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The Junior League Story

THE  JUNIOR  LEAGUE STORY

Association of  the  Junior Leagues of  America, Inc.

Editor’s Note: This document was prepared by the Association of  the  Junior Leagues of  America and published in 1968.

INTRODUCTION

Membership  in the Junior  League  is a commitment  to a number  of prin­ciples and  goals, the primary  one being  the education  and  training of the individual for effective; active, and responsive participation in a rapidly changing  society. More than 100,000 women in the United States, Canada and Mexico have accepted  this  commitment   with  the  belief  that  individual development  is without   meaning   unless  it  results  in  some  tangible  contribution  to  the world in which we live. The Junior  League  program, therefore,  is designed to stimulate   awareness  regarding the  diversity   of  problems  which  exist, and to educate and train members in techniques  for meeting these demands. A fundamental vehicle for this  training is the volunteer  service performed · by the Junior  League members  in more than  200 cities. Who is the Junior  League member?  She is a young woman who has dem­onstrated  an interest,  capacity  and talent  for serving  her community.  Dur­ing  her Active  years  (under   40)   she  receives  diversified  education and training in, and through, community  service. With this expertise she, then, as a Sustainer  (over  40), assumes  relevant  community  responsibility out­side the Junior  League framework. Thus, it is that the League’s educational and training process sets the pace for each new generation.

