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f~ M~~~H 
A GUIDE TO THE 
TABLISHMENT OF COMMUNITY COORDINATING COUNCILS 
PREPARED BY THE 
~eo'lgia CITIZENS COljNCIL 
FOR USE BY COMMUNITY LEADERS 
 
 EXCERPTS FROM AN EDITORIAL IN THE DECEMBER 28, 194'6 
ISSUE OF 
''bf~RbiA [\1\lf~~ [~~~[\l: 
A~~~~fR l~l~b Wf ll~f AB~~~~~f ~~~~~ 
"Among these achievements (of Governor Ellis Arnall) is the Georgia Citizens Council, established by the state legislature 'to coordinate the efforts of citizens and their organizations in programs to improve Georgia's human r-esources.' xxx the council has for two years been promoting in the cities and throughout the extensive rural areas of Georgia a wider participation by the people in civic activities, better relations between races, restrictions on child labor, establishment of 'teen age centers' and county-wide recreational programs, campaigns against syphilis and juvenile delinquency. Training institutes for both Negro and white nursery-school teachers and recreation workers have been sponsored by the council. Each year the council puts on a citizens' conference, and last October representatives of similar groups in other Southern States attended to compare notes. 
"Prominent Northerners went down to Atlanta to give advice and remained to ask for suggestions. 
 
 Index 
INTRODUCTION ---------------------------------- _______________________ Page 2 NEED FOR IMPROVEMENT 
of human resources ______________________________________________________Page 3 PURPOSE THIS GUIDE ___________________________________________________Page 4 WHAT IS COMMUNITY ORGANIZATION?__ __ __ ___ Page 6 HOW LOCAL COUNCILS START_____________________________ Page 8 SUGGESTED STEPS IN ORGANIZING 
A COMMUNITY COUNCIL_________________________________ Page 11 Joint Invitations ____________________________________________________________Page 12 Temporary Committee ------------------------------------------------- Page 13 Membership of CounciL_____________________________________________ Page 14 
Activities ----------------------------------------------------------------------- Page 15 Budget ------------------------------------------------------------------- _____ Page 17 SOME BASIC PRINCIPLES _____________________ ------------ __ ____ Page 18 ACCOMPLISHMENTS OF COUNCILS __________________________ Page 20 QUALIFICATIONS AND DUTIES OF OFFICERS OF COUNCILS______________ ------------------- Page 22 SERVICES AVAILABLE FROM THE GEORGIA CITIZENS COUNCIL ____________________________Page 24 
 
 ;---------{~ 
 
~....______, 
 
cY~bnx!LLctimu 
 
Published January, 1946 by the 
Georgia Citizens Council 
 
Former Mayor Fiorello LaGuardia of New York, Dr. Howard McClusky of the University of Michigan, Dr. Clyde Miller of Columbia University, Assistant U. S. Attorney General Theron Caudle and other outstanding national authorities speaking on the program of the third annual Citizens Conference, sponsored by the Georgia Citizens Council in October 1946, STRESSED over and over again the fact-that if we are to build better States, a better nation, a better world, we must POOL OUR LOCAL RESOURCES of time and money and build better LOCAL COMMUNITIES. 
Our efforts to establish lasting world peace through UNITED Nations are emphasizing the imperativeness of LEARNING TO WORK AND LIVE TOGETHER if we are to outlaw disaster for millions. 
National organizations are adding further impetus to this movement for COORDINATED community effort by sending down to their local organizations suggestions which include "working more 
closely with other groups * * * analyzing together neighborhood and community needs * * * making maximum use of ALL available 
resources in meeting those needs." 
Overflow attendance at the two workshops on "community action" conducted by Dr. McClusky at the third Citizens Conference, which included delegates from eight other Southern states further testifies to the growing interest of community leaders in working together to improve our human resources-in "Community Organization" or cooperation. 
 
2 
 
 fN...eed 
 
Fot Imptovement 
 
SELECTIVE SERVICE 
490/0 HIGHER 
REJECTION RATE GEORGIA 
 
The Georgia Citizens Council, established by the 1945 General Assembly and its predecessor, the Volunteer War Services Council, have found during the past three years an ever increasing number of individuals and organizations vitally interested in cooperative action to improve our hu~ man resources. 
 
Selective Service provided our first comprehensive picture of the condition of our human resources. Rejections for PHYSICAL, MENTAL and EDUCATIONAL DEFICIENCIES in Georgia were 49% above the national average. 
 
