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Association 
 
 Finance 
 
 BLANCHE GEARY 
 
http://www.archive.org/details/associationfinanOOgearrich 
 
ASSOCIATION FINANCE 
 
 By 
 BLANCHE GEARY 
 
 Economic Secretary for the National Board 
 
 National Board 
 
 OF THE Young Womens Christian Associations 
 
 OF THE United States of America 
 
 600 Lexington Avenue 
 
 New York 
 
 1915 
 
^4- 
 
 Copyright, 1915, by the 
 
 National Board 
 
 OF THE Young Womens Christian Associations 
 
 of the United States of America 
 
ASSOCIATION FINANCE^ 
 
 INTRODUCTION 
 
 The fact that locally Young Women's Christian Associa- 
 tion workers have the spending of four and a half to five 
 millions of dollars annually indicates something of the 
 weight of the solemn obligation which is upon those who 
 control this expenditure to qualify for the responsibility 
 and to take it seriously to heart. Efficiency is the watchword 
 of the day in the business world — can it be less so in the 
 affairs of our Master's Kingdom? 
 
 The National Board gathers information, tests its value, 
 publishes it (at great cost), and organizes conferences 
 where all may learn as soon as possible how best to obtain 
 and to spend every cent. Time is short; the needs are so 
 great — girls everywhere, by the thousands, are still un- 
 touched by the Association or any similar influence; there 
 are still volunteer and employed workers who do not study 
 the publications and never attend a conference; there are 
 still (to be quite frank) Associations whose results are quite 
 inadequate and who make little or no effort to learn the ways 
 of doing better. 
 
 Wise indeed is the Association which sees to it that every 
 Board and Committee member and every employed and 
 trained worker, as a matter of course, familiarizes her- 
 self with the National Board's leaflets as they come out. 
 How many are on the Publication Department's list of those 
 to whom all pamphlets and leaflets are to be "sent as soon 
 as issued"? Have we the right in good conscience to pre- 
 sume to spend four and a half millions of other people's 
 money unless we deliberately learn how best to do it? 
 
 Finance ideals of the future demand for their elucidation 
 a choice, once for all, between two objectives: to be self- 
 supporting or to meet the girls' need. The scope of the 
 Association field is unalterably outlined in the name of the 
 organization, the Young Women's Christian Association — 
 "A Christian Association of all young women." Each young 
 woman throughout the length and breadth of our land 
 
 •Although this leaflet Is written from the point of view of the city Associa- 
 tion, many sections of it are of sreneral interest. 
 
 338002 
 
should have at her service (along our fourfold lines) the 
 strength and wisdom, the help and the shepherding inspira- 
 tion of our mighty organization whose very raison d'etre is 
 her need. 
 
 If we may assuixue, as some believe we may, that Associa- 
 tion responsibility equals the girl's need, we must sweep 
 aside as a dangerous policy a declaration of self-support or 
 near self-support as our objective. The girl's need, and not 
 her ability to pay, should be the determining factor in the 
 development of work for her benefit. Fees are prohibitive 
 or not, according to local conditions; often those young 
 women most needing Association influence and opportuni- 
 ties are the least able to pay fees of any kind. The girl 
 who is deficient in wage-earning capacity, who carries home 
 burdens, the girl who earns more but has to spend it on 
 dress to keep her job, the girl who would not dream of 
 spending money on education or self-improvement until the 
 Association had put in some good work — these are some 
 of the young women who, if self-support and not the girl's 
 need is to be our objective, are to be cut oflf from the help 
 for mind, body and soul offered by the Association. Let us 
 be self-supporting if we can, but let us cover our field from 
 corner to corner in a genuine and comprehensive effort to 
 meet the girl's need first and ideals of self-support last. 
 
 No college is self-supporting and yet its students are not 
 thereby pauperized nor is the college under reproach. The 
 Association is a college for working women, and the public 
 expects to contribute to its support — we have not the right, 
 nor are we called upon to deprive it of the privilege, of 
 sharing in such work among a large section of the popula- 
 tion. 
 
 We must not commercialize our organization. In some 
 places, classes are not organized because the fees obtain- 
 able will not pay the expenses thereof. In one case, an 
 employment bureau for which there was an enormous field 
 in that particular city, was closed because it was not self- 
 supporting. In another case, the lunchroom although 
 steadily winning its way. was about to be shut down because 
 it was not yet self-supporting. It is a fact that in another 
 Association the extension work was shut down because of 
 its drain on the resources. Over and over again the chair- 
 man of the Finance Committee is convinced that her chief 
 
 4 
 
province is not to build up the contributors* list but to see 
 to it that a contributors' list is not required, quite regard- 
 less of the fact that the Association is something very much 
 more than a "5 per cent and philanthropy" undertaking, a 
 commercial business college or hotel for women. 
 
 Granted, then, that the ideal of the future demands that 
 the public share in the fourfold awakening of young women, 
 we are face to face with the splendid and inspiring task of 
 building up an adequate contributing constituency, based 
 on a thorough understanding of the purpose and methods 
 of Association work, and supported and strengthened with 
 patience by that close touch with results which so delights 
 and encourages weak humanity. To do this we should show 
 more clearly that it is our purpose among other things: 
 
 To offer the Association to the Church for the develop- 
 ment of its institutional activities. 
 
 To bring Association fourfold activities to girls en masse, 
 or to bring girls en masse to the activities. 
 
 To pioneer and supplement, not to duplicate. 
 
 A definite statement of policy on these three points will 
 help greatly to guide the minds of substantial givers along 
 the right channels. 
 
 For the more secure upbuilding of the contributors' list 
 the Association of the future, and near present too, will, it 
 is hoped, devote special attention to publicity. (See Pam- 
 phlet on Publicity published by the National Board.) Each 
 budget should contain an allowance for publicity purposes — 
 advertisement in one form or other. Publicity should be 
 pushed in every conceivable, legitimate way; not to parade 
 town with donkey-cart posters, for example, but to make 
 known broadcast in dignified ways the appeal of good work, 
 good results, efficient teachers and officers. 
 
 Nothing opens a stout check book quicker than the appeal 
 of crowded quarters. Good publicity shows off the building 
 when it is full to relays of the right men and women, until 
 the whole town knows that an active work is being carried 
 on under great disadvantages by women who can "do things" 
 if they are but given half a chance. Publicity will make 
 warm and abiding friends with each newspaper in town 
 and know each reporter by name. Publicity will keep each 
 person who has ever given a cent to the Association fully 
 informed of the progress of its work in an entertaining, up- 
 
 5 
 
to-date fashion. Publicity is the best friend of the Associa- 
 tion, as of the business man, at the right time and in the 
 right place. 
 
 May we not also venture to express once more the con- 
 viction that members of the Finance Committee are nothing 
 less than so many channels for God's providence? It would 
 seem sometimes as though this awe-inspiring thought is 
 lost sight of and that a clearer realization of it would make 
 finance work a universally .appreciated privilege. 
 
 Would not finance work be easier, too, and our mental 
 attitude more in line with truth, if we refrained from too 
 frequent expressions of personal gratitude? The Finance 
 Committee member, while trying to measure up to her 
 responsibility in working out God's purposes, is working 
 for the Association as a whole and not for her own indi- 
 vidual result; through her, therefore, the Association as a 
 whole expresses its gratitude for help received and rejoices 
 that the giver had a chance to make a cheerful gift to the 
 Lord's work. 
 
 If there is one side of the Association work more abso- 
 lutely dependent on prayer than another it is finance work 
 in all its phases. Prayer alone accomplishes the seemingly 
 impossible, prayer alone opens the way; the worker who 
 realizes her absolute inability apart from God, has the wis- 
 dom and the might of the heavenly host at her service. The 
 Lord of Creation Plimself promises help to those who ask. 
 We believe his gracious promises or we do not, and one 
 of the tests of our practical belief in His word is the amount 
 of finance work actually springing from prayer. How much 
 are our finance efforts prompted by that prayer which is 
 the expression of our complete subjugation to the Divine 
 Will and the adoption of God's purpose for ourselves, our 
 work and the world? Finance work without prayer is beg- 
 ging for our own ends; resulting from prayer, it is the 
 seeking of God's own for his own use. 
 
 THE FINANCE COMMITTEE 
 
 The purpose for the existence of this committee is "to 
 insure the financial support of the program of work adopted 
 by the Board." (Suggested City Constitution, Committees 
 and Departments, Clause — Finance.) 
 
 6 
 
The ideal Finance Committee of the future, it seems to 
 me, will be the servant of the Board, and through the Board, 
 of all committees. It will have the royal privilege of mak- 
 ing possible that which the Board, with its knowledge of 
 the needs of the whole city, determines to be the wisest 
 course to pursue. It is the province of the Board to define 
 the work it wishes to do and that of the Finance Committee 
 on its own initiative and with the help of the Board and 
 all good friends to provide the necessary sinews of war. 
 
 It is safe to assert, however, that there are many Finance 
 Committees which are not yet in the ideal position which 
 enables them to give freedom to Board, committees and 
 staff to concentrate on the work outlined in the budget. 
 They are not yet well enough versed in the needs of girls 
 nor in the function of the Association to present it as a 
 body of experts willing to act as the deputies of subscribers 
 and donors in the difficult task of meeting, winning and 
 training girls in order that they may attain the goal of 
 maximum efficiency. 
 
 Our Finance Committee can still learn something, for 
 instance, of the art of convincing the public that, though 
 champing at the bit, we yet step cautiously; though bearing 
 responsibility, we also own large experience; though hand- 
 ling millions, we count cents; though loving girls in general, 
 we are not sentimentalists in particular; though the Asso- 
 ciation encourages godliness it is not goody-goody; and 
 though locally we are an organization, nationally we may be 
 said to be a movement. 
 
 Of how many a local Finance Committee can it be said 
 that it is the girls' best friend-finder and keeper? Of how 
 many Associations can we say that the Finance Committee 
 is a wise counselor to the Board, safeguarding it from the 
 family mistakes of the past and the bad examples of kindred 
 in the present? Of how may members of local Finance 
 Committees can it be said that they knowingly rejoice in 
 the great privilege of a lifetime rather than in the con- 
 descension of a few months of service? 
 
 This committee, the most important of all, may well be 
 concerned to procure the speedy, though gradual, weeding 
 out of unfit members of its body, and the appointment only 
 of persons who are able to realize the solemn obligations 
 of a Finance Committee member. 
 
 V 
 
I. Organization of Finance Committee 
 
 "Standing committees shall be appointed to serve for one 
 year, and their chairmen shall be members of the Board of 
 Directors, The President, in consultation with the chair- 
 man, may at any time make such changes in the personnel 
 of a committee as may be required. Special committees may 
 be appointed by the President, as may be required, and as the 
 Board may authorize." (Suggested City Constitution.) 
 
 1. Membership. 
 
 a. Number. 
 
 In order that the committee may be the better able 
 to cope with its task, it seems wise to suggest that it 
 shall consist of seven, nine or eleven members according 
 to the size of the city and its financial needs. 
 
 b. Essential qualifications for service. 
 
 Some of the really essential qualifications for service 
 on this committee are faith in God, which insures an 
 optimistic spirit and the power with which to meet and 
 to overcome difficulties as they arise; love of girls 
 resulting from knowledge, not hearsay; and conviction 
 as to the value of Association work. Upon this foun- 
 dation depend the power and the value of the com- 
 mittee's work. 
 
 It should go without saying that each member of 
 this most important committee should have not only the 
 ability but the will to work, for the possession of all 
 the foregoing qualifications, together with many others, 
 will avail the committee nothing unless its members 
 can and will work. Time and freedom are needed for 
 finance work and the individual who is unable to leave 
 her family, unwilling to reduce her social engagements, 
 unequal to the steady effort demanded of her, is as 
 a square peg in a round hole on this committee. 
 
 With a view to enlarging their general knowledge 
 of Association work and their appreciation of the desires 
 of the various departments, it is desirable that Finance 
 Committee members serve on other committees in 
 rotation during a period of years, 
 
 8 
 
c. Representation required. 
 
 Each one of the number elected should represent a 
 distinct element in town, as, sooner or later, an approach 
 will have to be made to each one of the different inter- 
 ests, such, for instance, as the business, social, religious 
 and educational circles. 
 
 d. The Chairman. 
 
 The chairman should, in addition, bring to the com- 
 mittee certain qualities of leadership equally indispen- 
 sable to success. Four characteristics, at least, she 
 should possess: contagious enthusiasm, staying qualities, 
 local influence and executive ability. With these gifts 
 of leadership she will carry this most important com- 
 mittee successfully through the mazes of its difficult 
 pathway. 
 
 e. "The President .... shall be ex officio a member of 
 all committees of the Board and of the Association." 
 
 f. "The Treasurer shall be a member of the Finance Com- 
 mittee." 
 
 g. "The General Secretary .... shall be ex officio a 
 member of all committees and of the Board." 
 
 (Suggested City Constitution.) 
 
 2. Relation to the Board. 
 
 The relation of the Finance Committee to the Board 
 is that of wise adviser and loyal supporter. Upon the 
 Board rests the responsibility for determining Association 
 policy and the extent of its work; upon the Finance 
 Committee rests the responsibility of providing the budget 
 difference once that figure has been determined by the 
 Board. 
 
 The Finance Committee, as a wise counselor, endeavors 
 together with all other committees to safeguard the Asso- 
 ciation against the mistakes of the past. 
 
 It subordinates itself to the Board and exists only to 
 make possible the work the Board has outlined for itself. 
 
 In the last analysis the Board controls all committee 
 work, including, therefore, that of the Finance Committee. 
 
 Upon the Board, and not upon the Finance Committee, 
 rests the responsibility of determining Association policy. 
 
The Finance Committee advises with the Board as to the 
 possibility of meeting the demands indicated by the work 
 projected. The power of veto rests only with the Board. 
 
 3. Province. 
 
 The province of the Finance Committee is outlined as 
 soon as the budget is accepted by the Board, and it is 
 found in the "budget difference" — the amount required to 
 make both ends meet. This item is sometimes, though 
 enormously and unwisely, called the budget deficit. The 
 Finance Committee is truly a "ways and means commit- 
 tee," for it exists only to find the ways and means of 
 making possible that which the Board wants to accom- 
 plish and which it expresses in dollars and cents as the 
 "balance to be raised." 
 
 4. Individual or sub-committee responsibilities. 
 
 Having in mind the varied interests, duties and re- 
 sponsibilities of the Finance Committee, it is suggested 
 that individual responsibility for initiative be assigned 
 along certain lines. 
 
 In the case of large Associations and a huge work, it 
 would be well to appoint sub-committees of the Fi- 
 nance Committee to care for these definite responsibili- 
 ties; otherwise, one committee member should be asked 
 to take hold of one of these: 
 
 a. Organizing and supervising the cultivation file. 
 
 b. Arranging for meetings of different kinds. 
 
 c. Interesting the membership in the finances of the 
 
 Association. 
 
 d. Upbuilding the endowment fund. 
 
 e. Organizing and nursing the subscribers' file. 
 
 5. Committee meetings. 
 
 "Each committee shall have a regular time for meeting, 
 except the executive committee, which shall meet at the 
 call of the President. Notice of meetings shall be given 
 by the secretary of the committee, who shall also keep 
 the minutes of the meetings. A monthly report and 
 recommendations, if any, shall be presented in writing 
 to the Board of Directors for action and filing. Such 
 
 10 
 
recommendations shall be adopted by the Board before 
 the committee proceeds with the action recommended." 
 (Suggested City Constitution.) 
 