BACKGROUND

Responsiveness  to community  needs  has  guided  Junior  Leagues  from  the very  beginning. In  1901,  Mary Harriman  (Mrs.  Charles  Rumsey), the daughter of  rail  financier E. H.  Harriman, became  concerned  about  the plight of those dwelling in the slums of New York City’s Lower East Side. Assisted  by Nathalie  Henderson (Mrs. Joseph P. Swan), she persuaded  80 of her friends, who were “coming out” to  join her in forming  the nucleus of what was eventually  to become the first Junior  League. These privileged  young women, in their  late teens, established  the “Junior League  for  the  Promotion of  Settlement  Movements.”  They  volunteered to teach  young children; gave an annual “entertainment” to finance their work;  and, distributed bouquets  of flowers to city-bound  families  during the summer. Today, these endeavors seem touchingly naive. However, the formative years presented many challenging problems. Often a young woman would volunteer  to work with the poor  in the face of parental disapproval. Most soon realized that their education and sheltered  lives had inadequately prepared them to carry  out even the simplest  volunteer  tasks. From  the rec­ognition that good  intentions alone were not enough evolved the  Junior League principle of training for  service. When  these  young  New Yorkers  moved  elsewhere  they  carried this  idea with  them.  The  first  Junior League  established  outside   New  York  City was  formed  in  Boston,  in  1907.  Leagues  were  started  in  Brooklyn  and Portland, in 1910. Residents of Baltimore, Philadelphia and Chicago organized Leagues in their  cities, in 1912. That  same  year the seven independ­ent  groups  agreed to adopt the  name  “Junior  League” for  their  official title.  1912, also, marks the year  of  the  first  Annual  Conference.  At  this meeting,  held in  New York  City, groups in Cleveland, San  Francisco and Montreal were given official recognition. The first small, informal conference set a pattern  for “inter-city” meetings, held  nearly  every  year  for the next decade.  Apart  from  these  meetings, the  Leagues  were  loosely  joined  together  by  informal and  infrequent  ex­changes of information and by the Junior League Bulletin. This predecessor of the Junior  League Magazine was originally the news sheet of the Junior League of New York City. In 1917,  it  became  the  official Bulletin  for  23 Leagues. The  Association  of  the  Junior   Leagues  of  America  was  incorporated in New York  City,  in  1921.  A board  of  directors was  appointed, and  Mrs. Willard Stright  (Dorothy  Payne  Whitney, later  Mrs. Leonard  K. Elmhurst) was elected  president. In  the early  years  of the Association,  groups  were accepted  for   membership, in the words  of  one  member,  “if we  liked their handwriting.” In  1923,   however,  an   Admissions   Committee  was formed  to set standards for applying  groups.  In that  same year closer lines of  communication among the League was achieved by the Association sub-dividing itself  into  regions. Junior  League   community  service over the years has reflected many changes  in the social  structure and  needs  of  our  society.  The. Leagues’ earliest  projects  were in settlement  houses,  where they  were able to coun­teract  the experiences  of immigrant children’s exposure  to  an  often indif­ferent  America.  In 1906,  the Junior  League  of the City of New York, paid the salaries of visiting  nurses on New York’s  Lower East Side and formed committees  to investigate the living  conditions within the area. When these young League volunteers went into settlement houses to conduct play groups, they  quickly  learned  that  there  was more  to conducting even the simplest group  activity  than  met  the eye. Thus, they began to  recognize the  need for  training. By 1916,  volunteers,  in  an  effort  to  minimize  multi-cultural conflicts,  were  endeavoring to  involve  the  children’s parents,  as  well. In the  role  of  “school  visitors” volunteers  also  were  able  to  work  with  the families  of immigrant children. World  War  I  involved  League  members in  wartime volunteer  service – making  bandages, knitting  garments,  and  selling  Liberty   Bonds.  Junior League members — 126 of them — served with the YWCA in France. League volunteers  also “carried on” during  the influenza  epidemic  that  broke out following  the end of the War. Hot lunches  provided  a class of children,  by one League,  resulted  in that  group  having  a lower  rate  of influenza  cases than  any other  group  of children  in the school district.The  1920’s  witnessed  lavish  League-sponsored Children’s Theater  produc­tions. During this period there developed, too, a surge of interest  in creative writing and other  forms  of  self-expression. The  Jazz  Age had its more serious side, too, as is indicated  by the  kinds  of volunteer  services  under­taken. During  that  time, Junior  Leagues provided  schoolbooks for children who could not afford to buy them; acted as volunteers  in municipal  hospi­tals;  developed coordinated community service programs for children; and, worked  to interest  young girls in nursing  and social service careers. Social  upheaval  in  the 1930’s  created  a need  for  services  on an  unprece­ dented  scale. Leagues  redoubled  their  efforts. During  the  Depression,  the Junior Leagues  came  face  to face  with  the  growing  need  for  cooperation between the public and private sectors in the area of social welfare work, as was pointed  out by AJLA President, Mrs. Peter  L. Harvie  (Ruth  Hyde)  in an  interview  which  appeared   in  the  New York  Times, in  1937.  During the. economic  crisis  which  gripped   our  country, League  founder,  Mary Harriman Rumsey,  was in  Washington heading  the  Consumer’s  Advisory Board  under  the  National   Recovery Act.  While  one  Junior   League  was developing   a  program  to  find employment for the  handicapped  adult, another League was creating one. of the earliest-perhaps, even the first,­ Visiting   Homemaker’s Service.  Junior   League  Thrift   Shops,  predictably, became important sources  of supply for the destitute. When  World  War  II  erupted,  the  volunteer  expertise  Junior  Leagues  had been developing  was enlisted  in  an  all-out  war  effort.  AJLA prepared the first national  plan for  Central  Volunteer  Bureaus  across the United  States, and provided  consultative services for  administrating them. League con­ferences  were discontinued, and  League  members  were encouraged to  join the women’s branches of the armed services, or to take jobs in war industries, if they  could.  Others,  who  carried on  the  volunteer  effort,  manned  USO Centers  for  servicemen  and  women, and set up nurseries for  war  workers’ children. Volunteers  helped  in  locating  housing  for  war  plant  employees and  in  relocating evacuees from  war-torn  countries. By the end  of World War  II the Junior  Leagues, again, had proven  their  effectiveness in a time of national crisis. In  the late  1960’s  the  North  American  Continent  once  again  became  the arena  for finding  ways to deal with the growing  complexity  of social needs. Dissatisfactions, long  ignored, became urgent demands.  Traditional approaches  to  social problems  were questioned. Preserving human dignity in crowded cities;  conserving the resources of the countryside; developing  the promise  of childhood; and,  fulfilling  the needs of the aged — all  were  complex  and  diversified  problems  which  required   innovative answers  and  solutions.  Junior Leagues  which  have  been developing  skills and techniques  since the turn of  the  century are  among  those  groups presently seeking solutions  to these problems.

