Camping in a Changing Society - Brief Article

Points to Remember in Planning for Integrated Camping

The United States in the early 1950s was a society with renewed wealth and vigor. Families were more mobile and were enjoying new technologies created during wartime. The 1950s were also a time of beginning racial strife. Integration in the classroom was reflected in integration at camp as more camps began admitting minorities.

In 1955, ACA moved to its present home in Bradford Woods in Martinsville, Indiana, with Hugh W. Ransom serving as executive director. Methods of establishing compliance with ACA standards were also instituted.

In dealing with integrated camping, the first requirement for success is recognizing that we are dealing with fears - some real, some imagined, some on the part of staff, some on the part of boards and clientele, some of staff again - projected to these groups. Nevertheless, the fear is real; and the only way to deal with it is to have it out in the open, discuss it frankly, and bring those facts at our disposal to bear on it.

At this point, we might admit that certain facts we need are hard to find. These are the facts revealed by scientific research, but there has been little research in this area. However, there is at our disposal a body of facts resulting from many successful experiences in integration from which we may draw.

Integration fears may be generalized as follows: fear of economic reprisal (loss of support), fear of open violent conflict, and fear born of superstition, hear-say, ignorance, misinformation, stereotyped pattern of thought, etc.

Preparation for integration should involve an evaluation of what and how much resistance may develop, whether or not it is likely to be organized, and what you will do if these situations should develop. We often hear the phrase: "We are not ready yet." Perhaps we're not, but inevitably we must ask: "What are we doing to get ready?"

It is well to discuss problems of friction and to realize that some prejudices are of surface nature. Using an educational approach will help to clear up misinformation and misunderstanding. Some prejudices, however, are of a more deep-seated emotional nature calling for a more fundamental approach.

A policy is only as effective as those who implement it. Each staff member should be personally committed to belief in the values of integration, besides possessing customary camp leadership requirements. [TABULAR DATA OMITTED] This implies that staff must have sufficient maturity and emotional stability to face their own prejudices and not let them affect performance duties.

Summary

In summary, then, these points appear to be ones worth consideration in moving toward integrated camping:

1. Admit and discuss fears frankly and openly.

2. Utilize resource persons from the minority group in discussion of problems and policy decisions.

3. Make definite and adequate preparation for a plan of desegregation and integration.

4. Be positive and unhesitating in your approach while at the same time remembering to meet people where they are.

5. Make definite plans for dealing with friction, and be alert for organized resistance.

6. Plan your program for a good time and have fun!

Mr. Finley talked on this subject at a kindred group meeting at the last Region V Convention. He was program director at the Caroline Mission in St. Louis.

COPYRIGHT 1999 American Camping Association
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