 6. Attendance. 
 
 "Absence by a committee member from four regular 
 meetings in succession without sufficient excuse may after 
 due notification be considered equal to resignation and 
 the President is at liberty to select a suitable member to 
 fill such vacancy." 
 
 (Suggested City Constitution.) 
 
 7. The Treasurer. 
 
 "The Treasurer shall have charge of the funds of the 
 Association and shall secure the deposit of the same in 
 the name of the Association in a bank designated by the 
 Board. She shall present to the Board at each regular 
 meeting a statement of receipts, expenditures and bills 
 outstanding, and at the annual meeting a general report 
 covering the receipts and expenditures of the year. She 
 shall pay the bills of the Association by check upon certifi- 
 cation of the account by the chairman of the appropriate 
 committee and by the chairman of the Finance Committee 
 or the President of the Association. The treasurer and 
 the Finance Committee shall be responsible for the 
 adoption of approved methods of keeping Association 
 accounts. At the close of the fiscal year the treasurer 
 shall see that the books are examined and approved by 
 the auditor appointed by the Board of Directors, and that 
 his certified financial statement is presented to the annual 
 meeting. The treasurer shall be a member of the Finance 
 Committee." 
 
 (Suggested City Constitution.) 
 
 8. The Budget. 
 
 "The Finance Committee shall submit annually to the 
 Board of Directors not later than its first meeting of the 
 year a budget of estimated receipts and expenditures, 
 based upon budgets drawn up by the committees of depart- 
 ments. After its adoption by the Board, the Finance 
 Committee shall see that the budget is adhered to by all 
 
 11 
 
departments and committees, unless through subsequent 
 action the Board permits increase in expenditure. The 
 Finance Committee shall further devise and put into exe- 
 cution plans for raising the necessary funds for current 
 expenses, and shall audit all bills before payment." 
 (Suggested City Constitution.) 
 
 II. Duties of the Finance Committee 
 
 1. To familiarize itself with the policy and with the minutes 
 of the Finance Committee up to date. 
 
 2. To define its own polic}^ discuss it with the Board, and, 
 when in thorough agreement, spread it on the minutes of 
 the Finance Committee. 
 
 3. To safeguard budget limitations. It behooves the Finance 
 Committee to keep watch over departmental expenditure 
 in order that it shall not exceed budget allowances, and 
 to call the attention of a department if it seems likely 
 that this may happen. 
 
 4. To devise, initiate and execute plans for raising needed 
 funds. It should be clearly understood that in this work 
 the Finance Committee acts as leader. All other Board 
 and Committee members, officers and friends co-operate 
 to the best of their ability under this leadership. 
 
 5. To keep the Board informed as to the real financial situa- 
 tion. There should be the utmost frankness between the 
 Finance Committee and the Board. The worse the situa- 
 tion, the more the Board should understand it. The better 
 the situation, the more it should be enabled to rejoice 
 over it. 
 
 6. To perfect business methods in accounting: 
 
 a. To organize the bookkeeping on up-to-date lines, in 
 harmony, if not identical, with the National Board plan. 
 
 b. To keep such records as may best enable the Asso- 
 ciation to discover all dissatisfied and critical people. 
 The service it can render the Association by encour- 
 aging reports as to such persons and planning for 
 treatment and cure is inestimable. A cured critic can 
 become a real co-worker. 
 
 12 
 
in. General Methods of the Finance Committee 
 
 1. Card index of "could-be-subscribers" for use in building 
 up a financial constituency. 
 
 a. The procedure for securing names includes the most 
 careful selection from the business directory and from 
 the social register; from the subscription lists of other 
 organizations, from club membership lists, and in very 
 large cities by the purchase of selected lists of names 
 from some recognized agency. 
 
 A copy of the card index of contributors to the 
 Building Fund should be the most treasured possession 
 of the Finance Committee, for each contributor to the 
 Building Fund may reasonably be looked upon as a 
 most interested subscriber as soon as the campaign 
 pledges have been paid in. This, however, depends 
 entirely upon the cleverness with which the Finance 
 Committee keeps in touch with the contributor from 
 the moment the pledge to the Building Fund has been 
 made. 
 
 Too much emphasis cannot be placed on the impor- 
 tance of inventing ways of keeping in touch with such 
 persons — with all of them, whether large or small 
 donors. They must be invited to see the work in prog- 
 ress, to see the new building, to hear of new work, 
 of past results; their interest must not only be kept 
 alive — it must be nourished and strengthened. 
 
 b. Classification of names. 
 
 It is exceedingly useful to classify names following 
 the lines of the chief interests of the city, whether 
 business or otherwise. 
 
 Business- — 
 
 Lumber, grain, clothing, etc., etc. Bankers, brokers, 
 real estate, etc., etc. 
 Professional — 
 
 Legal, medical, etc., etc. 
 
 Such a classification as this is also useful in case some 
 one person can be found who has a personal approach 
 to many in one line of business. It frequently prospers 
 the work of the Finance Committee if it can be said 
 
 13 
 
that others in the same business or profession as the 
 person being interviewed are so well satisfied of the 
 merits of Association work that they readily contribute. 
 Social. This list, besides the names of many to whom 
 the Association would be of general interest, should 
 include the names of certain groups likely to have a 
 special interest if it can once be awakened. There are 
 many only daughters whose interest might most reason- 
 ably be aroused in "the other girl"; there always will 
 be many unmarried women whose joy it is to play 
 guardian angel to all good work, and there are many 
 bachelors who, if rightly approached, can be interested 
 in the crowd if not in the individual. 
 
 c. Suggested use of this file includes a quarterly or half- 
 yearly letter about results of good work done, plans 
 for new developments, an approaching event, an invi- 
 tation to the Association to see what is going on, and 
 a few words about work being done in other cities. 
 
 These letters should, if possible, be written and 
 signed by the person having the most influence with 
 the individual addressed. If this personal element can- 
 not be introduced, send the letter in the name of the 
 chairman of the Finance Committee (who is presumably 
 a woman having considerable local influence). 
 
 The use made of this file should be considered of 
 the utmost importance; great care and pains are re- 
 quired in order that one by one these names may be 
 turned into the subscribers' file. The effort must be 
 systematic and persistent without possibility of over- 
 lapping. Clever work with this file will, year by year, 
 reduce the need for the annual finance campaign, until 
 it is finally wiped out, if the ideal ever materializes. 
 
 d. File cards such as are indicated below will prove very 
 useful. 
 
 14 
 
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Whatever the form of card used it should offer at 
 least the following information: 
 
 Name, given name, Mr., Mrs., Miss Address . . 
 
 Interest (commerce, profession, etc.). 
 
 Church connection. 
 
 Name suggested by 
 
 Name taken from (book or list). 
 
 Individual's supposed or known chief interests (for- 
 eign missions, baseball, commerce, etc.). 
 
 Suggested Association appeal — religious work, physi- 
 cal department, educational department. 
 
 Name of individual whose approach would be most 
 likely to be successful. 
 
 Person to whom this name is assigned. 
 
 It is also most desirable that the card should hold a 
 record of the date on which a call was made or a letter 
 was mailed and by whom, and a record of the literature 
 presented, in order that the same may not be sent twice 
 over, which is always a sign of wasteful extravagance 
 and lack of system. 
 
 Card Index of Actual Subscribers. 
 
 a. Importance of systematic attention to subscribers' files. 
 
 • This is the most precious treasure the Finance Com- 
 mittee possesses and should be treated accordingly. It 
 should be easy to say of the Association friend, "once 
 a subscriber, always a subscriber." How much depends 
 on this care is obvious when we realize that a lost sub- 
 scriber is almost sure to be a live critic. The remiss- 
 ness of the Finance Committee can swell the ranks of 
 the critics more rapidly, perhaps, than that of any 
 other committee. 
 
 In the business world, as in the social world, he who 
 would succeed deliberately studies the art of making and 
 keeping friends, and it can truly be said that the Asso- 
 ciation, for the Kingdom's sake, can do no less. 
 
 b. Obligations to subscriber. 
 
 Subscribers are undoubtedly under obligation to the 
 Association in that through it they are enabled to do 
 the good they would do, but are not qualified to do in 
 person; on the other hand, the Association is under 
 
 17 
 
deep obligation for the confidence exhibited and the 
 opportunity made available by the subscriber. For 
 this, and for many other reasons, the courtesies of 
 the social world and the common sense of the business 
 world should prevail. Courteous and ample recogni- 
 tion should be given for each gift, and dividends should 
 be provided in the shape of news and views of what 
 is being done by means of the subscriber's investment 
 in the work. He is as keenly interested in the progress 
 of the Kingdom as we are, and, as he is human, results 
 are good to see and encourage to greater effort. 
 
 (1) A semi-annual, if not quarterly, word by way of 
 reporting progress should be sent. 
 
 (2) In October or November, a short letter should be 
 be sent indicating the committee's hope that an 
 important place may still be given to the Associa- 
 tion in the subscriber's budget for the coming year, 
 together with some indication of what it is hoped 
 to accomplish, and a special word of new work 
 projected. 
 
 (3) All subscribers should receive a warm invitation, 
 with the formal card, to the Annual Meeting. 
 
 (4) At the proper time, after its presentation to the 
 Annual Meeting, the subscribers should receive a 
 copy of the Annual Report, containing the state- 
 ment of accounts. 
 
 (5) As far as possible, subscriptions should become 
 due in January or February. The Finance Com- 
 mittee benefits greatly from the freedom which 
 comes with the knowledge that the money needed 
 is on hand. It can then devote itself more fully 
 to strengthening the tie that binds the subscriber 
 to the Association and to discovering new con- 
 tributors. 
 
 (6) The moment a person on the *'could-be" list con- 
 - tributes a subscription, the card is removed from 
 
 the "could-be" file and placed in the subscriber's 
 file. From this time on the card should tell of 
 every communication made and its date, and the 
 date and amount of every subscription paid. The 
 card should tell the story of the growing interest 
 
 18 
 
of the individual and indeed of the family, for 
 oftentimes a daughter subscribes because her 
 mother did, and the Association comes' to be rec- 
 ognized as the family's chief philanthropic obliga- 
 tion, 
 (7) The subscribers' annual "At Home Day" should 
 be one of the great features of the year. Every- 
 one who has ever subscribed should receive an 
 invitation to meet the Board and Committees, to 
 hear some excellent speaker at the Association 
 building, and to see as much as possible of the 
 work being done. 
 
 Drawing Room Meetings. The small group meeting 
 when carefully planned can be of the greatest service. 
 
 a. The Finance Committee will do well to prepare an 
 outline of a year's work in this direction — so many in 
 the spring, so many in the fall. If only two during 
 each season they will thus loom large and be given 
 more than casual preparation. 
 
 b. Each meeting should be planned so that the work can 
 be presented to those who are not well acquainted with, 
 or who know nothing about, the Association. 
 
 c. The hostess should seek to bring together some fif- 
 teen or twenty of her personal friends, invited because 
 of the likelihood of their being interested and because 
 of their ability to contribute if they so desire. 
 
 d. If possible, the hostess should preside; if not, some 
 person who can speak enthusiastically of the Associa- 
 tion and has winning qualities. 
 
 e. There should be two good speakers. One should pre- 
 sent as thoroughly as possible one great outstanding 
 need (which the Association is organized to meet) with 
 as little mention as possible of machinery and organi- 
 zation. The topic and the audience must suit each 
 other. If the guests are more likely to be moved by 
 any one type of work than another, that is the one to 
 present. Present the type of work most likely to inter- 
 est the majority of the guests the hostess proposes to 
 invite — industrial, immigrant, physical or otherwise. 
 
 The second speaker should be able to move her hear- 
 
 19 
 
ers to a new sense of responsibility for sharing in the 
 work of the great woman's movement today, and to 
 create in them a real desire to contribute as far as 
 may be possible. 
 
 The best speakers are those who refrain from directly 
 asking for financial support and yet because of whose 
 presentation of the opportunity help is generously 
 forthcoming on the listener's initiative, and that for 
 the Young Women's Christian Association, 
 f. The meeting should close with prayer, and the high 
 and holy purposes of the whole effort made plain 
 beyond a doubt. 
 
 4. Dinners — for the introduction of the Association to new 
 friends. 
 
 a. For a group of business men at a stated charge. 
 
 To be at the invitation of a very prominent business 
 man who would preside. 
 
 Two good speakers: first, an Association person; 
 secondly, a business man well acquainted with the work. 
 
 The dinner might be followed by a trip around the 
 building and a glimpse of classes in session. 
 
 b. For trustees and their friends. It is of great service 
 if the trustees, usually men of influence, can offer a 
 dinner to a carefully chosen group avowedly for the 
 purpose of making the Association better known. 
 
 c. A Board member occasionally finds it convenient to 
 invite a small number of friends to dinner in order 
 that they may hear a good Association speaker, invit- 
 ing always those who do not know or do not understand 
 Association work and keeping the conversation steadily 
 on the movement. In some Associations possibly three 
 or four Board member dinners might be accomplished 
 each year. 
 
 d. It is also of greatest service if the chairman of the 
 Finance Committee can plan an evening gathering after 
 dinner, of a small group of quite the most prominent 
 business men to go over the budget with them and 
 thoroughly explain it. This is often of the greatest 
 practical help to the Association and always serves to 
 build up real interest and support. 
 
5. Secretaries* Visitation. 
 
 A visit from a traveling Association secretary should 
 be considered an opportunity to be made good use of 
 by the Finance Committee. Such a secretary may be 
 asked to speak at a parlor meeting to make new friends, 
 to a group of business men, to the membership, to 
 strengthen their interest in the big work; to a group of 
 subscribers, in order that they may hear more of old work 
 and much of new work. 
 
 (Before making any arrangements, however, ascertain 
 definitely that the secretary can conveniently devote the 
 time to the program you outline.) 
 
 6. Finance Calls. 
 
 a. Preparation. 
 
 Find out if possible, prior to call, the person's church 
 connection, special interests, other organizations helped. 
 
 Determine who should be the best person to make 
 the call and whether or not a secretary, and if so, which 
 should go. 
 
 b. The call should be made by appointment, or at a slack 
 time, failing appointment. (The best time for business 
 men is the early afternoon.) 
 
 Should be concluded well before interest flags. 
 
 Deliberately choose a seat facing the light so that the 
 listener can both hear and see you. 
 
 Announce your mission at once. 
 
 Make the two or three best points you can, stating 
 them clearly and slowly. 
 
 Never apologize for your cause. 
 
 Never ask a contribution as a personal favor. 
 
 Do not be scared — remember the needs of girls every-, 
 where. 
 
 c. Types of persons to whom an appeal may be made. 
 (1) Among Women. 
 
 The woman of means and kind heart, knowing 
 nothing of social and religious efforts, but willing 
 to give. To her, a clear explanation in minute 
 detail is due. 
 
 The woman of the social world without the 
 habit of giving — her interest can probably be more 
 
 21 
 
easily won by the presentation of one big, special 
 need. 
 
 The woman who always gives to everything and 
 argues that she can do no more — to her, suggest 
 the wisdom of concentration in favor of the Asso- 
 ciation. 
 
 The woman who believes in social minus religious 
 work might be told of the Association's efficiency 
 and recreation work, as well as of its other work. 
 The woman who believes in religious work pri- 
 marily will appreciate a clear statement of our 
 ultimate purpose. 
 
 The woman who claims that the Association with- 
 draws girls from the Church and minimizes its 
 influence — mention the fact that there are many 
 things which girls need as girls; to give these things 
 the Church, dealing with all ages and both sexes, 
 must have the help of an organization specializing 
 in work among girls. 
 
