244 20 10383 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/7ea33085f97ed6abb8b2e90e06bf74e3.pdf 5b8b2e72822ecc8b7453284155cc87ae Scripto Transcription A written representation of a document. POLICE DEPARTMENT Project Descrip t ion Police Services Maintenance of present level of pol i c e perfonnance in Model Neighborhood Area . Crime Prevention Bureau and Community Service Officers Addition of three (3) crime prevention officers plus 15 community service officers to come from Model Neighb orhood Area. To tal Cos t $1,2 55,000 9 4 , 00 0 - ---- --- --·- ----- - - - ---- - ------ --- ------- ----------- --------- --~ 1. The above amounts have been appropriated in o~r 1969 Budg et. 2. The n e cessary staff and equ ipme nt a r e av ai labl e wi t hi n th e departmen t t o c omp l e te t hi s work d u r ing t he 1969 fiscal y ear. � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document POLICE DEPARTMENT Project Description Total Cost Police Services Maintenance of present level of police per- $1,255,000 formance in Model Neighborhood Area. Crime Prevention Bureau and Addition of three (3) crime prevention Community Service Officers officers plus 15 community service officers to come from Model Neighborhood Area. 94,000 1. The above amounts have been appropriated in our 1969 Budget. 2. The necessary staff and equipment are available within the department to complete the 1969 fiscal year. this work during  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 37 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/08fa7352e8f6c9d739db9cb75a68cff5.pdf 4d070c38bdef88fedcd16b02600f6a01 Scripto Transcription A written representation of a document. DEPARTMENT OF BUILDINGS (~~roject Code Enforcement Description Designated housing in Model Neighborhood Area will be inspected. This housing is understood to be that other than housing scheduled for clearance and rehabilitation during 1969. Total Cost $ 12,000 - --·- --·- - - - - - -- - -- ----- -------- ---- -------- --- - -~ 1. The above amounts have been appropriated in our 1969 Budget. 2. The necessary staff and equipment are available within the department to complete this work d u r ing the 1969 fiscal y ear. � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document DEPARTMENT OF BUILDINGS 4 Project Code Enforcement dL 2 Description Designated housing in Model Neighborhood Area will be inspected. This housing is understood to be that other than housing scheduled for clearance and rehabilitation during 1969. The above amounts have been appropriated in our 1969 Budget. The necessary staff and equipment are available within the department to complete this work the 1969 fiscal year. Total Cost $ 12,000 during  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 36 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/99e21e3493302bab56d8bb745cad1c6a.pdf dbf0a1cb2fc25196ff000d67cb7bbacb Scripto Transcription A written representation of a document. '· January 27, 1969 MEMORANDUH TO: . FROl.'1: SUBJECT: Mr. Johnny c. John ~on, D~rector, Atl anta Hodel Cities Program l,gency Jack c. Delius, ,General Nanager o f P~rks and Recrea tion 1969 I?r6grar:1, Atlanta Node1 Cities In re sponse to your memorandum of Jcmuary 16, 1969 which had atta ched thereto a schedule o f proj e cts to be undertaken by the Depar-i.:.ment o f P a rks· during 1 969 , \ ·Te ·wi sh to make the follm·ring corr.men-ts and commi tment s . $60,000 from the 1969 Park Imp rovement P rograrn has been alloca_ted for Ho del Cities f or the p url;Ose o f develop ing existing und n ew park l ands . Approva l must now be o btained from the Citizen ' s Park J,dvisory Committee before the entire 1969 Park Impro vernent Bu dget is voted into l aw by the Board o f l,ld2 rrnen. $22,000 has b een set aside in .Accoun t No . G 3 4-62-77 8-J-l, " Purcha se of Land for Park P urposes ," as this depurt ment's contr ibution toward the purchase o f vaca nt land for block parks and pleylo ts . Regarding o ur r equeste d comrni tment th.:1t s uf ficient staff and equi pment · clre a vail able to complete the proj ects outlined on your attachments , we are assuming that t he Parks Committee o f the Board of Alde r men would place top priority o n each and every o ne o f the se item$ and wou l d , in fact , not ob j e ct. i f the respect ive r-:o del Ci ties Park Improvement proj ects and purcbase o f odditional l ands preempted all o ther 1969 capita l proj e cts. In othe r ·rords, itcrns covered in t he Hodel Cities Project will take priority over Urba n Beautification and the fegular 1 969 Park Improvement Progrum . As to your request t hat we st2te •• •••.• can foresee no reason why these projects c ~mnot be completed as required , 11 we wi ll have to h ave ths full cooperation o f other age ncies , .such as the City La,.,, Department and the City Land ; ~gent , in e~r .,e diting app raisals , p rep aration of co.ttstruction contracts, etc. With their ~ss i s tance we c an, in £ ~c t , foresee no r ea son why the s e pr oj e cts cnnnot b e completed as r equired. �.Mei--r,orandurn to: Mr. Johnny c. Johnson, Director Mo del Cities Program Agency 2 January 27, 1969 The Model Cities staff , 1orking with the Parks and Recreatio n staff who hc:id been loaned to Model Cities on a fulltime basis , h ove determined that the follmdng additio nal stuff personnel are needed for parks in the Mode l Cities area: 1 Additional Staff Needed Locati ons Existing Staff Adair Park 2 1 Recreation Leader Pit~man Park 4 1 Recre·a tion Leader 4 ,632.00 St anton Park 2 1 Recreation Leader 4 ., 635.00 Key Park --· 0 • Direct or 0 .,,c 4,632.00 1 Cornmunity Center 2 Recreation Leaders Grant Park Cost 5,712.00 9,274.00 1 Community Center Director 2 Recreation Leaders 5,712,00 9 , 274 .00 D.:)dd Avenue 2 0 0 71 Little street 2 0 0 12 9 Total $43, 868 .00 Parks above are without recreationql programs . Tne fund s requested ($12,000) will be used to equip and initiate recre ational program activities. We understand that the Personnel Departme nt is presently reviewing reque sts from all departme nts that need add itional staff to implement .t>!odel Cities 1969 Program and, of course, ,1e cannot commit our sel ves to the o peration 0£ a progr2m unless the above personnel are supplied . JCD:jw cc: Honorable Ivan Allen, Jr. Alderma nic Pa r ks Comrnittee Mr. R. Earl La nders, Mayor ' s Of f ice Mr. Charles L • .Davis , Directo r o f Finance Mr. Stanley T. Martin, Jr., Asst. Gen . Mgr. of Parks Mr. A. P. Brindley, Parks Engineer \ � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document January 27, 1969 MEMORAN DUH TOs , Mr. Johnny C. vonngens Director, Atlanta Model Cities - Program Agency FROM: Jack C. Delius, -General Manager of Parks and Recreetion SUBJECT: 1969 Program, Atlenta Model Cities In resvonse to your memorandum of January 16, 1969 which had attached thereto a schedule of projects to be underteken by the Department of Parks during 1969, we wish to make the following cotsments end conmitments,. $60,000 from the 1969 Park improvement Program has been allocated for Model Cities for the purpose of developing existing and new park lands. Approval must now be obtained from the Citizen's Park Advisory Com- j Mittee before the entire 1969 Park Improvement Budget is voted into law by the Board of Aldermen, $22,000 has been set aside in Account No. G 34-62-773-7-1, "Purchase of Land for Park Purposes," as this department's contribution toward the purchase of vacant land for block parks and playiots. Regarding our requested commitment that sufficient staff and equipment are available to complete the projects outlined on your attachments, we are assuming that the Parks Committee of the Board of Aldermen would place top priority on each and every one of these items and would, in fact, not object if the respective Model Cities Park Improve- ment projects and purchase of additional lands preempted all other 1969 capital projects. In other words, items covered in the Model Cities Project will take priority over Urban Beautification and the regular 1969 Park Improvement Program As to your request that we state "..... can foresee no reason why these projects cannot be completed as required," we will have to have the full cooperation of other agencies, such as the City Law Depart- ment and the City Land agent, in expediting appreisals, preparation of construction contracts, etc. With their assistance we can, in fact, foresee no reason why these projects cannot be completed as required. Memorendum to: ‘ -~ 