AJLA — STANDARDS  AND INDIVIDUALITY

Each, Junior League is autonomous and  responsive  to the needs of its own community. Each League constructs its own program of  training  and service  in  accordance with these  needs.  The Association of  the  Junior Leagues  of America, Inc.,  unites the member Leagues and promotes their individual purpose by setting uniform  standards along  the lines  described by the Leagues, and by offering assistance,  services and resources  to help the Leagues  maintain these standards. The Association, familiarly known as AJLA, is an advisory  and consultative body. At its core is a Board of Directors composed of five officers and the Regional Directors, who are elected by the Junior Leagues on a geographical basis. The AJLA  Board  meets four  times  a year — in  the fall and in mid­ winter at AJLA headquarters in New York City, and at the Conference  site, both  before  and  after  Conference. The professional  staff, headed by an executive director, provides consulting services to the Leagues in  the  areas  of:  the  arts;  education; health  and welfare;  recreation; League administration; League finance, League public relations,  including radio,  television  and  films;  and,  children’s theatre. The  spectrum of Association services is  broad.  They  are  assessed  on a continuing basis so that they will keep pace with the Leagues’ contemporary needs and interests. Each  year a plan of Association services is determined according to information received from the Leagues, the Regional Directors, the Staff, and by means of the Annual  Questionnaire. Available services include: seminars, technical  institutes, problem-solving institutes, conferences-in-miniature, consultations, League  visits,  and  cor­respondence  with  the  Leagues. In  addition, the  Association  arranges for annual  Presidents’ Councils  and  for  Fall  Meetings,  which  are  geared  to potential  young leaders.  The  Association   publishes: the  Junior League Magazine,  a  bi-monthly publication which every member receives;  the AJLA Bulletin, a bi-monthly newsletter which informs League Presidents and committee chairmen  about new developments in fields of interest to the Leagues. The  AJLA Staff also prepares and distributes a wide variety  of resource  materials  from: “how to” train provisionals to “how to” handle the finances of a non-profit  organiza­tion. The Association  also compiles an annual  statistical report  based  on a survey  of League  service programs, membership growth,  and  other basic data essential to creative planning. The  most  individualized service a League can receive is a visit  from  a Regional  Director, an Officer, or a Consultant. Such  visits are  designed  to meet the particular needs of the League and usually  include meetings with League officers, board, appropriate committees,  and, often the entire  mem­bership, as well. Such visits can provide  great  insight  into the League’s pro­gram  plans  and  concerns, thus, enhancing communications and  the  ren­dering of services tailored to fit their  specific  requirements. Each Junior League sends delegates to the Association’s Annual Conference, held in May. At  this  meeting AJLA  Officers and  Regional  Directors  are elected;  Association  business  transacted; and  issues discussed.  Conference is  designed  to stimulate, inspire,  and  further  educate  League  leadership. This setting includes a variety of meetings which provide Junior League delegates  with  opportunities to share  ideas. with one another and with the AJLA Board and Staff, as well as to learn  from distinguished authorities in fields of League interest, who are invited  to participate. One of the Association’s functions is to set standards for groups  wishing to become  Junior Leagues.  The  name  “Junior  League” is  registered  in the United States and  Canada, and  may  he  used  only  by  members of  the Association.  Applying  groups  must be:  similar in  purpose to  a  Junior League, at least seven years old, on a sound financial  basis, and independent of any  other organizations. Their  membership should  include  at least 100 Active members, the majority of whom are under 35 years of age. The community must  be either a Standard  Metropolitan Statistical Area (as defined  by the  U.S. Government), or  a  city  within  such  an  area  with  a population  of at least 50,000. The community  also must possess sufficient facilities  in  civic,  cultural and  educational areas,  and,  in  the  health  and welfare  fields, to  afford  adequate scope  and  quality  placement  for  Junior League training and service. An organization which meets these basic requirements goes through an  applying  process, lasting  from  two to four years. During  this  period of time the group is guided by AJLA Board  and Staff in meeting Junior League standards. The  Association   is  structured  to  remain responsive to changing needs while, at the same time, retaining an orderly balance in the decision-making process. It is a design  based on experience, service and education acquired since  the turn  of the century.