Per 1,000 examined, compared to national averages, there were rejected in Georgia: Seventeen ( 17) more for MENTAL DISEASES; sixteen (16) more white and 57 more Negroes for EDU~ CATIONAL DEFICIENCIES; fifteen (15) more white and 55 more Negroes because of SYPHILIS; eight ( 8) more for HERNIA and five (5) more for MUSKULOSKELETAL DEFECTS. 
 
The 1940 U. S. Census shows 94% more males over 14 in PRISON in Georgia (based on population) than the national average. 
Today, with an even larger prison population, 10% is composed of BOYS AND GIRLS 12 to 18 years old. This is in addition to our training schools for delinquents which are also filled. Half the 12 to 18 year olds in prison are FIRST OFFENDERS. 
 
There a're only 31 Juvenile Courts in the 15 9 counties in Georgia. All but nine of these are "designate" or "special" . . . a report of the Parents~Community Cooperation section of the Citizens Council reveals. 
 
3 
 
 ------ 
The Teen Age section of the Citizens Council finds that in spite of the splendid activities of our youth serving agencies- (Boy and Girl Scouts, Y M. andY. W. C. A., Camp Fire Girls, Boys' Clubs, and the 4-H Clubs, Future Farmers, Future Homemakers, etc.) , LESS 
THAN sora of the ELIGIBLE boys 
and girls are being reached regularly by any youth agency of a character building nature. In some communities less than 
1ora. The REASON, in most instances, 
is LACK OF ADULT INTEREST AND LEADERSHIP. 
There were six community centers for teen-age boys and girls two years ago when the section began work. T.oday there are 101 but the surface has not been scratched. There are 310 incorporated communities in Georgia and half a dozen or more community centers are needed in many of these cities. 
Only 13 municipalities had community- wide year round Recreation programs two years ago. The Recreation Division of the Citizens Council today reports 35 communities have started such progra'ms, but this is far from meeting the need. 
The 1940 U.S. Census shows 50% of the adult citizens of Georgia have as much as a' SEVENTH GRADE education; 27% are high school graduates and 3% college graduates. 
A COMMUNITY OR A STATE CAN BE ONLY AS GREAT AS ITS PEOPLE. 
INDUSTRIAL> AGRICULTURAL, COMMERCIAL DEVELOPMENT> higher incomes, a better standard of living-depend upon stronger, more capable HUMAN RESOURCES. 
4 
 
 Purpose ot This Guide 
This pamphlet seeks to ANSWER the numerous requests received by the Georgia Citizens Council for SPECIFIC suggestions on methods of establishing and maintaining overall local Citizens, Coordinating, or Community Councils-whatever name seems most desirable in view of local circumstances. 
The material in this pamphlet is based on ACTUAL EXPERIENCE of community leaders in Georgia' and other States who have been responsible for successful community-wide coordinating programs. There can be no fixed pattern. 
These experiences should be used only as a GUIDE, smce there are FUNDAMENTAL DIFFERENCES as well as fundamental SIMILARITIES between communities. Therefore, the reader should constantly keep in mind the characteristics of his community and its citizens-and adapt the suggestions, recommendations and basic principles set forth herein to the NEEDS and RESOURCES in his own community. 
"If we do not find the democratic way of life in our communities then we will not find it at all. * * * The spiritual flow of life begins at the bottom of the spring-the community. Choke it off there, and you have choked the nation. Pollute it there, and you pollute the nation. Maintain it there-clear, fresh, abundant-and the nation will be ever sustained." 
~Dr. James Armstrong, Director Community Ser()ice, Committee for KentttckfJ, at the third annual Citizens Conference. 
5 
 
 -- 
 
ORGANIZATIONS WORKING SEPARATELY-SOMETIMES AT CROSS PURPOSES 
NO! 
 
NO! 
 
Wkat iJ Community Organization? 
 
Many authorities throughout the country have for years tried to define clearly the term "community organization." In its more general usage it has become an indefinite term covering almost any sort of organized activity within the community. 
 
Jesse Fredrick Steiner has said that it "is concerned with the interrelationships of groups within communities, their integration and coordination in the interest of efficiency and unity of action . . . it attempts to justify group differences so that all may exist side by side with a minimum of friction." (I) 
 
Dr. Wayne McMillen in his latest book states that the commu- 
 
nity organization process is used in many fields of endeavor "when- 
 
~ 
 
ever individuals and groups seek to POOL THEIR RESOURCES 
 
and make efforts to achieve an improvement in group life. He adds 
 
that it strives to help individuals and groups to find COMMON 
 
OBJECTIVES toward which their energies can be directed. (2) 
 
6 
 
 OR THIS? 
 