2- January 27, 1969 Mr, Johnny C. Johnson, Director Model Cities Program Agency The Model Cities staff, working with the Parks and Recreation staff who had been loaned to Model Cities on e fulltime basis, have deter~ mined that the following additional stef£& personnel are needed for parks in the Model Cities area: Locations Existing Additional Staff Cost Staff Needed Adair Park 2 1 Recreation Leader $ 4,632.00 Pittman Park 4 l Recreation Leader 4,632,00 *Stenton Park 2 » il Recreation Leader 4,635.00 *Key Park = "0 1 Community Center Director 5,712.00 2 Recreation Leaders 9,274.00 *Grant Park 0 1 Community Center Director 5, 712,00 2 Recreation Leaders 9,274.00 Dodd Avenue 2 0 0 71 Little Street 2 0 0 Total L2 9 $43,868.00 *Parks above are without recreational programs. The funds requested ($12,000) will be used to equip and initiate recreational program activities. We understand that the Personnel Department is presently reviewing requests from all departments that need additional staff to implement Model Cities 1969 Program and, of course, we cannot commit ourselves to the operation of a program unless the above personnel are supplied. JCD: jw cc: Honorable Ivan Allen, Jr. Aldermanic Parks Committee ; Mr. R. Earl Landers, Mayor's Office Mr. Charles L. Davis, Director of Finance Mr. Stanley T. Martin, Jr., Asst. Gen. Mgr. of Parks Mr. A. P. Brindley, Parks Engineer .  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 35 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/2dcbef6e53c79b9554600b2bd2c71c95.pdf aa2f388da0bc6c4b08e3ed3ea81fe675 Scripto Transcription A written representation of a document. D E P AR TMENT OF HOUSING AND URBAN DEVELOPME NT JAt·~ :, 1969 PEA CHTREE SEVENTH BUILDING, ATLANTA , GEORGIA 30 323 Room 645 December 26, 196~ REGION Ill Office of the Regional Administrator IN REP L Y R E FER TO: 3DM Mr . Johnny C. Johnson Director City Demonstration Agency 673 Capitol Avenue Atl anta, Georgia 30315 Dear Mr. Johnson: As you know, the Regional Inter agency Coordina ting Commi ttee has completed i ts review of t he Atl anta Comprehensive City Demons t rat ion Program. During our meeting with you and your staff on Decem ber 18 we conveyed a number of recommendations concerning alterations and improvements which should be made in vari ous parts of your program including, ~ r alia , your proposed administrati ve budget f or 1969. As previously indicated, the commi t te e believes t hat the fo llowing changes should be considered in the staf f i ng pattern set forth in your administrative budget : 1. Add one planner and one program manager to your Economic Development Di vision to assist the Di vision Director in carrying out the numerous tasks arising out of continued planning as well as implementation of the first year program . 2. Add at least two fiscal management personnel, preferably in the Administrative Division to assist in monitoring the numerous r equis itions from local operating ar,enciP.s and in carrying out the numerous other .tasks which w.1.ll need to be performed in order to comply with the procedures spelled out in CDA Letter ffe3. 3. Add resident trainees to the various divisions of the CDA staff, where a ppropriate, for the purpose of providinG sufficient on-the-job rtnd technical or academic t raininr, to enable each trainee to attain competence in his or her fi eld of interest. In addition to the above matters which pertain to your administrative budget, it will be necessary for the CDA to submit to this office soon �·' 0 Page 2 " • ' J.' .. ~ after approval of the Comprehensive Program a work program which identifies t he planning activities t o be undertaken in 1969, and which specifies _t he activity, the r esponsible entity, the source and amount of funds, and the _staff and time period required to carr y out the activity. I would encourage you to subnit a revised administrative budget r eflecting the foregoing recommendations as soon as possible to permit review by this office prior to fin~ action by HUD on your application for supplemental grant funds. Sincerely yours, Earl H. Metzger, J r . Assistant Regional Administrator for Model Cities � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document ra Ty rrr ay a ek oe — aan Sea : A io es ts en On ¥ > cod JAN 2 1969 OW DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT x ‘ PEACHTREE SEVENTH BUILDING, ATLANTA, GEORGIA 30323 % "eam ¥ Room 645 December 26, 196% @ o* * % 2. Wy REGION III Office of the Regional Administrator IN REPLY REFER To: 3DM Mr. Johnny C. Johnson Director City Demonstration Agency 673 Capitol Avenue Atlanta, Georgia 40315 Dear Mr. Johnson: As you know, the Regional Interagency Coordinating Committee has completed its review of the Atlanta Comprehensive City Demonstration Program. During our meeting with you and your staff on December 18 we conveyed a number of recommendations concerning alterations and improvements which should be made in various parts of your program including, inter alia, your proposed administrative budget for 1969. As previously indicated, the committee believes that the following changes should be considered in the staffing pattern set forth in your administrative budget: 1. Add one planner and one program manager to your Economic Development Division to assist the Division Director in carrying out the numerous tasks arising out of continued planning as well as implementation of the first year program. : 2. Add at least two fiscal management personnel, preferably in the Administrative Division to assist in monitoring the numerous requisitions from local operating arencies and in carrying out the numerous other tasks which will need to be performed in order to comply with the proce- dures spelled out in CDA Letter #8. 3. Add resident trainees to the various divisions of the CDA staff, where appropriate, for the purpose of providing sufficient on-the-job and technical or academic training to enable each trainee to attain competence in his or her field of interest. In addition to the above matters which pertain to your administrative budget, it will be necessary for the CDA to submit to this office soon Page 2 after approval of the Comprehensive Program a work program which identifies the planning activities to be undertaken in 1969, and which specifies the activity, the responsible entity, the source and amount of funds, and the staff and time period required to carry out the activity. I would encourage you to submit a revised administrative budget reflecting the foregoing recommendations as soon as possible to permit review by this office prior to final action by HUD on your application for supplemental grant funds. Sincerely yours, e. 7 ; ia een C os) PY Cane Y nw Earl H. Metzger, Jr. Assistant Regional Administrator for Model Cities a  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 34 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/406f46bfd9a61bec1e5e170340f2b684.pdf c5527d78daf15efb20539943cade3256 Scripto Transcription A written representation of a document. M . B . S A TTERF I E LD EDWIN L. ST ERNE E X ECUTIV E CHA JR >. 1/\N D I R E CT OR A~ J:> S E CRE T A R Y LESTE R H . PERSELLS A SS O C IAT E GEOR GE S. CR A FT E XE CUT IV E DI RE CT OR VICE CHAI RMA N C A RL T O N GA R R E TT D IRE C TOR OF F'I N A NCE G I L BE RT H. BO GGS J. B . SLA YTON DI RE CT OR OF HO US ING FRANK G. ETHE R IDGE HOW A RD OPENSHAW DI R ECTO R JACK F . GLENN 82 4 R ED E VELO PMEN T GEO RG E R. HU R T B UILDI NG SA NDER TECH NICA L DI RE CTOR ATLANTA, GE O RG IA 30 3 03 JAC KS ON or 3 · 6 074 January 27, 1969 Pi·oj e ct: D8scription: Nei ghbor hood' Devel op11cnt Program The acquisition of 378 Parcels of Land; Clearance of 52 Acr es ; The r ehabilitati on of 570 hou sing units; Also r eloc ation of 431 f amili es and 10 busi ne sses wi t h t he goal of havi ng 91111N.A famili e s turni ng i n a dequat el y s er vice d standard, affor dabl e hous ing units by t he end of 1969 as a r es ult of New const r uct ion and rehabili tation activiti es . $ 12, 626, 969 Total Cost: Thi s i ncludes : $349, 467 431, 250 1,627, 528 6: 812,483 3,406,241 Feder al Rel o8ation Grant Federal Rehabi li t ation Gr ant Dispositi on Pr oceeds Federal Pro j e ct Capital Grant Local NCG IA. Cre di ts The l ocal shar e is$ 3, 406, 241 , f unded by t he fol l owi ng Non-Cash-Grants in-a i d : 1. All of thes e f und s are commi tted ~ Compl et ed Non-Cas h- Gr ants i n - Aid : Hoke Smith Hi gh School Gi de ons Element ary School Pryor Elementary Sc hool D. H. Stant on Ele.!'l~ School Capitol Avenue El em. School Grant Park Key Park Stanton Park 191 , 851 680, 827 1, 007 , 620 1;;368,180 27,000 86, 686 57, 565 1.so,873 $ 3,580,602 $ Require d Non-Cash- Gra nts - in- Aid: ..