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Hardy, James M., Ed; Shultz, James, Ed.Perspectives for Social Relevance in Long-RangePlanning.National Board of Young Men's Christian Associations,New York, N.Y. Research and Development Div.7363p.Research & Development, National Council of YMCA's,291 Broadway, New York, N.Y. 10007, ($1.00 per copy;12 copies for $10.00 Paperbound)

EDRS PRICE MF-$0.65 HC-$3.29DESCRIPTORS Agency Role; Community Development; Guidelines;

Interviews; *Objectives; Operations Research;Planning; Program Planning; *Social Planning; *SocialProblems; Values; *Voluntary Agencies; Volunteers;Youth

IDENTIFIERS *Young Mens Christian Association

ABSTRACTTwenty-three interviews are compiled to assist the

formulation of operational goals as part of the long-range planningof the YMCA. Basic assumptions about social relevance in YMCAplanning and suggestions for YMCA planners in utilizing thismonograph are provided in an introduction. A summary of eachindividual's interview is presented along with summaries of theiropinions on 1) the major problems facing U. S. society, 2) adescription of the desired society, 3) their impressions of the YMCA,and 4) the optimal potential of the YMCA. The five-year operatinggoals of the YMCA as formulated on the basis of the interviewmaterials are described within the major areas of program thrusts,style of operations, and resources. Some of the sub-goals withinthese areas include eliminating personal and institutional racism;strengthening family relationships; mobilizing and utilizing greaternumbers of volunteers; and implementing an effective managementprogram to monitor and resolve special operating issues.(Author/KSM)

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.161Research and Development DivisionNational Council of YMCAs

coOPerspectivesfor social relevancein long-range planning

for use by YMCAsand other voluntaryorganizations

Edited byJames M. Hardy, Ph.D.andJames Shultz, Ph.D.

Research & Development DivisionNational Council of YMCAs

. The Futures Committee of the National YMCA Staff Planning Group, composedof James M. Hank, Chairmen, Robert R. ,LGYe, John' C. OPMelia, Jr., and

'James Shutt; recilvell the astishince of Many YMCA lay and staff membersin obleinieu and conducting the InterViews which provided thp datik for

We monograph. Chalons Himber did estenstie editorial Work on the originalmanuscript. Wept, grateful Id'eads person who helped.. In particular ;,

live are indebted to, is %wanly-three informants who awed their stimUlatingviews and Insights in the lengthy, open-ended 'pleurisy/ process described

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Contents

Page

I. INTRODUCTION 6

A. THE PROCEDURE 7

B. THE sryLE OF THIS MONOGRAPH 7

C. SUGGESTIONS FOR YMCA PLANNERS IN READING THISMONOGRAPH 9

II. SUMMARY: MAJOR PROBLEMS AND ISSUES IN U. S. SOCIETY 10

A. GLOBAL ISSUES 11

B. YOUTH 12

C. PHYSICAL AND MENTAL HEALTHD. FAMILY 12

E. VOLUNTARY ACTION 13

F. INTERNATIONAL 13

G. DISADVANTAGED, UNDER-UTILIZED, DOMINATED GROUPS 14

H. RACISM 14

I. CRIME AND DELINQUENCY 14

J. URBAN DEVELOPMENT 15

K. OTHER ISSUES 15

III. SUMMARY: IMPRESSIONS OF THE YMCA 16

IV. SUMMARY: OPTIMAL POTENTIAL OF THE YMCA, 1973-1978 18

A. NATURE OF THE ORGANIZATION 19

B. PROGRAM THRUSTS 22

V. SUMMARY: THE OPTIMAL SOCIETY 24

A. FREE AND OPEN VALUES INQUIRY 25

B. HOLISTIC AND HUMANITY-ORIENTED VALUES 25

C. PLURALISM 25

D. PEACEFUL AND COOPERATIVE HUMAN RELATIONS 25

E. SPIRITUAL MATURITY AND PSYCHOLOGICAL GROWTH 25

F. REDUCED MATERIAL AND PHYSICAL DISPARITIES ANDMINIMUM LEVELS OF LIFE-MAINTENANCE 26

G. A "FAMILY" HOME BASE 26

H. LEARNING AND EDUCATION 26

I. CREDIBLE, SENSITIVE AND LESS SELF JUSTIFYING INSTITUTIONS 26J. PARTICIPATION 27

K. SOCIAL ORDER 27

VI. SUMMARIES OF INDIVIDUAL INTERVIEWS ON SOCIETALISSUES AND OPTIMAL POTENTIAL OF THE YMCA 28

VII. FIVE-YEAR OPERATING GOALS OF THENATIONAL BOARD OF YMCAs 1973-1978 58

40°6014,016.010°

I. IntroductionA. THE PROCEDURE IN PREPARING

THIS MONOGRAPHThis is a compilation taken from one

to three hour interviews with the fc'low-ing twenty-three key informants:

LOWELL BECKBETTY BERRYEUGENE CARSON BLAKERAMSEY CLARKROBERT L. GARDINERA. LEON HIGGINBOTHAM, JR.DANIEL P. INOUYER. HEATH LARRYJOHN MARTINFREDERICK MAYER

CHARLES B. McCOYMARGARET MEADDONALD N. MICHAELCHARLES PATRIZIARICHARD PEDERSENJOHN RONSVALLECURTIS ROOSEVELTPAOLO SOLERIJOHN ULINSKICYNTHIA WEDELCURTIS WILLIAMSPAUL N. YLVISAKERANDREW YOUNG

The interviews focused on the infor-mants': (1) views of the major problemsfacing U. S. society; (2) descriptions cfthe desired society; (3) impres' ions ofthe YMCA; (4) views of the optimal poten-tial of the YMCA during the period 1973-1978.

These data were originally gatheredfor use by the Futures Committee of theNational YMCA Staff Planning Group assome of the inputs to assist Dr. RobertHarlan in defining operational goals forthe National organization. A copy of theoperational goals is included at the endof the monograph (Section VII).

Because of the interest in this mate-rial by local staff and lay leadership, thematerial is being made available to assistlocal YMCAs and other organizations informulating operational goals as a part oftheir long-range planning.

In the National Planning Group weused this matt.,,nalnot to provide defin-itive answersbut rather as the stimulusfor our own broad, creative thinking. Wehope it will be put to similar use in localAssociations.

Summaries of the interviews aboutmajor problems of U. S. society aid theoptimal potential of the YMCA are pre-sented in abbreviated form in Section V.

While the fullness and freshness ofeach informant's views are partly re-flected in the material, there is some lossby the omission of all the data and thedetails of the interaction. In most cases,however, the reader's imagination will bestimulated by the depth of the content tosense the framework and quality of eachinformant's conviction and faith.

B. THE STYLE OF THIS MONOGRAPH:ASSUMPTIONS ABOUT SOCIALRELEVA. JVE IN YMCA PLANNING

This monograph aims at stimulatingbreadth and creativity in defining oper-ational goals. It is designed to supple-ment other more technical materials onlong-range planning available inside andoutside the YMCA. Those materials focuson planning systems and implementation.The perspectives expressed in this mono-graph, as well as the informing assump-tions about the YMCA and other char-itable, voluntary agencies, can greatly en-hance the usefulness of such organiza-tional planning.

1. The YMCA is essentially a bodyof volunteers organized for thecommonweal.

Though a YMCA must cha:ge for agreat many of its services in order to beable to operate and remain solvent, itneeds to maintain the sense of socialdedication, especially among its top layleadership. Leaders must view it as amajor entity in the community worthy oftheir altruistic involvement. If the Y is per-ceived as simply a vested interest or asirrelevant to pressing social issues, it cancoast only so long on its sales, buildings,and salariesbecause voluntarism is atthe heart of its community charter andlegal status as an organization. To justifythis ideal stance as an organization re-quires more than ,"public relations." It re-

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quires continuing scrutiny and validationof its appeal in responding to contem-porary needs.

2. In general, YMCAs need to dem-onstrate more explicit attentive-ness to social relevance, values,and broad social philosophies.

Many YMCAs have taken for grantedthe social relevance of their programs andfacilities. Today, however, new laymenand new power groups in the communityare asking basic questions of all char-itable and community organizations. Evenif it was not subject to such outside pres-sures, the YMCA, throughout its long his-tory, has shown an ability to adapt to newsocial conditions and to take on newagendas. The integrity of the YMCA andits growth and stability are contingentupon viewing the organization as thevehiclethe meansfor entering thearena of values and "social issues," andnot an end in itself. However difficult it isfor the practical-oriented managers tofind security and non-controversiality inthis arena, to avoid such uncertainties isto risk irrelevance, obsolescence andsheer boredomand thus indeed to be-come ultimately impractical.

3. To be creative in defining socialvalues and goals for our time re-quires mental flexibility, ratherthan narrow, mechanistic thought.

A narrow, mechanical style of think-ing would prove fruitless where broadissues of direction must be decided upon.In an area where true vision is required,we must be willing to come together in amilieu that is controversial. Creativity %.11ripen in an atmosphere of tolerance forstrong and divergent thinking and discus-sion.

We have selected, for the develop-ment of this monograph, a group of out-standing informants who have demon-strated broad perspective and creativity,and made an impact on today's society indiverse fields of art, government, socialwelfare, business, education and science.They were interviewed in depth aboutthe future of the YMCA as an organiza-tion that will reflect and meet the needsof the world in the next five years. It isunlikely that a similar investment by in-

8

siders on such a study, however wellplanned and scientifically conducted,could have provided this kind of perspec-tive and vision about the YMCA's future.

4. Social relevance in long-rangeplanning requires attention tomacro-dynamics.

A large organization faces an enor-mous task in long-range planning on anational scale toward goals that involveand affect many people with diverseneeds, interests, cultural patterns andlife-styles. The macro-dynamics of such abroad, heterogeneous arena affect the de-sign and focus of the YMCA, and are inturn also modified by such a large na-tional organization. As the YMCA aspiresto encompass and tune in to this plural-istic society, it must be prepared to con-front all its confusions, contradictions,and differences.

"Explore your visionof potential."

5. Creative solutions to problemswill emerge while focusing on avision of the potential.

The very way we approach a problemmay be restrictive. We may posit a givendescription of itfor example, "Shouldwe be financially viable OR socially rele-vant?" There is no leverage for being cre-ative in this kind of approach. Other timeswe simply extrapolate, not realizing howthis falls short of creative planning. Forexample, "We had 500 youth membersthis years. At a ten percent growth ratewe can have 550 next year." The envi-sioning of potential taps another level ofour creative energy and can result in trulyfresh approaches.

6. Much creativity begins with tak-ing a marginal or outside per-spective.

An organization usually attracts to itand selects those who have an affinity to-ward its biases and traditions. After selec-tion, attitude changes and training usuallyresult in even greater affinity. Soon manyassumptions are taken for granted and

unexamined: "Of course, we can't affordit" "Of course, he wouldn't do it." "Ofcourse, that is a problem the YMCAcouldn't handle." In one sense, the atti-tudinal affinity of YMCA leaders is a

strengthit lends continuity to the organ-izationbut it must be balanced by theleaven of outside perspectives and scru-tiny, or the organization becomes over-cautious and sinks into insularity.

C. SUGGESTIONS FOR YMCAPLANNERS IN READING THISMONOGRAPH

1. Defer any assumptions about ide-ologies, dichotomies and cliches."Hang loose" as you concentratebroadly on the social issues.

The views expressed by our infor-mants could not have been predicted inaccordance with any particular categoryone might have applied to them, such asliberal or conservative. Their views revealopen-minded attempts at serious explora-tion. We can demonstrate the same ap-proach, looking for a fresh framework.These "experts" and noted Americans arespeculating with concern and hope and,like them, we can avoid becoming opin-ionated as we reflect on their ideas,whether or not we agree.

2. Take a view from the outside.If you were looking from the outside

at the sum total impact of the YMCA,what would you think? In total what doesit add up to? What is its potential? Itslimitations? Don't assume that outsidersdon't "know the YMCA." What they knowis valid for them. As insiders we oftenknow only what we want to believe. Wetend to judge ourselves by our intentions.Gutsiders tend to judge by overall resultsand actions. In planning, the latter viewhas certain advantages.

3. Declare a brief moratorium onpracticality.

Often we explore questions of feasi-bility before we have clarified what is de-sirablewhat we would do it we could.There will be time for feasibility analysis.For now, explore your vision of potential.Many proven and practical techniques ofmanagement thought (e.g., brain-storm-ing) require such a moratorium on "prac-

"Social relevance inlong-range planningrequires attention tomacro-dynamics."

ticality" precisely because there is noth-ing so ultimately practical as a creativenew idea.

4. Don't assume that your commu-nity or YMCA is unique and ex-empt from pervasive trends andmacro-issues.

Though each community is in someways unlike any other, there are alsomany important similarities which tend tobe overlooked. Watching the general pat-terns may help us anticipate and copewith local issues. Many issues, while theirsurface symptoms are rot yet apparent ina given community, still are already hav-ing a subtle yet basic impact. For ex-ample, the threats to monogamous familylife are affecting the life-style and normsof all families. Racism not only affectsnon-whites; it also limits the attitudes andlife-style of an all-white suburb. Urban-ization processes (through mass media,marketing, interstate highways, laws, eco-nomic changes, etc.) are present not onlyin large cities but also in the smallesttown.

Good planning should allow for de-viance of your community from any gen-eral pattern. But it should also use theinformation and experience about gen-eral issues and patterns to make somepredictions in your own community whichwould influence your YMCA planning.

The design of the following threesections of this report of the interviews isthreefold:1) An overall summary describing" the

highlights of the interviews.2) Individual summaries of each of the

twenty-three interviews.3) A description of the ideal society of

the future the informants' vision ofthe way it ought to be.