 (2) Among Men. 
 
 The man of big business should be given an out- 
 line of results, details of a big possibility and a 
 plain statement of National Board backing and ex- 
 perience. 
 
 The man who cares only for his own city should 
 be given statistics and facts as to recreation, board- 
 ing home, preparation for wage-earning life, etc., 
 in that city, and should be told something of what 
 the Association can do so well for his city. 
 
 For the man who says all he can give is already 
 planned out: urge rearrangement of his budget for 
 the coming year; ask an introduction and influence 
 with friends; ask him to visit our work. 
 
 The man in a trade or profession and not espe- 
 cially interested should be given a graphic picture 
 of one or two departments most likely to appeal 
 to him. 
 
 The man who argues that the Association ought 
 to be self-supporting we could ask why we should 
 be self-supporting as an educational institution, 
 when colleges and schools of all kinds are not. 
 22 
 
d. Types of appeal. 
 
 For an entire secretaryship. 
 
 For a share in a secretaryship. 
 
 For one of so many to subscribe a specified sum 
 each. 
 
 As a member of a college alumnae group. 
 
 For definite progress in specific work (through the 
 medium of the general account). 
 
 For the raising among friends of a specified amount 
 and, by so doing, increasing the friends. 
 
 e. Indispensable information with which to be prepared. 
 
 Amount of annual expenses. 
 Amount of annual receipts from all sources. 
 Amount required in new money. 
 
 Cost of Avork in which you are seeking to interest 
 the individual. 
 Total number of subscribers. 
 Total membership. 
 
 Increase in any revenue-making department. 
 Number of girls using building and departments. 
 Stories of the wor4c. 
 
 f. Some arguments or reasons for giving. 
 
 (1) The joy of giving (God loveth a cheerful giver, 
 not an interested buyer). 
 
 (2) The missionary motive. 
 
 (3) Secure warranty of good results in the experience 
 of the Association movement. 
 
 (4) The success of the past which proves that the Asso- 
 ciation is a good investment. 
 
 (5) Permanent and stable character of a work with a 
 national organization and active backing. 
 
 (6) Progressive character of the Association as a 
 movement in constantly seeking to improve meth- 
 ods and to spend more wisely, as evidenced by 
 publications, by conferences, summer schools, 
 Training School and the advisory organization. 
 
 (7) Share in a world-wide movement. 
 
 7. Membership Co-operation. 
 
 The committee will find it desirable to determine its 
 policy in regard to encouraging voluntary financial sup- 
 port and co-operation from the membership. 
 
 23 
 
The remarkable evidences given by the membership of 
 its intense interest in the development of the Association 
 warrant us amply in believing that a substantial source 
 of financial support has too long been overlooked. Where 
 suitable steps are taken to inform and interest the mem- 
 bership, the result manifests itself in a much strength- 
 ened esprit de corps. It would, of course, be of the 
 utmost importance that the committee should avoid the 
 least appearance of bringing pressure to bear and that it 
 should be made quite clear that the value of a member 
 is not by any means based on her financial ability as a 
 subscriber. 
 
 a. It is suggested that the membership be grouped in 
 classes according to the year in which they first be- 
 came members. This would bring together in one class 
 a great democratic body of people who would vie with 
 the classes of other years in promoting Association 
 spirit and support; or 
 
 b. That each department be allowed to form a depart- 
 mental team which would undertake to work up a list 
 of contributors to the general Association funds. The 
 desire for this must originate with the membership. 
 
 c. At the end of the year a record of results obtained 
 by class membership and department teams should be 
 posted conspicuously at a big members' rally or ban- 
 quet, and great credit given to the three teams with 
 largest result. An acknowledgment of their good work 
 should be made to them by the chairman of the Finance 
 Committee, to whom they would stand as co-workers, 
 and in the local Association's monthly publication. 
 
 (Example after example has been given of the splen- 
 did spirit with which the members work in building 
 campaigns, and over and over again astonishingly 
 large sums have been contributed by individual mem- 
 bers themselves. The expectation is not that the 
 amount subscribed shall be large, but that the number 
 subscribing shall be notable.) 
 
 d. It should be understood beyond possibility of mistake 
 that no request for contributions can be made by any- 
 one — member or otherwise — excepting by consultation 
 
 24 
 
with the Finance Committee. This is necessary in 
 order that inexperienced members may not approach an 
 individual for a dollar contribution when that person 
 might well contribute $10.00, and also to prevent duplica- 
 tion of appeal. 
 
 The following letters are suggestions which may be 
 found useful and are intended to indicate the friendly, 
 informal relationship which should exist between the 
 Finance Committee and its co-operating partners — the 
 members: 
 
 First Letter to Members. 
 
 Dear Miss 
 
 Our city has most generously given a splendid 
 building for the use of the young women of the 
 city, the benefits of which all members of the 
 Association are now enjoying. But this gift must 
 be supported and its running expenses met each 
 year. It is therefore for us, as members of the 
 Young Women's Christian Association, to help 
 raise the money needed. As one of its members 
 we are sure you will want to help. 
 
 Would you be willing to try to find one or 
 more friends who will enable you to turn in five 
 dollars a year to the funds? Each person con- 
 tributing towards the $5.00 would get a separate 
 receipt, but the group of names would be yours 
 — they would stand on our books as your group 
 of annual subscribers. All information about 
 Association doings and all invitations to events 
 would go to them through you as leader of the 
 group. 
 
 As chairman of the Finance Committee may I 
 not enroll you on my list of "Leaders" and count 
 on you as a willing helper? Believe me 
 
 Very sincerely your co-worker, 
 
 25 
 
Second Letter to Members. 
 
 Dear Miss 
 
 Some little time ago I wrote you asking if you 
 would not like to become an active worker for 
 the Association by enrolling as one of my 
 helpers. NOW I want to ask you to put your 
 wits to work in still another way! Tell me quite 
 frankly and in full detail what you think the As- 
 sociation can do to make itself better known by 
 everybody. Think of the numbers of people, the 
 different kinds of people who know nothing 
 about us. What can we do about it? What 
 would you like done about it? 
 
 Remember every suggestion you make will 
 help some other girl to get what you enjoy in the 
 Association! 
 
 Thanking you in advance for your hearty co- 
 operation, believe me 
 
 Very sincerely yours, 
 
 Third Letter to the Membership. 
 
 Dear Miss 
 
 The members are the Association, and so it be- 
 hooves each member to know what the Associa- 
 tion is doing. 
 
 Here are some facts: 
 
 Be sure to tell everybody, both men and women, 
 young and old, about them and let everyone 
 know that you are proud of the Association — if 
 you are! 
 
 Be sure to tell every girl who does not know 
 it, all about it! 
 
 Yours very sincerely, 
 
f. There are some who believe that one wise way of 
 taking the membership into the Finance Committee's 
 confidence and creating an interest in the family pocket- 
 book is to suggest that the membership elect a rep- 
 resentative to serve on the Finance Committee for a 
 definite period, and to plan a bi-monthly meeting to 
 occur between twelve and one, so that an employed 
 young woman could attend. 
 
 8. Church Subscriptions. 
 
 Subscriptions might well be forthcoming from each 
 church as such. In this connection it is encouraging to 
 note that on the wall of the largest Congregational Church 
 in Los Angeles, Doctor Day has had these words in- 
 scribed where they can be read by every passer-by from 
 the sidewalk: 
 
 "The institutional work of this Church for young 
 men is carried on^ by the Young Men's Christian 
 Association (at such and such an address) and for 
 the young woman, by the Young Women's Christian 
 Association (at such and such an address)" 
 thus recognizing beyond power of quibble the ideal rela- 
 tionship between the Church and the Association. 
 
 It is suggested that a given church might be willing to 
 carry a certain secretaryship or to share this with cer- 
 tain other churches, such, for instance, as Girls' Work, 
 Industrial, Physical or Religious; or to contribute towards 
 the upkeep of the Association's summer camp. 
 
 9. Subscriptions from Individual Church Members. 
 
 Subscriptions may also be expected from church mem- 
 bers. To this end it is helpful if one person, a member 
 of the congregation, can be appointed, with the pastor's 
 or minister's approval, to build up a list of subscribers 
 among that church's membership — these names remaining 
 in the care of this individual. 
 
 10. Subscriptions from Business Organizations. 
 
 Subscriptions may also be expected from business men's 
 organizations (Chambers of Commerce, etc.), from firm's 
 as such, as well as from individual members of the firm, 
 and from women's organizations of many kinds. 
 
 27 
 
rV. Annual Finance Work 
 
 In order that the money needed to carry the work for 
 one year may be in sight before it is spent, it is highly 
 desirable that as early as possible in the spring a deliberate 
 effort be made to accomplish this and the Association be 
 redeemed from the apparent necessity of capitalizing its 
 prospects. One of the easiest ways is that known as the: 
 
 1. Joint Campaigns. 
 
 This plan involves setting aside from one week to ten 
 days during which the entire Association concentrates 
 on finances, and, under the direction of the Finance 
 Committee, secures pledges or gifts for the whole year. 
 
 The campaign is "joint" because the services of a cer- 
 tain number of National secretaries are available and 
 because the sum to be raised includes the contribution 
 by means of which the Association participates in the 
 spread of the movement throughout the country. 
 
 The campaign plan in detail is as follows: 
 
 a. Aims. 
 
 To secure in ten days or less the necessary funds 
 for the entire year. 
 
 To make possible the inauguration of some advance 
 work that could not be undertaken on the present 
 income. Citizens are more ready to respond to a 
 larger finance appeal if they realize that a new piece 
 of needed work is to be undertaken. 
 
 To secure the amount it desires to contribute to the 
 National organization. (See in fuller detail "Basis of 
 Support.") 
 
 By co-operating with the National leaders in securing 
 subscriptions from three or four persons who are or who 
 may become interested in National work. 
 
 To bring the Association to the attention of the whole 
 city in such a w^ay that its work will be understood, 
 contributors' interest deepened, and new supporters 
 secured. 
 
 28 
 
b. The budget includes: 
 
 All that the Association needs to clear any 
 indebtedness on current expenses $ 0000.00 
 
 All that the Association needs to cover ex- 
 penses for the ensuing year 0000.00 
 
 $ 0000.00 
 The Association's contribution to co-opera- 
 tive work through the National Organization 0000.00 
 
 0000.00 
 
 c. Pre-campaign work. 
 
 (1) Business Managers. 
 
 (a) A campaign executive is appointed to plan with 
 the Finance Committee. She is responsible for 
 the general conduct of the campaign, and when- 
 ever possible should be a representative of the 
 field committee. 
 
 (b) A business manager is appointed to direct all 
 business arrangements, make out daily reports 
 and supervise the campaign office as a whole. 
 
 (c) An assistant is appointed, generally known as 
 the "card worker," to take entire responsibility 
 for handling the cards, adding new names to 
 the lists, making special lists and filing the 
 cards after they are returned to the office. 
 
 (d) A publicity agent is appointed to devise, fur- 
 nish and direct publicity for the campaign. 
 
 (2) Workers. 
 
 The workers are divided into teams of about ten 
 each, with a captain for each team. It is sometimes 
 advisable to have a captain of the captains. Several 
 campaigns of less than $5,000 have had seven teams 
 of ten each. Campaigns that require more than 
 $10,000 should have at least 100 workers. 
 
 (3) Lists of Names. 
 
 (a) For campaigns ranging from $3,000 to $20,000, 
 it is necessary to have a list of from 1,000 to 
 29 
 
6,000 names, secured from telephone book, di- 
 rectory, Blue Book, tax list, lists of pew holders 
 in various churches, board members and friends. 
 
 (b) The names and addresses are transferred to 
 duplicate blue and white cards, typewritten if 
 possible. Utmost care is used to avoid dupli- 
 cates in making up the lists. After the cards 
 are completed, someone who knows local people 
 goes over the list, eliminates duplicates and sees 
 that cards which include an individual and his 
 firm are fastened together and assigned to the 
 same person. It is often wise to ask for indi- 
 vidual subscriptions as well as for donations 
 from the firm, but it is done by one person so 
 that it will not appear like duplication or inade- 
 quate understanding of conditions. Equal care 
 is exercised in dealing with families. 
 
 (c) A special list is made of names and addresses 
 of people who can give largely. The persons 
 on this list are seen by the women who have 
 the most influence with them, so that they will 
 give an amount equal to their ability and thus 
 set the standard for other givers. This list 
 usually contains from twenty to fifty names. 
 
 (d) A second list is made of picked names with 
 addresses, and called the "A" list. Whether 
 large or small, it is typewritten in such a way 
 that the names are about equally divided into 
 as many groups as there are teams. For in- 
 stance, suppose there are eight teams and 1,000 
 names. The list is divided into eight groups 
 with 125 names to a group, and each group 
 numbered from one to eight. 
 
 (e) A third list is made of the remaining names 
 and addresses, and called the "B" list. It is 
 typewritten, the same as the "A" list, so that 
 the names are equally divided into as many 
 groups as there are teams. 
 
 (f) For assignment of special list, the Finance Com- 
 mittee meet together with a few women who 
 
know the city well and assign the names. 
 Whenever possible, they distribute them equally 
 among the teams so as to give all teams equal", 
 opportunities to secure desirable subscriptions. 
 Most, or all, of these prospective donors are- 
 seen before the campaign opens, and some large 
 contributions are announced on the first dajr 
 of the campaign. 
 
 In some cases, the group of women who as- 
 sign this special list is known as the executive- 
 or campaign committee, and the amount se- 
 cured by them is reported separatel3\ Ideally,, 
 this seems the simplest way, but experience 
 proves that it sometimes arouses jealousies; 
 whereas if the amounts are distributed among; 
 the teams, there is no trouble. 
 
 (g) For assignment of list "A," each team is seatedl 
 about a table. On each table there are one- 
 group division of list "A," large blank sheets of 
 paper marked with the team number, and pen- 
 cils with erasers. 
 
 Each captain appoints a secretary and then- 
 reads to her team all the names on the list 
 group on her table, and they select the names 
 to which they have the best approach. It is 
 important to allow sufficient time for this so 
 that it may be carefully done. For 1,000 names 
 about one hour is needed. As each name is- 
 selected, the captain puts opposite it the num- 
 ber of her team, and the secretary writes the 
 names of the people chosen on the blank sheets 
 of paper marked with the team number. At 
 a given signal, these groups of names are 
 passed on in progression to the next table, 
 and so on until they have all gone all the way 
 around. For instance, team No. 1 has group 
 No. 1, and when through with it, passes it on 
 to team No. 2, and so on, until it comes back to- 
 team No. 1. In this way, each team has a first 
 chance at some group of the list. 
 The sheets of paper marked with the team 
 31 
 
number are collected after each selection and 
 given to the card worker. 
 
 The card worker takes these lists, selects 
 blue cards designated, marks blue and white 
 cards in the right-hand corners with the num- 
 ber of team, gives blue cards to the captain 
 of the team, and keeps white cards on file in 
 alphabetical order. 
 
 (h) For assignment of list "B," the same method is 
 used as for "A"; or the team workers choose ' 
 the names of persons whom they know and 
 divide the remaining names according to lo- 
 calities and give them out regardless of per- 
 sonal approach. These are given to the cap- 
 tains to divide among their teams. 
 
 (i) In a few campaigns, cities have been divided in 
 four sections, — North, East, South and West — 
 and the lists and team workers assigned accord- 
 ing to these localities. 
 
 (4) Publicity. 
 