§? 3,406,241 Surplus Non-Cash-Grants - in-Aid: $ 174,361 �Page No. 2 January 27, 1969 Nei ghborhood Devel opment Program 2. The approve d budget i ncludes funds to hire staff and buy equipment suffici ent to meet t hes e goals thi s year if the staff can be recrui ted. 3, The application for Feder al grants to carry out these acti viti es in the Model Ci ties a rea under the ije i ghbo rho od Development Pr ogram for 1969 has been submitted and approved by the Federal grant in the a mo unt of $6 , 999,200. � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document EOWIN L. STERNE CHAIRMAN GEORGE S. CRAFT VICE CHAIRMAN J. B., BLAYTON FRANK G. ETHERIDGE JACK F. GLENN 824 HURT BUILDING ATLANTA, GEORGIA 30303 JACKSON 3-6074 January 27, 1969 Project: Neighborhood Development Description: M, 8. SATTERFIELD EXECUTIVE DIRECTOR AND SECRETARY LESTER H. PERSELLS ASSOCIATE EXECUTIVE DIRECTOR CARLTON GARRETT DIRECTOR OF FINANCE GILBERT H. BOGGS DIRECTOR OF HOUSING HOWARD GPENSHAW DIRECTOR OF REDEVELOPMENT GEORGE R. SANDER TECHNICAL DIRECTOR Program The acquisition of 378 Parcels of Land; Clearance of 52 Acres; The rehabilitation of 570 housing units; Also relocation of ):31 families and 10 businesses with the goal of having 911 MNA families turning in adequately serviced standard, affordable housing units by the end of 1969 as a result of New construction and rehabilitation activities. Total Cost: $ 12,626,969 This includes: $ 349,467 Federal Relocation Grant 31,250 Federal Rehabilitation Grant 1,627,528 Disposition Proceeds 6,812,183 Federal Project Capital Grant 3,06, 2:1 Local NCGIA Credits 1. All of these funds are committed. by the following Non-Cash-Grants in-aid: Completed Non-Cash-Grants-in-Aid: The local share is $ 3,06,2l1, funded Hoke Smith High School $ 191,851 Gideons Elementary School 680, 827 Pryor Elementary School 1,007,620 D. H. Stanton Elem. School 1, 368,180 Capitol Avenue Elem. School 27,000 Grant Park 86,686 Key Park 57,565 tanton Park 150,873 Required Non-Cash-Grants-in-Aid: Surplus Non-Cash-Grants-in-Aid: $ 3,580,602 $ 3,406, 2h. $ 17h, 361 Page No. 2 January 27, 1969 Neighborhood Development Program 2 The approved budget includes funds to hire staff and buy equipment sufficient to meet tnese goals this year if the staff can be re- _cruited. The application for Federal grants to carry out these activities in the Model Cities area under the Neighnbornood Development Program for 1969 has been submitted and approved by the Federal grant in the amount of $ 6,999,200.  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 33 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/56a37e02ac8ce72d42487dff74de44cb.pdf 6c95ae863fff98d3b9c4d9a938f03070 Scripto Transcription A written representation of a document. 824 HURT BUILDING TELEPHONE JA. 3-6074 ATLANTA 3, GEORGIA J anuary 24, 1969 Mr. Johnny C. Johnson., Director Office of Model Cities Program 673 Capitol Avenue, S. W. Atlanta, Georgia 30315 Dear • Johnson: This is in reply to your memorandum dated January 16, 1969, and constitutes a commitment by the Atlanta Housing Authority that necessary funds , staff, and equipment have been budgeted in the Neighborhood Development Program, approved by the Federal govern~ ment, to carry out the activities described on the attachment to this 1 tter in the Model Cities Area . Very truly yours , Enclosure cc: ~ Earl Landers Mr . Ch rles L. DaVi Mr. Colli r 01 din HO:hl � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document 824 HURT BUILDING TELEPHONE JA. 3-6074 ATLANTA 3, GEORGIA January 24, 1969 Mr. Johnny C. Johnson, Director Office of Model Cities Program 673 Capitol Avenue, S. W. Atlanta, Georgia 30315 Dear Mr. Johnson: This is in reply to your memorandum dated January 16, 1969, and constitutes a commitment by the Atlanta Housing Authority that necessary funds, staff, and equipment have been budgeted in the Neighborhood Development Program, approved by the Federal govern- ment, to carry out the activities described on the attachment to this letter in the Model Cities Area, Very truly yours, Howard Openshaw Director of Redevelopment Enelosure ec: “Mr, Earl Landers Mr. Charles L. Davis Mr. Collier Gladin HO:h1 COPY  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 32 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/e64f3759a589f87d54c43efd93d34915.pdf 2a1f3e60179da6066dae842c8f62c314 Scripto Transcription A written representation of a document. • Management Information Serviee International City Managers' Association/ April 1969, Vol. 1 No. L-4 �lessons From the Model Cities Program To the growing number of local officials disen, chanted with the problems in federal aid for America's cities, the Model Cities program has been promoted as a radically improved product. President Nixon had been in office less than a week when his associates made it known that the Model Cities approach is to be "applied across the board to the entire system of federal services." The program was enacted in 1966, authorized by the Demonstration Cities and Metropolitan Development Act of that year. Since then, more than 150 cities and counties have begun the involved planning process to implement the program. Grants of $512.5 million are available for operation, plus $142 million for urban renewal within designated Model Cities neighborhoods. The goal of Model Cities is to coordinate all other urban programs ; focus them on areas of physical and human blight in selected cities; offer additional funding; and forge a partnership among local government, the neighborhood people to be benefited, and the private resources of the community. The process involves concentrating public and private agency programs on related problems of, say, housing, education, health, and employment. Toward this end, sponsorship was lodged with local government (city or county) and structure was loosely specified to meet three basic objectives: • To focus on a rational demonstration of results so that viable solutions to basic causes might have lasting, nationwide applicability. • To develop citizen participation structures to insure involvement of the people whose lives are affected by planning and implementation of planning. • To serve as a planning and coordinating rather than a service-delivery vehicle. This report was prepared for MIS by Paul R. Jones, Executive Director, Charlotte (N.C.) Model Cities Commission, and Chairman, National Model Cities Directors A ssociation; and by Barbara R. Bradshaw, Ph.D. , Research Director, Charlotte (N. C.) Model Cities Commission. 2 Through this new "total-attack" approach, Model Cities holds great promise to city administrators seeking to identify and overcome the persisting problems of our cities. Yet it must be cautioned that Model Cities is so far largely unproved in practice. The progra m remains, after three years of federal activity , rather vaguely defined, even in theory, and the first "operational grant" (as opposed to the initial planning grants) was awarded to Seattle, Wash. , only late last year. The program, however, has by now generated various strategies for shaping Model Cities, as evidenced by examining the voluminous applications submitted to the Department of Housing and Urban Development. Since the initial application must describe the intended scale and depth of the full program to be undertaken by a Model City, a foundation has now been laid for preliminary discussion of Model Cities strategies that might be borrowed by other cities. This report briefly outlines Model Cities lessons that appear to be emerging from the program . �Patterns of Poverty and Neighborhood Deprivation HOUSING: Maintenance Costs Financing Costs Tax Costs Construction Costs Lan~ Costs Codes Absentee Landlords .ln-Mgration of ,~~ Disadvantaged Groups - Demand fo r lJJw Cost Housing lJJw Market Demand or Housing Improvements Out-Migration of Successfu l Fami lies & Individuals ~ JJ{_ lJJw Mai ntenance & Investment in Housing I lJJw Community ,t Organization & Leadership Substandard, ~ vercrowded & O Deteriorating Housing Ra~i:~j~d~~:nic ~ Lack of Observation of Communi ty Standaros Excessive Internal Mobility Poor Police Relations Cri me & Violence Inadequate Commercial Services Lack of Motivation; Drug Addiction Feelings of Frustration, - . . . . Alcnholism Powerlessness & Isolation ~ Juveni le Deli nquency Inadequate Community Medical, Education, Social, Legal Services & Faci lities _ _ _ _ _ _ _ _ _ _,. • ,!