9

H. Summary: Major Problemsand Issues in U. S. Society

A. GLOBAL ISSUESOver half of the comments by infor-

mants about major problems bypassedthe expected categorization of problemsin the U. S.crime, health, family disin-tegration, racism. They dealt, rather, withglobal processes, reflecting the sensethat we should be coping with underlyingprocesses that apparently are even morebasic than those categorizations. Infor-mants' concerns about global processescan be summarized under five majorthemes: the crisis in values and direction;the rate of change; the ability to allocateresources needed to deal with most ur-gent problems; the ability to think holis-tically: the ability to maintain democraticprocesses.

The informants' search for globalprocesses transcended liberal-conserva-tive dichotomies. The people known to bemore "liberal" were wondering how torecover individual responsibility. The peo-ple known to be more "conservative"were wondering how to achieve a moreequitable distribution of wealth andpower. The informants' concern for globalprocesses suggests a shift in the way wedefine issues and problems so that wepay attention to their interrelatedness andto hcw the overall system is working.

1. The crisis in values and direction.Several informants indicate there is

a sense of drift and confusion in society.suggesting a transitional period in whichthe authority of old values has weakenedwhile new values have not yet emerged.Inouye, Ulinski, Wedel and others cite theneed for a youth role in helping to definethe assumptions and values. Michaelnotes that our image of man is limiting.Clark notes the capacity for violence re-lated to the impact of family breakdownon character. Several informants note thedecline in the classical sources of reli-gious authority.

2. The pace of change.From the standpoint of a corporation

executive, Gardiner notes the increasing

element of transience in our lives inthings, concepts, people, products andinstitutions. Wedel notes that a majorityof people are unable to comprehendchanges in a positive way. People some-times overreact to change, feel lost, apa-thetic, powerless.

3. The ability of society to manageitself, allocate resources, andsolve its problems.

Beck notes the collapse and ineffec-tiveness of governmental institutions aswell as private institutions. Patrizia notesthe inability of the system to respond. Hesees too much happening to our re-sources which we cannot control. Higgin-botham questions whether people feelthat institutions are committed to action(rather than rhetoric) on issues. McCoy

"Problems will increaseuntil we set new prioritiesand reallocate ourresources."

nctes the need to do a better job of de-termining priorities, but also of allocatingfiscal and manpower resources. Accord-ingly, Soleri, Williams and others wonderabout whether we can control, redirectand manage the momentum of our tech-nological, industrial and military com-plexes. Roosevelt questions our basicproblem-solving capability:

"U. S. society is basically a large-scale human relations problem. Noparticular ideology will solve ourproblems. None of the present sys-tems (democracy, private enterprise,

11

socialism, communism) can success-fully solve the problems. Americansare forgetting their basic problem-solving skill. This was a major virtueof the past. Can it be applied to ourhuman relations problems? Will werecognize their priority?"

4. The ability to think holistically andthink about the interaction ofproblems.

How can we comprehend the inter-relatedness of problems? As Michaelsays:

"We traditionally think of problems inisolation when, in fact, they are allinterdependent. We have no way toview the total system. The intellectualcrisis is as great as the social crisis."Soleri, architect and city planner, re-to our tendency to deal in specificsnot enough in general terms:"We cannot deal with specific prob-lems without seeing them as part ofa total picture. Individual social is-sues will not be resolved unless weresolve the total issues."

fersand

5. The ability to maintain democraticprocesses.

Informants were concerned aboutthe decline in democratic functioning.Some talked about this in terms of the de-structive alternatives of fascism and an-archy. Factors cited as affecting our dem-ocratic processes include: dominance bythe military and special economic inter-ests; difficulty of new groups to organizeand gain a hearing; conflict and violence;tendency of leaders to exploit prejudiceand fear; decline in values of respect andtolerance; decline in inner discipline.

B. YOUTHInformants wonder about the gener-

ation gap. Many cite the basic failure ofthe educational system. Inouye, Ulinskiand Higginbotham ask whether youth'sdesire for fairness will be respected andwhether they will be given responsibilitycommensurate with their concern andtalents. In many cases youth have thetools for full participation but may not begranted full participation. Young cites theoppressive notions toward young people

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dominating, molding, and confining. Hesees youth independence developing atyounger and younger ages until we willno longer be able to dominate youth. Hehopes we will treat them more as equalswitn rights of their own.

C. PHYSICAL AND MENTAL HEALTHGardiner and Clark both cite the way

in which the nation's health is deteriorat-ing. Industrial breakthroughs have con-tributed to this deterioration. We are fail-ing to deliver the human services neces-sary to care for people. Blake notes thatmany "normal" oeople who are not tech-nically ill or psychotic still have seriousemotional problems, e.g., the adults whohave an inordinate need to dominateyoung people. Drug abuse, stress, pollu-tion, unused potential of the elderly, pov-erty and malnutrition directly affecthealth. Because of disparities in personalincome many people have no access toproper medical care. The entire healthcare system needs revision and modern-ization.

D. THE FAMILYBerry notes the changes in the family

structure. She points to the problems ofdivorced women and father-absent fam-ilies and the need for better services tohelp women who work. A related issue isthe decline of the extended family whichresults in families not caring for elderlygrandparents who cannot take care ofthemselves. Blake notes the need to re-examine the issue of homosexuality Thedecline of our cities, racism, health prob-lems, all impinge on the family, causingwidespread suffering in families. The so-called stable "middle class" family is be-set with problems of drugs, mental healthand the alienation of generations. Young

notes the relation of attitudes toward sex-uality and the family to the major issuesof politics, racism, poverty and social --;-lations. He notes the model of the ag-gressive male, the underlying "p otec-tive" concern of men in the suburbs,based on fear for women and children,the resistance to cross-cultural interac-tion, including dating of the young.

E. VOLUNTARY ACTIONRoosevelt sees the need to preserve

voluntary action as a countervailing forceto governmental controls. He sees theU. S. at a crossroads and moving towarda time of more controls. He asks:

"Will our tradition of voluntarism beunable to adapt? Will the stakes beso high that anyone who wants to in-fluence must belong directly or indi-rectly to government?"

The capacity for voluntarism relatesto the concern of many about the functionof altruism and a sense of dedication inan acquisitive society. Furthermore, vol-

"Voluntary agencies areoften just as unresponsiveor traditional as othermajor public and privateinstitutions."

untary agencies are often just as unre-sponsive or traditional as other majorpublic and private institutions. Youngsees voluntary action as ineffective on thelarger social arena where the major prob-lems exist. Beck notes, where expertiseand interest are present, that voluntaryaction should speak to basic politicalproblems and the correction of basic sys-tems.

F. INTERNATIONALInformants allude to similarities in

the U. S. with the rest of the world and itsinterdependence. Young, Inouye, Mayer,Williams, and Mead see internationalpeace as the major priority. Many areconcerned that the U. S. cannot cope withits world role and is not only damagingits own citizens but having unfavorableworld impact through militarism and un-controlled technology. For example, Meadfeels it is important that the U. S. keepout of wars, and resist neo-colonial ad-ventures. Soleri sees the country's lead-ers as "war criminals," lawless in thehigher sense. Michael is concerned aboutthe prospects for pollution if economicproduction in the Third World follows thatof the U. S. lead. Pedersen notes themajor readjustment of the position of theU. S. in the world, exemplified by militaryand economic changes. Now that the bi-polar (USSR-USA) situation no longerexists and Japan and Western Europeancountries have emerged as strong lead-ers, the U. S. needs to share responsi-bility rather than become isolationist.Ronsvalle cites the "lack of a total worldperspective and of a feeling of well-beingfor the peoples of the world." Rooseveltsuggests that the U. S. is a few yearsahead in being faced with problems soonto come to the rest of the world. Peoplelock to the U. S. to see how it will cope.An underlying problem is cited by Ulinski:

"There is little appreciation or un-derstanding by the average Amer-ican of America's role and obligationin world affairs. There is little under-standing of the gaps that exist be-tween developed and less developedcountries. This is true because weaccept human deprivation readilyand because of the vast numbers of

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people involved. The U, S. shouldcontribute 1% of its G. N. P. to inter-national development."

Ulinski sees the privatismconcernwith "me"as blocking genuine concerneven with what happens in one's ownlocal community. let alone in the .. holeworld.

G. DISADVANTAGED, UNDER-UTILIZED,DOMINATED GROUPSInformants were concerned for a

number of groups which for various rea-sons have more than their share of suf-fering whose talents are under-utilized,and who are dominated. The most favoredgroup on most dimensions would be thewhite, male. high-income. educateu adult.Various groups with special issues in-clude the poor, non-white (blacks, Mex-ican- Americans, Puerto Ricans, AmericanIndians), the elderly, social offenders, thementally or physically ill, infants and chil-dren (especially those without normal pa-rental support), women, youth, drug ad-dicts, alcoholics, the unemployed, andthe poorly housed. In a massive, highlystructured society these groups alonecannot be held solely "responsible." Forone thing, our systems are so large andcomplex that few individuals alone cancope with their failure to succeed on thesystem's terms. Furthermore, failure ofthe system to provide an adequate qual-ity of life leads to deterioration, violence,polarization and cynicism which pervadethe society and from which none of uscan ever fully escape. As one informantsaid, "Suffering by one group is sharedby all because of our interdependenceand our proximity to each other."

H. RACISMRacism is assumed by most infor-

mants to be a major issue, intertwinedwith the issues of the urban crisis, the de-terioration of inner cities, poverty, esca-lating violence, breakdown of values, thefamily, education, housing, crime andyouth. The issue of superiority attitudesand roles of whites toward non-whitesalso is expressed in the society's interna-tional policies and actions. Most impor-

14

tantly, racism has undermined the rela-tionship of citizens with each other andour trust our system's ability to recon-cile differences and deliver justice. Oncewe accept the "gap" and polarization be-tween races, will there be an endlessnumber of other gaps a.id polarizations?For all these reasons race is viewed byUlinski, Inouye, Wedel, Williams, Youngand others as at the root of societal dis-integration, in a nation at war with andafraid of itself.

I. CRIME AND DELINQUENCYHigginbotham sees escalating vi-

olence in the society as aligned with es-calating deficiencies of our criminal jus-tice system. Beck feels we have to makemassive changes in our criminal justicesystem:

"It will take massive funds andchanges in attitudes to do this; untilthe American public is willing to bearthe cost of improving it we will seevery little change. There's very littlewe can do about crime until wechange the system that is concernedwith itcorrections, police, courts,investigative agencies, etc."Young sees the need for poor people

to become better organized to changethose structures in their communities andneighborhoods which promote crime, in-cluding political and economic injustice.Michael sees the need to deal with thecrime of the successful "haves," e.g., bysuch controls as price-fixing. Martin seesthe achievement of law and order withjustice as a difficult achievement impor-tant to maintaining a free society.

J. URBAN DEVELOPMENTThe issue of the urban crisiscorre-

lated with problems such as racism, crimeInd delinquency was highlighted byseveral informants. Clark sees the needto make our cities a place of fulfillmentfor individuals. Wedel notes that the U. S.has much to learn from European citiesabout livability. Ylvisaker notes the de-teriorating buildings. the insufficient taxbase, the exodus. Martin notes the hous-ing, education and employment issuesstemming from economic dislocationswhich result from the transition from arural-agricultural to a suburban-urban so-ciety. McCoy notes the inability to cope

with the problems of our cities in hous-ing, education, transportation, welfare,law and order and many other areas. Theprediction is that problems will increaseuntil we set new priorities and reallocateour resources.

K. OTHER ISSUES

Informants mentioned a number ofother issues. Some, e.g., inflation, tech-nology, war, environment and population,may have received less emphasis due totheir assumption that these issues are notthe direct province of the YMCA.

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Hi Summary: Impressions ofthe YMCAThe informants for this project were

selected for their high level of expertisein at least one of nine fields of endeavor,for their social sensitivity, and for theirbroad perspective on society. Their will-ingness to be interviewed suggests a gen-erally positive attitude toward the YMCAsince these prominent and busy Amer-icans-23 out of the 30 originally identi-fied were able to make themselvesavailable on relatively short notice duringthe summer vacation months.

Informants' comments, in some in-stances, revealed a lack of detailedknowledge of the organization (as whenthey occasionally suggested "new" activ-ities or forms of community interventionthat are already fairly well developed as-pects of that program). Nevertheless itseems warranted to derive six generaliza-tions from the interview data.

1. Informants had a basically posi-tive view of the Y.

They saw it as a long-standing, well-meaning organization, worthy of the goodwill and confidence of the public, an or-ganization with a high potential forchange, an organization with a large col-lection of assetsstaff, members, facil-ities and respectability.

2. Some viewed the Y as becomingmore active in major societalfrontiers recently, but the majorityfelt that a disproportionateamount of its resources are stillbeing invested in the recreationalinterests of middle class constitu-encies, buildings and properties.

They saw its primary image as beingin the recreational realm which has over-whelmed all its other activities in theminds of the public and even its ownleaders. New social thrusts, howeverworthwhile, have not been strong enoughor coordinated enough to change thebasic recreational image.

3. Some had trouble with the nameof the organization.

They think the Y has a more compre-hensive role than the name implies and

that the name blocks people from supportand participation.

4. Some see the Y as lacking a vis-ible, national focus and identity.

This lack leads to a loss of supportand to lessened or minimal broad scaleimpact.

5. Some see the Y as having beenunable or unwilling to pay suffi-cient attention to youth, theirneeds and interests.

To do so might have necessitated arealignment of emphasis, away from tra-ditional programs, from physical andhealth activities, and toward a goal of be-coming more encompassing. It might haveimplied more willingness to deal with sys-temic and environmental trendsdrugs,crime, urbanization, unemployment.