YES! 
 
ALL GROUPS AND ORGANIZATIONS WORKING TOGETHER IN COORDINATED PLANS OF ACTION FOR ALL GEORGIANS 
 
Eduard C. Lindeman says it is a reaction against centralized control, its aim being "to restore control and authority to smaller groups." (3) 
It is NOT the establishment of NEW organizations, but the coordination of existing agencies and organizations in UNITED ACTION. 
Whereas we have many civic clubs, women's organizations, public and private agencies-all doing some service for community betterment-each group is usually NIBBLING AT LITTLE SEGMENTS of the overall problems. When all groups work together ( 1) to find the needs and put first things first, and ( 2) plan action in which each group plays a VITAL PART; and (3) act and follow through together-community improvement is assured more quickly. 
For the practical purposes of this pamphlet we might borrow from some of the <<bove and others and say that we are discussing the ESTABLISHMENT OF LOCAL COUNCILS-a cooperative association of individuals and groups-a channel through which, by UNITED EFFORT, individually and as representatives of clubs and organizations, citizens can LESSEN or ELIMINATE conditions in the community which prevent IMPROVING OUR HUMAN RESOURCES. 
1. Steiner, Jesse Fredrick, "Community Organization," 1930. 2. McMillen, Wayne, "Community Organization for Social Welfare," 1945. 3. Lindeman, Eduard C., "The Community," 1921. 
7 
 
 Jlow 
THEY START? 
There is NO ONE way in which a' movement for a community cooperative effort must or should start. There are MANY ways in which it does begin. 
One individual may become convinced of the value and effectiveness of several groups WORKING TOGETHER on a large community project and "sell the idea" to others. 
NON-PROFESSIONAL 
This may be a non-professional person. such as the MEMBER OF THE WOMAN'S CLUB, who was also a member of the BUSINESS AND PROFESSIONAL WOMEN'S CLUB, and whose husband was a member of the LIONS CLUB. All three organizations, she learned, had important "youth projects." All three were interested in "doing something" for the youth of a certain section of the city. Each club pursued its own ideas, unaware of or uninterested in the efforts of the other organizations. The principal of the school in that section of the city told her that despite all that was being done the MAJORITY OF THE CHILDREN in the community were untouched by the various "youth projects." This woman's club member's interest planted the seed which, carefully and skillfully nurtured for several months, blossomed into an attractive character-building youth program for ALL CHILDREN of the a'rea-jointly sponsored, jointly financed and staffed by the three different civic organizations-working TOGETHER. 
8 
 
 FORUM 
 
Another method of establishing a community council is that fol- 
 
lowed in the Bass Junior High School area of Atlanta. It was a 
 
result of the interest of the school principal and a series of PUBLIC 
 
FORUMS on the subject "What Does Our Community Need?" At 
 
the closing session of the forum project the natural question was 
 
asked, "What can be done about the list of needs which has been 
 
compiled in the forums?" Result, a community council with repre- 
 
sentatives of 30 organizations and agencies WORKING TOGETH- 
 
ER to solve those problems. 
 
 
 
Occasionally a club or agency, either as a result of suggestions from its national headquarters, or because of the interest of some of the members, will approach other clubs or agencies for cooperation in a community project too large for one organization. This, however, is COMPARATIVELY RARE due to "self interest" or "agency-mindedness," a serious but not insurmountable problem in community organization. 
 
COMMUNITY CHEST 
 
The Community Chest, an example of cooperative effort in the money-raising field, often stimulates the development of a' Council of Social Agencies. Some councils have in recent years changed their names, expanded their perspective and become community-wide co- 
 
ordinating councils concerned with all community problems in the field of improving human resources. 
 
A main purpose of the Council of Social Agencies is to improve 
 
and extend the services of its member agencies through inter-agency discussions of structure, organization, techniques and training courses for staff and board members; and through periodic agency analyses 
 
made by "outside" experts or by council staff members of its Research 
 
Department. Councils of Social Agencies are found usually in larger 
 
\ 
 
cities and towns having a multiplicity of social agencies. They usu- 
 
ally operate a Social Service Index or Exchange designed to prevent duplication of services by maintaining a confidential register of each family or individual served. 
 
In establishing a community-wide coordinating or citizens council the social agencies should be included on appropriate committees or 
 
sections, but church, business, industrial, labor, civic and governmental organizations and agencies should all be represented. 
 