_ SOC IAL PROBLEMS lJJw Participation in Community Affai rs Racial & Ethnic Concentrations Lack of Choice in Housing Lack of Avai labi lity of Credit "' Inadequate Public & Private TransjXJrtation Lack of Access to OpjXJrtunities Inadequate Public Information System Lack of Job OpjXJrlunities 1 Changing Production Methods Lack of LDw-Ski lied Jobs Available Job Restrictions from Union Practices, Industry Hiring Practices & Minimum Wages Poor Job Skills Il legitimacy Lack of Fami ly Stabi lity ECONOMIC PROBLEMS lJJw Income High Unemployment Hi gh Dependency High Debt & lJJw Savings Lack of On-The-Job Traini ng OpjXJrtunities lJJwWork Performance i,' Absenteeism HEALTH PROBLEMS High Illness High Infant Mortality LDw Life Expectancy EDUCATION PROBLEMS lJJw Educational Attainment High School Drop-Out Rates Poor Communication & Understandi ng Figure 1 - Reinforcing Relati onships in Cycle~ of Poverty S o urce: Developing a Program Focus As an indication of the new Administration's support of Model Cities, Mayor Floyd H. Hyde of Fresno, Calif., one of the program's strongest boosters, was named HUD Assistant Secretary for Model Cities. Th4s, the Fresno Model City application serves as something of a "model among models" in characterizing the central focus of the program. Here is a statement from the Fresno application that well summarizes the program focus of most Model Cities: "It is necessary for residents to become acquainted with the steps and processes necessary for assimilation into the mainstream of community life. Any Arthu r D. Little, Inc., Strategies for Shapi ng Model Cities (1967) , p. 35. broad and general program that will be set up in this depressed section must take into consideration the lag in our present social, economic, educational, and legal systems and institutions as they apply to noninfluential groups, termed often as indigenous. "A comprehensive program must recognize that in order to bridge the gap between the existing institutions and the poor there must be an attempt to bring the services to the people on a decentralized basis so that they may take full advantage of them, for often the helping services of existing institutions are removed from the deprived community, both physically and psychologically. "Therefore, a major need for this community is to remove the physical and psychological distance of 3 �Model City Objectives To Combat Poverty and Low Income 1. By decreasing the number of families now living in poverty. 2. By reducing the number of unemployed in the area. 3. By reducing the number of underemployed (those working only part-time or in jobs which pay too little). To Provide Better Housing and Better Environments 1. By making more homes available, with emphasis on low cost. 2. By providing families with a choice of decent homes in environments of their choosing. 3. By providing adequate housing to families requiring relocation, and by minimizing economic loss due to relocation. 4. By improving the physical appearance of Portland West, making it compatible with family living. To Provide Better Education and Proper Child Development 1. 2. 3. 4. By providing adequate school facilities. By increasing the quality of public education. By raising the level of educational performance. By providing educational opportunities for all children, including the handicapped and emotionally disturbed. 5. By encouraging more parent involvement in school policies and administration. To Provide General and Personal Social Services to A ll 1. By improving and expanding existi ng services and making them read ily available t o all residents, young and old. 2. By making preventive social services avail able to all. 3. By providing day care for all chi ld re n. To Provide Adequate Recreational Opportunities 1. By providing conveniently located fa cilit ies fo r outdoor recreation. 2. By establishing indoor fa cilities for cult ural and recreational programs. 3. By overcoming barri ers which preven t more extensive use of existing programs and facil ities. To Reduce the Crime Rate and Juvenile Delinquency 1. By directing attention t o t he specific conditions which cause crime o r cont ribute t o it . 2. By emphasizing crime prevention ; by t reating delinquency in its early stages. 3. By aiding in t he rehabilit atio n of potential and chronic offenders. To Improve the Health o f the Community 1. By increasing public understa nding of health needs and atti t udes. 2. By providi ng comprehensive, coord inated health services to children and ad ults. 3. By recruit ing mo re health person nel. 4 . By making health information accessible to all. Figure 2 - Statement of Objectives, Portland, Maine 4 these services by placing them in the deprived area, and in turn, making them easily accessible to all residents of the area . A related factor in the provision of these services on a decentralized basis is actual employment, whenever possible, of people from the area in both professional and subprofessional capacities. Such a provision in a program will tend to show the residents why they should strive to better themselves. Providing the training and work opportunities for as many people as possible will help to change the attitudes of others and motivate them to strive fo r improvement." Statements similar to this can be fo und in the applications of other Model Cities, thus evidencing that the program has helped focus official thinking on ways to break the patterns of poverty and neighborhood deprivation (see Figure 1). The key word here is "focus," fo r Model Cities is designed to zero in on specific objectives for a limited area of the city. In the program formulation stage, the earlier specific statements of objectives can be developed, the more effectively they can guide the program. Specific objectives (1) provide a focus for data collection and evaluation; (2) speed the process of program design ; • • (3) provide a basis for selecting appropriate projects; and (4) prevent the formation of vested interests in specific approaches. SPECIFIC OBJECTIVES In developing a program focus, a city is confronted with a bewildering variety of possible approaches to and proposals for attacking patterns of poverty. No accepted criteria exist for choice among them. To produce a coherent, integrated program strategy, however, a city must have some method of selecting and relating program elements. Experience thus far suggests the usefulness of focusing on a critical process (e.g., in-migration of disadvantaged groups), opportunity (e.g., enhancing physical and social mobility opportunities), event (e.g., construction of a new highway through the Model City area), population group (e.g. , elderly couples), or resource (e.g., private industry). Illustrative of a well-prepared objectives statement is the list appearing in the application from Portland, Me., and reproduced in Figure 2. Note that this statement of objectives builds essen- • �• ,,, • tially around the patterns of poverty specified in the Figure 1 chart. THE "TARGET-AREA" APPROACH As stated earlier, Model Citites requires a geographic as well as a program focus. Selecting a limited area of the city as the target for the program has several advantages: (1) It maximizes program impact by avoiding the diffusion of effort and allowing projects that reinforce one ano.ther. (2) It increases the visibility of the program. (3) It promotes efficiency in the identification and evaluation of program results. Cities have chosen their "target areas" for the Model Cities program in different ways. Some have selected the neighborhoods with the most severe and the most intractable problems. Others have chosen areas in which problems are less visible and less difficult. The shape and composition of the areas selected also varies. No one kind of target area is suitable for all cities, but several factors generally influence target selection. The "typical" target area has experienced significant economic and social changes traceable to regional industrial growth and the migration this has set in motion. Important elements of the population, particularly low-income and minority migrants, have been unable to adjust with the shifts in economic activity . They have thus suffered reduced job, educational, and other opportunities; increased social disadvantage ; and, for welfare recipients at least, continuing