 The success of the campaign depends largely 
 upon co-operation of the press. The campaign 
 executive and business manager should assure the 
 representatives of the press that they recognize 
 their dependence upon the proper kind of publicity. 
 One person should be assigned to give the material 
 to the reporters. Usually the general secretary is 
 best adapted to this responsibility. Some Asso- 
 ciations have secured the services of a newspaper 
 woman to work with the general secretary. This 
 is ideal if one can be found that is acceptable to 
 all papers. When practical, the newspapers are 
 furnished with a series of articles featuring the 
 various departments. In connection with local 
 items, national facts are included so as to give a 
 correct conception of the work and extent of the 
 Association as a whole. 
 
 Newspapers have given unique forms of pub- 
 licity. In one city, the leading newspaper put in 
 heavy type at the top of every page: "Have your 
 subscriptions ready for the Y. W. C. A. solicitor." 
 
 32 
 
In several cities paragraphs in heavy-faced type 
 regarding the campaign were scattered throughout 
 the paper. Excellent editorials and remarkable 
 illustrations have been given in almost every city. 
 
 d. At beginning of campaign. 
 
 Each captain is responsible for distributing to each 
 member of her team the following: (See Material, p. 39). 
 
 (1) Blue cards of the people upon whom she is to call. 
 
 (2) Pledge cards. 
 
 (3) Printed circulars giving information about local 
 and national work. 
 
 (4) Worker's guide. 
 
 (5) Report envelope. 
 
 e. During campaign. 
 
 (1) Solicitation. 
 
 Experience proves that two workers should go 
 together except under unusual conditions. One 
 supplements the other. It frequently occurs that 
 a successful finance worker invites an inexperienced 
 friend to accompany her, with the result that the 
 one who listens gets so interested and courageous 
 that she, too, becomes an effective worker. Often 
 an influential woman will introduce an Association 
 leader with the understanding that she does not 
 take responsibility in presenting the work; she is 
 rendering quite as effective service through her 
 introduction as is rendered by the one who makes 
 the presentation. 
 
 (2) Priority of lists. 
 
 The persons on the special list are seen before 
 the campaign opens or during the first two days 
 of solicitation. The first names worked on apart 
 from the special list are those on list "A," every 
 person on list "A" is seen during the first half of 
 the campaign. Great care is taken in assigning 
 former donors to the right persons to be seen at 
 the right time. 
 
(3) Reports. 
 
 (a) Reports at daily gatherings. 
 
 [1] Every day, at luncheon, tea or dinner, the 
 workers assemble by teams, before re- 
 porting time, to make out their reports. 
 For the first couple of days it is well for 
 an experienced worker to assist each team. 
 
 [2] Each worker, in order to avoid errors and 
 check mistakes, makes out her individual 
 report on her report envelope and gives 
 it at once to her captain. When two work- 
 ers call together, they report as one, putting 
 both their names on the outside of the 
 envelope. 
 
 [3] On the outside of each envelope is stated 
 the number of subscriptions secured, the 
 total amount of money pledged and paid, 
 and the amount of cash or checks enclosed 
 in the envelope. 
 
 [4] Inside the envelope are the pledge cards 
 signed by the donors, the cash or checks 
 of pledges paid and the blue cards with 
 the amount of money pledged or paid clearly 
 marked. If there has been no pledge and 
 there is no hope of anyone on that team 
 securing it, the blue card is returned with 
 a note to this effect in the lower left-hand 
 corner. The contents of the envelope must 
 tally with the written report outside. 
 
 [5] Each captain makes up her report from 
 the individual envelopes and gives it and 
 all the indicated envelopes of her team to 
 the business manager. Each captain reports 
 the number of those on her team who have 
 been working during the day, and the num- 
 ber of subscriptions secured. 
 
 [6] The business manager, immediately on re- 
 ceiving the reports from the captains, totals 
 them on the blackboard so that the grand 
 total is learned at once. 
 
 34 
 
Copy of final blackboard report of the campaign in Plainfield, 
 New Jersey: 
 
 Plainfield, New Jersey, Budget Campaign. 
 
 February 24-27, 1914 
 
 Goal $10,000 
 
 Totals by Teams 
 
 Subscriptions 
 
 At Work 
 
 Amount 
 
 No. 1 
 
 114 
 
 25 
 
 $1,502.75 
 
 2 
 
 140 
 
 37 
 
 683.50 
 
 3 
 
 128 
 
 34 
 
 937.50 
 
 4 
 
 145 
 
 38 
 
 1,114.25 
 
 5 
 
 124 
 
 31 
 
 1,534.25 
 
 6 
 
 103 
 
 39 
 
 731.50 
 
 7 
 
 121 
 
 38 
 
 2,015.50 
 
 8 
 
 138 
 
 35 
 
 1,608.75 
 
 9 
 
 112 
 
 37 
 
 1,115.75 
 
 10 
 
 210 
 
 64 
 
 817.50 
 
 1,335 378 $12,061.25 
 
 Counting the four days of the campaign, this averages ninety- 
 four women working each day. 
 
 (b) Other reports. 
 
 [1] The business manager each day makes a 
 report of names of those who have pledged 
 or paid. When this is proven to tally with 
 the checks and calls, she promptly gives a 
 copy of it, together with all moneys, to the 
 treasurer or business secretary. 
 
 [2] The treasurer or business secretary keeps 
 account of all reports and moneys received 
 from the business manager, and as promptly 
 as possible sends out receipts accordingly. 
 
 (4) Cards. 
 
 The blue cards should contain as many facts as 
 possible before being distributed. Throughout the 
 campaign, the team workers need occasionally to 
 be reminded that they are to record on the blue 
 cards all additional information they gain about 
 every person. This material is invaluable to local 
 85 
 
leaders in future finance work, and in securing 
 volunteer workers. 
 
 After the business manager's report is made out, 
 the card worker opens a new file for the pledge 
 cards, keeping them in alphabetical order. Returned 
 blue cards where calls have been made but no 
 contribution or pledge secured are then attached 
 to the duplicate white cards in the original file and 
 clipped with a tab of special color to indicate that 
 a call has been made. 
 
 If the campaign is too large for one file, the du- 
 plicate white cards may be extracted from the 
 original file and attached to the blue cards that 
 have been used. This means that one file has the 
 names of those who have pledged, paid or been 
 visited, and that the other has the names of those 
 who are yet to be seen. If two files are used, it 
 must be borne in mind that when a name is asked 
 for, both files must be consulted to make sure that 
 the name is not already on the list. 
 
 (5) Typical programs. 
 
 Programs for campaigns of $15,000 and above. 
 
 The dates are suggestive as showing an appro- 
 priate time of the year and a desirable arrangement 
 of the days of the week. 
 
 January 12 — Press Dinner. 
 
 Explanation of campaign, hearty invitation to 
 press representatives to attend all gatherings, 
 general survey of the whole Association move- 
 ment, outline of what the press has done in other 
 cities, and tour of the building. 
 
 The newspaper representatives are invited to 
 the dinner before any other function is held. The 
 dinner is given on a night when there are many 
 classes and other activities. 
 
 January 13 — Luncheon for Captains. 
 
 Plan explained, duties of captains outlined. 
 
 Emphasis should be placed on the fact that 
 the campaign leaders hold the captains respon- 
 sible for filling their teams and for concentrated 
 
effort during solicitation. At least four fifths of 
 the full team should be at work every day. 
 
 January 15 — Pastors' Luncheon. 
 
 Address on relation of Association to the 
 church, talk on local work, explanation of cam- 
 paign plans, opportunity for free expression of 
 opinion and constructive suggestions, pastors 
 asked to allow Association to have paragraph in 
 church calendar and to speak of Association's 
 value to community. 
 
 In order to make the pastors' luncheon a suc- 
 cess, every board member and active campaign 
 worker invites her own pastor personally in addi- 
 tion to the official invitation sent by the Asso- 
 ciation. (As a reminder, be sure to telephone him 
 the day before the luncheon.) 
 
 Many pastors have urged their congregations 
 to give the Association representatives a hearty 
 welcome and to contribute as generously as 
 possible. 
 
 January 18 — Membership Rally. 
 
 Inspirational address by a strong, attractive 
 speaker at the Sunday afternoon meeting, mem- 
 bers urged to talk Association in business and 
 social circles, and to pray for the campaign. 
 
 January 19 — Drawing Room Meeting. 
 
 Addresses, giving comprehensive view of the 
 Association movement and illuminating presen- 
 tation of the local work. 
 
 Some prominent person the guest of honor in 
 order to secure attendance of women who have 
 not been interested. 
 
 January 20 — All day Preliminary Meeting. 
 
 10.00 a.m. Prayer service led by campaign 
 executive. 
 
 10.30 a.m. Explicit directions by business 
 manager. Worker's guide used as foundation 
 for explanations. Model report shown, in- 
 cluding pledges, pledges partially paid, cash, 
 checks and membership fees. Time spent in 
 37 
 
explaining these details saves much confusion 
 after team leaders begin to handle money. 
 
 11.00 a.m. Tour of the building. While in 
 each department, chairman or director of 
 department explains the work and answers 
 questions. For example, after visiting gym- 
 nasium and swimming pool, the physical di- 
 rector distributes department printed matter, 
 describes personnel of classes and gives some 
 concrete examples of results. 
 
 1.00 p.m. Luncheon. 
 
 2.00 p.m. Local work presented by general sec- 
 retary, using folder prepared for campaign, 
 thus helping solicitors form habit of using it 
 as their basis of appeal. 
 
 2.30 p.m. Choosing names. 
 
 January 22 to February 2 — Solicitation. 
 
 Daily program during solicitation: 
 
 9.15-9.30 Prayer service. 
 
 9.30-12.15 Solicitation. 
 
 12.15-12.45 Team meetings to prepare reports. 
 (In separate rooms if possible.) 
 
 12.45 Luncheon. "Every luncheon a financial 
 clinic." Reports, five-minute talk by depart- 
 mental secretary or representative citizen, 
 devotional thought and prayer. 
 
 2.00-5.00 Solicitation. 
 
 February 2 — Final Thanksgiving Service (1.30 
 p.m.). 
 
 Program for Campaigns of $10,000 or less. 
 
 Week preceding solicitation: 
 Press luncheon and dinner. 
 Pastors' luncheon or dinner. 
 Drawing room meeting. 
 
 Sunday — Announcements from the pulpits. 
 
 Monday evening — Dinner for workers, assign- 
 ment of names. 
 
 Tuesday to Saturday — Solicitation. 
 Several city campaigns have secured the 
 amount needed by Friday noon and have 
 closed with great enthusiasm. 
 
 38 
 
Daily program — or campaigns reporting at lunch- 
 eon. 
 
 9.30-11.45 Solicitation. 
 
 11.50-12.15 Prayer service. 
 
 12.15-12.30 Reports made up. 
 
 12.30 Luncheon, with reports and talks. 
 
 2.00-5.00 Solicitation, 
 or: 
 
 9.30-12.00 Solicitation, 
 
 12.00-12.30 Reports made up. 
 
 12.30 Luncheon, with reports and talks. 
 
 1.40 Prayer service. 
 
 2.00-5.00 Solicitation. 
 For campaigns reporting at tea: 
 
 9.30-4.00 Solicitation. 
 
 4.00-4.15 Reports made up. 
 
 4.15-5.00 Tea, with reports and talks. 
 
 5.00-5.20 Prayer service. 
 For campaigns reporting at dinner: 
 
 9.30-6.30 Solicitation. 
 
 6.30-6.45 Reports made up. 
 
 6.45-8.00 Dinner, with reports and talks. 
 
 8.00-8.25 Prayer service. 
 
 (6) Material. 
 
 The size of all cards used in campaign should 
 conform with that already in service in office 
 equipment of Association. 
 
 (a) Blue card. 
 
 Information for Solicitor ONLY 
 Name Assigned to 
 
 Address 
 
 Returned by 
 
 Members of firm 
 
 Business 
 
 Interested in 
 
 Estimated amount 
 
 Report of solicitor Amount pledged 
 
 Amount paid 
 
 
(b) White card. 
 
 Name 
 
 Assigned to 
 
 
 Address 
 
 Returned by 
 
 
 
 Business 
 
 Interested in 
 
 Estimated amount 
 
 Amount pledged 
 
 
 Amount paid 
 
 
 
 (c) Pledge card. 
 
 Young Women's Christian Association 
 
 . 191 
 
 For the work of the Young Women's Christian Asso- 
 ciation and in consideration of the subscriptions of 
 others, I promise to pay annually until this subscrip- 
 tion is revoked by me, the sum of 
 
 Dollars 
 
 Date payable 
 
 Name 
 
 Address 
 
 (d) Daily report envelope (size 4^^^x9i/^). 
 Daily Report 
 
 of 
 
 of 
 
 Team 
 
 Date 
 
 191 
 
 Number of subscriptions 
 
 Total amount pledged $ 
 
 Total amount paid (cash) $ 
 
 (check) $ 
 
 Grand total $ 
 
 40 
 
Remarks and suggestions. 
 
 [1] Follow worker's guide closely. 
 [2] Report every day with subscriptions en- 
 closed. 
 [3] Report only what is signed up and enclosed. 
 
 Memorandum 
 
 Please see 
 
 [1] That every subscription form is properly 
 
 dated. 
 [2] That donor's signature is readable. 
 [3] That donor's address is given. 
 [4] That solicitor's name is affixed. 
 [5] That blue card is returned enclosed. 
 
 (e) Worker's guide. 
 
 (Cardboard, as large as will go in the report 
 envelope.) 
 
 [1] From your team captain secure names of 
 people you are to solicit. 
 
 [2] You are charged with every name you take 
 and are expected to report on it. If you 
 wish to pass it to another worker, bring it 
 to your captain and it will be arranged as 
 you desire. 
 
 [3] Do not solicit anyone whose name you 
 have not secured at the campaign office. 
 
 [4] Do not solicit people in groups. Make in- 
 dividual requests. 
 
 [5] Never show blue card in presence of per- 
 son you are soliciting. Remember that it 
 often has confidential information for you 
 only. If it is seen you may be embarrassed 
 and the cause injured. Look it over care- 
 41 
 
fully before making a call, then put it out 
 of sight. 
 [6] Telephone, mail or hand in new names at 
 
 any time. 
 [7] Report daily at Campaign office. 
 [8] Do not ask Campaign office to take reports 
 
 by telephone. 
 [9] Do not accept refusal on first call or leave 
 subscription cards. Make arrangements for 
 a second call. 
 [10] If refused, take the disappointment good- 
 naturedly. Sometimes people change their 
 minds later, if not antagonized. 
 [11] Soliciting is most successfully done by 
 
 groups of two. 
 [12] The pledge card must be in the handwriting 
 
 of the contributor. 
 [13] Questions may be freely asked of the 
 workers at the Campaign office. 
 
 (f) Campaign folders. 
 
 Five suggestive outlines: 
 [1] Warren, Pennsylvania. 
 
 (Outside.) 
 
 BE INFORMED. 
 
 What was done in 1913. 
 
 How will you help in 1914? 
 (Inside and back cover.) 
 
 Budget for year 1914. 
 
 Departmental work. 
 
 Facts of interest to you. 
 
 [2] Springfield, Ohio. 
 
 (Outside.) 
 
 Facts of Interest to Every Springfield 
 Citizen. 
 
 Budget Campaign. 
 
 Publicity Week for the Y. W. C. A. 
 
 Date. 
 (Inside and back cover.) 
 
 Introduction. 
 
 43 
 
Estimated budget for 1914. 
 
 Facts that tell what we have done during 
 one year. 
 
 Our aim and why a Y. W. C. A. in Spring- 
 field. 
 