"Its traditional values areby no means irrelevant ifthey can be redefined interms of present society."

6. Some see the Y as having down-played its historical religious andvalue component at a time whenthis has become a major socialneed.

The need is for programs to helppeople grow and develop in the largerspiritual, psychological and social sense.Often the YMCA has taken the "characterdevelopment" element for granted, sothat it has provided no depth of impacton human growth. Its traditional valuesare by no means irrelevant if they can beredefined in terms of present society. Ifthese important values are to be incor-porated as an operational element in theorganization's programs, the YMCA willneed to go beyond rhetoric in its em-phasis on this goal.

17

IY SummaarY*ornma POTENTIAL OF YllE YMCA,10734978

fr

nt

iiThe YMCA must moreprogressive and sociallyrelevant

withentlesing its valuesor its people"'

IV. Summary: Optimal Potentialof the YMCA, 1973-1978

When asked to reflect on the optimalpotential of the YMCA in the future andto suggest possible goals, the informantsresponded as much in terms of the natureof the organizationits values, commit-ments, style, make-up as they did interms of specific program and sugges-tions for the management. Consequently,this section of the monograph attemptsto summarize the informants' responsesin two areas: (A) Nature of the Organiza-tion and (B) Program Thrusts.

In the section following this summa-rization we present, in twenty-three sepa-rate reports, the essence of each individ-ual's view of U. S. societypredictions,philosophy, goalsand over 200 recom-mendations for the YMCA's role in lightof these, taking into account the nature,gcals and potential of the organization.

We made the decision to present anoverall summarization first, to be helpfulto those who would prefer to reflect onthe total picture before studying the de-tails. However, many readers may find itpersonally more satisfying to study thesubstance of some all of the individualreports first, and then come back co Sec-tion IV to capture the significant importof the total contribution.

A. NATURE OF THE ORGANIZATION

There was evident a consensus, ex-pressed both explicitly and implicitly, thatthe major change for the YMCA in thefuture should be from a leisure-time or-ganization to an organization that is rele-vant to the major challenges and socialissues of our time. However, differenceswere expressed in both the degree andtiming of this major change.

One respondent stated emphaticallythat, The YMCA should quit being whatit has been and devote its resourct.,s tomajor community and societal problems."Another said, The YMCA must becomemore socially aware and give more socialleadership. It should stand for a policyapproach. Not just help individuals butimprove systems. It should not syphon offvolunteer energy by social programs such

as clubs, recreation or one-to-one volun-teer service."

Another seemed to summarize themajority view by saying, "The YMCA mustbecome more progressive and sociallyrelevant without losing its values or itspeople. It should become more active onsocial issues but continue to help peoplefind personal satisfaction through fellow-ship and recreation." This view could beinterpreted as being consistent with thepurpose of the YMCA to "develop Chris-tian personality and build a Christian so-ciety." If so, however, the informants wereconsistently saying that the future em-phasis of the organization should be onsociety.

According to the interviewees, it is

evident that if the YMCA is to becomemore socially relevant in the future, thereare at least nine areas, all of which affectthe nature of the organization, that mustbe given consideration,

1. Experimental Stance.Several informants noted that being

a change-agent force in society necessi-tates striking out in new experimental di-rections and taking risks as an organiza-tion.

One informant said, "The Y must beknown for its imaginative service to thosein need which involves recipients in de-cision-making and action." Another statedthat, "Because there are no nice, easyanswers for the social problems of thefuture, the YMCA must provide a learningenvironment with emphasis on experi-mentation, creativity and innovation."

2. Leadership in Inter-Agency Col-laboration.

There was widespread recognitionthat the social problems of the future areof such magnitude that no single institu-tion, either public or private, can make asignificant impact. The need appears ob-vious: ways must be found to effect col-laboration among institutions so that re-sources are applied to critical socialissues. Several respondents felt that notonly should the YMCA be willing to col-laborate with others but that it could andshould play a leadership role, acting as a

19

catalyst in bringing resources together tosolve social problems.

As stated by one informant, The Yis one of the key institutions that may beable to shift gears and provide leadershipfor other institutions in a pooling ofefforts." Another informant felt that the

"The YMCA should make

visible commitments inareas necessitatingcollaboration."

YMCA should be more aggressive in mak-ing its resources available to the businesscommunity in the planning of new townsand in stopping the devastating deteri-oration in central cities. Implicit in thissuggestion is that the YMCA should makevisible commitments in areas necessitat-ing collaboration and give leadership toeffecting the collaborative efforts.

An example of this commitment wasexpressed by an informant as he stated,"The YMCA should pla.-e its best andmost expensive facilities and programs indeteriorating areas of cities as visibleevidence of faith in the future of theseareas. This kind of action will compelother organizations and institutions tomake similar commitments and result in arebuilding of our inner cities." Anotherrespondent suggested that the Y shouldbe a catalyst in ecumenical and inter-faith relations.

Regardless of the focus of the col-laborative efforts, informants felt that col-laboration between various institutions isvital to the future and that the Y couldand should give leadership to collabora-tion, and that collaboration should beeffected at both the local community andnational levels.

20

3. Volunteerism and ',voluntary Ac-tion.

Several informants pointed out theneed for the YMCA to increase its use ofvolunteers in helping roles of all kinds.One informant stated, "We need to goback to volunteer concepts. We pay peo-ple today for everything." Others felt thatthe Y, with its prestige, could tap manymore resources than it has in the past"the best talent and brains in the coun-try." Still others expressed the belief thatthe Y needs to better utilize its adult vol-unteers in giving support to youth, there-by providing meaningful avenues toadults for contribution and self-fulfill-ment.

Another informant felt that the Yshould provide a base for voluntary actionin the larger society, stating, "The Yshould be a place where people can de-velop their autonomy and participate inthe larger society. It should empower peo-ple, help them to form caucuses and pro-vide training for their participation in

social issues."Many felt that the YMCA must dem-

onstrate the viability of voluntary actionas a vital safeguard to preserve partici-pative democracy, not only in this countrybut throughout the world.

4. Youth Advocacy and Position-Taking.

The majority of the informants pointedout the importance of the YMCA becom-ing an advocate for the rights, changingvalues and needs of youth. There wasrecognition that this kind of advocacywould involve the YMCA in controversialissues, both domestically and internation-ally. There were differences among theinformants in terms of the YMCA's in-volvement in position-taking and in legis-

lative lobbying, some informants suggest-ing that the YMCA become actively in-volved in such lobbying and give leader-ship to raising the public voice.

One respondent suggested "estab-lishing a semi-autonomous instrument forpublic-interest advocacy to support legis-lation that is determined to be importantand needed." Another respondent statedthat, "The Y should step in when legisla-tion or conditions are anti-youth." But, hecontinued, "This action should be basedon well-established program areas andexpertise."

On tie other hand, several informantsfelt that the YMCA should be a majorsocial force with views and actions onsocial issues but that it should not be-come involved in political issues or legis-lative lobbying. One of the informantssaid, "The YMCA should avoid takingstrong corporate stands since it is abroad-based organization." Generallythese informants delineated the differ-ence between action programs and posi-tion-taking on social issues and empha-sized the importance of action programsthat are designed for resolution of issues.

5. Values.

There was appreciation and supportexpressed by the informants, both implic-itly and explicitly, for the YMCA as a"valuing organization" and a desire forthis value base to continue and becomeintensified in the future. There were, how-ever, differences among the informants interms of the expression of the organiza-tion's values.

One informant suggested that, "TheY should assume a non-religious ap-proach for spiritual motivation to developdignity for each person and a simultan-eous respect for the dignity of his fellow-man." Another stated, "The Y shouldbring ethics and social values into all ofits programs in a self-conscious and or-ganized way."

On the other hand, some informantsfelt that the Christian basis of the organ-ization represents its most unique ele-ment and should be made more explicit.As stated by one informant, "The YMCAshould become more explicitly consciousin stimulating Christian social values in

all that it is doing. This means thereshould be a greater conferral of Christianvalue objectives in all activities."

6. Youth Organization.Several of the informants felt that the

YMCA should increasingly become anactual "youth organization." This doesnot mean that adults would have no part;indeed, the majority of the informants feltthat the Y should have a comprehensivemembership in every way. As stated byone informant, "The YMCA should givevoice and space to youth: the majority ofits boards and staff should be youth. Theadult roles should be ones of advice andfinancing."

Other informants did not go this farbut rather suggested such things as "pull-ing youth together and supporting themin solving problems they feel deeplyabout." Another informant implied thatthe Y needs youth in its policy-makingand decision-making as much or morethan youth need the Y, pointing out, "TheYMCA needs youth in new organizationalroles for their perception skills and will-ingness to change."

7. National Identity.Evidently the YMCA projects a some-

what confused or, at best, diffused na-tional image. Several informants felt thatthe YMCA should consciously work at thetask of developing nationwide identitythat would lead to high national visibility,support and influence. More specifically,it was suggested that the organizationgive consideration to having one majornational thrust. At least the YMCA mustdevelop mechanisms for spreading effec-tive programs on a national basis.

8. Rootedness to Bui!dings.Some informants suggested that the

YMCA is investing a disproportionate

21

amount of its resources in bricks andmortar and that consideration should begiven to redirecting this investment tohuman resources. It was also pointed outthat being tied to buildings limits the or-ganization's flexibility, outreach, andchange potental and results in significantresources being devoted to maintenanceactivities.

9. Interdependence of National andInternational Concerns.

Most of the respondents pointed outthe interaction between national and in-ternational developments and noted thenecessity of the YMCA recognizing thisas an element of social relevance in thefuture. As stated by one informant, "TheYMCA must bring about a marriage of itsnational and international concerns." An-other said that, "The YMCA should makemore of its international involvementsand make-up."

Generally, it was felt that the sameskills and areas of expertise that are util-ized domestically should be applied tointernational development. For example,one informant stated that, "The Y shouldwork at international development byproviding expertise in resolving conflictswith the Third World particularly theconflict of polluti,m and industrial pro-duction."

"The YMCA must bring

about a marriage of itsnational and internationalconcerns."

22

B. PROGRAM THRUSTS

Emerging from all of the interviewsare four domestic and international pro-gram foci for the future:

1. Reaching those who in the pasthave seemed to be unreachableto any great degree the poor,the deprived, the mentally andphysically retarded, the social of-fenders, the isolated, the elderly.

2. Building bridges that facilitateunderstanding and communica-tion across major gaps in society

generational, race, sex, eco-nomic, ethnic gaps.

3. Assisting in massive reorganiza-tion of interrelated, nationwidesystems which affect youth.

4. Helping youth to assume socio-political responsibility.

In the main, these program foci wereperce,ved by the informants as being inthe context of the urban situation, bothat home and abroad.

Generally the informants felt that allprograms conducted by the YMCA or un-der its auspices should focus on socialvalues and relevance, in both existingprograms and new programs to be de-veloped. Several informants suggestedspecific new program possibilities, suchas:

Youth centers and care centers foryounger children

Programs for "near normals" whohave emotional problems

Rehabilitation programs for juve-nile offenders

Services normally provided byhousewives, for the mothers whoare working

Program penetration in high crimeareas of cities

Programs for teen-agers in sub-urbs that will reduce probabilitythat they will use drugs

Joint-learning ventures for youthand adults

Programs to help eighteen-year-olds develop political interest andvote intelligently

Communal experiences that bringolder and younger people togetherin cluster living

Training in socio-political process,and providing channels for peopleto use to change society

Survival training for black youthSeveral respondents suggested that

the YMCA conduct exploration in severalareas which might have program implica-tions, such as:

The organization's position in re-lationship to alcohol

The YMCA's involvement in theJesus Movement

The YMCA's position regardinghomosexuality

23

t

I II H , 1 I 1 ,1! ,,-

Il II, III! I , 1 1 1

11 ! 4, 1 1I111 , i it

i

V. Summary: The OptimalSociety ("We have adream ...")

During the process of identifying so-cietal issues and problems and describ-ing present trends. the informants veeredinevitably toward a vision of what a "per-fect" society would be like if prevailingaspirations for a healthy future were real-ized. Their observations seemed to sug-gest eleven interrelated dimensions foran ideal society. Each of these themeswas developed in some form by over halfof the informants. The summary, however,is in the words of the editors.

A. THE OPTIMAL SOCIETY WILL BEMORE CONSCIOUSLY BASED ONFREE AND OPEN INQUIRY ABOUTVALUES

Values will be more openly dis-cussed. People will be encouraged tothink about and articulate their aspira-tions. Discussion will be informed andwill move progressively through respectfor differences toward consensus. Therewill be a fusion of core values, Thismeans that institutions will not operateon two separate levelsmaking one setof decisions involving tangible economicand technological factors and anotherbased on humanitarian considerations.Older values will be redefined in light ofcontemporary human concerns.

B. VALUES WILL BE MORE HOLISTICAND HUMANITY-ORIENTED

There will be an increasing aware-ness of the common humanity of all peo-ple, regardless of nation, race, age, in-come, sex and other dimensions. U. S.society will acquire world perspectiveand a concern for the well-being of all.The isolationist approach will give wayto recognition of our interdependence.Americans will adjust to a U. S. role inworld affairs which is not that of a self-centered power but that of a nation thatrestricts its economic or military ambi-tions in the interest of smaller and weakerneighbors.