dependency. Physical environment and social forces have combined to concentrate a high proportion of such groups in the target area. Here poverty, housing, and environmental deficiencies, ill health, and other conditions are the most acute, and inaccessibility has contribut ed to underutilization as well as insufficiency of public services. Despite the advantages of focusing resources on specific geographic areas of need, an important lesson emerging from the Model Cities program is that problems do not stop at target-area boundaries. Robert A. Aleshire, executive director of the Reading (Pa.) Model Cities Agency, notes: "Meanwhile back at t he metropolitan level, a very legitimate questio n arises. How can a program which strives for a high level of achievement for 10 percent of the residents of a city be effectively meshed wit h a metropolitanwide effort to strengthen the impact of regional interests? For example, the streets of a Model Neighborhood may very well form an important link in a regional network and constitute the lifeline of a central business district. Citywide and regional interests demand increasing st reet capacity. This means more land and more t raffic, both of which tend to be adverse to the goal of strengthening the residential nature of the neighborhood." Thus "a balanced effort recognizing the goals of the neighborhood as compared with citywide and metropolitan interests ... is certainly not beyond the responsibilities· of a Model Cities program," Aleshire observes. MANAGEMENT INFORMATION SERVICE April 1969 - Vol. 1 No. L-4 Editor: Walter L. Webb Management Information Service reports are published monthly by the International City Managers' Association, 1140 Connecticut Avenue, N.W., Washington, D.C. 20036. Copyright © 1969 by the International City Managers' Association. No part of this report may be reproduced without permission of the copyright owner. Subscription rates (including inquiry-answering and additional services) are based on population of subscribing jurisdiction and will be furnished on request. This report is intended primarily for subscribing jurisdictions above 25,000 population. Concurrent monthly reports, prepared primarily for jurisdictions below 25,000 population, are available from Management Information Service. UNIFIED PROGRAM ELEMENTS Just as patterns of poverty, frustration, apathy, and decay are mutually reinforcing, an effort focused on breaking these patterns must attempt to integrate all elements of the program. The effectiveness of any single project or activity can often be increased if it is associated with the effects of other program elements. Different projects can thus reinforce one another. For example: • The value of a health clinic can be increased if information about the services it offers and transportation to the clinic are provided. • Assuring that jobs are available for those with certain skills increases the value of a training program. • Increased home ownership can provide community leadership necessary for improving the neighborhood environment. Yet experience has shown that project items must be consistent or they may nullify each other. For example , public housing or school programs geared to the cultural transition problems of children from ethnic groups now in the area would be inconsistent with a program to attract middle-class and other racial and ethnic groups t o a target area. Attracting such groups is likely to require provision of singlefamily homes and high-quality educational facilities. On the other hand, projects designed to make a neighborhood attractive to outside groups may lead to increased rents and property values and thereby displace current residents. 5 �Thus, the interrelations of program elements must be examined carefully to assure mutually reinforcing objectives. The Model City application of Portland, Me., illustrates this principle through its statement of overall strategy : "Our overall strategy is three-fold: (1) to increase the purchasing power available to residents so that they will be free to make choices in the planning and conduct of their lives; (2) to improve the physical surroundings and cultural opportunities of Portland West so that the residents will have a variety of alternatives among which to make those choices ; (3) to promote the ability of residents to make those choices wisely and enjoy them happily." OUTPUT SCHEDULE A major dilemma of the Model Cities program is that of balancing long-range approaches that do not immediately show results with the necessity of engaging in projects with high visibility and early impact. Priorities must be made , and the support of the community as a whole and the residents of the model neighborhood in particular is often contingent upon visible results. Though early-impact efforts are primarily symptom-oriented, they are necessary if the more effective, cause-oriented components basic to the demonstration aspects of the program are to be implemented. Therefore , some resources must be allocated to early impact, high-visibility projects, but care must be exerted to insure that more lasting, less visible programs are also begun early and carefully evaluated in accordance with the Model Cities concept. Such projects as the development of vacant lots for playgrounds; repair of street potholes; improved street lighting; street numbering; painting of fire hydrants , utility poles, and fe nces; and pest extermination can all be quickly initiated at little cost. Yet such activities can help develop support required to undertake projects with more lasting significance. Initial programs need not have a physical in1pact , but they must be finely tuned to neighborhood grievances and special problems." For example, meeting demands for appointment of Negro policemen and firemen for duty in the ghetto - or the appointment of civilian police review boards or neighborhood councils for police relations - can be effective, some Model Cities have discovered. Other highly symbolic projects are those whose impact is of unmistakable benefit primarily fo r the target-area residents. Among such projects are: • Programs such as changes in administrative procedures in welfare and social service programs to remove restrictions, red tape, and degrading investigations and inquiries. • Programs to make absentee landlords responsible for repairs and maintenance . 6 • Financial aid, training, and m,anagement assist- ance programs to help small businesses in the area. • Provision of government information in the tongues spoken in the area and the use of bilingual personnel at key contact points. Focusing at the outset on such "immediateimpact" projects as these has been found helpful in overcoming initial resistance to "another all talk, no action" program - which is how many slum residents have come to view government efforts in their behalf. • RESEARCH AND EVALUATION In a demonstration effort, the organization structure must include a strong research and evaluation component. The lack of sound documentation has been a weakness in many other programs designed to alleviate urban problems. To be effective, such an organization structure must have fl exibility and engage in continuous planning so that research findings can impact on the direction of demonstrations and the search for effective solutions. By the same token , the research component must experiment with innovative techniques where indicated and be extremely cautious in the use of rigid experimental design. What is beneficial to a community often is not conducive to tightly quantifiable research results on a short-range basis, so that exploratory rather than experimental designs may fre quently be more fe asible. In this sense , research becomes " contemporary history" that provides a guide fo r evaluation of experience and consequences. 1 Quantifiable measures of various types should be used whenever possible to supplement and complement other approaches. The goal is evaluation on all levels to give the fullest possible picture of results of the demonstration. Dissemination of findi ngs should be an important component throughout to serve both educational and resource development functions. • Citizen Participation The Demonstration Cities and Metropolitan Development Act of 1966 states that there should be "widespread citizen participation in the program" including " ... maximum opportunities for employing residents of the area in all phases of the program and enlarged opportunitie s for work and training." Thus the law delineates "widespread" rather than "maximum feasible" participation (as was called for in the Economic Opportunity Act of 1964) and also designates city government as the responsible administering agency. If structure and auspice determine function ( or as Freud stated more colorfully, "Anatomy is destiny"), this consideration has important implications for citizen participation. 