

ment is out-dated.

 

4. The 011122 01 the 322thwest1: 1n Branch of the iichigan Children's Aid
Society is located in Chapin Hall, the institution for adolescent
girls in it. JO 382}3h. This onbination of o1fice and staif creates
problems of interrgption and confusion which inuicate the need for
setaration.

E. The buildin3 Chapin Hall, which was built in l? g, has been badlv
in n 2d of major repairs for years, partly because of faulty con

2
truction and partly be ause of the lack of any consistent mzeep
scram. In the process of this study a board committee of the
ciiran Children's .112 Soci2t3 has been active in obtaining iepair
-sc estiM1 tes and in raisin3v money for repairs.

6. The construction of the building Chapin Hall is such that
considerable 11'asted space throughout the building (plus sun 2223s
at each end of the tliird 1;loor wb ich are with211t any practical use)
which could be used and 2Xpannei to give needed accitional spac
This added spec is 22223 not only for girls but also for Stif
who must live witliin the institution. At present the staff menoers
have no provision for iving quai ter except f<Jr sleepin3 rions.

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Etch ranch should be governeti by a local bo1d of trustees unuer the
6 rec on of the s,ate board of dir ctors itn any nucionul -

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e1V1ng tne total agent; enrougn tne
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ol lo d1 CLNAMHLT; ohOulu.Vul&, tuith pe1311L11on o1 inwz qtgbe sserc 1
nirec 033, according to tne --ot-c oi loC'; l sunport eni neeu.

,7. 1‘, c‘ J...“
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t th counties and
onal oifices in Lt

bA L “I

r expansion cal 13 for

The suggested flan fo ( )
'y Dr':MC1es to inclu Ce at lees
t e i

'oresent one~ca
( ) the eswblimumfi of *1“ ‘4 branches and r—
11m17 M‘V lo 38d Cress of the state.

1n

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The sudwested eXpancion should take place over a ten-year eriod ani
should 1n its entirety call for the aodition 01 six e:1ecuti ives, four-
teen supervisors, an institution directoi, :orty-nine esseworkers,

: pillic relftions person anr thirty- four clerical ' 3r1ers and one
:1o1u5e.i3t£ie ‘.

 

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1118 tXDst. ) 1 nine citxi 01 i;11e 1;1
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1:12) 4 ICE-LL 0.11 1;1(.lU-€ if, UL )U: ' "1 ,L:J‘JL_ . :l J Oi L’JL14C1—1
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frow co 1“un;t/ caest s, twelve perc nt 1r
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’ T, -‘ "“ r L If" r\. . v " -1 '4,“ ~ , a“ ,‘V A v 4 ,‘~1_\ ‘ rs. 1
tao pelcenc iron ounuutions uiu lour p2 cent :ron oalus oi sa>c1-
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IllCH 1 cy percent was sgent on olrect :-rw1ces to Criluren, ior —

J- " ".t-r“ \ ' [’1 .11" 1, ‘\ vfi-L 1 a: N \“ /| a
fU .l~ gJGI‘Cent on SC'-1."-«-.L1CCS ant; 51.x “V131. C8111, on DUDLHCSQ BJJCTLCQ.

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1e Central t111ce had an incone o; silo,m*2.oS and expenses of
/

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T113 intone 15 only sli,htly more then tie lEEl luCUlk 01 ,il),l9;.v;
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(no 13 slow ne 11n1niu Luu;cc nee ed to mu1nt11n even L12 tresent

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’Tne 111H1;RL1 E'U:]€o (Xi anicnt'tne C,zntral xiilirxe 01 the Ln_encj (Lin
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euist 1s ‘2ot,4c2.oo and that allozw CleRL 1or eupension.

c1 13 reconne ded 1

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7‘13 ;‘:c11 1 Javier, Lul o . .
lour superV1sors, ten casewori>rs Ene 31x

the exp rm ion of s
clerical worzers is 9331

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oo‘ie y. From that tine on he eevoted his life to rescuino aobnicned

children from the streets of the Jorld's Crgest city. Cor vinced that

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receive th:n.l

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There is no May of knowing how nCnv of these "homeless weifs”
"ouns their way into LiciigCJ, Illinois, and Ohio, but it has been esti-
UCted tnCt the figure was in the ten of thous n's and it brought forth
both praise and hitter criticism. Th1 jrCise came meinly from New Yer;
City where it was cited tth arrests for juvenile delinquency droooed
nsrxefly. The chorus of protests of this system of child placement CCn
nCinly iron the areas receiving children. Ce Jponent3 to this idea chinec
tntt the childrzn heie du~ped without solicituc? e fC r their real uelSCre
Cnci tth filfi’lCl‘S us ed the ch iltiren as leves. The3r went on to s33r t3 Ct
if 313 Earner wished to be honest CD!“ to treCt the chilrrcn decently, he
I Jin; th.y presentei such be: :vior problenis that it CCs too difficult to
handle them without supervision or help fr on an CQency.2