JUNIOR  LEAGUE  PROGRAM

Since  1901,  volunteer  service  has  become  increasingly more  sophisticated and  specialized.  The  Junior League member of  today is well educated, highly motivated,  and genuinely concerned  about problems confronting her community  and  the world.  She  is involved  in  family  responsibilities and, perhaps,  has a full-time  job. The time she devotes to volunteer  service must be a source of personal stimulation, which  gives  her  an  opportunity  to contribute to  her  community. So  it  is that  Junior League  programs must keep  pace  with the times and provide sufficient flexibility wherein each member will  attain maximum benefits; and, wherein community needs can he isolated for the purpose  of effective involvement of trained and experienced volunteers. Education and training are  essential  parts of the Junior League member’s training from the very beginning. Before she becomes an Active, with the privileges  of voting  and  holding office, every League member first serves a period as a Provisional. During  this time she must complete an intensive training course  which is designed to acquaint her with her community’s resources  and  problems; with  her  own  League’s  program; and, with the services provided by the Association of the  Junior Leagues of  America, Inc. to the Leagues. The training process continues  throughout her years as an Active — through membership meetings; committee  and board  service; volunteer  service  in the community and  in  League projects;  and,  through formal  training sessions  arranged by  the  League’s  Education  Committee,  by  other  community  organizations, and/or  by the Association. It is through volunteer. service  that  a League  member  puts her  training to the test. Each  member  is interviewed annually by her  League’s  Placelllent Committee. Service opportunities in League-sponsored projects,  community service  programs, and  League  administrative positions  are  outlined   and members  are  free to choose,  with some direction, those  opportunities best suited  to their  interests  and talents.  League  members  are expected to serve in  a variety  of capacities, and-their ongoing  training is reflected  in their willingness and ability to assume increasing responsibility. Volunteer service in the League  and  the community, therefore, is evaluated,  not in terms  of hours,  hut,  rather, by  the  degree  of challenge,  responsibility and  growth it provides. Junior  League   projects   are   another   vehicle  for  the  implementation  of training. A Junior League  project  is a  planned  undertaking which  either initiates or extends  a community  service.  As a service,  the project  should meet the  standards of excellence in its field. The League  commits  itself to volunteer  placement  a:s well as administrative and,  usually,  some financial responsibility. The project should be based on careful research and planning and,  also, should  reflect membership· interest. The  service,  itself,  is often developed  in cooperation with other  organizations. For  example;  a Junior League  may  provide  the  volunteer  service, administration and financial  support to  start a  youth employment  service;  a children’s museum,  or a preschool  program for  deprived  children. Ideally, all major  projects are  undertaken in cooperation with  other  organizations or agencies. Sometimes, however, when the need is great and local resources are  questionable, a  League  will  initiate a  project alone.  However, good Junior   League planning does  provide   for  some  other  public  or  private group  to take  over a League-initiated project  after  it has demonstrated it’s usefulness.  The  length of  time involved  varies  with  the nature of the project.  Establishing  a  center  for senior citizens  may take a decade. Establishing a summer  job center  for teenagers may take  only a summer or two. However, the principle  of termination-planning ensures  that  Junior Leagues will remain  in the vanguard in community service. Junior   Leagues  choose  their  projects  after  extensive  research  into  com­munity  needs. Many Leagues have standing committees  which carry  on continuing exploration of local problems, trends and  priorities. The  defin­itive selection is entrusted to the  Project Finding Committee,  established, generally,  on  a special basis. With the complexity of today’s community many  Leagues  are  finding the Community  Research Committee a vital adjunct to their  operation.

FIELDS  OF  ENDEAVOR

The  areas in which Junior Leagues serve  their  communities are:  health and  welfare;   recreation; the  arts;  education; public  relations,  including radio,  television  and  films;  and children’s theatre.  In any  given year each Junior League  is substantially augmenting the  resources  of its community through  projects in at least one of several fields.

Health and Welfare

Fragmented community health  and  welfare  services  are  a major problem in many  cities today. The result is that  some services  are  duplicated, while others  are  neglected.  Opening  up communication among  service  agencies and  the  public  is a related- and  often  crucial- need. For  these  reasons, studies  and community-wide conferences, forums  and  institutes  devoted  to social  services,  became  a significant  element  in Junior  League  health  and welfare programs in the 1960’s. For  example, a Junior  League in a mid-Western  city spent two years plan­ning  a  conference  on local  problems,  in which  77 local  agencies  partici­pated. The League brought  experts from all over the United States to discuss such concerns  as juvenile delinquency and  juvenile rights, as recognized  by the courts; the multi-problem family; and the role of volunteer services in health and welfare programs. Three Junior Leagues  helped in the nationwide study  of health services  in 21 different cities across the country. The Leagues were responsible in their own communities for establishing a list of local priorities in health services which  a  number   of  agencies,  presently,  are  using  as  a  planning   guide. Through programs such as these Junior  Leagues are  helping pave the way for  more effective use of community resources. Traditionally, the field of mental  health  has  offered  little  opportunity for volunteers. Although  there  are  far  from  enough  professionals in  the field to  meet  widespread   needs,  patients’ rights  to  privacy   and  the  need  for intensive  training have tended  to limit  volunteerism. However, a growing number  of Junior  League  volunteers,  in  recent  years,  have been breaking down these barriers. Working  under  close professional guidance  and super­ vision,  volunteers  have  been  able  to  provide  that  one-to-one  relationship, which is so necessary, and at the same time free professionals of some administrative chores. In various  cities professional mental health personnel have trained Junior League  volunteers  to carry  out preliminary interviews with  patients  and  their  families; to  serve  as case  aides  in  adult  or  child guidance  clinics; and,  to  work  with  disturbed children  and  adults. In  health  and  welfare  projects–as in  all other  Junior League  services–volunteers  are  expected  to  receive  professional training  and  supervision. They never take the professional’s place, but, rather, provide vital sup­ plementary services. Often the very fact that a worker is a volunteer,  giving her  time  because  she  cares,  encourages clients  to  accept  her  even  more readily  than  they would a professional. The  1960’s   saw  a  number   of  significant   new  developments  in  Leag{te services  in  the  areas   of  health   and  welfare,  such  as:  participation in government-sponsored and government-financed programs, and a heightened involvement  in  meeting  the  needs  of  inner-city  families.  The  number  . of projects  in the fields of health  and  welfare  continues  to multiply;  as their design  continues to change  with the times. The various  services League volunteers  have  performed  in  recent  years  includes: acting  as case aides for local agencies;  helping to train welfare clients in marketable· skills; conducting referral services for the elderly; and developing enrichment programs in day care centers.