C. SOCIETY AND SOCIAL VALUESWILL BE MORE PLURALISTIC

Rather than aim for the "melting pot"which ignores or obliterates differences,society will respect and use cultural dif-ferences. No one group (e.g.. white, male,middle class, Protestant) or any singleset of values will be dominant. Diversitywill be seen as an asset as the majorityaffirms the emerging perspectives andcontributions of each minority. Toleranceand a state of inquiry will allow the exis-tence of differing values, with no attemptto enforce a single value system. Newnorms, more appropriate to a pluralisticsociety, will emerge, although previouslydominant norms will continue to have aneffect.

D. HUMAN RELATIONS WILL BE MOREPEACEFUL AND COOPERATIVE

The climate of human relationsamong citizens will be based on trust.People will have learned the skills of liv-ing together, resolving conflicts andbridging gaps. Material acquisitivenessand ethnic pride will give way to goodwilland cooperation, and fear will be re-duced. In particular, a sense of commonhumanity will override competitivenessand ambition.

E. INDIVIDUALS WILL ATTAIN AHIGHER LEVEL OF MATURITYSPIRITUAL, SOCIAL ANDPSYCHOLOGICAL

Our character as a people will ad-vance, raising the level of civilization. In-dividuals will develop psychologicalmoorings and their creativity will blos-som. They will be more open, not so vi-olent and afraid. They will believe in life,in themselves, in people and in the future.There will be decreasing fear of death,less callousness, violence, greed, alien-

25

ation, nervousness, disconnectednessand other forms of psychological suffer-ing. Material gain will not be exalted atthe expense of goodwill and generosity.A simpler life will be accepted.

F. DISPARITIES IN BASIC HUMANMAINTENANCE WILL BE REDUCEDAND AN ACCEPTABLE MINIMUMLEVEL OF EXISTENCE WILL BEMAINTAINED

The present disparities in income,housing, education and medical care leadto polarization and cynicism. The systemwhich encourages individual incentiveswill continue, but without creating suchdisparities and hardships of failure as todiscourage large segments of the popu-lation and breed societal decline. Re-duced disparities will lessen the preoc-cupation with survival issues. People willtake for granted food, housing and med-ical care, and will pursue goals of per-sonal and societal development.

G. INDIVIDUALS WILL HAVE A"FAMILY" HOME BASE

In the face of complexity, size andchange, individuals will need to partici-pate in some kind of stable, small, com-munity units. The nuclear, monogamousfa.-nily will be strengthened by making itmore viable. But other life-styles will notbe attacked or restricted, e.g., living com-munities, extended families, single life,same-sex and serial marriages. The keyelement will be an environment condu-cive to establishing roots and continuityin the complexity of a massive society.

H. EDUCATION THROUGH A VARIETYOF LEARNING PROCESSES WILLBE MORE ACCESSIBLE, FLEXIBLEAND RELEVANT

Education for the young will be lessinstitutional and control and subordina-tion will be minimized. Educational sys-tems will respond to needs regardless ofage, sex and class. Educators will allowand take advantage of diversity and willnurture human potential.

26

I. ALL MAJOR INSTITUTIONS WILLBE CREDIBLE, SENSITIVE, ANDWILL PERFORM VALID ROLES

All institutions and their leaders willoperate within an overall context of hu-manitarian values. For example, the lead-ers of institutions will keep their eyesopened to over-arching concerns outsidetheir own narrower interests. The govern-ment will be less restricted by specialinterest groups, so that the faith of peoplein government will be restored. All largesystems and institutions will pay more at-tention to the waste and suffering caused,often inadvertently, by institutional struc-tures and programs in such areas as pol-lution, employment, racism, and indi-vidual psychological growth. Systems will:(1) assume responsibility for decreasingthe number of disadvantaged and (2) as-sume responsibility for helping peoplewho have been disadvantaged or dam-aged to recover themselves, e.g., theelderly, social offenders, the poor, andother minorities. A top priority will be tomonitor the use of machines and thespread of technology in terms of theircontribution to human development.

"Material gain will not beexalted at the expense ofgoodwill and generosity."

"People will be educatedto meet each other's needs."

J. INDIVIDUALS WILL BEENCOURAGED TO BE ACTIVECITIZENS AND PARTICIPATE INDECISION-MAKING

Society and all its institutions will bemore open to participation, especially byemerging or outside groups, e.g., theyoung, the poor, and minorities. The fac-tors that will make such participation anasset rather than a threat are the human-itarian climate, the general parity in so-ciety, greater psychological maturity andcultural pluralism. In the solving of prob-lems people will be educated to meeteach other's needs, to act thoughtfully, tobe cooperative and conscientious (evenwhen they must be confrontive). The po-tential divisiveness of race, income, age,geography will be mitigated by the inter-dependence and commonality of all mem-bers of the society.

K. A HEALTHY SOCIETY WILLFUNCTION IN AN ORDERLY,PEACEABLE FASHION

As a result of the various develop-ments enumerated abovethe spiritualdevelopment of individuals, social parity,extensive learning and depth in educa-tion, more credible institutions, shareddecision-making society will functionwith far less rebellion and breakdown. Asindividual citizens participate they willnot assume that their personal views willalways be the ones to be implemented. Aclimate of mutual respect and order willprevail, providing the greatest possiblefreedom and justice and sharing in de-cision-making.

27

VI. SummariesINDIVIDUAL INTERVIEW S ON

.SOCIETAL ISSUES AND OPTIMALPOTENTIAL OF THE YMCA

(In alphabetical Order)

Page e Page

LOWELL BECK 29 DONALD. N. MICHAEL 44

BETTY BERRY 30 CHARLES PATRIZIA 48

EUGENE CARSON BLAKE 31 RICHARD PEDERSEN 47RAMSEY CLARK 32 JOHN RONSVALLE 48ROBERT L GARDINER

_34 CURTIS ROOSEVELT 49

A. LEON HIGGINBOTHAM, JR. 35 PAOLO SOLER! 5 51DANIEL P. INOUYER. HEATH LARRY w

3837

JOHN UUNSKI 53'

JOHN M. MARTIN sa CYNTHIA WEDEL 54.

FREDERICK MAYER 39 CURTIS WILLIAMS 55

CHARLES. B. McCOY 40 PAUL N. YLVISAKER 56

MARGARET MEAD 42 ANDREW YOUNG 57'

INTERVIEW WITH:

INTERVIEWER:

YOUR VIEW OF UNITED STATES SO-CIETY, MOST URGENT PROBLEMS ITFACES

1. Collapse and ineffectiveness of gov-ernmental institutions. Privileged ac-cess of some private groups. Neglectof governmental and legislative pro-cesses.

2. Unresponsive institutions in general,e.g., education, religion, voluntaryagencies.

WHAT IS THE OPTIMAL POTENTIAL OFTHE YMCA? WHAT ARE SOME GOALSIT MIGHT BE WORKING TOWARDACHIEVING BY 1978?

In many respects the YMCA has its owninstitutional crisis and, clearly, you rec-ognize this better than anybody outsidethe organization. Perhaps the Y couldbest revitalize itself by helping revitalizeother institutions.

This could be accomplished by provid-ing: (1) education that will inspire action,and (2) expert testimony and advice onmatters in which the YMCA has specialcorn petence.

First, the Y might consider developing anentirely new series of courses on ourdemocratic system, with emphasis on howour governmental institutions actuallywork, and the importance of fairly admin-istered law in our society. These shouldbe drastically different from traditionalcivics courses. They should be organized

Lowell BeckExecutive DirectorCommon CauseWashington, D. C.

JAMES SHULTZ

to provide basic information on what oursystem was intended to be, what it actu-ally is, and what it should and could be.

Second, the YMCA could do more thanprovide education. It could develop itsmembership's interest in how best tomeet problems facing our youth. For ex-ample, what should be our government'spolicy regarding child care or day careprograms? This concept is highly contro-versial. As you know, the President andCongress have not seen eye-to-eye onthis issue.

The Y, with its intense working knowl-edge of young people and their families,could conduct town hall meetings onsuch legislation, stimulating more activeattention on these matters by its mem-bers. From their personal experiences,leaders of the Y could present experttestimony on such issues and provide ex-pert advice to state legislators and U. S.Congressmen.

I agree with the many who feel it wouldbe unwise to convert the Y into a politicalforce or movement. Direct political actionprobably would tend to destroy it. It wouldnot help in building it. But the YMCA al-ready has the basic structure and free-dom to move in education in a way thatmight stimulate responsible political ac-tivity by more of its members. And the Yshould seriously consider putting itsenormous wealth of first-hand knowledgeto work in assisting our politicians. Bothof these, if developed carefully, are dif-ferent from political action.

29

INTERVIEW WITH:

INTERVIEWER:


1. The status of women their under-valuation and under-utilization in thissociety. There is a lack of indepen-dence of women, particularly eco-nomic independence. Women arecompletely dependent on a male-dom-inated society. A growing number ofwomen are striving for equality, notsupremacy, in decision-making. Avital part of equality is to becomeequal in the job market. Women needto achieve an identity and to developtheir full potential, Presently, societyis blocking this achievement.

L. Change in family structurethe cur-rent easy divorce situation is chang-ing marriage and family relationships.Matrimonial laws need to be changed.Present laws result in tremendouslyincreased welfare roles and father-absent families. Welfare funds shouldbe used for rehabilitating divorcedwomen and to support them in be-coming economically independent.

3. The aged the problem of the agedis, in most instances, the problem ofthe elderly woman. Since women havea life-span that is seven years greaterthan men and since they typically arethree years younger than men, theygrow old alone and have special needsthat are critical. Present trends are in

30

Betty BerryNational CoordinatorMarriage, D. orce and Family RelationsNational Organi.e.ation of WomenNew York, N. Y

JAMES M. HARDY

the direction of families not caring forelderly grandparents and great-grand-parents. Society must face the prob-lem of caring for elderly women whocannot adequately care for them-selves.


1. Develop care centers for children andcenters for youth of working mothers.These centers should provide growth-producing experiences, not only cus-todial services. They should includeall dependentschildren and youth.

2. Become community centers. Provideservices normally provided by house-wives for women who work, such aslow-cost family evening meals, cater-ing services, community kitchens.

3. Conduct course !:.r marriage prepa-ration. The prevalence of divorce ne-cessitates that ways be developed foryoung couples to obtain information,work through relationships and under-standing that will better acquaint themwith the commitment of marriage, notjust sex education but dealing alsowith legal and financial matters.

4. Increase the focus of program. Placeemphasis on priorities. Don't try to dotoo many things.

INTERVIEW WITH:

INTERVIEWER:


1. Employment. Unemployment is duemainly to population explosion andthe depressed economy. There is avery high percentage of youth that areuntrained and cannot qualify for skilledjobs.

2. Education. It is archaic and generallyoutdated. Programs are weak and mo-tivation is lacking. Schooling and edu-cation are not the same thing. Wemust create a "drive to learn." Op-pression of society has deformed hu-man beings. We must help a personto want to learn by understandinghow society made him as he is.

3. Homosexuality. There are two ways toempty a church (or a YMCA): a) gettoo far ahead; b) do nothing. There isa need for reexamining this topic.

4. "Near normals" in society who are notpsychotic but have emotional prob-lems. This includes many parents andadults with a compulsion to dominateyoung people.

5. Position-taking in society which cre-ates conflict but does not contributeto problem resolution. Merely statingpublic positions without programming

Eugene Carson BlakeExecutive DirectorWorld Council of ChurchesGeneva, Switzerland

ROBERT W. HARLAN

resolutions only intensifies or gener-ates conflict.


1 Provide job training for unskilledyouth.

2. Develop and use techniques that willmotivate youth to learn.

3. Explore YMCA involvement in theJesus Movement. Send three of theY's best young men (with beards?) tolive with these groups for six weeksand formulate recommendations forYMCA involvement.

4. Reexamine the YMCA's position re-garding homosexuality.

5. Develop programs for "near normals"who have emotional problems. Max-imize use of counseling and grouptherapy with persons suffering frominferiority complexes, needs to dom-inate, and other emotional difficulties.

6. Direct program to working on issuesrather than simply stating positions.Involve constituents in the solving ofissues and leave position-taking tochurch groups who must make pro-nouncements.

31

INTERVIEWER:

INTERVIEW WITH:


1. Failure to develop our character aspeople. This explains our capacity forviolence, racism and greed. Familybreakdown has had an impact oncharacter. There little commitmentto justice as the dominant social pur-pose. Without character, nothing elsematters much.

2. Urban crisis. This includes the prob-lems of racism; tendency fog the poorto be confined to the cities; segrega-tion of minorities in cities, etc. Ourcities are failing in education, hous-ing, safety, health, cleanliness and theamenitiesquiet, beauty, gentleness.We have failed to make our cities aplace for fulfillment for individuals,yet we are mainly an urban societyand will become more so.

3. Lack of a sense of direction. What dowe stand for, seek for our people andourselves? There is lack of commit-ment, purpose, dedication. Churchesare having great difficulty.

4. Generation gap. This is very real.Olders and youngers have to workmuch harder today at mutual under-standing than in the past. Environ-ments in which basic attitudes arecreated are changing much faster and

32

Ramsey ClarkAttorneyWashington, D. C.

JAMES M. HARDY

consequently understanding and com-munication are much more difficult.

5. Failure to handle problems of peoplewho can't care for themselves. Socialoffenders, the elderly, the sick, thementally unstable, infants and childrenwho do not have parental guidanceand care. We are failing in human ser-vices that are essential in a massurban technological society. Sufferingthat is borne by poor and powerlesspeople is shared by all because of ourinterdependence and our proximity toeach other.

6. Failure to control technology. Tech-nology does not make moral judg-ments and it can destroy as well ascreate. We permit widespread de-struction by technology in many in-stances before we address ourselvesto its control. Pollution is an illustra-tion and most of it could be controlledif we had foresight and determinationto work on it.