9 
 
 - 
PROFESSIONAL On the other hand the individual who creates the "spark" may be a professional person such <fs the school principal in a large Georgia city who saw much that needed doing in order that the community surrounding his school might be a better place in which to live. He found 30 different clubs, organizations and agencies active in the area. One of the results of this movement for cooperative effort which resulted from the school principal's starting the coordination was a community library. The city had held the lot for 20 years specifi- 
cally for the purpose of erecting a: library. The library committee 
of the Community Council-representing 30 organizations-had little trouble in impressing the city fathers of the need for immediate action. Other results of this Community Council's action were a clinic, improved hospital service, a community center and year-round recreation program. 
BUSINESSMAN AND BOYS In another community a similar council was started because of the interest of a businessman in the number of boys being sent to prison for relatively trivial "offenses." A result was the establishment of a "volunteer juvenile court" which now has legal authority to handle all juvenile cases. "The counseling service," as they call it in that community, has handled dozens of "cases." As yet not a single boy has been given a "criminal report," placed in jail or sent to prison. Youth problems in the community have decreased to a minimum. 
GET ALL FACTS ABOUT COMMUNITY NEEDS 
10 
 
 SUGGESTED 
 
p 
 
IN 
 
ORGANIZATION 
 
OF 
 
COMMUNITY COUNCIL 
 
Since every community bas its own TYPES and numbers of 
 
agencies, clubs and organizations, its own PAST EXPERIENCES in 
 
~, 
 
cooperative effort, its own KIND OF COMMUNITY LEADERS, 
 
its own PROBLEMS and RESOURCES, there CAN BE NO SET 
 
PATTERN or blueprint for organizing a local council. 
 
Experience proves that EVERY TYPE of community CAN have a coordinating council and CAN MORE EFFECTIVELY meet community needs through coordinated action. Those communities which have worked out a UNITED PLAN OF ACTION have less DISEASE, less CRIME and JUVENILE DELINQUENCY; more RECREATION, HEALTH and HOSPITAL SERVICE for ALL CITIZENS; better HUMAN RELATIONS, PUBLIC SERVICES and more ECONOMICAL and EFFICIENT government. 
 
* * * 
1. Regardless of the source of the idea, those interested in establishing an effective local council must make it clear at the outset and throughout that IT IS NOT and WILL NOT BE a "pet" project of any ONE group, agency or segment of the community. 
2. A sound :first step is to PRESENT the PURPOSE and VALUE of a local council to citizens representing the most important groups and forces in the community-such as civic, church, education, business, labor, local government, youth-serving, health and social agencies. 
 
11 
 
 Suggested Steps 
(Cont'd) 
Joint Invitations 
Better response will be secured if TWO OR MORE clubs or agencies, or SEVERAL prominent citizens JOINTLY issue the invitations to this meeting. 
The stated and actual purpose of this meeting should be to DISCUSS FULLY the idea of a loca'l council and have those present decide whether an attempt should be made to create it. 
INCLUDE YOUTH AND ALL GROUPS Outstanding leaders among the boys and girls of the community should be invited and urged to participate. All groups, interests, classes and races should be considered. Those sponsoring the meeting may or may not wish to invite a person from "outside" the community, who has had experience in working with similar councils, to either present the idea or merely answer questions of those attending. (The Georgia Citizens Council field staff of persons trained in community organization work can serve this purpose if requested to do so by local community leaders.) 3. If the decision at this initial meeting should be to organize a council, a TEMPORARY CHAIRMAN should be elected and two or four of the most interested individuals present should be named to work with the chairman as a committee. This TEMPORARY COMMITTEE of three or five should be requested to prepare SPECIFIC RECOMMENDATIONS for (1) membership, (2) organizational structure, (3) activities of the council-for presentation to the next meeting of the large group. (If some organizations did not send representatives to the first meeting, advise them of the decision and make an effort to se~ that they are represented at the second one.) 
12 
 
 Suggested Steps 
(Cont'd) 
I 
l 
CR_ ecommendations 
cr of emporary Committee 
The Temporary Committee recommendations should include specific suggestions in WRITING regarding: 
(a) GEOGRAPHICAL COVERAGE: The work of the council wherever possible should affect ALL residents of the area. Although some councils cover more than just political boundaries, often they are either city or county councils. 
(b) NAME: This should be descriptive of the purpose and function of the council. Usually the name of the city and/ or county are included. Names now in use include: ________________________ Community Council; Coordinating Council, Citizens Council, Planning Council. 
It is not recommended that the word PLANNING be used alone since it does not imply action, Careful planning is essential to the successful operation of any community council, but it should be more than just a "planning" organization. It must follow through to see that appropriate ACTION results from the planning. 
PURPOSE (c) STATEMENT OF PURPOSE: Should be worded in 
broad terms such as "Through united study and action to improve community conditions affecting the economic and social progress for all citizens," or "By working together, to make our community a healthier, more prosperous and happier place in which to live." 
13 
 