 [3] Newark, New Jersey. 
 (Outside.) 
 
 THE NEWARK GIRL. 
 
 What do you know about her! 
 
 (Cut of Girl.) 
 (Inside and back cover.) 
 
 Facts about women in Newark. 
 
 Departmental work. 
 
 Future plans. 
 
 Why a campaign? 
 
 Beyond our own borders. 
 
 [4] St. Paul, Minnesota. 
 
 (Outside.) 
 
 The Young Women's Christian Associa- 
 tion. 
 
 (Cut of building with address.) 
 
 An important factor in the civic life of 
 St. Paul today. 
 (Inside and back cover.) 
 
 The need. 
 
 The purpose. 
 
 The equipment. 
 
 Some dividends declared (from one 
 month's report, October, 1912.) 
 
 How the work is done. 
 
 The cost. 
 
 The Association a world movement. 
 
 [5] Plainfield, New Jersey. 
 
 (Outside.) 
 
 Young Women's Christian Association, 
 Plainfield, New Jersey, 1914. 
 (Inside and back cover.) 
 
 The organization. 
 
 The Board. 
 
 The Secretaries. 
 
 The work. 
 
 43 
 
A little history. 
 
 Some interesting facts. 
 
 The budget (January, 1914-January, 1915). 
 
 The departments. 
 
 Present facts and future possibilities. 
 
 A typical work. 
 
 The term "campaign," with all the publicity 
 • it suggests, may be unwise for indefinite yearly 
 use. Each Association needs to be as discrimi- 
 nating in choosing finance methods as in se- 
 lecting plans for any other phase of its work. 
 Some women do not care for the word "cam- 
 paign" in connection with raising the yearly 
 budget, but prefer to keep it for special appeals, 
 as for a building fund, an endowment or the 
 inauguration of new work. On the other hand, 
 some women love the very sound of the word 
 "campaign." To them it means joy in work, 
 spirituality in finance and assurance of success. 
 
 (g) Some of the dangers of the joint campaign are: 
 
 [1] Temptation to use money too freely be- 
 cause it comes with greater ease than with 
 the old system. 
 
 [2] Neglect to prepare for later campaigns with 
 as great thoroughness as for early ones. 
 
 [3] Undertaking a campaign at a time when 
 sufficient help cannot be given by the field 
 committee. 
 
 [4] Increasing the budget more rapidly than 
 the work demands, or than the city can 
 support. 
 
 (h) Some of the advantages of the joint campaign 
 are: 
 
 [1] Enlarging the circle of givers: 
 
 In one city where the work has been 
 supported by less than forty people, over 
 1,200 subscribers were secured in four days. 
 Another city reports 2,000 contributors in 
 place of 136 last year. A third city records 
 1,947 new subscribers. 
 44 
 
[2] Bestowal of new vitality upon the workers: 
 In almost every place, women who have 
 taken part in the campaign have become so 
 interested that they have later accepted 
 positions on Boards and committees, A 
 secretary writes: "The campaign meant a 
 deepening of the spiritual lives of all of us. 
 Several women spoke of relying on prayer 
 as never before, and so far as I know, 
 there was little, if any, worry as to the 
 outcome. The educational effect of the 
 campaign is each year evident and the 
 Association is better known and more ap- 
 preciated than ever before. .One woman 
 had intended to 'go South or be ill' during 
 campaign time, but she became so interested 
 and enthusiastic that she worked every day. 
 It certainly was worth far more than money 
 to see the increasing interest and loyalty, 
 not only among the workers, but in the 
 city at large." 
 
 New life assuredly comes into Associa- 
 tions as a result of these united efforts. 
 The Board members, freed from financial 
 burden, can give thought to advance work; 
 the Finance Committee, relieved from the 
 physical strain of incessant solicitation, can 
 devise plans for improving the next finance 
 week; the members become conversant with 
 the Association's needs and possibilities as 
 they appeal for its support. 
 
 [3] Opening up of an opportunity for mission- 
 ary work: 
 
 Only three of the nine National depart- 
 ments are revenue producing. The glory 
 of the National work consists largely in 
 pioneering, extending and advising. 
 
 A joint campaign enables the city as well 
 as the Association to share in this National 
 work among young women. If a city's 
 interest in National work is aroused and 
 its contributions given through its own 
 
 45 
 
Association, a new glory is added to the 
 local Association, that of helping the world 
 movement, of which it is a part. 
 [4] The spiritualizing influence of the campaign. 
 
 Scores of women during finance cam- 
 paigns realize for the first time that finance 
 work may be one of the most broadening 
 and spiritualizing forces of the whole move- 
 ment. The emphasis that is placed on 
 prayer and dependence on God's guidance 
 during these special days has revolutionized 
 many a worker's conception of finance. 
 
 A volunteer worker who has assisted in 
 • several campaigns writes: 
 
 "To my mind the whole success of these 
 campaigns depends upon the motive with 
 which one goes into them. If we go into 
 them simply for the purpose of raising 
 money, they will not last long; if we go 
 for the purpose of carrying a message of 
 life to the people, they will live and grow. 
 They require the best that we can summon. 
 They require much thought, much prayer, 
 much time and much work, but nothing that 
 is worth while is accomplished in any other 
 way. I am sure that every city has re- 
 sources enough within and around itself 
 to do all of God's work. The problem is 
 for us to find out how to appropriate and 
 use these resources." 
 
 (7) "Association week." 
 
 It may well be that an Association may find itself 
 in the position of being able to forego some of the 
 elaborate methods outlined in the foregoing joint 
 campaign plan and yet accomplish much the same 
 results. This depends among other things, on the 
 Finance Committee's skilled work of previous years 
 and on the quality of the Association's general 
 work. 
 
 For those who so desire, there is the quieter, less 
 public plan called "Association Week," which dis- 
 
 46 
 
penses with the publicity set up for the joint cam- 
 paign plan and relies on the work which Board 
 and Committee members can do rather than on the 
 organization of teams and captains. 
 
 This method presupposes a large body of regular 
 subscribers and a work in recognized standing in 
 the community. 
 
 (a) The preparatory work of course should include: 
 
 The preparation of lists of names. 
 
 Parlor conferences. 
 
 Mention from the pulpits. 
 
 Private luncheons. 
 
 Evening gatherings to which subscribers and 
 picked friends might be asked to see slides 
 showing Association work. 
 
 (b) During the week. 
 
 A committee should be at work securing the 
 approach to persons able to contribute largely. 
 
 Another committee should be at work securing 
 the approach to persons who could give smaller 
 sums. 
 
 (c) The membership as a whole can be brought 
 to a sense of the privilege of co-operating in 
 the raising of the budget. 
 
 V. Approved Bookkeeping 
 
 1. Reasons why a Uniform System is Desirable. 
 
 a. The gross annual budget of the city Associations alone 
 amounts to more than four and a half million dollars. 
 Experience shows that it is urgently necessary to insure 
 the use of acceptable business methods throughout the 
 Associations in accounting for the use of these funds. 
 
 b. There is a persistent demand for uniformity in method, 
 which shall be comprehensive yet simple, and which 
 shall meet with the approval of the most critical. 
 
 c. The study of Association statistics is essential to rapid 
 growth. It is believed that the plans herein outlined 
 will greatly facilitate the preparation for all reports 
 and statistics for local and National use. 
 
 47 
 
d. In order to tally up expenditure and results, it is 
 necessary that departmental totals shall be readily 
 available, and under this method these departmental 
 totals, gross or analyzed, are to be had at a moment's 
 notice. 
 
 e. An elastic system was desired which would admit of 
 an expansion in the number of analysis columns. In 
 loose leaf form, it will be seen that any number of 
 insert leaves can be included. It is possible, for in- 
 stance, to analyze the commercial school under five or 
 six headings, such as stenography, dictation, bookkeep- 
 ing, typewriting, penmanship; the languages under 
 French, German, Spanish, etc.; the music school under 
 piano, violin, guitar and mandolin, choral, orchestral, 
 sight reading, singing, etc., etc. 
 
 2. Some of the Essentials of good Business Methods. 
 
 a. Compilation of budget (extract from "Suggested Con- 
 stitution for City Associations"). 
 
 "The Finance Committee should submit annually to 
 the Board of Directors at its first meeting of the year 
 a budget of estimated receipts and expenditures, based 
 upon budgets drawn up by the committees of depart- 
 ments. After its adoption by the Board, the budget 
 shall be adhered to by all departments and committees^ 
 unless through subsequent action the Board permits 
 increase in expenditure." 
 
 The budget is the name given to the estimate made 
 of receipts and expenditures for the coming year; it is 
 a forecast, and not a statement of accomplishment. 
 
 The method of working out the budget is as follows: 
 In October (for those Associations in which the fiscal 
 year begins January first), each committee decides upon 
 the work it would like to carry on during the coming 
 year; the cost of that work is obtained as accurately 
 as possible and placed in detail on one side of the 
 statement; the receipts from all possible sources for 
 that department are forecast in the light of the experi- 
 ence of the current year and the amounts placed on 
 the other side of the statement. The difference between 
 the total the Committee wants to spend and the amount 
 
 48 
 
it foresees is likely to come in is spoken of as the de- 
 partment's budget difference (not "deficit"). 
 
 It is unwise to use the alarming word "deficit" in 
 this connection as it applies more appropriately to the 
 realm of accomplished fact sliown forth in the state- 
 ment of accounts. 
 
 In November the departmental budgets are presented 
 to the Board to be accepted or returned to the depart- 
 ment for further consideration, and at the December 
 meeting the Board determines on the figures for the 
 gross budget for the coming year. 
 
 The gross Association budget is made up of depart- 
 mental expenses plus general expenses on one side, 
 and departmental plus general receipts on the other 
 side; the difference between the sum total of each side is 
 known as the Association's "budget difference." 
 
 It is desirable that the entire responsibility for accept- 
 ing a department's program of work rest with the Board 
 which, before coming to any decision, will consult with 
 the Finance Committee as to financial possibilities for 
 the coming year. 
 
 It is distinctly not the province of the Finance Com- 
 mittee to exercise any veto on departmental plans — 
 that is the prerogative of the Board. The Finance 
 Committee 'can, however, say to the Board, that, in its 
 judgment, it is not going to be possible to provide the 
 funds required to finance the work indicated, where- 
 upon the Board determines where and how to cut 
 expenses to a reasonable figure. 
 
 When once the budget has been accepted, and ap- 
 pears on the minutes, it becomes a point of honor 
 with all concerned not to exceed its figures; the Fi- 
 nance Committee is responsible for seeing to it that 
 its limits are not overstepped. 
 
 After the departments have presented their budgets 
 and these have been compiled by the Finance Com- 
 mittee and accepted by the Board as the working basis 
 for the coming year, the departments are empowered 
 to proceed with their work within the limits of the 
 figures indicated. But if the budget difference is not 
 provided by the best efforts of all concerned, the Board 
 should take all the departments into consultation and 
 
 49 
 
together determine upon the cuts which must be made 
 in the expenses in order that the year may close with- 
 out debt. 
 
 The budget figures for the coming year's work should 
 be based on the actual figures of the year just closing 
 and not on the budget figures for that year. The fore- 
 cast should be made from the actual facts of the current 
 year plus desires for the coming year. 
 
 The importance of exercising care and forethought 
 in the determination of the budget figures cannot be 
 too strongly emphasized. The departmental headings 
 and analysis suggested for the bookkeeping plan should 
 be used. They are as follows: 
 
 Budget form. 
 
 RECEIPTS. 
 
 Boarding Department Receipts Expenses 
 
 Permanent $000.00 
 
 Transient 000.00 
 
 Meals 000.00 
 
 $0000.00 
 
 Membership 
 
 General 000.00 
 
 Life — Sustaining, Honorary 000.00 
 
 Girls' 000.00 
 
 $0000.00 
 
 Educational Department 
 
 Elementary and academic . . 000.00 
 
 Commercial 000.00 
 
 Domestic arts 000.00 
 
 Domestic science 000.00 
 
 Lectures, talks 000.00 
 
 Physical Department 
 
 Gymnasium 000.00 
 
 Pool 000.00 
 
 Lockers 000.00 
 
 $0000.00 
 
 $0000.00 
 50 
 
Religious 
 
 0000.00 
 
 Extension 
 
 0000.00 
 
 Girls' Department 
 
 0000.00 
 
 Cafeteria Department 
 
 0000.00 
 
 Employment Bureau 
 
 0000.00 
 
 Summer Home 
 
 0000.00 
 
 Publications, etc 
 
 0000.00 
 
 Annual Subscriptions 
 
 0000.00 
 
 Donations 
 
 0000.00 
 
 Interest on Endozuments 
 
 0000.00 
 
 General Administration 
 
 0000.00 
 
 Special Funds 
 
 0000.00 
 
 DISBURSEMENTS. 
 General Administration. 
 Salaries 
 
 General Secretary 000.00 
 
 Assistant Secretary 000.00 
 
 Office Secretary 000.00 
 
 Employees' Wages 
 
 Firemen and engineers 000.00 
 
 Porters 000.00 
 
 Elevator men 000.00 
 
 Cleaners 000.00 
 
 Repairs and Supplies 
 
 Roof 000.00 
 
 Painting 000.00 
 
 Plumbing 000.00 
 
 Carpentry 000.00 
 
 Electrical 000.00 
 
 Steamfitting 000.00 
 
 Cleaning materials 000.00 
 
 61 
 
 0000.00 
 
 0000.00 
 
 0000.00 
 
Miscellaneous 
 
 Printing, advertising 000.00 
 
 Postage 000.00 
 
 Phones 000.00 
 
 Conference expense 000.00 
 
 Contingent 000.00 
 
 Fuel 000.00 
 
 Light 000.00 
 
 Rent 000.00 
 
 Interest on mortgages 000.00 
 
 Insurance 000.00 
 
 Water tax 000.00 
 
 General taxes 000.00 
 
 Departmental. 
 Contributions 
 National (through field 
 
 office) 000.00 
 
 Foreign Associations 000.00 
 
 Religious Work Department 
 
 Salaries 000.00 
 
 Supplies 000,00 
 
 Printing 000.00 
 
 Physical Department 
 
 Salaries ' 000.00 
 
 Supplies 000.00 
 
 Advertising 000.00 
 
 Printing 000.00 
 
 Educational Department 
 
 Salaries 000.00 
 
 Increase of library ..'. 000.00 
 
 Periodicals 000.00 
 
 Supplies 000.00 
 
 Advertising 000.00 
 
 Printing 000.00 
 
 Lectures and talks 000.00 
 
 52 
 
 0000.00 
 
 0000.00 
 
 0000.00 
 
 0000.00 
 
Extension Department 
 
 Salaries 000.00 
 
 Supplies 000.00 
 
 Advertising 000.00 
 
 Printing 000.00 
 
 0000.00 
 Girl^ Department 
 
 Salaries 000.00 
 
 Supplies 000.00 
 
 Advertising 000.00 
 
 Printing 000.00 
 
 0000.00 
 Lunch Room 
 
 Salaries 000.00 
 
 Wages 000.00 
 
 Rent 000.00 
 
 Cost of food 000.00 
 
 0000.00 
 Summer Home 
 
 Salaries 000.00 
 
 Rent 000.00 
 
 Cost of food . .' 000.00 
 
 Repairs 000.00 
 
 0000.00 
 Employment Bureau 
 
 Salaries 000.00 
 
 License, phone and supplies . 000.00 
 Printing and advertising . . . 000.00 
 Emergency 000.00 
 
 0000.00 
 Boarding Home (when separate building). 
 Salaries and Employees' Wages 
 
 Salaries 000.00 
 
 Engineers 000.00 
 
 Firemen 000.00 
 
 53 
 
Porters 000.00 
 
 Elevator men 000.00 
 
 Cooks 000.00 
 
 Waitresses 000.00 
 
 Scrubbers 000.00 
 
 Chambermaids 000.00 
 
 Repairs and Supplies 
 
 Roof 000.00 
 
 Painting 000.00 
 
 Plumbing 000.00 
 
 Carpentry 000.00 
 
 Electrical 000.00 
 
 Steamfitting 000.00 
 
 Cleaning materials 000.00 
 
 Miscellaneous 
 
 Food 000.00 
 
 Printing 000.00 
 
 Advertising 000.00 
 
 Postage 000.00 
 
 Phones 000.00 
 
 Conference expenses 000.00 
 
 Contingent 000.00 
 
 Fuel 000.00 
 
 Light 000.00 
 
 Rent 000.00 
 
 Interest on mortgages 000.00 
 
 Insurance 000.00 
 
 Water tax 000.00 
 
 General taxes 000.00 
 
 Petty cash 000.00 
 
 Balance to be raised 
 
 0000.00 
 
 0000.00 
 
 0000.00 
 
 0000.00 0000.00 
 0000.00 
 
 $0000.00 $0000.00 
 
 54 
 
c. Banking. 
 