7, Failure to control population. We havebeen making some progress but notenough.


(Continued next page)

RAMSEY CLARK (continued)

1. Increase the use of people (volunteersand part-time paid) in working withyouth. As work becomes less the cen-ter of life, volunteer service can pro-vide meaning in life.

2. Work harder on reaching the unreach-ables. This is difficult but we mustplace more emphasis on reaching thepoor, the deprived, the mentally re-tarded, the social offenders.

3. Develop programs for juvenile offend-ers. The YMCA, with its wide experi-ence and moral force, could pair anadult with every juvenile offender inthis country. Not just a "buddy sys-tem" but a pairing that. develops adeep, human, caring relationship.Most of these youngsters have neverhad a home in which there was order,love and warmth. We can't segregatethem.

4. Work with others at prevention ofcrime. Move actively into areas of highcrime. Penetrate these areas beforekids develop capacity to injure others.Act as a catalyst in bringing other' re-sources to bear on these areas.

5. Decrease investment in bricks andmortar and increase investment in hu-man resources. Presently this relation-ship is disproportionate. Propertytends to tie down the organization andlimit its outreach.

6. Maintain activity in suburbs and focuson reducing probability that kids willuse drugs. This is very complicated.We cannot rely on lectures or preach-ments but must involve kids in helpingothers that have drug problems. Theprogram should utilize group meet-ings, therapy, recreation and peergroups.

33

INTERVIEW WITH:

INTERVIEWER:


1. Accelerating pace of change. The rea-sons for the increasing tempo ofchange have much to say to Americanenterprise and other institutions. Theindustrial system generated a goal ofabundance and now must rely ongrowth to change. The economy de-mands an accelerating growth curve.

2. Increasing element of transiency andobsolescence. This includes the useof people, products and institutions.Things and concepts are more tem-porary and tend to go out of style. In-stitutions, to keep pace, must be morechangeable than ever.

3. Classic sources of religious authoritydo not fit the shifting values in today'ssociety, impeding spiritual growth.

4. Educational processes have not keptpace with change or other develop-ments. We pay more for college andenjoy it less and less. Educationalmachinery is largely obsolete.

5. Nation's health is deteriorating. Thisincludes physical and mental health.Industrial breakthroughs have con-tributed to this condition.


1. The YMCA could supply multiple out-lets for youth's experimentation withthe establishment.

2. Programs in physical and mentalhealth could be strengthened.

34

Robert L. GardinerPresident, Gardiner AssociatesWestwood, N. J.

JOHN C. O'MELIA, JR.

3. The YMCA can make a significantcontribution to the betterment of hu-man environment through efforts toraise both individual and societalvalues.

4. It should continue to be a highly multi-purpose organization. Continue pro-grams in health and physical educa-tion, camping, informal education,leadership training, etc.

5. Make a more "across-the-board" con-tribution in helping people cope withthe momentum of acceleration. The Yshould learn more about helping peo-ple to adapt.

6. Become more credible (genuine) inthe eyes of youth. This will requireknowing what is going on in the vari-ous types of communes (not just"hippie" variety). Many youth are in-terested in building a whole new so-ciety based on a whole new model.

7. Get to be more current and experi-mental in terms of family life. There isa family purpose to be served. Work-ing with the youth provides a wedgefor reaching families.

8. The YMCA should feed back its ex-pertise and know-how about differentvalue systems around the world. Lessdeveloped countries where the YMCAis operating probably have a lot to tellthe U. S. about family values, moresand customs, etc.

9. The Y needs to find new ways to tapinto non-Christian segments of societywithout offending Christians. We haveshown flexibility in dealing with so-cialist countries. It is also necessaryto apply the same flexibility in re-sponding to the spiritual needs ofman.

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1. Credibility of our institutions, govern-mental and private. The test is whetherthe institutional representatives arecommitted to action and issue reso-lution.

2. Youth. Their desires for more fairnessin our society should be recognized,and they should be given responsibil-ity, commensurate with their obvioustalents, to correct the injustices.

3. Poverty. Twenty-five million peoplelive below the federal government'spoverty index. Can we abolish povertyamidst iur affluence, especially as tojobs, education, housing and healthcare?

4. Racial and national origin and ethnicdiscrimination. Blacks, Puerto Ricans,Mexican-Americans, American Indiansare the major victims.

5. Escalating violence. This is oftenaligned with escalating deficiencies inour criminal justice system.

A. Leon Higginbotham, Jr.Federal JudgePhiladelphia, Pa.

ROBERT DYE

6, International peace.


The YMCA, although its struggling is cum-bersome, is focusing on these problemsand moving towards their identificationby society. Some Ys, though in the minor-ity, are also moving towards resolution.

1. The YMCA should assume a non-re-ligious approach for spiritual motiva-tion to develop one's personal dignity,and a simultaneous respect for thedignity of one's fellowman.

2. Maximize individual options designedto eradicate deprivation due to raceor religion and narrow the gap be-tween poverty and affluence.

3. Monitor and aid other institutionswhich have the responsibilities of 1and 2.

4. Expand international understandingand work for more meaningful rela-tionships.

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1. The war as the most pressing prob-lem. Most other problems bear somerelation to the war.

2. Relationship of citizens to each otherthe long-term problem. This refersto race primarily, but also other majorgroups.

3. Inequitable distribution of wealth andvisible results of the differences. I be-lieve in our system of incentives andcapital investment, but the presentdifferences are too great. Unemploy-ment, racism and other problems arerelated to this.

4. A role for the young. The young todayhave the basic tools necessary for fullparticipation. They have gotten themessage about the basic problemsand are ready to act on it.


1. The Y should increase youth member-ship, giving more youth (especiallyfirst grade through senior high schoolage) a chance to participate.

2. The Y should have a minimal nationalcode regarding discrimination andoutreach to poorer, "bad" childrenand youth.

36

Daniel F. InouyeU. S. Senator (Hawaii)Washington, D. C.

JAMES SHULTZ

3. The Ywhen its program is geared toyoung peopleshould step in whenlegislation or conditions are anti-youth (e.g., child care laws, adop-tion). This action must be based onwell-established program areas andon a strong membership base withpolitical muscle.

4. The Y should have at least one majornational thrust and raise money onthis. People don't give money andsupport based on a confused image.Not all activities would be included inthis, but at least one thrust shouldhave national visibility.

5. Summary: Two major goals for theYMCA

a. Make it truly a youth organization.Youth is defined as up to age ofseniors in high school. Involve allyouth, especially poor and "bad"youth. Give best facilities to youthrather than adults. Spend majoreffort on young. Bring in far largernumbers of youth.

b. Emphasize ethics and social valuesin all programming in a self-con-scious, organized way. Expose tosocial problems. Stimulate think-ing. Values can be challenged andlearned in many subtle ways dur-ing Y activities (as in black-whitecontact in mouth-to-mouth resusci-tation during lifesaving courses).

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YOUR VIEW OF UNITED STATES SO-CiETY, MOST URGENT PROBLEMS ITFACES

1. The ability to sustain our society. Weneed to be very careful that we do notsow the seeds of our own destruction.Any society, to sustain itself, must be-lieve in those things that are spiritualand impose an inner discipline. If youhaven't earned something, you cannotappreciate it. Wealth that has notbeen earned can lead to destruction.

2. Greater leadership from the corporatecommunity. Over the last decade thecommunications industry, particularlyTV, has made it possible for politi-cians, entertainers and labor leadersto exert tremendous influence on de-velopments in today's society. Man-agement needs to develop a parallelapproach to today's society.

3. Understanding of the monetary sys-tem. We need to broaden understand-ing of the system in the United Statesand how it relates to those of othernations.

4. Use of our national resources. Theyarcs limited, and their dissipation willbe detrimental to our future develop-ment.

R. Heath LarryVice Chairman, Board of DirectorsUnited States Steel Corp.Pittsburgh, Pa.

H. DARWIN HAINES


The YMCA is an organization with greatpotential for serving the needs of society.It can be an umbrella covering many ofthese needs.

1. Generally speaking, the YMCA is bet-ter-managed than most social agen-cies and has been able to market andpackage its programs so that its con-stituents assume more responsibilityfor operation and management. Butthe YMCA should be more aggressivein pursuing collaborative efforts withother social agencies, locally and na-tionally. Such efforts would result inmore effective use of the human andfinancial resources of our organiza-tions.

2. Local YMCA boards as they are pres-ently composed could devote theirmajor efforts to the organization, de-velopment, and management of pro-grams in their communities. YMCAtrustees should devote their time andenergy to the long-range planningneeds of the organization.

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1. A basic concern is lack of skillstheknow-how to provide appropriate so-lutions. Evidence is seen in the inter-nal disorders in such areas as race re-lations, housing, welfareespeciallyinadequate housing and food for mi-norities. The problems of housing,education, and employment in ourcities stem from economic disloca-tions resulting from transition from arural-agricultural to a suburban-urbansociety.

2. The court system must be improved toachieve law and order with justiceadifficult achievement in a free society.

3. Another basic concern is inflationthe result of tremendous increases inwages without a corresponding in-crease in productivity. Effective labor-management relations are needed forgreater stability in developing unioncontracts which will help to alleviatethe problems of inflation.


1. The YMCA must aggressively continueits present programs and devote in-

38

John M. MartinChairman of the BoardHercules, Inc.Wilmington, Del.

H. DARWIN HAINES

creasing attention and resources tothe problems of minorities in thecities. The YMCA has been a pioneerin my community. More than fifteenyears ago, it began to give outstand-ing leadership to the problems of mi-norities, working on many social is-sues long before they became pop-ular. It can lead the way.

2. The YMCA as a social organizationshould endeavor to influence legisla-tion dealing with social issues. It

should influence government policiesreflecting the needs of society. Cor-porate leadership has a responsibilityfor influencing government for devel-opment of policies beneficial to busi-ness and society.

3. As a Christian organization, the YMCAhas great potential for influence in de-veloping better relationships domes:tically and internationally. This obser-vation is based on experience with mycompany's domestic and internationaloperations. My company will spend in-creasing effort and resources on thedevelopment of international marketsand working on cooperative and col-laborative projects throughout theworld in spite of the tremendous hand-icaps of a lack of common languageand the difference in monetary sys-tems,

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Crucial challenges of our time are:1. Delinquency 9. Callousness2. Racial relations 10. Crime3. International strife 11. Disillusionment4. Urban decay 12. Social isolation5. Use of leisure6. Automation7. Unemployment8. Alienation

13. Pollution14. Youth vs. age15. Drug addiction16. Stress


Some general feelings about the YMCA:

1. In this present crisis-national and in-ternational-the Y has a unique op-portunity.

2. A private agency can be the effectiveresource where government has beenfaltering.

3. The Y has enlisted thousands of vol-unteers on a national and interna-tional level for commitment to the bet-terment of society.

4. It has attracted generally a dynamic,dedicated leadership. It is flexible andhas impact in local communities.

5. The image of the Y has to be changedaway from that of a leisure-time or-ganization. Over the years the YMCAhas built up confidence of the Amer-ican community. It can now use thisfor new developments. Has new op-portunity but is restricted by its oldimage as a leisure-time, recreationalinstitution. This applies also to YMCAsin 85 countries.

Change has to be in:-Design-Management-Activities-Evaluation

Frederick MayerEducational ConsultantVienna, Austria

ROBERT DYE

-Communication-Impact

6. Reconsider the name of "YMCA."One's inclination would be to retainsuch a well-known title, but if so em-phasize to the public in a variety ofways that this is "the new Y."

7. There is need for a tremendous pub-lic relations thrust to interpret thenew Y." Dramatize. Use television.

8. Identify the most dynamic leadershipand give them the green light. Findthese people and support them.

The Y should place its best efforts in:1. Changing itself in response to chal-

lenges of our time (see the 16 chal-lenges above).

2. Bridge-building within the UnitedStates.

3. International bridge-building.4. Community development. The neigh-

borhood concept is breaking down.Schools are breaking down. The Y isone agency which can revive thegood neighborhood.

5. Concern itself with developing a cli-mate of human relations.

6. Be the catalyst for ecumenism whichinvolves non-Christians.

7. Make senior citizens feel wanted. In-vite their participation in responsibletasks.

8. Support a new type of educationbased on actual living situations. Usecamps as training centers.

9. Approach national and internationalproblems as interrelated. (Racial in-tegration in the organization is an in-ternational advantage.)

10. The YMCA can be an agitator andcommunicator for needed social ser-vices:

-Youth leaders-Senior citizen leadership-Public service-Voluntarism

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I believe we are aware of the most urgentproblems permeating our entire society.They have been identified many times.We must do a better job of evaluating ourpriorities and allocating our fiscal andmanpower resources to deal with the fol-lowing concerns:

1. Drugs. We need to develop programsgeared to alert communities to thedeleterious effects which drugs haveupon users and design programs toprovide supportive help and assis-tance to those with a drug-abuseproblem.

2. Crime and delinquency. We need toimprove the effectiveness and effi-ciency of our correctional institutionsand judicial systems to enhance thequality of life for our entire society.Our economic, political, and social or-ganizations and systems need to col-laborate on developing more effectivemethods and techniques for helpingall citizens to achieve justice andfreedom.

3. Urbanization. We have been unable tocope with the problems of our citiesin education, housing, welfare, trans-portation, law and order, and manyothers. We are an urban society andthese problems will increase in thefuture. We need to improve the effec-tiveness and efficiency of all levels ofour political system. It is important

40

Charles B. McCoyPresident, E. I. duPont de Nemours Co.Wilmington, Del.