The  Arts

Junior Leagues  have  been  responsible   for  establishing a  number   of  art and  science  centers  across the continent. The  role of the League  has been to make  possible  the introduction of a program, under  professional direc­tion,  and  to supply  volunteers  who provide  direct  services  and  often con­tribute in an administrative capacity, as well. The  Leagues are becoming increasingly active  in the environmental arts, in relation to  urban  aesthetics  and,  particularly, to  historic  preservation. They  have  launched   heritage societies and  helped to initiate their pro­grams; assisted in conducting inventories in historic  districts; produced publications on local sites of historical interest; worked on actual restoration programs ; and, conducted tours of historic  areas. A Canadian Junior  League founded the first community arts council in this hemisphere.  Since then, Junior Leagues have been instrumental in starting about  35 such councils. They have proved so effective on the local level that a number of states have created state-wide· arts councils.  In several instances,  Junior League  members  have  been  appointed to serve on these arts councils. League volunteer  docents  have made  it possible  for   anyuiarly, school children- to learn  more about  the works of art in their dty’s museums. Because  many  museums  cannot afford  professional staffs large enough  to  meet  all  the  needs  of  the  community, volunteer  ·guides  have forged   an  important  link   between  museums   and   the  public.  The first volunteer   docent  program in  the  United  States was  started   by  a  Junior League in a major mid-Western  gallery. Today,  many Leagues have docent programs. Volunteers are  trained by museum  staff members  in such depth that  they, in turn,  can  provide  informative, thought-provoking answers  to the questions  asked  by the children  and  adults who tour  museums Junior   Leagues  also  have  been  responsible for  establishing a  number  of arts  centers  across  the  country. It  is  a  Junior League  “principle” that bricks and  mortar do not make a museum,  nor does  he  building of  a museum, in itself,  meet League  standards of training and  service. A bona fide Junior  League museum program calls for members to act as volunteers, both,  in  direct  service  to the public and in administrative roles

Education

Long before  the  current emphasis on  the need for enrichment programs, such as Head  Start, Junior Leagues were helping  children  from  disadvan­taged  backgrounds get the  most out of  their  schooling.  In addition, they encouraged older children to stay in school.  One mid-Western  League, in cooperation with its city’s  hoard  of education, carried out  a multi-faceted enrichment program in city classrooms over a period of three  years. The League brought people  representing  various   professions into the  class­ rooms to tell the children about the business world. League volunteers  took the children  to  places  of  interest  in  the  city  and  surrounding environs — places which the children might never have seen otherwise. Together, volun­teers and professionals worked as a team to expand the children’s horizons. A published evaluation  of the program substantiates the enthusiastic accept­ance it received among educators and children, alike. In  a number  of cities, Junior League volunteers have been trained to act as classroom aides. Their tasks may include: taking attendance operating audio-visual equipment, grading papers, or giving  individual help to chil­dren who need it. Many Leagues have undertaken after-school tutoring programs in  schools,  settlement   houses,  churches, and  other  community centers. Junior  Leagues are striving  to make their communities aware of educational needs. One Junior  League, located in a Northwestern metropolis, recognizing the  limitations inferior  public  school  conditions had on its  community, enlisted   the support of community  leaders  in  exploring  the  problems besetting  the local schools. In  making  the public  aware  of these problems, the community  was able, for the first time in years, to draw a large  number of concerned  citizens  to a public  hearing  on the school budget. Result:  the city  began  to take long-overdue steps to improve  the quality of education offered to the children  living in that city. Of  prominent   concern  to  Junior Leagues is the continuing education of women. One League,  in cooperation with a university,  sponsored  an edu­cation  program designed to help women develop their potential  and prepare for the day when there  would be fewer demands  made of them as parents. A Canadian League interested  a university  in establishing a volunteer  pro­gram in its School of Social Work. The complexities of modern society require  more sophisticated education programs for everyone–from preschooler through adulthood.  Junior League education programs are constantly evolving, developing and chang­ing in order to most effectively  meet these challenges.