 All moneys received from whatever source should be 
 banked in one bank account in the name of the Asso- 
 ciation, and should be drawn upon by the treasurer of 
 the Association. Deposits should be made each day if 
 the amount collected is $50 or more. 
 
 On the appointment of a new treasurer, the bank 
 should immediately be notified of the new signature to 
 be honored. 
 
 Building campaign funds should be kept at a differ- 
 ent bank if possible, or if not, in a separate account, 
 having a separate treasurer. 
 
 d. Receipts. 
 
 A numbered carbon copy receipt book, containing 
 five or six receipts to a page, should be used and a 
 receipt given for each amount received. (The carbon 
 copy eliminates possibility of error or oversight when 
 filling out stubs and saves writing figures twice over.) 
 Care should be taken to obtain a legible copy by using 
 a fresh carbon at all times. 
 
 e. Auditing and certified statement. 
 
 The accounts should be audited in monthly or 
 quarterly installments, by a professional auditor not 
 connected with the Association, who should be paid an 
 annual fee as auditor and who should prepare an annual 
 statement of accounts and certify the same as correct. 
 The annual report should contain the auditor's certi- 
 fied statement of accounts in as much detail as may be 
 considered desirable and should be sent to all subscribers. 
 
 f. Preservation of records, etc. 
 
 (1) Safe. 
 
 A safe should be provided at the Association 
 building for the care of account books and docu- 
 ments. 
 
 (2) Books. 
 
 The books should be kept at the Association and 
 should be posted by the business secretary or some 
 other secretary assigned to this work, under the 
 supervision of the treasurer. It is important that 
 one person should be responsible for the books, 
 and for the sake of uniformity only one handwriting 
 should appear on the pages. 
 55 
 
g, A printed order blank, made up to supply one or more 
 carbon copies, should be used by each department when 
 the work warrants it, or in smaller Association one 
 general form could be used. Before the order goes 
 out it should be OK'd by the head of the department 
 concerned, as to purchase being in accordance with 
 department policy. 
 
 h. Payments. 
 
 (1) Demand monthly statements to date. 
 
 Creditors should be instructed to render a 
 monthly statement of accounts. The order blank 
 should contain instructions to that effect. Accounts 
 should not be paid until the monthly statement to 
 date has been verified. 
 
 (2) Accounts payable should be OK'd. 
 
 (a) By the person ordering as to details and price. 
 
 (b) By the chairman of the Finance Committee or 
 her deputy as to settlement of account. (The 
 treasurer should not be asked to OK her own 
 spending power.) 
 
 (c) Signatures and prompt payment. 
 
 The treasurer should sign, and the chairman 
 of the Finance Committee (or other officer 
 approved by the Board) should countersign 
 checks drawn by the bookkeeper in payment of 
 duly certified accounts. It is not considered 
 good business method to sign blank checks in 
 advance. Bills should be paid promptly at the 
 beginning* of the month, and discount for 
 prompt payment secured if possible. 
 
 i. Monthly report of the Board of Managers. 
 
 Suggested Constitution, Art. II, Sec. 6. 
 
 "The treasurer shall present to the Board at each 
 regular meeting a statement of receipts, expenditures 
 and bills outstanding, and at the annual meeting a 
 general report covering the receipts and expenditures 
 of the year. At the close of the fiscal year the treas- 
 urer shall see that the books are examined and approved 
 by the auditor appointed by the Board of Directors, and 
 that his certified financial statement is presented to 
 the annual meeting. 
 
 56 
 
VI. Policies to be Considered 
 
 1. Distribution of Support. 
 
 One of the important things to decide is the relative 
 value to the Association of many small, or fewer large 
 gifts. 
 
 It is felt by many that that Association which has a 
 large body of individuals contributing without too great 
 strain on their resources, owns a much safer foundation 
 upon which to build a steadily growing work, than would 
 be the case with the easier collection of the same total 
 through a lesser number of larger gifts. 
 
 The wider distribution of support creates wider interest 
 in the work, makes many more friends for the Associa- 
 tion and witnesses more forcibly to the truth that the 
 Association is a community possession. 
 
 2. Entertainments. 
 
 The difficult question of entertainments for raising 
 money must also be considered when policy is being 
 defined. Shall the Association raise money by bazaars, 
 card parties, cake, jumble and other sales, or shall it act 
 upon its belief that God loves a cheerful giver, but not 
 an interested buyer? 
 
 It is not hard to believe that the Finance Committee 
 can do much to give new meaning to the act of sub- 
 scribing to work having such a purpose as that of the 
 Association. Under its leadership support for its work 
 will come increasingly with the strength, sincerity and 
 dignity of the straight gift. 
 
 It is a fact that many years ago our late President, 
 Miss Grace Dodge, banded together a group of women 
 in New York, whose help was constantly sought for 
 good works of all kinds, and together they agreed to 
 refuse support when sought otherwise than as a straight 
 donation. They determined never to help through enter- 
 tainments, or sales, but to give purely for the sake of the 
 cause. 
 
 3. Endowment Fund. 
 
 The Finance Committee will do well to determine its 
 policy in regard to endowment. 
 
 57 
 
It is very desirable that an Association owning a build- 
 ing, which is used for general Association purposes, shall 
 possess an endowment large enough to provide enough in- 
 come to meet the expenses of heating, lighting, cleaning 
 and repairing that building. It is a good thing to have an 
 endowment for maintenance and up-keep of the building. 
 
 One of the advantages of such an endowment fund is 
 that it enables the finance worker to base her appeal 
 on the fact that subscriptions and donations can be applied 
 directly to developing Association work rather than to 
 coal bills and janitor's wages. 
 
 On the other hand, it is necessary that it should be 
 well known and understood that the endowment fund is 
 not large enough to do more than maintain the building, 
 if such is the case. 
 
 Great care should be taken to prevent misconception 
 as to the amount and purpose of the endowment fund, 
 for it is greatly to the advantage of the Association when 
 the community at large realizes its partnership in the 
 work and expresses its interest through modest subscrip- 
 tions. 
 
 During the first two years after the new building is 
 opened, a real effort should be made in a quiet way to 
 secure a few large gifts for this purpose. 
 
 Sustaining Memberships. 
 
 There is a growing feeling that "sustaining member- 
 ship" is an unfortunate term. It is at times chosen to 
 express an individual's connection with the Association 
 by virtue of subscribing a sum of money, to be applied 
 on merfibership and fees, for young women who cannot pay 
 them. Sustaining memberships have been paid in by men, 
 hence membership, as far as the donor is concerned, is 
 a misnomer. 
 
 Then, too, the $5.00 membership fee is frequently re- 
 garded as the limit of financial obligation to the Associa- 
 tion. This does not happen where there is only the 
 general membership fee of $1.00 for all alike. The ap- 
 proach can then be made without difficulty for a substan- 
 tial annual contribution. 
 
 All contributors sustain the work and all members who 
 pay a $1.00 membership also sustain it. It is felt that 
 
 58 
 
the $1.00 membership for all is the most democratic plan 
 and most in harmony with the democratic spirit of the 
 Association. 
 
 The technical difficulty in making the transfer from 
 sustaining membership to general membership is not 
 insuperable, but it requires explanation. The former sus- 
 taining member who has been in the habit of giving $5.00 
 will in her rightful character of member and subscriber 
 be given a receipt for a $1.00 membership fee and one 
 for $4.00 as her subscription. 
 
 5. Life Memberships. 
 
 Life membership has been found advantageous and 
 disadvantageous. There are those who say that a life 
 member is likely to become more and more interested in 
 the work as time goes by. Many others doubt this and 
 believe rather, that, having once contributed a life mem- 
 bership, the individual conceives her duty in the matter 
 of support to have been accomplished once and for all, 
 and that such contributions are frequently very much less 
 than the individual might well be expected to make in 
 the course of a number of years as an ordinary subscriber. 
 There would seem to be some truth in this. 
 
 6. Daily Record and Annual Report Blank. 
 
 In favor of using the Daily Record and Annual Report 
 Blanks, it is urged that 
 
 The Association uses public money, therefore it owes to 
 the public a report of the way that money is spent. 
 
 Reports to be convincing must be made definite, not 
 in general terms. Records kept daily are more accurate 
 than records kept occasionally. 
 
 The monthly reports can easily be taken from the daily 
 record book. 
 
 The annual reports can be made up from the monthly 
 reports; thus the daily record works directly into the 
 annual report blanks. 
 
 The annual reports built upon the daily record book are 
 invaluable from the national point of view. It is essential 
 that we should have figures of our national work. It 
 means securing of new gifts; it wins us the confidence of 
 
 59 
 
the public and frequently leads to the opening of new 
 work. 
 
 The daily record and the monthly reports can be made 
 the basis for forecasting a program of work and a budget 
 for the next year. 
 
 7. A Uniform Fiscal Year. 
 
 The annual closing of the books of an Association, the 
 annual meeting, the election of officers and the appoint- 
 ment of new committees, are all closely related to one 
 another. 
 
 The month of January has been adopted as the best 
 time for the closing of the books, because the business 
 world has adopted two periods as the most practicable 
 for closing accounts, paying of dividends, etc.;' that is, 
 first of January or first of July. 
 
 The month of July is impracticable for various reasons, 
 therefore the month of January has been chosen, which 
 very nearly coincides with business custom. 
 
 The months of January and February are the best times 
 for securing pledges for the new budget. Closing of 
 the books should precede the annual meeting by not 
 more than one month in order that the financial state- 
 ment OK'd by the auditor can be tallied with the annual 
 report of the Association. 
 
 8. Annual Meeting sometime in February. 
 
 This is the time when the Association is in full swing. 
 * All members of the staff are at work, and in the large 
 cities, where many Board members come back from the 
 country late in the fall and leave early in the spring, it 
 is a time when a reasonably large audience of the Board 
 can be expected. 
 
 The appointment of committees and their taking up 
 their new duties usually takes place the month following 
 the annual meeting; in other words, sometime in the 
 month of March. 
 
 This seems to be the best time for changing committees, 
 because the work of the year is running and the new 
 committee members can get some experience before the 
 heavier work of the fall begins. Besides, the engagement 
 of teachers and the planning of schedules for fall classes 
 are all done in the early spring. 
 
9. Money-making Departments. 
 
 It is right and proper that certain departments should 
 make money for the support of the general work if this 
 can be accomplished without curtailing the extent of its 
 work for girls. The girls' needs come first; therefore, if 
 enough girls are on hand to more than cover the running 
 expenses of a class so much the better, but if sixteen 
 would make the class profitable and only ten are willing 
 to enroll, the department should consider it immensely 
 worth while to serve the needs of the ten, providing this 
 kind of work has been foreseen and taken care of in the 
 budget. 
 
 The cafeteria should undoubtedly be a money-maker 
 and a good one, and it should accomplish this while re- 
 maining strictly within the cafeteria class as to prices 
 charged and character of service and surroundings. With 
 experienced management, good wages and reasonable 
 hours the Association cafeteria is a valiant right hand for 
 the Finance Committee, for it is the Association's one 
 great legitimate source of revenue. 
 
 The swimming pool has made money for the Associa- 
 tion; so also has the boarding home when run on a large 
 enough scale. 
 
 10. Loans and Mortgages. 
 
 The Finance Committee's policy should include a clause 
 expressing its intentions in the matter of loans and 
 mortgages. 
 
 The fact that Association after Association is steadily 
 reducing its mortgage load proves that they are realizing 
 more and more clearly the tremendous handicap of loans 
 and mortgages and that they are determined to free them- 
 selves from the burden. 
 
 It is extremely difficult to collect from the public on 
 behalf of a debt on current expenses or a mortgage on 
 the building; and it is strongly urged that the pattern be 
 cut according to the cloth or that the Association wait 
 until it has cloth enough to cut without resorting to loans 
 and mortgages. 
 
 It is not always foreseen, however sure it may be, that 
 an Association moving into a new building will be under 
 the necessity of suddenly enlarging its budget to a notice- 
 
 61 
 
able degree. The "cost of heating, lighting and cleaning 
 will be much greater, the salary list will be larger and 
 incidental expenses of all kinds will swell the total re- 
 quired. If, in addition, the Association is called upon 
 to meet a regularly recurring interest charge, it may 
 well be, as indeed it has been, that the thought and effort 
 of the Board, committees and staff are fully engrossed in 
 the struggle to make two ends meet; no one has time or 
 energy left to develop the work and the public soon 
 discovers that "results" which were so surely prophesied 
 on the advent of the new building are not forthcoming, 
 whereupon interest flags and sympathy wanes, and the 
 prospects for the Finance Committee go from bad to 
 worse. 
 
 By all means, manage without a mortgage or you may 
 be managed by it. Remember that what works well in 
 the business world need not necessarily work well in the 
 Association world, for the Association is not in business, 
 and with it money does not necessarily make money. 
 
 11. Capitalization of Prospects. 
 
 The capitalization of prospects in the Association world 
 is particularly dangerous. The story is told of one or- 
 ganization, not an Association, which budgets its legacies 
 each year, on the ground that for the last fifteen or twenty 
 years it has received a certain average sum each year from 
 legacies, it therefore counts upon doing so during the 
 coming year and enters that amount among the anticipated 
 receipts and plans expenditures on the strength of that 
 expectation! 
 
 12. Underwriting the Budget. 
 
 This has led to unforeseen results. A group of friends 
 of the Association declare themselves willing to come to 
 the rescue if the Finance Committee does not succeed 
 in raising the budget difference. The knowledge that 
 this last resource is available affects the quality of the 
 work done by the Finance Committee. Being human, it 
 no longer feels as keenly the tremendous pressure to 
 build up a large and ever increasing list of subscribing 
 friends. 
 
 Discard underwriters and finance work takes on new 
 
 62 
 
life and becomes at once a job worthy the brain power 
 and time of clever women. 
 
 13. Cleveland Federation Plan. 
 
 So many inquiries have come in regarding this plan 
 of raising money for our work that the following skeleton 
 outline is offered and certain considerations presented, 
 though very briefly, which we believe warrant the Asso- 
 ciation in refraining from participating in any such plan: 
 
 a Initial effort. 
 
 1900 — The Cleveland Chamber of Commerce ap- 
 pointed a Committee on Benevolent Associations (the 
 first such body connected with civic or commercial 
 authorities). 
 