1 The discussion of researc h by Marris and Rein is most helpful in gaining a perspective on the role of research in poverty programs. See Peter Marris and Martin Rein, Dilem mas of Social R eform (New York: Atherton Press, 1967). • �• • • Citizen participation has been interpreted if! a wide variety of ways depending on the orientations of the sponsoring agencies. In some instances, such as under the direction of many community action agencies, citizen participation has been used as a base of power to force local institutions to assume greater responsiveness to poverty areas. In other instances, such as under the direction of many relocation programs, citizen participation has meant largely the task of selling residents on acceptance of projects and programs that have already been planned for them. The Demonstration Cities Act approaches the problem differently . The Act sets forth a challenge to cities to incorporate citizen participation into local government in such a way that a new institutional form can be evolved that relates people to their local government in a cooperative fashion. Many critics, looking at this dual challenge to Model Cities to be a part of the local establishment and the emissary of the less privileged people for change, might feel that the inherent contradictions are too many and complex for success. Indeed, success is improbable unless the dilemmas are clearly faced and strategies for meeting the problems are carefully implemented to develop meaningful citizen participation. Perhaps the most important single issue of our time is that of the distribution of power. This issue has bred its discontents not only in the ghettoized inner city but also in sprawling suburbia, where the middle class exhibits growing disenchantment and feelings of disenfranchisement. This sense of powerlessness is, in large part, a fu nction of the complexities and growing size of mass society, but it is aggravated by the inability of our institutions as they now function to cope with these complexities and to improve the quality of individual life. As noted by the National Commission on Urban Problems: " In 1967, our metropolitan areas were served by 20 ,745 local governments, or about onefo urth of all local governments in the nation. This means 91 governments per metropolitan area - an average of about 48 per metropolitan county. If these units of government were laid out on a map, every metropolitan area in the count ry would look as if it had been 'nonplanned' by a mad man ." There are at least three fu ndamental problem areas where awareness must be constantly focused if meaningful citizen participation structures are to be developed. These are: the place of Model Cities in the local governmental structure; the role of Model Cities in the mo del neighborhood community; and the relationship of Model Cities to the state and federal levels. THE PLACE OF MODEL CITIES IN LOCAL GOVERNMENTAL STRUCTURE As a new arm within local government and having broad, often unrealistic and poorly specified responsibilities, the city demonstration agency is easily perceived as threatening to the older, more entrenched departments. It is well-documented that bureaucratic structures are resistant to change, and Model Cities is rightly seen as an instrument of change. It is often seen as another poverty program, associated in the minds of many with disruptions, confrontation politics, and demands that local governments presently are not capable of meeting. This association, along with vestiges of the Protestant ethic often reinforced by years of experience with the most disorganized element of the poor, leaves many administrators cynical about the capability of the citizenry to make meaningful contributions to the solution of complex problems. Further, elected officials see citizen participation as a potential threat to their own political structures and interests. A pessimistic view might well see that an approach such as Model Cities would harden resistance and complicate the development of new alliances between citizens and local government, particularly in cities where conflicts among decision-makers and between government departments are many and unresolved. The strategies to be used to insure that residents from model neighborhoods have a voice in the decision-making process will depend on the special circumstances of each city. The role of the citizen must be adapted sensitively and with an eye toward the future so that such involvement may become accepted during the life time of the program, enmeshed with the ongoing fabric of government. In a speech to the U.S. Conference of Mayors, the former Assistant Secretary for Model Cities and Governmental Relations, Department of Housing and Urban Development, called for: " . .. a policy under which projects or programs that significantly affect the model neigl1borhood area will not be approved unless they have first been routed through the CDA (city demonstration agency) and its citizen participation process, and have been approved by the chief executive of the City ( or county)." What was being recommended is dual responsibility between local government officials and the residents, but no concrete suggestions for accomplishing this end were offered. This is the characteristic of all the HUD guidelines dealing with citizen participation. Thus, because of the great diversity of local governments, implementation is left up to the particular urban governments with only vague, generalized federal guidelines. However, based on the broad HUD guidelines and t he above discussion, a few directions emerge that should prove helpful in thinking through the problems involved. • First, model neighborhood residents should be included from the inception on the decision-making commission or board that ca"ies recommendations for action to city councils or other local governing bodies. They should be elected in some democratic fashion by the residents and should be numerically strong enough on the policy-making body to insure that the aspirations of the residents for their own community are given careful consideration. 7 �• Second, residents should be continually involved on planning task forces working to develop and implement a comprehensive program for the model neighborhood area. Full and significant participation is a developmental challenge that in most instances will take time and considerable patience in searching out representative leadership and establishing working relationships between residents and others involved in the planning process. • Third, because of sponsorship by city government, it appears that advocacy planning should generally be avoided. This is a highly controversial matter, but if the goal is to institutionalize a structure within the framework of local government in which citizen participation will evoke greater flexibility and responsiveness, then the planning responsibility should remain directly within that structure rather than be relegated to planners exclusively accountable to residents' organizations. • Finally, the oft-used term "widespread citizen participation" should be taken to mean not only involvement of residents of the model neighborhood area but also of citizens from throughout the total metropolitan community. This should also be oriented toward encouragement of private initiative and enterprise of all types builders, business and financial leaders, voluntary organizations, and concerned citizens from all walks of life. There are tremendous untapped resources of concern and enlightened self-interest in our cities that must be activated if the Model Cities demonstration is to be effective. -In addition, it is only through this wide involvement that many local governments can begin to develop mechanisms for responsiveness, not only to the needs of people in the most blighted areas but also to the total populace. All of this is a gradual process that involves maintaining a delicate balance and continually instigating mechanisms for change. It is clear, however, that the Model Cities concept will fail if it simply