Radio, Television and Films

A number  of Junior  Leagues  are  using  the sophisticated communications power of modern  electronics  media  to send messages. Through television, Junior Leagues have dramatized some  major social problems.  A Southern League  produced   a TV  documentary on  drug  ad­diction  which has been shown  in the state’s schools, and used for training by the State Bureau of Investigation. Other League films have televised the needs of the mentally retarded and emotionally  disturbed child. One League produced  an award-winning television program based on a children’s classic. The Trumpeter of Krakow dramatization has been purchased  by the National Education Television network and is being  distributed to over 100  educa­tional television stations each year. League-sponsored  radio and TV spot announcements have provided  a public service in the areas of: home safety, juvenile delinquency, local art resources, and other subjects.   League­ produced  TV quiz shows have featured  both teenagers and senior citizens. League-produced historical  films have been widely used by school systems. League  docent  films prepare children  for  visits to museums and galleries. Other films produced  by Leagues have dramatized acute public needs. One, entitled  A Theft  of Tomorrow, demonstrated the need for special facilities to aid  juvenile  delinquents in a Southwestern state  which had few juvenile courts.  Legislative  studies  were  undertaken; public  interest  was aroused; now,  new  facilities  are  being  developed.  Another   film,  Fate  of a  River, vividly  portrayed the  need  to curb  water  pollution  in  an  extensive  river basin  area. Television, films and radio  offer an unparalleled opportunity to educate, motivate  and  entertain millions  of listeners  and  viewers. It’s  a demanding field,  by  means  of  which  Junior  Leagues are  developing  increasing  op­portunities for volunteer  training and service to the community.

Children’s Theatre

For  many years, Junior  League Children’s Theatre  programs were devoted to bringing League-produced theatre to the children. Junior League  mem­bers did yeoman’s service in building and transporting stage sets and playing the role of the Prince,  Sleeping Beauty, and other  well-loved characters in children’s dramas. Today,  however, it is easier  to bring  the children to the theatre where they have the opportunity of seeing top quality performances by professional  companies.

Money-raising

To  raise  the money to support  their  projects,  Junior  Leagues conduct a variety of activities.  Perhaps  the  most  familiar, and  certainly  one  of the most  important, are  Junior   League Thrift Shops,  which  are  located  in many  League  cities.  Because they  enable  people  with  limited  incomes  to buy good quality used clothing, and  other  household  goods at low prices, Thrift  Shops are considered a form of service  as well as a form  of money­ raising. Junior  Leagues also sponsor concerts, lectures, sports events, follies, rummage  sales,  fairs, and  other fund-raising activities.  Money  raised  in the  community  is  placed  in  a community  trust fund and is reserved for service programs. Expenses for training members to work in specific areas are considered service expenses. All Junior  League administrative expenses that  are  purely  organizational come out of membership ·dues.

FOOTNOTE

Dating  from  the emergence of the settlement house movement, at the turn of the  century, the  Junior  League  “story” has  evolved as a vital part of the 20th century. The past is but the prologue.  Whatever  tomorrow’s chal­lenges may be, hopefully, Junior  Leagues will continue  to develop programs and prepare  their  members to help meet life’s demands

Source: Association of Junior Leagues of America Records. University of Minnesota, Twin Cities, Social Welfare History Archives. Minneapolis, MN: https://www.lib.umn.edu/swha

How to Cite this Article (APA Format): Association of the Junior Leagues of America. (1968). The Junior League story. Retrieved [date accessed] from /?p=8786.

2 Replies to “The Junior League Story”

  1. A reporter for our paper, the Temple Daily Telegram, was interested in how the name “Junior League” was chosen. What are they Junior to?

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