H. DARWIN HAINES

that we examine our present prioritiesand do a better job of determiningfuture priorities and allocate fiscaland manpower resources to improv-ing the quality of life in our cities.

4. Employment. We need to solve thechronic problem of unemploymentwhich is very critical among youngpeople, especially minorities. Specialtraining programs need to be developed by business, industry and laborso we can deal meaningfully with theseverely disadvantaged employingthem, supporting them, and helpingthem to bridge the gap between theworld of poverty and the world ofwork.

5. Housing. This is one of our most basicneeds and progress in this area willhelp us to cope with the above socialconcerns. We need to improve ourhousing, especially in the cities. Prog-ress and iesults can be measured inthis area more easily than in those ofthe other social concerns. By improv-ing housing, we will improve the qual-ity of life in our society, particularlyin the urban areas.


1. I would like to emphasize that theYMCA, like all social organizations,needs to develop more effective meth-ods and techniques of collaboration


CHARLES B. McCOY (continued)

to solve many problems of our so-ciety. I believe the Urban Coalitionsoperating in many of our communitiesare excellent examples of collabora-tive efforts.

2. I would like to suggest that the YMCAtry to develop more effective ways ofworking with the mayors of our citiesand the political system. The mayorsare aware of the problems of thecities and they certainly could helpthe YMCA establish priorities in re-sponding specifically to the mostpressing problems.

3. I believe there is a need also to de-velop closer working relationshipswith our education systems. We havemany fine education systems andfacilities and are using them only on apartial basis. They represent tremen-dous capital and financial invest-

ments. Many YMCA physical educa-tion and group work programs coulduse those facilities when not sched-uled for school programs. This wouldreduce the need for large capital in-vestment by the YMCA and wouloachieve greater use of facilities al-ready available in many communities.

4. The YMCA as a Christian organizationneeds to place greater emphasis onfamily life, developing activities andprograms that will help to alleviate thapreviously identified social problems.The YMCA needs to help youth andadults develop a commitment and pur-pose in life. The YMCA needs to de-velop methods and techniques in itsprograms and training activities thatwill help youth and adults to under-stand and improve their communica-tions and relationships with eachother.

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Problems of the world and the UnitedStates

1. War: United States must keep us outof wars. We must resist neo-colo-nial adventures.

2. Population: We must find ways ofdealing with population problems(abortions, use of the pill, etc.) with-out minorities feeling put upon.

3. Environmental hazards: The hazardsof the city pose a pressing UnitedStates problem. Power companiesneed to be involved because somuch is at stake.

As the Y works at these problems thatare worldwide in scope it must use itsboards and young people in creating in-ternational models. Because the Y is in-ternational it shouldn't create models thatwon't work in other countries,

Problems of the United States (mostpressing)

1. The generation gap.2. Relationships with minorities.3. Suburban-Inner city balances.4. Rebellions in high schools and col-

leges.

5. Unused potential of older persons.(Those just retiredwidows, wealthy,unused. This problem is even morecrucial with men than women. Theyshould be caught five years before re-tirement.)

42

Margaret MeadAnthropologistAmerican Museum of Natural HistoryNew York, N. Y.

ROBERT R. DYE


1. Help prepare 18-year-olds to developpolitical interest and vote intelligentlyon the issues at stake

Especially non-college bound. Thereare lots of opportunities for thiswithin the college community butthere are five million non-collegekids.1972 was crucial because of thepresidential and national elections.The reason young people did solittle politically after Kent State wasbecause there were so few relevantelections taking place.

Youngsters should be reached justbefore they leave high school.

2. It is crucial to effect new relationshipswith the YWCA

Working relationships between menand women must be altered. Theymust be cooperative non-exploi-tive. There must be much greatermix in executive positions menworking under womenwomen un-der womenkeeping flirtation outof work. This depends on relation-ships young people develop witheach other as young adults. An ex-ample of this now at work is the co-ed dorms in colleges where youthdevelop social intimacy without sex.Where are kids who don't live in


MARGARET MEAD (continued)

college dorms going to get theseopportunities? YW-YM may be oneof few places where men andwomen can learn to work together.(Especially non-college youth, byproviding them with experiences inwhich they can see each other aspeople, not sex objects.)

The question to deal with is, howcan the YMCA advance its relation-ships with the YWCA? Can it offerthe YW something genuinely coor-dinate? This may require a new in-vention in mergers complemen-tary rather than co-equala mergerthat isn't a marriage.

Each may need to keep its headits own boards. Perhaps thereshould be a joint Executive Com-mittee. This is especially true in newcountries where girls need to beprotected.

Mergers are good when everyonegains.

3. The YMCA must intelligently work onsocial issues

Use boards for "informal" lobbying.Work with churches to collaborate

on monitoring the issues and with-stand Internal Revenue Service at-tacks (use public interest law firms).

Stop punitive measures taken in Ystoward homosexuals. (Do not coop-erate with police.) Work to stoppunitive measures in the comrri-nity. (Maybe that's as far as the Ycan go without drawing a stormaround it.)

Consider why juvenile halls, juvenilecourts, junior high schools all wentwrong. Get rid of detention homes.Help bring about massive reorgan-ization of interrelated systems whichaffect youth. Three million "hallwaykids" are floating today, with noaccess to medical care.

There is a need for good communalexperiences. Bring older people andyoung people together into clusterliving and shared experiences.Older people are good prospects

for working with younger children.Most communal living is ideology,not architecture. We need morearchitectureless ideology. Tie in-to the Peace Corps, alumni groups.

In its co-educational recreationalprograms the YMCA must come togrips with its feelings about alcohol.Beer may be an intermediate solu-tion for the young adult setting. Ifthe Y is going to keep drugs out,it's the kids who will have to keepthem out. The drug culture will ex-pand before it decreases. Ultimatelymarijuana will be regarded likeliquor.

4. The YMCA must think about its root-edness to buildings

Like a church, the Y is subject tothe changing nature of neighbor-hoods.

Study the use of buildingshow tomake them free from vandalism.(Use as hotlines, drop-in centers,etc., between midnight and 6:00a.m. Slum dwellers have differentideas about buildings that are open24 hours a day.)

There is a demand for partic;pationby indigenous people. Buildingsshould have more multi-aged us-age: day care centers, multi-serviceunits. Look at this two ways: givingneeded services, and receiving pro-tection to buildings.

There is a need to go back to vol-unteer concepts. We pay people to-day for everything they do.

There should be a moving back tothe position where people workingin the ghetto must live there.

5. Other issues:The national organization should

spread good programs nationally,while allowing for diversity withinRegions.

In developing countries, we neednet only American leadership butleadership from other areas (notonly white).

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YOUR VIEW OF UNITED STATES SO-CIETY, MOST URGENT PROBLEMS ITFACTS

1. No adequate way for thinking aboutthe interaction of problems. Tradition-ally we think of problems in isolationwhen, in fact, all are interdependent.We have no way to view the total sys-tem. The intellectual crisis is as greatas the social crisis. There are severalaspects of this conceptual inade-quacy:

a. For whatever combination of forcesthat may be working, we havereached a point in society whereexpressiveness is more rewardingthan restraint (dress, fads, commit-ments, behavior, etc.) for manypeople. This expressiveness addsmore demands on the system andcomes at a time when we are al-ready having difficulty in coping.Many people in society have emo-tional problems partly because ofrepressive up-bringing, partly be-cause of parental inadequacy, andpartly because the value system ofthe past has been hypo-critical.The result is neurotic acting outthat makes it difficult to sort outthe legitimate ideological focus asdistinct from the working out of in-dividual hang-ups.

b. A lot of alternative value systemsand life-styles have been around along time but now the density ofinteraction and heightened self-consciousness are such that thesecannot be ignored. Previously con-flicts in values and life-styles couldbe sustained because there waslots of "slack" in the social system.No longer.

44

Donald N. MichaelEducator, FuturistUniversity of Michigan

JAMES M. HARDY

c. Our means of governance (in fam-ilies, government, organizations)are inadequate. They are premisedon inappropriate values of the pastand on outmoded operational pro-cedures.

2. What image of man and his purpose isto prevail? Do we see man primarilyas a productive worker in a total so-ciety or as an individual doing his ownthing?

Other questions follow: What rightdoes an individual have over his lifeand death? Who has the right to useconsciousness-expanding technology,and under what conditions? What isto be the nature of the family, or aconstructive substitute for the family?

3. Youth and the generation gap: Whatconstitutes the appropriate contextfor learning and developing at a givenage? What is the focus of learning fordifferent age groupings? What rela-tionship should exist between agegroupings in order for individual de-velopment to be maximized?

4. Poverty: Anyone who is unable tocontrol his destiny is poor. Everyonemust have access to those ways ofbeing and doing which give him afeeling of competence in life. This hasspecial meaning for Third World coun-tries that are getting further behindboth relatively and absolutely.

5. Governance: What constitutes thelocus and content of governance in asociety that is in the process of chang-ing its values and life-styles?

6. The ecological problem: We must findnew ways to cut the pie because asubstantial improvement in the Third


DONALD N. MICHAEL (continued)

World. under the present productionaspirations, will pollute the environ-ment. Everywhere people must con-front the question of what kind ofhabit patterns they are willing to giveup in order to insure environmentalpay-off in the future. If not, we will beliving in an artificial environment thatis progressively more costly and moreseparated from nature.

FinallyWe must become a learningsocietyrecognizing that we do nothave all of the questions or answersand that old patterns do not work in aworld which is new. We must not ex-ploit our fellowmen through advertis-ing, profit. manipulation.


1. Become an advocate for the changingvalues and needs of youth. Help legiti-mize the changing-value situation in aspirit of learning and experimentation.Actively oppose those things that workagainst the growth and development

of youth and support those thingswhich work for this growth and devel-opment.

2. Develop joint-learning ventures foryouth and adults. Become a demon-stration for other organizations in life-styles, values, communication, under-standing.

3. Be a risk-taking, learning organiza-tion. Demonstrate the viability of alearning environment as a way of con-structively dealing with the conse-quences of continuing and changingvalues.

4. Become involved in lobbying. Joinwith other organizations and groupsin creating a lobby to influence thosethings that will affect the YMCA. Be inthe forefront of raising the publicvoice.

5. Work at international development byproviding expertise in resolving con-flicts with the Third World. Problemssuch as ecology and population con-trol will necessitate understandingand problem-solving learnings whichthe YMCA can help provide.

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1 Breakdown in society. There is a basicsense that the U. S. society is comingapart, has lost direction, and that thetrust of persons in each other is verylow. Students and others are lookingfor ways to put things together forthemselves. There is increasingly abreaking-up process going on amongpeople.

2. Little faith in government at any level.

3. Major ethnic and racial gaps amongpeople.

4 An unresponsive educational systemon all levels.

5. Loss of control over our resources.

WHAT IS THE OPTIMAL POTENTIAL OFTHE YMCA? WHAT ARE SOME GOALS

46

Charles PatriziaPresident of Carolina UnionUniversity of North Carolina

NORMAN GUSTAVESON

IT MIGHT BE WORKING TOWARDACHIEVING BY 1978?

1. The YMCA must stop being what ithas been and begin to devote its re-sources to major community and so-cietal problems. In this way the YMCAcan respond to the above listed con-cerns.

2. It can play an important role as theman in the middle help'ng overcomethe gapsracial, ethnic, age barriers,student/non-student conflicts. The Ycan have this primary focus and besignificant. It does not need to playthe advocate role in public but rathercan and should bring people togetheracross the gaps indicated.

3. The YMCA can have a more importantrole in preserving and strengtheningthe monogamous family which is be-ing eroded in many ways.

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YOUR VIEW OF UNITED STATES SO-CIETY, MOST URGENT PROBLEMS ITFACES1. Major readjustment of the position of

the U.S.A. in the world. This is exem-plified in the military and economicchanges. A bipolar situation no longerexists. Western European countriesand a new, powerful Japan haveemerged as strong leaders. The U.S.A.is now asking them to share responsi-bility. There is danger of the U.S.A.becoming neo-isolationist.

2. Racial readjustment in the U. S. Thisissue is broadening out. Problems ofcities are tremendous in magnitudeand the impact of racial and minoritygroups compounds the difficulty ofsolving social and economic prob-lems.

3. Pollution and deteriorating environ-ments. These are reducing the qualityof life. This started as a "faddish" is-sue but will remain. In our affluencethere is less need to increase thequantity of goods and more resourceswill be available to improve the en-vironment.

4. Redistribution of personal income.This would result in poorer and oldersegments of society getting better.

5. Reduction of working hours. This willincrease over the years. More leisuretime be available to put into thingsother thar. work, e.g., the family.

WHAT IS THE OPTIMAL POTENTIAL OFTHE YMCA? WHAT ARE SOME GOALSIT MIGHT BE WORKING TOWARDACHIEVING BY 1978?1. Traditional services (physical educa-

tion, adult education, camping, etc.)are important and a real service. How-ever, they should do better in gettingcranked up in dealing with socialproblems. So far it has been moreconcerned in getting itself straight-ened out rather than making a socialimpact.

Richard PedersenCounselorU. S. State DepartmentWashington, D. C.

JOHN O'MELIA

2. Solve the problem of lack of nation-wide identity. Too few areas are iden-tified nationally. Weaknesses of the Yare:

a. Lack of public relations ("toot itsown horn").

b. Lack of consistently pursued pro-grams.

c. Inadequacy of merely local drives.3. Take real community leadership. The

Y could handle certain aspects of so-cial problems as it works on the urbanproblem. This calls for cooperationwith other agencies.