assumes a militant stance as have many community action agencies under OEO. Model Cities must utilize the growing demand for greater responsiveness from local government to reform the structure from within , rather than just react to demands from outside. Thus, a primary goal is to develop greater sensitivity in government and local institutions. THE ROLE OF MODEL CITIES IN THE MODEL NEIGHBORHOOD 8 Facing toward the model neighborhood community, the Model Cities concept is beset by an equally difficult set of problems. Residents of blighted areas are generally discouraged and disenchanted, frustrated and even hostile. Years of experience with local government have taught them bitter lessons about lack of concern, false promises, bewildering bureaucratic mazes, and their own inabilities to control the events affecting their lives. To convince residents that Model Cities is a serious effort to develop participatory mechanisms when the political realities of local government dictate a gradual process is a difficult task. It is further complicated by existing community groups who are demanding rapid change and by the general community attitude that combines alienation and militancy into a dangerous combustible atmosphere. As within city government, a delicate balance must be maintained if the city demonstration agency is to be effective in the neighborhood. There are obvious actions that must be taken and some less obvious ones that must be given careful consideration. Perhaps the most obvious is the necessity of earlyimpact, high-visibility projects. As noted earlier, these are usually symptom-oriented, and an easy fallacy is to place too much emphasis on such projects to the detriment of longer-range more basic programs. Yet as a technique to gain support, show good faith, and begin the process of true citizen participation, early-impact projects are of great importance. They begin the process of breaking through the barriers of apathy and distrust and move th~ disaffiliated away from destructive-like militancy toward a more constructive willingness to consider other alternatives. Also fairly obvious is the in1portance of expediting tjl.at aspect of the act that calls for "maximum op-. portunities for employing residents of the area in all phases of the program and enlarged opportunity for work and training." Focusing on employment opportunities, on a broad scale has two major advantages: (I) It gets at one of the basic causes of poverty and opens avenues for mobility that remained closed in many past efforts at citizen involvement. (2) It alleviates some of the preoccupation with confrontation politics by moving somewhat away from an emphasis on mass social movements. To the extent that Model Cities programs can draw staff from among the residents of the model neighborhood, there is an increase in program support. Most important, however, is the necessity of experimenting with innovative approaches to employment opportunities and job-upgrading methods that will receive the support of both public and private spheres and move significantly in the direction of an adequate standard of living for all people. For instance, in the Charlotte , N.C., Model Cities proposal, concern is directed toward an adequate minimum standard of living as defined by the U.S. Department of Labor, rather than focusing only on poverty levels. Therefore, programs have been developed that provide for "income assurance" incentives t o allow residents to take advantage of developmental opportunities on a " family career contract" basis that will eventuate in incomes adequate for entering the mainstream of American life. Also, economic and housing development corporations are being fo rmed that will allow for increased entrepreneurship among residents. • • • �CONDITIONS FOR COORDINATION The effectiveness of Model Cities as a coordinating vehicle is· dependent on a multiplicity of factors that will vary from one urban area to another. It is perhaps a truism to say that if some kind of workable coordination is not achieved, the Model Cities concept will have failed and the city demonstration agency will be only another of the many already fragmented projects being carried out in urban areas. The need for coordination is clear. Daniel P. Moynihan, chairman of the Council on Urban Affairs, has pointed out that as of December 1966 there were 238 different federal programs impacting on urban areas. In addition, both employment and expenditures have been increasing rapidly at the state and local levels. If the vast quantities of money and energy being expended can be brought together into a system - not systems - of developmental opportunities, past failures and the lessons we have learned from them can be translated into social innovations to meet the growing needs of urban complexes. The Model Cit!es concept is a logical alternative to further destructive fragmentation of local government. Implementation of coordinating mechanisms rests on a number of conditions within local government. There must be a recognition of the need for coordination on the part of key officials and administrators. Given the inevitability of resistance from some departments that view this as a threat to their interests, the recognition of the need must be accompanied by commitment from top officials to act to insure necessary linkage. Even with recognition and commitm~~t, successful coordination will depend on the capacities and capabilities of local leadership and the size and complexity of local governments. For instanc~, the idea of coordinating the 1,400 governments m the New York metropolitan area is a staggering notion. Obviously, selection criteria are needed to de~elop even minimal coordination of the most pertment agencies and departments. . Conditions necessary for coordination with orgaruzations not under the auspices of the local governmental body sponsoring Model Cities are similar to those above, but they involve some different problems and certain facets require more emphasis. Open communication channels are vital in securing cooperation and willingness to participate in building a coordinated system. This is also true of departments within the local sponsoring government, of course, but it is less difficult to establish such channels within an administrative structure than it is with organizations having no formal interrelationship. A further condition for success in coordinating with other agencies is a willingness to sustain continued efforts, often in the face of initial discouragement and even 10 influence with no formal structure and never tried to institutionalize coordinative mechanisms. CPI clearly aligned itself with governmental structure and, although much criticized for its lack of advocacy of the rights of the poor, was able to accomplish much because it had the backing of existing structures that became committed to policies of change from within. hostility from some groups who feel theatened by the new agency and its directives to bring about changes . The hard truth is that many programs have been oriented toward providing symptom-oriented services rather than working in a direct, cause-oriented framework. Many past and present service-orientation efforts have been, in effect, direct and indirect income maintenance programs,4 which are fraught with disadvantages associated with continuing d_ependency while lacking the advantages of offering developmental opportunities to break the cycle of poverty. Although it is obvious that many present programs are necessary while change oriented to basic causes is taking place, some programs that are now aimed solely at providing finger-in-the-dike indirect income maintenance and other services for the poor need to recognize that planning must begin early so as to redirect energies and restructure goals within a developmental framework. In one sense, many service-oriented efforts are institutionalized tokenism which, with·the availability of greater funds, has become an overabundant tokenism with little lasting impact on the cycles of poverty, blight, and decay. Problems o~ c~ordinati?n, then become more than merely establishing working relationships with existing structures but also involve developing mechanisms for establishment of new goals and redirection of emphasis. In many servicedelivery agencies there is a growing recognition of the need for restructuring of goals. Such recognition can prove invaluable when incorporated into planning for change. Looking introspectively