 Suggested Steps 
(Cont'd) 
3\Iembership 
(d) NUMBER AND TYPE OF MEMBERS: A complete and exhaustive list of all clubs, organizations, churches and agencies should be prepared. The president or director of each, or a member he designates (or who is elected to represent the organization on the council) can be the official delegate of the particular group. 
Usually it is well to include in the membership of the council, chosen by the executive committee or board, individuals to represent the COMMUNITY AT LARGE rather than any one group or segment of the community. 
City and/or county GOVERNMENT and their departments, particularly education, health, welfare, zoning, etc., should have representation. ALL church denominations should have membership. 
The NON- VOTING or ex-officio members should be listed. Recommendations should be made for PERIODIC regular meetings of the entire council-preferably quarterly. 
OFFICERS AND DIRECTORS (e) Provision should be made for the election of the usual offi- 
cers for stated 1 or 2 year terms, by the entire council or by the board. Even in a small community, a truly representative council membership will prove too unwieldy for careful planning. A GOVERNING BOARD should be elected. The members should be most carefully selected to represent the major groups and interests of the council proper. Terms of board members should be rotating, each serving two or three years, with provisions for re-election or replacement. The size of the board will vary with the number of important elements, groups and individuals in the community. 
14 
 
 Suggested Steps 
(Cont'd) 
MEET MONTHLY This is a WORKING GROUP, meeting regularly, at LEAST once a month, through which all activities of the council will clear. It should therefore be kept as small as possible and still truly representing the whole community. The TEMPORARY COMMITTEE can either prepare a slate, or slates, of officers and board members for the large meeting, or present to the large group a list of names from which a NOMINATING COMMITTEE can be elected. 
cA ctivities 
(f) List of SPECIFIC ACTIVITIES OR PROGRAMS: The temporary committee should present to the large meeting a suggested list of three or five, or more, community problems or community-wide programs which call for UNITED COORDINATED PARTICIPATION OF ALL MEMBERS OF THE COUNCIL. This is NOTto be considered a complete or final list. It should be compiled only after consultation with such resource people in the community as: school superintendent, county agent, health officer, heads of youth a'gencies, other community agencies, outstanding civic, governmental and church leaders. 
15 
 
 Suggested Steps 
(Cont'd) 
During the large meeting this list should be considered and DISCUSSED FULLY and additions or deletions made. The resulting list should then be referred to the council's board for careful study and for ARRANGEMENT ON A PRIORITY BASIS AS TO PROJECTS. 
First CiJ'hings First 
The board, in considering priority for projects, should give weight to these factors: 
( 1) urgency or seriousness of problems to be attacked (2) number and types of citizens affected by the problem (3) available resources to meet problems-existing agencies, 
physical facilities, finances, personnel, etc. ( 4) probable amount of effort and time needed to meet problem (5) timeliness-are majority or large number of citizens and 
groups in community thoroughly aware of this need and READY for action to bring about a solution? (NoTE: It will be helpful to the future progress of the council if the first endeavor is one which is timely and possible of completion in a short peri,od of time, and one which calls for cooperative effort of at least several of the member organizations. Such an experience wifl not only prove the efficacy of a local council but will give encouragement to the members and spur them pn to additional united community-wide efforts. A list of projects and programs undertaken by local councils is found elsewhere in this pamphlet.) 
16 
 
