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--you know, the skill of teaching that child -- every time I saw a child who was helped to be more constructive in his role in the community because that very skillful staff at Northside, who had, as the undertow of their professional skill, their capacity to respect these children as human beings, and to believe in their potentials as human beings -- I was more and more sad, at this demonstration that children could be saved, and that there was no possibility of our having enough of the clinical facilities to save them. And we'd have to be content with those few children who were accidentally available to us.

So, with these kinds of ideas constantly building, to the point of probably irritating other people on the staffy-you know, I got so that almost at every staff meeting at Northside, I was constantly saying, “What can we do for the other children?”

And it was obvious that we couldn't do anything for the other children. The clinical budget is very -- that's it, you know.

Now, the HARYOU experience also came out of an accident. And I'll tell you that accident. One day, I read in the NEW YORK TIMES about the fact that some municipal agency -- I don't know whether it was the Community Mental Health Board or its predecessor --had given a grant of X hundreds of thousands of dollars to the Jewish Board of Guardians, to set up some kind of youth serving program in the Harlem community.

And when I read it, I hit the ceiling. I was furious. And I guess I was furious on racial or ethnic grounds. There's no