The Dangerous Classes of New York, and Twenty Years' Work Among Them

by Charles Loring Brace

The thought must ever be kept in mind that each human being, however low, who is assisted, is a "power of endless life," with capacities and possibilities which cannot be measured or limited. And that one whose nature CHRIST has shared and for whom He lived and died, cannot be despised or treated as an animal or a machine.

If the directors of a benevolent institution or enterprise can arouse these great motives in their agents,—spiritual enthusiasm with a reasonable gratification of the love of honor and a hope of fair compensation,—they will undoubtedly create a body of workers capable of producing a profound impression on the evils they seek to remove.

It is always a misfortune for an agent of a charity if he be too constantly with the objects of his benevolent labors. He either becomes too much accustomed to their misfortunes, and falls into a spirit of routine with them; or, if of tender sympathies, the spring of his mind is bent by such a constant burden of misery, and he loses the best qualities for his work—elasticity and hope. Every efficient worker in the field of benevolence should have time and place for solitude, and for other pursuits or amusements.

DUTIES OF TRUSTEES.

A board of trustees for an important charity should represent, so far as is practicable, the different classes and professions of society. There is danger in a board being too wealthy or distinguished, as well as too humble. First of all, men are needed who have a deep moral interest in the work, and who will take a practical part in it. Then they must be men of such high character and integrity that the community will feel no anxiety at committing to them—"trust funds." As few "figure-heads" should be taken in as possible—that is, persons of eminent names, for the mere purpose of making an impression on the public. Men of wealth are needed for a thousand emergencies; men of moderate means, also, who can appreciate practical difficulties peculiar to this class; men of brains, to guide and suggest, and of action, to impel. There should be lawyers in such a board, for many cases of legal difficulty which arise; and, if possible, physicians, as charities have so much to do with sanitary questions. Two classes only had better not be admitted: men of very large wealth, as they seldom contribute more than persons of moderate property, and discourage others by their presence in the board; and clergymen with parishes, the objection to the latter being that they have no time for such labors, and give a sectarian air to the charity.

It is exceedingly desirable that the trustees or managers of our benevolent institutions should take a more active and personal part in their management. The peculiar experience which a successful business career gives—the power both of handling details and managing large interests; the capacity of organization; the energy and the careful judgment and knowledge of men which such a life develops,—are the qualities most needed in managing moral and benevolent "causes."

A trustee of a charity will often see considerations which the workers in it do not behold, and will be able frequently to judge of its operations from a more comprehensive point of view. The great duty of trustees, of course, should be to rigidly inspect all accounts and to be responsible for the pecuniary integrity of the enterprise. The carrying-out of the especial plan of the association and all the details should be left with one executive officer. If there is too great interference in details by the board of management, much confusion ensues, and often personal jealousies and bickerings. Many of our boards of charities have almost been broken up by internal petty cabals and quarrels. The agents of benevolent institutions, especially if not mingling much with the world, are liable to small jealousies and rivalries.

The executive officer must throw the energy of a business into his labor of benevolence. He must be allowed a large control over subordinates, and all the machinery of the organization should pass through his hands. He must especially represent the work, both to the board and to the world. If his hands be tied too much, he will soon become a mere routine-agent, and any one of original power would leave the position. Again, in his dealings with the heads of the various departments or branches of the work, he must seek to make each agent feel responsible, and to a degree independent, so that his labor may become a life-work, and his reputation and hope of means may depend on his energy and success. If on all proper occasions he seeks to do full justice to his subordinates, giving them their due credit and promoting their interests, and strives to impart to them his own enthusiasm, he will avoid all jealousies and will find that the charity is as faithfully served as any business house.

The success in "organization" is mainly due to success in selecting your men. Some persons have a faculty for this office; others always fail in it.

Then, having the proper agents, great consideration is due towards them. Some employers treat their subordinates as if they had hardly a human feeling. Respect and courtesy always make those who serve you more efficient. Too much stress, too, can hardly be laid on frank and unsuspicious dealing with employes. Suspicion renders its objects more ignoble. A man who manages many agents must show much confidence; yet, of course, be strict and rigid in calling them to account. It will be better for him also not to be too familiar with them.