 Suggested Steps 
(Cont'd) 
-csudget 
(g) FINANCES: It should be recognized at the beginning that an effective council must have a budget, no matter how small it may be, in order to fulfill its function. Space, stationery, stamps, phone and other office equipment will be needed. Even in the smallest community the council should have a paid EXECUTIVE SECRETARY, full or part-time, so that the work of the council and its board can proceed efficiently. Space and office equipment are sometimes donated by different member agencies, organizations, or individuals. Means of financing include: minimum membership fees; private donations; allocations from city or county funds or both; Community Chest. 
A tentative budget with recommended methods of financing may be submitted by the temporary committee to the larger meeting, or it may be recommended that the matter of financing be referred to the council board for study and resulting recommended action be presented to the entire council. 
BY-LAWS 
5. CONSTITUTION AND BY-LAWS: The decision as to whether the organization of the council should be formalized to the extent of having a constitution and by-laws, or even incorporating, rests with the entire council membership. The above-listed recommendations for the temporary committee may be included in a constitution and by-laws. The temporary committee may want to prepare a tentative constitution and by-laws and distribute copies during the second large organization meeting. Or, it may be preferable to have the temporary committee recommend that this matter be referred to the board for study and later recommended action. 
In either case, the PURPOSE, FUNCTION and STRUCTURE of the council should be CLEARLY UNDERSTOOD and ACCEPTED by the delegates at the second organizational meeting. 
(NGTE: It cannot be over-emphasized that the absolute minimum of time should be spent on ORGANIZATION of the council and that its structure should be kept AS SIMPLE AS POSSIBLE. Standing committees should be FEW and ESSENTIAL and the board should establish pwgram or project committees only as neededthen disband them when the project is completed.) 
17 
 
 Some Basic Principles 
For Organizing Local Councils 
The following are some of the essential principles for establishing a sound community organization program. Non-observance of these bas often resulted in failure and the disintegration of a local council. 
1. The local council must BELONG to the COMMUNITYnot to one individual or one club or agency. 
2. The local council must have the ACTIVE SUPPORT of at least the MAJORITY of the most important groups and individuals of the community. 
3. The local council is always a VOLUNTARY association of individuals, groups and agencies-its AUTHORITY to exist and act is DELEGATED to it by its members-direction and control of individual interests and programs of members REMAIN with the members themselves. 
4. The local council PROCEEDINGS should be thoroughly DEMOCRATIC; active participation should be sought and secured from all members. (Suggestions for conduct of successful meetings are found on subsequent pages.) 
5. The local council's DECISIONS and PLANS OF ACTION must be BASED on accurately gathered and compiled facts. 
6. The local council should DELEGATE SPECIFIC TASKS or parts of plans of action to member individuals, agencies, or organizations. FULL CREDIT must always be given to the member agency or organization carrying the responsibility for a specific program or assignment. This and points 3 and 4 above will lessen and eventually eliminate "agency-mindedness"-the fear of losing prestige or recognition on the part of a club, agency, or organization. 
7. The local council must KEEP ITS MEMBERS and the general PUBLIC continually INFORMED, and thereby interested, in its activities. 
8. The local council must always WORK for the COMMON GOOD-with its never :fluctuating ultimate aim-that of making the community a better place in which to live for ALL. 
18 
 
 1 
! 
'Basic Principles 
(Cont'd) 
 
9. The local council STRUCTURE and ORGANIZATION should be AS SIMPLE as possible, in keeping with its stated purpose and function. 
 
10. The local council CHAIRMAN or PRESIDENT must be an individual of vision, preferably a man, whose interests and knowledge are broad, whose position of leadership in the community is recognized, and who is ACCEPTABLE TO ALL participating individuals and groups. (Suggested qualifications and duties of a chairman are described later.) 
 
11. The local counciL even in small communities, will need a small working group, BOARD or EXECUTIVE COMMITTEE, meeting monthly for detailed consideration of specific projects, committee reports of progress, procedures and program of the council. 
 
12. The local council should have an EXECUTIVE SECRETARY, preferably paid, full or part-time-"Everybody's business is nobody's business." (Suggested duties and qualifications are included in this booklet.) 
 
13. The local council should have REGULARLY SCHEDULED, carefully planned meetings of the entire council and its board. (Suggestions for conduct of successful meetings are found on subsequent pages.) 
 
14. The local council should REVIEW its PROGRAM PERIODICALLY, at least every six months- honestly evaluating its progress, impartially analyzing its obstacles or failures, clearly setting forth its next steps and carefully redefining its specific goals. 
 
REPORT OF 
PROGRESS 
PROGRAM NO. 3 
 
COMMUNITY COUNCIL 
 
19 
 
 Some d ctivities and d ccomplishments 
Of Local Gouncils 
The following are some of the programs and services which have resulted from the efforts of local community councils. 
(1) Improved Juvenile Court services. Trained counsellors to guide youth. 
( 2) Weekly calendar of regular meeting dates of all organizations and agencies as well as special community events. 
(3) Improved zoning for traffic and building. (4) Community-wide year-round public recreation program. (5) Community centers open every night with wholesome, at- 
tractive, varied recreation for all boys and girls. ( 6) Expanded use of church and school physical facilities for 
recreation. (7) Weekly public radio forums on community needs. 
20 
 