Io other Cheney. Cct emote“ d to place ch ciren on S1ich a HICG scale
. ‘ ‘ Snidb ociet y under Charles Brace. In 1383
Dr. F. TL aregg of ChicCJo inCugurCted C plan of children's home soci-
es which he planned to ex~tend throughout the countrv. His idea was
the a society in each state, its boCrfls of trus ees to b mane o
noun rs of Evangelical Churches with advisory boards covering

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eCch locality with local representation ”with so complete an oruaqucCiun
that a Ciflill cannot be hurt or Cbiisel- Ni hout it being known.” The agency
was to be prinerily a means 01 plCcencnt for leoenJcnc ans nejlected cnil-
dren find was to include an institution or re cention and exzu :inCtion of
the children who came into its ca: e before tie place Lent.

 

Uri Cnc Introduction to the Field," Heroert Hewitt
ooh Compeiy, Rem York, p. 192,

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L”Trenns 1n sociCl uOIx,” rrCni J. Diuno, Coiuv~iC University
, Hem York, pp. Se-oQ.

I

27 J

.aboou the sane time the chil6r2n's home seeieties were gettin3
i6 Vanirs6ale, elso in Chic23o, become convinced

n3 homes :or onnrre6“ of New York's chil6‘en,
V2 its homes for tie chil} ren of Chl”"“0 who needed
at good honz-es could b2 previ62i C hil: Lren
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acccroince vith the state law U73 to be licensed annuall" to recei to
care for, 261 to 12‘1wn2ntly pl2ce 6ependent childien. gr. 2123 Bsrlou
v2s the first state sui'1-nt2hheht.

The only ot12r provision at this time; for 62p2n6ent child re:n in
{Echi326 was the State School at ColdJa tei which 22.3 created in 167l for
the purpfise of Oerring temporary care to 62 p2 nt childre betvocn the
2623 of h 266 lo so thev would no lonLer nee6 toe oe house 6 in alms houses.2

Lich5326'3 first welf2re 12‘: were incorportte” in the Northrcst
Territory Laws in l79o 2nd provided twat local ju"tiocs were to "pooint
three overseers of the loor. ”But—door elief” as ossist2hce to iahilies

their own hOW2s nos called, was available but the stri1n3ehcy 0; those

 

lStrOJp, p. 133.
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uni continue the returninq 1 tne chilircn to tncir orn how as soon as
the situation there had Sii_ici:ntly inproved. Hoocvti, there were elvays
2: ceiix in furioer 31‘ 11 J1 filo coulxiiuit be 1w3'urrie‘b3 their‘crui noun“;
anfl these were placed on u f‘ee or adoptive besis.

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nucleus of irf01ficd public Opinion.

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3 c agency funds resulted in abroa<ier program for those not. 3 who
desired a option eluceneit than :ould have 1; een pos sible if etch ”gency

had continued to a t 1noeo°neen1 ‘ In doing so, the co rrun ty Jiscturaged
indepe1de11t 8.3:? unotc13r1re ple censnt For the unn‘rr ied notlier, t1; use
oi publicc funds :or in: nt b‘“r’1“ care prior to adoption release; her
from lizen al reseo101 i ity at a time when she was least able to efforf
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The Lansing Ersncn Yes orga iced in 1919 to assist the Family Serv—
ice lficncy then knm In as toe Assoc Coed Cherities. Prior to this tine tn
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et" was or33nized.

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fire tne feni y agency gas reorgeiized onJer tne name of the social Service

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”eefied, it is refer32d to toe Hichi an Children‘s #16 Society-~no rotter
to uhon the first application is made. Cases at first cored for by the
Lorene are frextently referreo later to Iicnigrn Chilfiren's Lid SOClCtj
if a situation uhich at first appears to be tenporery tirns out to be
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reierral 0

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19?} after the State headquarters for the nichig. :n o11l1ren's
Aid Society had moved to Lansine the state Ulrice enterei into a three—year

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