4. Be more explicitly conscious in stimu-lating Christian social values in allthat the YMCA is doing.a. The YMCA atmosphere in this di-

rection is generally vague.b. It is not built into the program in-

tellectually from the start.c. If we did, it would help "down the

line" where it becomes diffuse(budget, membership).

d. As more Y services are taken overgovernmentally, it needs to renewthis emphasis so that the Y be-comes known as a force for highsocietal values and individualethics based on a Christian motiva-tion,

e. Steer clear of religiosity and putemphasis on human character de-velopment.

f. Being identified in this way wouldtie the Y into social stances but notbasic political issues in which theY has no roots.

5. YMCA goalsa. Greater installation of Christian

value objectives in everything.b. Conscious development of nation-

wide identity leading to high visi-bility (with quality).

c. Becoming a major social force withviews and action programs on so-cial issues.

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YOUR VIEW OF UNITED STATES SO-CIETY, MOST URGENT PROBLEMS !TFACES

1 Lack of total world perspective andlack of feeling of concern for the well-being of peoples of the world.

2. Single-minded material acquisitive-ness without regard for equity in livingneeds for people.

3. Lack of meaningful sharing of infor-mation and of decision-making powerand responsibility at all levels of theU.S. society.


1. Renew a systematic re-evaluation ofpriorities for the U.S.A. Lead an effortto implement at all levels of societythe comments above.

48

John RonsvalleFormer PresidentGraduate Students AssociationUniversity of Illinois

ROBERT SCARBOROUGH

2. Establish a semi-autonomous instru-ment for public interest advocacy tosupport legislation that is acknowl-edged to be most important and mostneeded.

3. Serve as an umbrella for other organ-izations that could be more effectiveif they could utilize the resources ofthe YMCA in the achievement of thegoals of the groups needing the re-sources.

4. More specifically, work towards thegoal of equal food, shelter, medicalcare and equal resources for the at-tainment of happiness and joy for allpeople throughout the world. Developan arm of the YMCA which can carryout this advocacy as an act of love inthe name of Jesus as he is presentedin the New Testament, realizing thatan apocalyptic return of Jesus maytruncate human efforts to build a per-fect society.

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1. The U.S.A. as an image of the future.What is going on in the U.S.A. is justa few years ahead of what is to comefor the whole world. We represent forthe first time ever a developed society(affluent). We do not have to work forbasics but can give attention to other,less material, concerns. People aroundthe world look to the U.S.A. Theywatch to see how we will cope. Willwe become a totalitarian society?

2. The human relations problem. U. S.society is not only a set of complexproblems, it is basically a large-scalehuman relations problem. No partic-ular ideology will solve it. None of thepresent systems (democracy, privateenterprise, communism, socialism,etc.) can successfully solve the prob-lems. Human relations cross-cuts allof our social-economic problems.Americans have ignored and are los-ing their problem-solving skill, whichwas a major virtue of the past. Can itbe applied to our human relationsproblems? Will we recognize their pri-ority?

3 Several dimensions of the basic prob-lem of human relations. Unless wecan cope with the human relations as-pects we will only be taking a piece-meal approach. For example: copewith youth-drugs as a human relationsproblem rather than as a religion/value problem which we currently do.

a. Willingness to change.b. Requirement to understand our-

Curtis RooseveltChief, Non-GovernmentalOrganizations SectionEconomic and Social CouncilUnited NationsNew York, N. Y.

JOHN O'MELIA

selves and each other. (Training forthis is needed more than for anyother skill or objective.)

c. Role-flexibility (individually and ingroups).

d. Consumer problems.e. Young-old relationships.f. Readiness to "sacrifice" to the ex-

tent that is within the scope of asociety of affluence.

4. Shared leadership. Leadership mustmove toward collective-type providinginteraction between various forces.The trend is away from the strong manat the top toward shared leadershipthrough committees and task groups.Can we foster leadership of great vi-tality that will operate as leaders ofteams? There are good examples inbusiness but not yet in politics.

5. The need for voluntary action. Weneed to preserve a countervailingforce to governmental controlsthrough voluntary action. The U. S. isat the crossroads. We are moving toa time when there will inevitably bemore controls. Will our tradition of"voluntarism" be unable to adapt?Will the stakes be so high that anyonewho wants influence must belong di-rectly or indirectly to government?


1. The Y is an organization that alwaysprided itself on being "on the scene."It has its ears to the ground. It has


49

CURTIS ROOSEVELT (continued)

placed heavy emphasis on doingthings with a concentration on humanrelations. Based on Christian pre-cepts, though sometimes very "box-like" in character, it has also seemedadaptable.

2. It is one of the key institutions whichmay be able to shift gears to providea leadership role for other institutions,not in terms of plowing fields in whichit has no experience, but by using itspresent strengths; e.g., human rela-tions skills. We need to work in fieldsthat are familiar to us, but see newways to plow in these familiar fields.

3. Three goals for the YMCA:a. Concentrate on the process of

sharing perception and understand-ing. When a perception is not un-derstood by one group of people

50

their natural reaction is to feel ali-enated. Youth provides us (if welisten) with new perceptions andawareness, but they may have lessunderstanding of the meaning ofthese perceptions than we (olderpeople) do. Together we have com-plementary roles.

b. Strengthen and update the con-cept of voluntary action. This isneeded to maintain values of apluralistic society.

c. Provide more attention to develop-ing youth roles. This goal obviouslynecessitates reaching into the fam-ily. We need to stand by and workwith youth, benefitting by their per-ception, skills and willingness tochange. They are showing us theway (as will their children show itto them!).

INTERVIEW WITH:

INTERVIEWER:


1. Equity within our society. This is evi-dently a condition sine qua non forthe human condition, a condition ofphysical and social health.

2. Congruence of this society with theenvironment. A pious, just society isstill a suicidal society if it is unable tointeract "ecologically" with the phys-ical environment. As a nation we tendto deal with specificsand notenough in general terms. We cannotdeal with specific problems withoutseeing them as a part of a total pic-ture. Individual social issues will notbe resolved unless we resolve thesetwo overall issues.

We cannot disconnect human prob-lems from the condition of man in alarger universe. Human resourceshave been short-changed for reasonspeculiar to the Protestant ethic orbecause of our bent toward solvingdetached problems and we havefallen into the hands of materialisticdogmas. We have built up a mythol-ogy of efficiency. Because we rarelytake time to see the total animal, ourefficiency has become inefficient.

When we choose our actions basedon feasibility rather than desirability,we become less rather than morecapable of producing wholesome life.When a person or a firm comes upwith a product which is not congruentwith the human-environment condi-tion, the results are damaging to so-ciety in direct proportion to the "suc-cess" of the enterprise. The control-

Paolo SoleriArchitect, PlannerScottsdale, Arizona

ROBERT R. DYE

ling force in what we produce and doshould be what human beings desirerather than feasibility.

Creative energy thrives on the kind ofgoals that are upgrading of the soul.Because of the materialistic bingewe're in, our creative energies can'tblossom. This is one reason for therebellion of youth. Youth strives totake a direction beyond materialism,to be helpful, generous and hopeful.Though we brag of free enterprise wedon't seem to accept the fact thatthere is little freedom in a system thatidolizes greed, bigotry, intoleranceand hypocrisy. We should call thingsas they are and maybe make up a newvocabulary. We tell the petty criminalhe is the scourge of society and at thesame time stand by while the non-petty criminal does much better forhimself.

We have had a war going on that in-dicts our leaders as war criminals.There is not much hope for law andorder when a country's leaders arelawless in the higher order of things.This condition penetrates the bones ofall, making them skeptical, cynical.This is the deterioration of a country.When we have a national emergency(world war) we can mobilize to pro-duce miracles. We should mobilizeour nation on the same scale becausewe are faced with an emergency. Weare split between our aspirations tobecome more human, more spiritualand less matter-oriented, and a situ-ation that indicates we are not up tothe challenge. We see the necessityto produce more and more and to


51

PAOLO SOLERI (continued)

consume more and more. This is anincredible abstraction because somuch of what we produce is "beauti-fied" wastewith fake usefulness.


1. Recognize first that man is an environ-mental animal. We cannot escapethat. The organization should work forjustice, but also for congruence, be-cause environment is the joining ofthe physical and the metaphysical.

52

Squalid environments tend to producesqualid souls.

2. Should the organization spread its en-ergies over large numbers of con-cerns or focus on one or two? Per-haps it should spread itself over anumber of undertakings but seek tobring about a synthesis in the resultsof its efforts which would produce anoverall, comprehensive improvement.

3. The urban problem is our problem.This means we must invest ourselveson a personal level to right the wrongsof the city.

INTERVIEW WITH:

INTERVIEWER:


1. Disintegration of an orderly society.This is not the "law and order- issue,but rather the overwhelming problemof race, and the problem of incomedisparity. There is increasing polariza-tion rather than constructive work to-ward an integrated society.

2. The average American and world af-fairs. Appreciation of the averageAmerican about our role and obliga-tion in world affairs is not well under-stood. There is little understandingabout gaps between developed coun-tries and less developed countries.This is true because we accept hu-man deprivation readily and becauseof the vast numbers of people in-voived. The U.S.A. should contributeone percent of its Gross NationalProduct to alleviate th disparity in thedeprived countries.

3. Isolationism of individual. America isbecoming insular, not in terms of localcommunities but in personal terms,since people are not really concernedwith what is happening in communi-ties but in terms of "me."

4. Value structure. Repressive actionfrom top people in regard to funda-mental changes in the value structureis appalling. Youth, on the other hand,are too quick to throw out systemsand structures and not reasonable intrying to seek accommodations.

5. Youth role. Essentially youth have agreater participatory role in determin-ing general direction and specificcourses of action. But we must con-vince them to be more open-mindedbefore taking action and to considerthe consequences of the action.

John UlinskiDirector, Office of Private ResourcesAgency for International DevelopmentWashington, D. C.

JOHN O'MELIA


1. Much depends on the YMCA's fund-raising capacity.

2. The Y's style gives it the opportunityin communication and leadership toattack societal problems.

3. The analogy of early beginnings of theY in London is relevant.

4. The Y has developed techniques inhandling communications, utilizingwell such processes as conferences,labs, workshops.

5. It is knowledgeable about differencesand has experience in dealing withdifferences.

6. It is hard to understand why the Ydoes not move in on controversial is-sues (as described) domestically andinternationally through issue-orientedprograms, as well as community de-velopment programs.a. The Y's prestige would allow it to

draw on the greatest talent andbrains to get this done.

b. The Y should develop educationalprograms to equip people to solveproblems and take action steps.

c. The Y can exercise real moral sua-sion as well as technical compe-tency.

7. Ys should not abandon traditional pro-grams but take new directions.

8. Goals for the YMCA:a. Move in the direction of ameliorat-

ing the racist problem.b. Eliminate social and economic dis-

parities.c. Expand knowledge of less devel-

oped countries and press for great-er participation of government andprivate organizations.

9. Think about changing the name of the"YMCA."

53

INTERVIEW WITH:

INTERVIEWER:


1 The pace of change. The majority ofpeople are unable to comprehendchanges or accept them in a positiveway. There is serious over-reaction,or apathy. We haven't learned to usethe basic American system in a.mass(not face to face), urbanized society.The individual citizen feels lost, pow-erless.

2. Economic dislocation. So many arevery poor. We operate on feelings car-ried over from an agricultural society.Instead of applying creative ability todiscovering new forms, many of themost able people are using their en-ergy to fight change.

3. The cities. We don't know how to livein cities. (London, Paris, Rome arebetter examples than large U. S.cities.)

4. Race and ethnicity. Polarizations growout of an attempt at producing a melt-ing pot idea of absorbing people.What we need is pluralism acceptdifferences rather than try to absorbthem.

5. America and the world. We don't knowhow to cope with our role.

WHAT IS THE OPTIMAL POTENTIAL OFTHE YMCA? WHAT ARE SOME GOALSIT MIGHT BE WORKING TOWARDACHIEVING BY 1978?1. The Y must become more progressive

and socially relevant without losingthe values and kind of people it hashad. It has been a useful but old,"nice," and traditional organization.It has been more conservative thansome other voluntary organizations inits racial policies and in finding newsocial opportunities. While becomingmore active on social issues, it shouldcontinue to help people find personal

54

Cynthia WedelPresident, National Council of ChurchesNew York, N. Y.

JAMES SHULTZ

satisfaction through fellowship andrecreation. It also may need to avoidstrong corporate stands since it is abroad-based organization and itslocals are hung up on real estateproblems which require keeping peacewith the conservative element.

2. The Y should be a place where peo-ple can develop their autonomy andparticipate in the larger society. Itshould empower people, help them toform caucuses, participate in socialissues. It should be a place that peo-ple would join because they knowwhat it is, what it is going to dorather than just for fellowship or topass time. It should be a group withreal influence, a focal point for com-munity change. It should offer trainingin socio-political processes and be achannel for using people's abilities tochange society. It should offer staff,facilities, respectability, money, andother resources.

3, Social problem areas best suited tothe Y:a. Voluntary actionmore chance for

people to participate as citizens.b. Youth.c. Physical and mental health.d. Urban development.e. International affairs.

4. Four goals for the YMCA:a. Comprehensive membership.b. To be known for imaginative ser-

vices to those in need, involvingrecipients in decision-making andaction, for solving basic problemsnot just band-aids.

c. To be known as one of the primarychange agent forces, not draggingits heels. To be able to cope withfinancial problems connected withchange agent roles.

d. It should make more of its interna-tional involvement and makeup.

INTERVIEW WITH:

INTERVIEWER:


1. Race relations.

2. Momentum that permits industrial/mil-itary complex to rule the country. Wemust demilitarize our concepts. Ourconcern should be to orovide solu-tions to international problems otherthan war.