 Purpose — (1) To aid worthy benevolence with en- 
 dorsement. (2) To starve out the highly inefficient 
 or fraudulent. 
 
 History — 1907 — Repeated complaints of (a) difficulty 
 in raising funds, (b) Duplication of appeal. City-wide 
 investigations made — results amazing! In 1909, second 
 investigation — results more amazing. Population 600,- 
 000, subscribed $500,000, made up of 5,386 donors of 
 $5.00 or more, equaling less than 1 per cent of popula- 
 tion contributing. 
 
 Of 5,386, 3,537 were giving 98 per cent of the grand 
 total, 800 were commercial firms. 
 
 (Between 1907 and 1909 the amount subscribed de- 
 creased 22 per cent, the number of contributors de- 
 creased 11 per cent.) 
 b. Five years of investigation resulted in organization of 
 Cleveland Federation of Charity and Philanthropy. 
 
 Thirty trustees made up of ten largest donors in city: 
 ten constituent organizations' representatives, ten 
 chosen by Chamber of Commerce. 
 
 Qualifications of membership: 
 
 (1) Legitimate work. 
 
 (2) General appeal without restriction to religion 
 or affiliations. 
 
 (3) Endorsement by committee of Chamber of 
 Commerce after investigation as to legitimacy and 
 efficiency. 
 
 63 
 
Advantages claimed: 
 
 (1) Co-ordinate appeal showing the current ex- 
 pense account of each constituent organization. 
 
 (2) Liberty of each donor to determine without 
 pressure the destination of his gift or the privilege of 
 having it all located by him by the Federation, 
 
 (3) A Committee on Institutional Efficiency to 
 eliminate endless and duplicated effort. 
 
 C4) A general auxiliary committee made up of 
 active workers of each constituent organization: (a) 
 studying common purchasing, (b) conducting constant 
 co-operative canvass for new givers. 
 
 (5) A national advisory council made up of leading 
 sociologists and economists. 
 
 It is significant that "the maintenance and development 
 of this fund and its direction into the various fields," etc., 
 are entirely in the hands of this heterogeneous body. 
 
 Can we afford to accept as judges of our efficiency in 
 the matter of expenditure, organization and co-operation, 
 a body of representatives, some of whom" may be com- 
 pletely ignorant of our aims, others in direct opposition 
 to them by inheritance and training, and others conceiv- 
 ably thinking of us as one of several overlapping organi- 
 zations? 
 
 It is obvious that in the long run, the Chamber of 
 Commerce, through its committee, would have the power 
 to withhold funds at any time from the organization if 
 it disapproved of its policy. For instance, it is conceiv- 
 able that such a public body might determine that the 
 city itself should hereafter build the model boarding 
 home accommodation required for girls within its limits 
 and the Association might be equally determined that 
 Christian homes should be built within the city limits for 
 girls. Where would the funds come from for our Chris- 
 tian homes if the Chamber of Commerce decided that its 
 federated organizations should forego girls' homes and 
 leave them to the city to provide? 
 
 The growth of our work would depend on the Federa- 
 tion, for it requires consultation before appeals for other 
 than current expenses can be made. 
 
 A large part of our work cannot show results for 
 
 64 
 
years — cannot show results which can ever be set off 
 against expenditure to the satisfaction of a mixed Board. 
 
 The Association would lose inestimably in many dif- 
 ferent ways through lack of personal contact with the 
 donor. Truly the Association would be owned by the 
 community but it would be far removed from abiding in 
 the heart of the community. 
 
 The Boards and committees would sacrifice their free- 
 dom of initiative in opening up new developments of 
 work; progress would depend entirely on its ability to 
 convince the committee of the Chamber of Commerce 
 that such new work was for the good of the community. 
 If the committee of the Chamber of Commerce should 
 happen to be wooden-headed, the work could not proceed. 
 
 We are not to be listed under charities, hardly under 
 benevolent institutions. We belong where colleges and 
 universities belong, and. to a degree, where the Church 
 belongs, if (as some think) we are the Church's most 
 useful, most worth-while advance agent. 
 
 From the very nature of our organization we are not 
 in a position to meet one of the conditions made for the 
 enrollment in the Federation, that ours shall be a "general 
 appeal for funds." No distinctly Christian organization 
 can make a general appeal for funds to a community 
 made up probably of more non-believers in the primary 
 purpose of our work. 
 
 A "co-operative canvass" would keep us busy without 
 securing for our work lovers of the work. 
 
 It is a question whether the committee would not 
 greatly prefer to receive undesignated funds and to be per- 
 fectly free to distribute according to its will and pleasure. 
 
 How would supervisory work fare in a budget submitted 
 to the local Federation? 
 
 There is no guarantee at all as to the leadership of the 
 Federation for the future, — in other words, no guarantee 
 of stability and permanence of present policies and man- 
 agement, and yet the Federation reserves the right to 
 determine upon the "comparative value" of each unit in 
 allocating funds. 
 
 Is it wise to divorce the spending from the collecting 
 power? 
 
 Does the plan not add to the provincialism of a city 
 instead of encouraging it to take a national viewpoint? 
 65 
 
A religious organization has the right, according to the 
 laws of the United States, to perfect freedom of appeal. 
 Ours is a religious organization. 
 
 Our city work among wage-earners might not always 
 meet with hearty approval of the large employers, to say 
 nothing of the ten largest givers in the city. Should we 
 not be sorely tempted to trim our sails or even perhaps 
 to keep them unfurled? 
 
 Can funds obtained on a "general appeal" be used for 
 religious propaganda? 
 
 What chances would there be to include supervisory 
 work in a local budget submitted to such a committee? 
 
 Does the plan not tend to weaken the local tie with the 
 national work? 
 
 How can politics be kept out of the control of such a 
 Federation? 
 
 14. Joint Finance Work With the Y. M. C. A. and Other 
 Organizations. 
 
 The question is often asked. Shall we or shall we not 
 enter upon a joint campaign with the Young Men's Chris- 
 tian Association? 
 
 In the first place, greatly as we may enjoy the "joint- 
 ness" of the effort it is highly desirable that each organi- 
 zation should go before the community on its own merits. 
 Criticism is wholesome, but only so if distributed where 
 it belongs. In a joint effort it may get lost in the 
 mazes. In the second place, those most precious results 
 of a finance campaign — the subscribers' list and the sub- 
 scribers' interest — should remain the sole and undisputed 
 possessions of the Young Women's Christian Association, 
 for hard is the road and long, which the women must 
 travel for finances year by year. 
 
 For as much as we hope to replace campaigns with 
 subscribers, we need to have our own campaign lists to 
 work from, and so, for these and other cogent reasons, 
 it is considered better in city work to refrain from joint 
 campaigns with other organizations. 
 
 15. Building Campaign Fund. 
 
 This fund should be banked in a separate bank, or at 
 least in a separate account; the books should be separate 
 and the treasurer other than the Association treasurer. 
 
For much else regarding this Fund see special leaflet 
 on "Building Campaigns" published by the National Board. 
 
 16. Current Expenses and a Building Campaign Fund. 
 
 These must be kept absolutely distinct and separate 
 from one another. Under no circumstances should a 
 building campaign fund be drawn upon for current ex- 
 penses. 
 
 17. "Ginger Jar" Departmental Finances have caused, and 
 are causing confusion and heartburn, though they are 
 fortunately becoming more and more a thing of the past, 
 but the policy of this committee should express itself on 
 this matter as on each of the foregoing subjects. 
 
 As the result of long experience, it is felt that there 
 should be but one treasurer, one banking account and one 
 set of books, covering the needs of all the departments 
 in the Association. Ginger jar methods by which each 
 department finances itself independently of any other and 
 of the Association as a whole, should not be tolerated, 
 and reference to the explanation of the budget system 
 will make it quite evident how unnecessary and unwise 
 such elaborations of method really are. 
 
 18. Allowance for Depreciation. 
 
 It is a good plan for Associations owning buildings 
 to include each year in the budget an allowance for de- 
 preciation equal to 5 per cent on the original cost of the 
 machinery and 2 per cent on the original cost of con- 
 struction. This would provide a fund for the larger 
 expenses in later years, such as renewing the roof, re- 
 placing a boiler or a pump, replacing the water and steam 
 lines. Such a fund should not be drawn upon for ordi- 
 nary repairs, it should be allowed to accumulate at interest 
 until the large outlays become unavoidable. 
 
 19. Too Rapid Increase of Budget. 
 
 Because of the ease with which the money required is 
 obtained through the joint campaign plan, there is need 
 also to urge upon the local Association the danger of too 
 rapidly enlarging the budget. It is certain that the wisest 
 Associations are those most busily at work replacing 
 campaign methods with a list of steady, staunch friends 
 known as annual subscribers. The annual subscriber of 
 
a reasonable sum is the hope of Association work after 
 the first and second campaign. These campaigns cannot 
 be repeated ad infinitum, and the sooner we recognize it, 
 the better. We must not raise our budget beyond the 
 ultimate possibility of the subscribers' list plus a modest 
 endowment if we are to be on the safe ground for some 
 years to come. It may, however, safely be asserted that 
 there is all the money the enterprising Association needs 
 in any town in this country at the service of the Finance 
 Committee which has been deliberately organized along 
 the right lines, whose objective is definite, whose work is 
 systematized and whose every member recognizes that the 
 Finance Committee is literally heart and lungs to the 
 Association and that it is the most important of all the 
 committees at work on behalf of girls. Certain finance 
 committees are seeing the wisdom of reorganizing and 
 developing work on carefully planned lines and the next 
 two years will probably see a marked change in the char- 
 acter of our finance work and a real advance in its effi- 
 ciency. 
 
 20. The Salaried Staff should not be expected, as a general 
 rule, to carry responsibility for raising money. This is, and 
 should remain, the province of the volunteer workers. 
 The staff may, however, be called upon from time to time 
 for co-operation in some special eflfort. 
 
 21. Salaries should always be a first charge on Association 
 funds, for leadership is more essential than equipment. 
 
 22. Canvasser or Collector. 
 
 Another matter of concern when policy is being de- 
 termined is the employment of a canvasser or collector. 
 Surely the time has gone by, if it ever really existed, when 
 the Young Women's Christian Association could be con- 
 sidered on the plane of having to make a door-to-door 
 collection of small amounts at the hands of a person whose 
 remuneration would be a percentage of the collection. 
 Few, if any, Associations do not now realize that the 
 Association has made for itself a special and peculiar place 
 in the esteem and affection of the community, and that a 
 more dignified and suitable method of financing its big 
 community work is very generally expected of it. The 
 policy of the wise Finance Committee will veto the em- 
 
ployment of a canvasser or collector on a commission basis 
 whether from door to door or not. 
 
 23. Revenue-Producing Dormitories. 
 
 In regard to the question of the revenue-producing 
 dormitory as against the self-supporting boarding home 
 for those girls who are beginning their wage-earning life, 
 it is a fact that, in certain cities, another organization, 
 whose present policy calls for the erection of huge reve- 
 nue-producing dormitories for men, is arousing a body 
 of criticism which would apply with tenfold force to the 
 Young Women's Christian Associations should we follow 
 in its footsteps. Our girls — those we ought to house — 
 cannot afford to pay revenue-producing rates; they can 
 barely pay self-supporting rates. We have no right to 
 expect them to bear the expenses of our philanthropic 
 undertakings. The public rightly expects us to provide 
 home quarters, first of all, for the girl who has just left 
 home, and is just beginning her wage-earning life, and 
 who, therefore, is in the most urgent need of protection 
 and development. Only when this has been done are we 
 free to house others at rates which will offer revenue for 
 the support of other types of work. 
 
 24. Legacies. 
 
 A decision should be made for or against the desirability 
 of making definite efforts to secure the writing of legacies 
 by people of means. 
 
 There are few finer or more desirable tributes possible 
 to the value of Association work, and every possible 
 encouragement should be given to those who can bring 
 influence to bear. Lawyers, bankers and ministers are the 
 men who can be most valuable to the committee in this 
 connection. Steps should be taken, as a result of which 
 these men will find themselves thoroughly informed and 
 in real sympathy with our work, so that when the time 
 comes to advise, they may do so with knowledge and 
 enthusiasm. 
 
 25. Legal Advice should be taken when agreements are 
 entered into, when the preparation or signature of docu- 
 ments of any kind is involved. The Association cannot 
 afford to run the risk of placing itself in the wrong. 
 
26. Trustees. 
 
 The province of the trustee varies in different Associa- 
 tions. It seems desirable that it should be confined to 
 making investments on behalf of the Association and 
 holding in trust funds and property as may be legal. 
 Ascertain the law in regard to trusteeships. Verify the 
 fact that trustees have been properly appointed, and the 
 appointment recorded on the minutes of the Board, to- 
 gether with an outline of their responsibilities. 
 
 Trustees should be willing to advise when requested, 
 but they do not control the Board's policy as outlined 
 below: 
 
 ''There shall be a Board of not less than five trustees, 
 both men a:hd women, chosen from members of Protes- 
 tant Evangelical Churches, whose term of office shall be 
 
 The president shall be ex officio a member 
 
 of this Board, the first Board of trustees shall be elected 
 by the Board of Directors. Any vacancy occurring there- 
 after shall be filled by the Board of trustees, by election 
 from candidates named by the Board of Directors. Title 
 to the real property of the Association shall be vested in 
 the Board of trustees, and only by its authority shall 
 debts, obligations or mortgages be made chargeable to 
 the real property of the Association. It shall hold all 
 trust funds and turn over to the Association the income 
 from such funds for the purpose for which they are held." 
 
 (Suggested City Constitution.) 
 
 27. Making use of National Backing. 
 
 In certain types of finance work it will be found of 
 great service to make plain the connection between the 
 local Association and the National body and to give as 
 clear an idea as possible of the scope of the National work. 
 It will be found that in many cases National prestige will 
 insure a far larger gift and a more lasting interest in the 
 work. Particularly is this the case with those who can 
 advise when legacies are being planned. The stability of 
 the great National organization back of a local work adds 
 strength to the appeal for large sums and argues for the 
 permanence of the work and for the responsibility of those 
 at the head of it. 
 
 70 
 
VII. Dangers to be Avoided 
 
 1. The transfer of responsibility for policy from the 
 Board as a whole to its Finance Committee; or, in other 
 words, placing the control of the local Association move- 
 ment in the hands of the Finance Committee by virtue of 
 assuming that it may veto the Board's desire. The Board 
 should be the final authority. 
 
 2. Commercialism which results from the impression still 
 prevalent that the more nearly an Association becomes self- 
 supporting, the more nearly ideal it is. The success and 
 beauty of its work should rather be measured by the length 
 of its outreach and the strength of its impact for good on 
 behalf of girls. 
 
 3. Overloading local managerial capacity with the result 
 that too many things are begun, too few continued and 
 ended. Failures are hidden by new ventures, and many 
 efforts are not carried to fruitful result. There are limits 
 to the ability of staff and of Board and committees and there 
 are limits to the ability of the Association. 
 
 4. Assuming that the policies of the Young Men's and 
 Young Women's Christian Association are identical, for 
 instance, on the question of revenue-producing dormitories, 
 what is good for one organization is not necessarily good 
 for the other. It is always important to advise with the 
 Field Office before coming to a decision and thus avoid 
 mistakes. 
 
 5. Too rapid increase of budgets because of joint cam- 
 paigns. Associations need to be safeguarded against the 
 temptation to add unduly to the budget because of the ease 
 with which funds are obtained by the joint campaign method. 
 There is the possibility of a single-handed slump later on. 
 