 cA ccomplishments 
(Cont'd) 
( 8) Selection of "Boy and Girl of the Year" putting spotlight on junior citizenship and junior community service. 
(9) Additional adult leaders for Boy Scouts and Girl Scouts. 
(1 0) A new Camp Fire Girls program. ( 11) An expanded program for both 
Y.M.CA. and Y.W.CA. (12) Halloween celebrations for ALL 
children-safely conducted. ( 13) Improved garbage collection. (14) Hospital facilities. (15) Mobile Library program for 
county. (16) Volunteer tests for Tuberculosis, 
Syphilis and Cancer. ( 17) Community beach house at near- 
by lake. (18) Slum clearance and low cost hous- 
mg. (19) A dental clinic (20) Kindergarten training 1n all 
schools, also nursery schools for children of working mothers. (21) Orientation to Life courses for high school children; clinics for prenatal care. 
21 
 
 SUGGESTIONS AS TO OFFICERS OF A LOCAL COUNCIL 
 
Qualifications and 'Duties of Council Chairman 
I. Qualifications: These are merely some of the qualities of a successful chairman ... not a complete or exhaustive list. 
1. Well-known leader in community affairs-most nearly acceptable to a11. 2. Should have vision-see "the forest as well as the trees." 3. Sincere interest in the welfare of all cit.izells. 4. Willing to give time necessary to Council work. 5. Able to preside in a truly democratic manner. 6. Capable of stimulating and maintaining active interest of Board and Counci1 
members. 7. Skillful in bringing out and ironing out differences of opinion. 8. Diplomatic in all situations. 9. Courage to approach and determination to solve difficult problems. 10. Free with merited praise and eager to share and give full credit. 
II. Duties of local Chairman: The following are some of the responsibilities of the Chairman. 
1. Preside at Board and Council meetings. 2. Prepare, with assistance of Secretary, each agenda. 3. Consult with Secretary and Committee Chairmen as needed to keep work of Coun- 
cil progressing. 4. See to it that adequate interpretation of Council's work is made through press, 
radio, written materials, group meetings. 5. Represent Council on important occasions, appoint others to do so whenever ad- 
visable. 6. Serve as ex-officio member of project or program Committees, attending as many 
as possible of their meetings. 7. Make careful and well-considered appointments of Committee Chairmen, fo1lowing 
recommendations of the Board. Projects will suffer if the leader is uninterested or inefficient. 8. In cooperation with the Board select and employ a thoroughly capable and efficient Executive Secretary. 
 
Qualifications and 'Duties of an 
 
executive Secretary 
 
I. _Qualifications: As suggested earlier, even small local Councils find that their work progresses more effectively when they have a paid Executive Secretary, part-time or full-time. The following are some of the qualities 
possessed by successful Council Secretaries. 
1. Ability to enjoy and be satisfied with a "behind the scenes, role. (PubJic relations experience preferable.) 
2. Skillful in working with individuals and group's, being neither domineering nor a Hrubber stamp." 
3. Knowledge of community resources-structure and programs of existing agencies and organizations. 
4. Liking for, and accuracy in carrying out administrative detail. 5. Deep conviction that solutions can be found. G. Undaunted by temporary setbacks or obstacles. 7. Fu11 appreciation of the necessity for giving full credit to participating agencies 
and organizations. 
 
II. Duties: SOME OF THE DUTIES OF AN EXECUTIVE SECRETARY ARE: 
 
1. Responsible for carrying out decisions of the Board, attending all Board meetings 
 
as non-voting member. 
 
2. Keeps Board constantly informed, usually thru the Ch,airman. on matters requir- 
 
ing their consideration and action. 
 
, ' 
 
3. Keeps complete and accurate records of all Board and ,Council meetings, also of 
 
Committee meetings. 
 
4. Helps Council Chairman and Chairmen o{ Committees prepare their agendas. 
 
5. Gathers or helps gather and compile facts needed by Council and Committees. 
 
6. Makes a11 arrangements for meetings, securing room, sending notices, etc. 
 
7. Helps Council and Committee Chairmen guide discussions, so that definite action 
 
results from every meeting. 
 
8. Prepares all reports, including periodic analyses of progress, news releases, etc. 
 
9. Prepares all letters at the direction of Council or Gommittee Chairmen for their 
 
signatures. 
 
10. Has conferences regularly with Committee Chairmen concerning progress and problems 
 
of all Committees. 
 