3. Our materialistic value system. Thisshould be replaced with a more con-scious acceptance of man's place innature. Conditions of the human en-vironment will not change withoutchanges in human attitudes. We mustget at this by working on the variouspieces that people want most to workon: race, peace, deprived youth, pol-lution. Identify problems that can befruitfully approached and where Yskills and facilities may be utilized.


Curtis WilliamsEducatorRockefeller University

ROBERT R. DYE

1. We should work on pulling youth to-gether and helping them learn to solveproblems they feel deeply about. Helpto create the community involvementthat will inspire youth and allow theircreative energies to flow. We shouldwork through structures of theirchoosing avoid patronizing stance(deprived groups, neighborhoodgroups).

2. We should practice sharing work incommunity among younger and olderpersons. Youth will come to recognizethe difference between awareness andwisdom and develop a sense of re-sponsibility and sensitivity towardsothers of different age or circum-stances. Young people must be helpedto recognize necessity of acquiringknowledge, even formal knowledge.Youth reacts in either of two wayswhen it finds the older generation isinvolved in an issue: a. Retreat andfind a new issueor create one, or b.The mature, less belligerent youth, ifnot patronized, realize the value of co-operation.

55

INTERVIEW WITH:

INTERVIEWER:


1. People changing faster than institu-tions. Institutions are lagging. Changeis leaderless. Individuals are nervous.uncertain, with a feeling of discon-nectedness.

2. The extending life period. Each per-son is a number of different peopleduring his life (new concerns, newmarriage). The crisis is one of peoplepicking up new lives.

3. Deterioration of older cities. Peopleare leaving cities. There is an insuffi-cient tax base. Cities suffer from de-terioration of buildings, relationships,and the whole quality of life. Thischain of events must be altered.

4. No psychological moorings. We arenot bolstered by a "rock-like faith asGod's chosen people." There is novalue consensus.

5. Pollutionenvironment. The nature ofthe environment has changed andmakes new demands.Note: This country has come through

change with remarkable stabil-ity as a society. It is our institu-tions that are faltering, not in-dividuals.


1. Stop disastrous deterioration in oldinner-city areas. Put the best and mostexpensive facilities and programsthere, as visible evidence of faith incities. Specifically, become involvedin twelve major cities in stopping de-

56

'in' N. YlvisakerEducator, UrbanologistPrinceton University

JAMES M. HARDY

terioration, and extend this to othersby 1978.

2. Become integrally involved in planningnew communities. Utilize expertise inplanning for social and human dimen-sions in these communities (planningfor early childhood development, daycare, delivery of health services, legalservices, consumer affairs). We can-not leave this just to the business in-terests. Specifically, become involvedin at least six new towns' planningprojects by 1978.

Help women with "empty nest" fam-ilies try to find themselves. Provideguidance for women whose childrenhave married, gone off to college,joined the military, left to take jobs orotherwise left home. Help them toachieve fulfillment through new inter-ests and satisfactions.

4. Provide content programming forcable TV. This would include educa-tional, recreational and developmen-tal content.

5. Provide resources to help individualsand other institutions do what theywant to do. This does not necessarilyhave to be under the name of theYMCA.

6. Strike out in experimental directions.Provide services and activities thatare not part of present program butthat are needed (legal assistance,consumer education). Keep experi-mental edge sharp.

7. There is a need to get rid of "C" inname. The Y can and should continueits spiritual tradition but change name.The "C" blocks participation of a lotof individuals. The name is not de-scriptive. It makes the YMCA seemproprietary whereas the organizationrises above that.

INTERVIEW WITH:

INTERVIEWER:


1. Poverty, racism and war. These threeproblems grow out of an attempt tosurround ourselves with materialthings compulsive acquisitiveness.We have an aggressive need to dom-inate people.

2. Fear of life and the future. This is at adeeper level. We seek to perpetuate astable, middle class norm. The threatcomes from the emergence of a plu-ralistic society. Minorities black,young affirm they have a perspec-tive. We are afraid of pluralism.

3. Sex and family crisis. People in poweract out of a sense of unfilled man-hood. There is both domination of andprotection of women. The suburbanliving is limited because it protectsfrom life processes. An underlying is-sue of parents is that something mighthappen to their kids sexually. Parentsdo not trust kids to experience thingsthat come from differences. The psy-chological roots of protectiveness areprobably sexual. The puritan clouddistorts present day realities. Blackculture is useful because it is able tocope with death. The present gener-ation will develop greater sexual se-curity from changing attitudes whichfamilies traditionally bear. A deeperkind of spiritual and emotional secur-ity will lead to openness. We shouldbe less protective, accepting cross-cultural interaction, including dating.

4. Threat of a fragmented and polarizedsociety. The result may be a societyat war with itself. There will be merelyan armed truce, unless WASP culturegives way to a pluralistic society. Plu-ralism does not imply "melting pot."It reflects appreciation and respect fordifferences.

5. Oppressive notions of young people.

Andrew YoungExecutive Vice PresidentSouthern Christian LeadershipConferenceAtlanta, Georgia

JAMES SHULTZ

They have been dominated, moldedby authoritarian relationships, e.g., be-tween teacher and student. Schoolsconfine kids in a space. The Y is moresubtle (e.g., Indian Guides) but it stillis oriented toward molding. Youth re-bellion is happening in younger agesdown to ten-years. It occurs at theyounger ages in poorer groups. Wewill be unable to dominate kids. Wewill need to treat them as individualswith rights of their own.

WHAT IS THE OPTIMAL POTENTIAL OFTHE YMCA? WHAT ARE SOME GOALSIT MIGHT BE WORKING TOWARDACHIEVING BY 1978?1. The institution of organized voluntary

action is in trouble. It is a kind offetishism that we maintain but it is in-effective on a large social scale. TheY should try to become effective inthe total society.

2. The Y could play a role by giving voiceand space to youth. The majority ofboard membership should be youth.This should also be true of staff. Allowdecision-making to them. Adultsshould provide advisory and fund-rais-ing support. Recognize that there is aserious stabilizing force within youthculture. It is more stable because it ismore relevant and the young shouldbe granted their opportunity to estab-lish stability.

3. Develop active ministry to men 35-55.Speak to their unfulfillment. Thiswould syphon off aggressiveness.Speak to their manhood. Provide se-curity and companionship acrossracial and class lines. Take a forth-right approach to sexuality.

4. Provide creative methods for survivaltraining of black youth.

5. Provide advocacy for rights of youth,e.g., the child care bill in Congressnow.

57

VII. Five-Year0pendingGoalsof the National Board of YMCAs1973-1978

VII. Five-Year Operating Goalsof the National Board ofYMCAs 1973-1978

The Five-Year Operating Goals of theNational Board of YMCAs, to be signifi-cant, must be an expression of the basicpurpose of the organization:

The Young Men's Christian Associ-ation we regard as being, in its essentialgenius, a worldwide fellowship united bya common loyalty to Jesus Christ for thepurpose of developing Christian person-ality and building a Christian society.

The revitalization of this purpose inthe lives of YMCA members is a desiredoutcome of the National Board Planningprocess. The goals were derived from thepresent emphases of YMCAs, from exter-nal data provided by knowledgeable per-sons on their views of the future potentialof the YMCA, and from many local Asso-ciation laymen and staff on the presentstate of affairs.

The operating goals are designed toimplement the seven broad National goalsas formulated by the National Council ofYoung Men's Christian Associations ofthe United States in 1963.

Your YMCA seeks to help its mem-bers:

develop self-confidence and self-respect and an appreciation oftheir own worth as individuals

develop a faith for daily livingbased upon the teachings of Jesus,

that they may achieve their highestpotential as children of God

grow as responsible members oftheir families and as citizens oftheir communities

appreciate that health of mind andbody is a sacred gift, and thatphysical fitness and mental well-being are conditions to hP achievedand maintained

recognize the worth of all persons,and work for interracial and inter-group understanding

develop a sense of world-minded-ness and work for worldwide un-derstanding

develop their capacities for leader-ship and use them responsibly intheir own groups and communitylife.

In reviewing the goals it is vital torecognize the National Board has an es-sential function of helping to strengthenlocal Associations. This function is imple-mented by providing direct resources toYMCAs and conducting certain oper-ations in behalf of YMCAs. The goalstatements and illustrations of expectedoutcomes reflect both dimensions.

The Proposed Goals were reviewedby the National Board and leadership ofseveral local Associations. A revisedstatement was tested across the country.

The National Board officially ap-proved the goals at the March 3-5, 1972Board meeting.

59

SUB-GOALS

1 Eliminating Personal andInstitutional Racism

2 Changing the ConditionsFoster Alienation,

Delinquency and Crime.

3. Reducing Health Probiemsby Strengthening Physicaland Mental Health

6

ILLUSTRATIONS OF EXPECTED OUTCOMES

A At least 30°0 of all National Board, Council and Committee structureswill be filled with racial minorities, women, and persons under 30, andassistance will be given to YMCAs to accomplish the same

B Tools and supports will be offered to YMCAs to develop programs ofeffective collaboration with ethnic and racial minorities to increase theirpower to make and implement decisions in institutions and the societywhich affect them

A National strategies and models will have been developed to improve thejuvenile justice system

B Major assistance will be given YMCAs :o put into operation programs ofrehabilitation for juvenile offenders which will serve as options to youthjails and reformatories

C The national organization will develop program tools methods, and train-ing systems for YMCAs so that work with disadvantaged and alienatedyouth will have tripled in five years

A The national organization will have established relationships with otherhealth-oriented organizations

B A national training program will be in operation which will offer testedmodels designed to prevent use of drugs and treat drug users

C National and local YMCAs will be collaborating in the further developmentand expansion of nationwide programs of fitness within and outside theYMCA

4Strengthening FamilyStructures by EnhancingRelationships andImproving Communication

A The national organization will have established relationships with otherfamily communication and development organizations

B National resources and program models will be offered YMCAs toincrease and improve family communication labs for 4amilies with teen-agers, personal growth labs for husbands and wives, and parent effective-ness training

5. People from OtherCountries in BuildingInternational Understandingand World Peace.

A The YMCA nationally will be working actively with the United Nations andother international organizations in people-to-people programs, particu-larly in areas of education, health and fitness, and the welfare of youth

B YMCAs will be aided to intensify student and camper exchanges, staffexchanges, and other international programs to the extent that at least75% of all YMCAs in the United States will have had a first-hand contactwith some international program

1.

I I 1

SUB-GOALS

Mobilizing and UtilizingFar Greater Numbers ofVolunteers.

I

O.,

.


A Supporting YMCAs in doubling within five years the number of volunteersactive in the YMCA.

B Supporting YMCAs in mobilizing volunteers for a wide range of communityservice and international development protects

C Giving leadership in establishing a more effective training program forstaff and laymen on utilizing volunteer resources

SUB-GOALS ILLUSTRATIONS OF EXPECTED OUTCOMES

2 Bringing Together Youthand Adults in GenuinelyCollaborative Activity.

A Supporting YMCAs in youth adult joint planning and developmentprocesses for projects dealing with local community issues.

B Launching one major national project and one major internationalproject resulting from youth adult joint planning and development.

3. Giving Active Leadershipand Support to Closer Col-laboration Among YMCAs,and Effective Partnershipsof Effort of YMCAs withOther Private Agencies andPrivate Agencies withPublic Agencies.

SUB-GOALS

A Involving both the national organization and at least 200 YMCAs in asocial thrust of primary importance (such as pollution, drug addiction,etc.), in which the YMCA will be joined by several other youth-servingorganizations, with corporations, foundations, and government providingthe major funding.

B Giving leadership to forming a national mechanism through which inter-agency planning, program development, and fund-raising can take place.

C Supporting YMCAs and making national and international contacts toextend ecumenical activity and interfaith cooperation.

By 1,97/11,' he YMCA will hayandthrpugh long-range plaand effective in using its p


1 . Implementing an EffectiveLong-range PlanningProcess.

=1A The National Organization will have a long-range planning cycle identify-

ing annual operating goals, unit objectives, manpower and financialresources for effective results.

B The involvement process will establish National Goals designed tostrengthen local Associations.

C Resources will have been developed and implemented to assist 50% ofall YMCAs in planning their long-range futures, integrating program,facility and finance.

2 Developing SufficientFinancial Strength toSupport Achievement ofGoals.

A YMCAs will be helped to eliminate indebtedness.B The YMCA will have increased by 50% finances received in foundation

grants, private bequests and public contracts.C A uniform accounting system will be fully operational in all YMCAs

maintaining residences and 50% of the other YMCAs.D Funds for international development will be $3,500,000.

3. Recruiting, Training andRewarding Staff Who AreAble to Provide PositiveResults.

A The National Comprehensive Career Development Program will besystematically orienting new staff, training new managers and providingadvanced program and management training.

B The National Board APD Personnel and Salary Administration Plan willbe used by at least 75% of the YMCAs.

C The national organization will provide training in planning and goalappraisal systems for YMCAs.

4. Implementing an EffectiveManagement Program toMonitor and ResolveSpecial Operating Issues.

A Plans will be available for utilizing and updating facilities and buildingsto meet new needs.

B Taxation and legislation affecting YMCAs will be monitored and actionprograms implemented.

C The national organization will have an active insurance program forparticipating Associations covering areas of YMCA interest.

D The YMCA will be providing resources to help develop guidelines anddirections of the United Way.

E The YMCA will have shortened its image lag through a well-coordinatednational public relations program.

Documents

DOCUMENT RESUME SO 006 757 Hardy, James M., Ed; Shultz, … · 2013. 10. 24. · DOCUMENT RESUME. SO 006 757. Hardy, James M., Ed ... Robert R. ,LGYe, John' C. OPMelia, Jr., and 'James