 6. Outrunning the sympathy and understanding of the 
 community. If it is true that a secretary can only travel as 
 far as she can carry her committee with her, it is equally 
 true that a local Board can only develop its work as fast 
 as it can bring it within the grasp of the community. Hence 
 through the Publicity Committee and through its own efforts 
 it behooves the Finance Committee to make things plain to 
 the community. 
 
 7. The danger of the mental attitude which visualizes 
 dollars, not girls, when membership is spoken of. 
 
 71 
 
8. Neglect to develop tangible work. That the Associa- 
 tion's results can never be fully or even approximately 
 measured and counted is trile, but policy and good sense 
 require us to urge the development of work which is tangible 
 in order that we may have more to show for the $4,500,000 
 of running expenses in city work. The Finance Committee 
 therefore will eagerly watch for details and statistics of 
 that which is tangible in order to pass on the news to sub- 
 scribers who make the work possible. 
 
 VIII. Miscellaneous 
 
 Endorsement and Going Surety. 
 
 Do not sign or endorse a note, or agree to be surety for. 
 any debt unless you have the authorization of the trustees 
 and the Board behind you on the minutes or you can afford 
 to pay the amount yourself. 
 
 Power of Attorney. 
 
 Power of attorney can only be given by authority of the 
 Board. An unlimited power of attorney should never be 
 given. If absolutely necessary to give one at all, give it for 
 a definite purpose and limit the time as far as possible. 
 
 Signatures. 
 
 Do not sign any paper until you are sure you know the 
 legal effect of it on yourself, family and the Association. 
 Refer it to the trustees or to the Association lawyer for 
 advice! 
 
 Correspondence. 
 
 Do not allow any Association correspondence or business 
 papers to be destroyed. 
 
 Bonding of Employees. 
 
 It is desirable that employed officers handling funds for 
 the large Association shall be bonded at the expense of the 
 Association. 
 
 72 
 
IX. Local Support of National Work 
 
 The following paragraphs are abstracted from the Report 
 of the Committee on Basis for Support. This committee 
 was appointed at the St. Paul convention from local Asso- 
 ciations. Its report was submitted to and adopted by the 
 Third Biennial Convention at Indianapolis in 1911. This 
 report is an important document with which every Board 
 and Committee member would do well to familiarize herself, 
 as its contents will be under discussion doubtless for some 
 years to come. 
 
 "The National Association meets only in convention. The 
 National Board is the agent which the National Association 
 appoints to accomplish its purposes. The Board is held 
 responsible for doing two distinct kinds of work: extensive 
 work — establishing Associations wherever Association activi- 
 ties can be carried on under conditions recognized as 
 essential to success; and intensive work — increasing the 
 worthfulness and efficiency of existing Associations. Three 
 needs must continuously be taken into account in any 
 attempt to accomplish such work: plans, leadership and 
 support. Out of the attempt to meet these needs has 
 developed the departmental work of the Board: the Depart- 
 ment of Method, whose purpose is to adapt the Association 
 to new communities and to find improved method^; the 
 Department of Field Work, to be responsible for the appli- 
 cation of these methods and to organize new Associations, 
 and in doing both to see that all parts of the field receive 
 equal consideration; the Secretarial Department, to offer 
 training for professional leadership and thus to raise the 
 professional standard of the supply of workers from which 
 the field may draw; the Publication Department, to serve as 
 a means of intercommunication for purposes of information 
 and education, and to be an agent for general publicity; the 
 Office Department, to act as a national clearing house for 
 Association facts; the Foreign Department, to secure secre- 
 taries and to collect support for positions of leadership in 
 the Association work in mission countries, and in the process 
 of so doing to develop missionary interest in locaJ Associa- 
 tions; the Department of Conferences and Conventions, to 
 prepare for and conduct summer conferences for all sections, 
 to supplement these with workers' institutes, and to prepare 
 
 73 
 
for and manage the biennial conventions; and the Finance 
 Department, to be responsible for securing the support of all 
 the above. 
 
 "The National Association was created by the local Asso- 
 ciations of which it is composed. The local Association is 
 the unit. Every member of the eight hundred and sixty- 
 eight* local Associations which now constitute the National 
 Association is by virtue of this local membership also a 
 member of the national organization. The National Asso- 
 ciation exists that the local Association may take its part in 
 the organization of new Associations and in the improve- 
 ment of the general type of Association work. 
 
 "Membership in the national organization is therefore an 
 expression of interest on the part of the local Association in 
 things outside as well as inside itself. It becomes an oppor- 
 tunity both to give and to get. For the law of the relation 
 between giving and getting operates with institutions as well 
 as with individuals, and may be trusted to take care that the 
 balance will be maintained between the obligations of mem- 
 bership on the one side and the benefits which accrue on the 
 other. 
 
 "The experience of the Board secured through its depart- 
 ments may be looked upon as so much capital upon which 
 the local Associations may draw. The use of this capital 
 may mean a saving in time, money, health and reputation for 
 the local Association. 
 
 "The Committee on Basis for Support was created by the 
 national convention of the Young Women's Christian Asso- 
 ciations of the United States of America, held in 1909, to 
 report to the next convention a basis for the support of the 
 field, the national and world's work. 
 
 "The personnel of the committee was designed to include 
 the president of the National Board and seven members from 
 the field, representing different sections of the country and 
 the various phases of Association work." 
 
 "From the field itself, the committee received the advice 
 and assistance which led to its conclusions. 
 
 "After carefully considering the problem from the stand- 
 point of both the local and the national work, the committee 
 is prepared to state, as it believes, with the advice of the field, 
 that, 
 
 *There are now [April, 1915] 1050 Associations. 
 
 74 
 
"The local Associations should aim to be responsible for 
 carrying 50 per cent of the national budget deficit. 
 
 "A contribution of 40 per cent of the receipts from mem- 
 bership fees may properly be expected from student Associa- 
 tions towards the support of the supervisory work. 
 
 '"Four per cent of each city Association budget would be 
 a proper standard for contribution." 
 
 FUTURE RESPONSIBILITY. 
 
 "The fact must not be lost sight of that even when local 
 Associations shall be carrying 50 per cent of the budget 
 deficit, there will be still another 50 per cent which must be 
 secured, and in the securing of which our co-operation will 
 be needed. 
 
 "At present two possibilities for such co-operation suggest 
 themselves: (1) Effort to secure personal contributors for 
 the national work; (2) Joint finance campaigns." 
 
 RECOMMENDATIONS AS VOTED BY THE INDIAN- 
 APOLIS CONVENTION. 
 
 "I. That the local Associations aim to assume the re- 
 sponsibility for securing 50 per cent of the natronal 
 budget deficit. (This will mean that 50 per cent of 
 the field budgets and 50 per cent of the headquarters 
 budget deficit will be carried by the local Associa- 
 tions.) 
 "II. That the equivalent of 4 per cent of the amount of 
 each city Association budget be accepted as the stan- 
 dard for annual contribution from city Associations 
 toward the support of the National Association. 
 
 Appreciating the difficulties which may at first 
 attend the raising of this contribution by many Asso- 
 ciations, your committee suggests that this standard 
 may be reached by progressive steps, as follows: 
 
 1912 1 per cent. 
 
 1913 2 per cent. 
 
 1914 3 per cent. 
 
 1915 4 per cent. 
 
 75 
 
"III. That the standard recommended for city Associations 
 be also accepted for extension Associations. 
 
 "IV. That an amount equal to 40 per cent of their receipts 
 from membership fees be accepted as the standard 
 for contribution from student Associations. 
 "V. That each Association include in its budget a definite 
 contribution for foreign Association work, and en- 
 deavor to increase its contribution to this important 
 work progressively. 
 
 "VI. That Association contributions be sent to the offices 
 of the field committees. 
 "VII. That Associations and Association members co- 
 operate with the National Association to assist in 
 raising the remaining SO per cent of the national bud- 
 get deficit by seeking to interest persons who can 
 make large annual contributions, by joint finance 
 campaigns, and in other ways which may suggest 
 themselves." 
 
 HOW THE CITY ASSOCIATION PROCEEDS TO 
 STAND BY THESE RECOMMENDATIONS. 
 
 About two months before the end of the fiscal year, it is 
 considered wise for each department to forecast the work it 
 would like to do and its probable cost during the coming 
 fiscal year, placing the expense on one side of the sheet and 
 every penny of the receipts reasonably to be foreseen on 
 the other side of the sheet. 
 
 These departmental budgets (including the cafeteria, the 
 boarding home, employment bureau, educational department, 
 and every single department in the Association) are assem- 
 bled by the general secretary or the chairman of the finance 
 committee or any other suitable person on to one large sheet 
 of foolscap. The total anticipated cost of each department is 
 shown on one side of the sheet, one department after 
 another, down the page, and to these items is added the cost 
 of the general administration of the Association. On the 
 other side of the sheet appear the total receipts foreseen by 
 each department and to these are added the receipts from all 
 other non-departmental sources. 
 
 The expense side is summisd up and the total is taken as 
 the figure from which to compute the percentage agreed 
 
 .76 
 
upon by the Board as its contribution for that year to co- 
 operative National work. 
 
 This contribution is noted on the expense side of the 
 budget and the gross total of expense placed below it. The 
 difference between the gross total on the expenditure side 
 (which includes the item for National work) and the gross 
 total on the receipt side is the amount which the Board 
 agrees that it will ask the public to contribute. 
 
 It is obvious, therefore, that the work which the local 
 Association desires to do is not hampered or limited by 
 reason of the amount which it wishes to contribute to work 
 of its National body. It is equally obvious that the depart- 
 ments are not affected as departments, but that the amount 
 to be asked of the community is increased by the amount of 
 the contribution to the supervisory work. 
 
 F"inally, to all who would serve worthily on this most 
 worth-while committee it may be said: 
 
 Know the Association — local and National. 
 
 Know the needs of girls. 
 
 Believe that people generally want to help, but hate an 
 assessment. 
 
 Believe that to them a superb dividend is a fine character. 
 
 Remember that receipts equal means to the end: expenses 
 equal greater service; and that 
 
 He gives generously who wraps the gift in sacrifice — 
 whether of time, money or thought. 
 
 77 
 
INDEX. 
 
 Annual meetings 60 
 
 Appeal 23 
 
 Association Week 46 
 
 Attorney, Power of 72 
 
 Auditing 55 
 
 Banking 55 
 
 Basis of Support 74 
 
 Bonding 72 
 
 Bookkeeping 47 
 
 Budget 11, 29, 47, 49 
 
 Budget difference, 49. Compilation, 48. Form, 50. Under- 
 writing, 62. Too rapid increase, 67. 
 
 Building campaign fund 66 
 
 Business organizations 27 
 
 Calls , 21 
 
 Campaigns. See Joint campaigns 28 
 
 Cards 35 
 
 Church 5, 27 
 
 Class fees 4 
 
 Cleveland Plan 63 
 
 Collectors 68 
 
 Commercialism 4 
 
 Contributors. See Subscribers 13 
 
 Current expenses 67 
 
 Daily records 59 
 
 Dangers in finance work 71 
 
 Depreciation 67 
 
 Dinners ' 20 
 
 Distribution 57 
 
 Endorsement 72 
 
 Endowment funds 57 
 
 Entertainments ■ 57 
 
 Finance committee 6 
 
 Chairman, 9. Duties, 12. Meetings, 10. Methods, 13. Or- 
 ganization, 8. Personnel, 8. Province, 10. Qualifications for, 
 8. Relation to Board, 9. Sub-committees, 10. 
 
 Fiscal year 60 
 
 Folders 42 
 
 Ginger jar finances 67 
 
 78 
 
• •• 
 
 '. • • 
 
 Group meetings •.•.•..'..••.•.•.'. r. .!•.*..*. .•.\^*. '*. 19 
 
 Joint campaigns 28 
 
 Advantages, 44. Dangers, 44. Folders, 42. Lists of names, 29. 
 Managers, 29. Material, 39. Programs, 36. Publicity, 32. 
 Reports, 34. Solicitation, 33. Teams, 29. 
 
 Legacies 69 
 
 Legal advice 69 
 
 Life membership 59 
 
 Loans and mortgages 61 
 
 Membership 24 
 
 Co-operation with, 23. Letters to, 25. Life, 59. Rallies, 37. 
 
 Sustaining, 58. 
 
 Money-making departments 61 
 
 Mortgages 61 
 
 National organization 3 
 
 Making use of, 70. Secretaries, 21. Support, 11. 
 
 Order blanks 56 
 
 Pastors' luncheons Zl 
 
 Payments 56 
 
 Prayer 6 
 
 Press dinners 36 
 
 Publications, use of 3 
 
 Publicity Z2 
 
 Receipts 55 
 
 Records 55 
 
 Reports 56 
 
 Revenue-producing dormitories 69 
 
 Salaries 68 
 
 Self-support 4 
 
 Signatures 56, 72 
 
 Subscribers 13 
 
 Classification, 13. Cultivation, 13. Index, 17. Obligations to, 
 17. Types, 13. 
 
 Sustaining memberships 58 
 
 Treasurer 11 
 
 Trustees 70 
 
 Underwriting the budget 62 
 
 Y. M. C A 66 
 
 Campaigns with, 66. Policies, 71. 
 
 79 
 
BIBLIOGRAPHY FOR FINANCE WORK. 
 
 Association Finance, by Blanche Geary. 35 cents. 
 
 Publicity for the Local Association, by Helen A. Ballard, 
 
 Publicity Secretary for the National Board. 15 cents. 
 Handbook of the Young Women's Christian Association 
 
 Movement. A study of the principles and practice of 
 
 the Association, and a text wherewith every finance 
 
 worker should be armed. 40 cents. 
 Suggestions for the Conduct of a Building Campaign, by 
 
 Blanche Geary. 20 cents. 
 Suggested Constitution for City Associations. 5 cents. 
 
 SUPPLIES FOR CITY ASSOCIATIONS. 
 
 Finance Filing Cards, 40 cents per 100; $3.50 per 1,000. 
 
 Book-keeping Outfit, includes Cash Inwards Book, Cash 
 Outwards Book, loose leaf forms for insert in each, and 
 set of directions. Complete outfit, with fillers of 100 
 forms each, or sufficient for one year, $12.00 net. Filler 
 of 100 forms without binder, for Cash Inwards Book, 
 $3.50; for Cash Outwards Book, $6.00. 
 
 FOR PERSONAL FINANCES. 
 
 Personal Account Book. Can be carried in handbag for 
 immediate entry under nine budget headings: Living 
 Expenses, Clothing, Recreation, etc., 10 cents; $1.00 per 
 dozen; $2.00 per 25; $7.50 per 100; $60.00 per 1,000. 
 
 Order from 
 
 Publication Department 
 
 National Board 
 
 Young Womens Christian Associations 
 
 600 Lexington Avenue 
 
 New York 
 
 80 
 
THIS BOOK IS DUE ON THE LAST DATE 
 STAMPED BELOW 
 
 AN INITIAL FINE OF 25 CENTS 
 
 WILL BE ASSESSED FOR FAILURE TO RETURN 
 THIS BOOK ON THE DATE DUE, THE PENALTY 
 WILL INCREASE TO 50 CENTS ON THE FOURTH 
 DAY AND TO $1.00 ON THE SEVENTH DAY 
 OVERDUE. 
 
 AUG S9 1947 
 
 .,p^ 1956L0 
 
 NOV 1 5 1998 
 
 APR Si 1 1999 
 
 LD 21-100m-12, '43 (8796s) 
 
1 
 
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