11. Assists Council Chairman and Board in choosing the most interested and effective 
 
person available to serve as Chairman of each Committee. 
 
22 
 
 a 
 
G4 X tU: 44 a. $!12 ZW&AS!i !fM 
 
SUGGESTIONS 
GJ{e Productive fftJ eetings 
PHYSICAL ARRANGEMENTS: 
1. See that the room is physically comfortable. Discussion goes 10bad" when a room is stuffy, cold, poorly lighted, or noisy. 
2. See that everyone is comfortably seated, each in view of the others. 
3. Suggest that members remain seated as they speak. 
CONDUCT OF MEETING: 
1. See that everyone is acquainted or introduced: learn members by names. It helps to keep discussion informal. 
2. State at outset that everyone is to take part but that there are to be no speeches, no monopoly of time, in a friendly way, not as if expecting such difficu'lty. 
3. Start and close on a scheduled time. 4. Be equipped to take notes even though you may have a secretary; brief notes are 
helpful in directing progress and making summaries. A blackboard can often be used advantageously to record points, contrasts, or outlines. 5. See that the question is understood by everyone. Write it on the blackboard. Generally an introductory statement of the question is made, how it arose for discuSsion, why it is important, or facts about it. It may be that a person other than the chairman is in an equally good position to do this, if so use him or her. 
6. Leader should be informed on the question and have good grasp of various angles that should be considered. 
7. Should stimulate others to express their views. Does not dominate the meeting or attempt to answer a11 the questions--referring questions as often as possible to member of group best able to answer. 
8. Have several pointed questions to address to the group if needed to open cHscussion. WAIT for first comment-do not become embarrassed at lengthy pause. Address question to an individual if you want to help him in what he is trying to say or to start him if he is not participating. 
9. Show appreciation for each members contribution. RADIATE INTEREST. Personally reject no comment as incorrect or unworthy. Encourage the group to evaluate merit by saying: "What experience' have others had?" "'Let's discuss this." "Do you agree?" Direct the discussion to the salient and fruitfuL 
10. Keep the discussion nn the topic and n1ake progress. Restating issues helps to bring it back. 
11. Have the discussion proceed among the members, NOT between leader and successive members, whenever possible. 
12. Point out important angles that are being neglected by saying "Was this mentioned?" "Does this fact have bearing?" "Did Jack mean this?" "Are we agreed on this phase?" Get balance in opinion. 
13. Keep the discussion friendly and informal and from becoming too serious. A story, an apt remark, a good laugh win help. 
14. Summarize frequent1y: "'Is this your conclusion?>~ HAre we agreed on this?" "Is this the point upon which we are disagreed?" 
15. Close the meeting with a summary, pointed but brief: isolate ideas from chaff: give progress in thinking; conclusions, decisions, disagreements, unsolved issues. Make it skillful, to end with spirits high, a sense of accomplishn1ent by members, a desire for further study and discussion on some points. 
16. Very seJdon1 if ever is an individual justified in insisting that his own plans be adopted down to last detail-a policy or decision is more soundly based if it is a component of the various suggestions of those who have evolved it. 
Every community effort which improves the opportumttes and abilities of our people to live a happier more productive life strengthens the American way of life. When democracy is made to work in our communities for ALL our people foreign 'isms are repugnant and can not take hold. 
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 Services cAvailable From the Qeorgia Citizens Council 
The 21 official members of the Georgia Citizens Council have enlisted the active participation, on a volunteer basis, of 250-odd professional and non-professional citizens who serve as members of the four divisions and 12 working sections of the Council. The suggested community programs advocated and suggested by the Council are the results of the combined experience, talent, knowledge, and effort of these outstanding Georgia citizens. 
In addition to copies of this pamphlet, suggested community programs have been put in printed form and are available in limited quantities. They are: 
( 1) The Boy and the Girl of the Year Plan-Junior Citizenship Section. 
(2) The Junior Official Program-Junior Citizenship Section. (3) Community-wide Recreation Guide-Recreation Division. (4) Developing Georgia's Youth Through Counseling-Par- 
ents-Community Cooperation Section. 
Field representatives of the Georgia Citizens Council, trained and experienced in community organization work are also available to HELP COMMUNITY LEADERS ORGANIZE the above programs or to establish child care centers for working mothers, attack the causes of social diseases, and assist in organizing community coordinating councils. 
Published January, 194''6 GEORGIA CITIZENS COUNCIL 
20 Ivy Srreet Atlanta, Ga. 
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 Does YOUR community need to accomplish some of the things listed on pages 2 0 and 2 I ?