for redirection and new mechanisms that fit present-day needs, however painful, can result in far higher cost-benefit ratios than are presently obtained. MECHANISMS FOR COORDINATION From the above, it can be seen that coordinative mechanisms are needed on two levels: ( 1) planning, which should be of sufficient magnitude to contribute to the creative development of the entire urban area; and (2) service delivery. In addition, both levels of coordination need to take place in at least five overlapping arenas: local governmental structures, state government, federal government, private agencies and services, and (perhaps most importantly because of previous neglect and great future potential) the private sector. Coordination Within the Sponsoring Governmental Structure. A look at the organization of almost any city government clearly reveals the vast fragmentation that exists. One of the most important goals of the Model Cities demonstration should be to implement the development of a municipal department concerned primarily with coordination of efforts. Fo~ effectiveness this department should not be JUSt 4Welfare is the obvious direct income maintenance service. Indirect income maintenance is provided in th~ form of such services as public health clinics, charity hospitals, free school-lunch programs, public housing, etc. • • �• • • another line department but should be directly in the office of the mayor or chief executive officer ( or whatever other governmental structure is pertinent) and should act as a coordinating vehicle through which all planning endeavors - local, state, and federal - pass. It should be governed by a policy-making commission or board composed of broad membership from various departments involved, as well as citizens representing the communities most directly involved, and should be responsible to local elected officials. This central coordinating department should be staffed by professionals involved in the various planning endeavors as well as specialists who can act as consultants to develop coordinated urban responsiveness to federal and state programs. The success of such an approach will be highly dependent on local factors such as the multiplicity of governing structures and their willingness to cooperate, but at least the approach would insure coordination within the local governing body that has responsibility for Model Cities and would serve as a demonstration in moving more urban municipalities toward consolidated government. Model Cities has a special role to play in working for the development of a coordinating framework within local government. In effect, such a department must represent a new type of administrative structure in which change is institutionalized through a system of social accounting based on ongoing problem analysis, long-range planning, and evaluation of existing efforts. As a demonstration project, the Model Cities program provides incentives to move toward incorporating the demonstration technique into much larger social experiments that emphasize flexibility and responsiveness to the needs of the people. While it is undoubtedly true that most issues today are national rather than local, the capacity of local governments to adapt national program approaches to meet specific local circumstances is essential if an attack on basic causes of complex urban problems is to be implemented successfully. In this sense, the Model Cities concept is much more than a short-term demonstration effort to alleviate the causes of poverty and urban decay, but rather a vehicle that can validate the need for local coordination and implement the development of an administrative structure to help insure sound development of the entire metropolitan area. Coordination With Other Organizational Structures. No coordinating administrative mechanism can assume or assure involvement of other governmental structures. As with private agencies and services, open communication channels and continuing efforts toward coordination must be maintained, but given the multiplicity of governing bodies there is no assurance of direct coordination. In one sense, this may be used to advantage, since social change can be facilitated by competition among organized structures to prove their capacities to respond to the needs of the citizenry. Developing coordinative mechanisms with other governmental structures and private agencies involves continuing efforts and a delicate balance between planning and service delivery. On the planning level, the task force approach has proved an excellent mechanism for bringing together professionals, residents, and citizens at large in a mutual endeavor to plan in a comprehensive, coordinated fashion. Such an approach opens up communication channels and ·· institutionalizes cooperative relationships. This task force approach should be reciprocal, making for Model Cities involvement in planning efforts initiated by other agencies. Such a philosophy should be incorporated in all metropolitan planning efforts. Political pragmatism undoubtedly will be a keynote in such task force approaches. Utilizing the lessons gained from experiences of such organizations as the Kansas City Association, cities should not attempt to structure formal coordinative mechanisms quickly, but should be geared to developing alliances and working relationships through which trust, confidence, and support can be achieved. On the service delivery level, formal and informal cooperative agreements specifying functions to be performed can do much to insure desired coordination. Service-delivery programs that are in no way dependent on the existence of Model Cities may well tend to resist efforts for coordination, and it is not realistic to expect immediate full constructive alignment of all such programs. However, continual evaluation aimed at the goal of increasing social accountability can serve as a coordinative mechanism of sorts and can prove of some value. If the basic causes of poverty and urban blight are to be successfully alleviated, an essential coordinative focus must be placed on the development of economic and human resources within the private sector. With major efforts made toward developing new opportunity structures for the underprivileged, particularly in income and employment (with obvious but complex relationships to education), there is a need to recognize that the emphasis of the private sector on outcomes rather than processes has an invaluable contribution to make. Model Cities program goals should aim at developing economic resources in the metropolitan area that can meaningfully offer employment opportunities with upward mobility potentials to the economically deprived. Considerable coordination in planning can be accomplished by a developing partnership of enlightened self-interest among business and financial interests, social planners, and residents of the model neighborhood area. Constructive alignment can be further enhanced by economic incentives to the private sector fo r participation both in planning and program execution. One matter that needs more adequate exploration is economic development, exclusive of employment, in blighted inner-city areas. Attention can be stimulated by incentives to invest in the economic development of model neighborhoods. This whole arena of private sector involvement is only beginning to be explored, and local governments need 11 �to place high priority on utilizing the very talented and result-oriented capabilities of private business, manufacturing, and financial resources. In summary, then, coordination is an ongoing process that will face many difficult problems. Complete success cannot be expected and is, in fact, probably not even desirable. However, significant coordination at both the planning and service-delivery levels must be achieved to insure the success of the Model Cities demonstration and the development of long-lasting mechanisms to increase local problemsolving capability. The twin strategies of utilizing formalized mechanisms of coordination where possible and building informal networks of mutual cooperation should be applied with a realistic understanding of what can be done now and what can be developed in the future. Perhaps the most important contribution the Model Cities approach has to make is to demonstrate that coordination is an essential component for coherent, creative growth of metropolitan areas . Implications for All Cities City Manager Graham W. Watt of Dayton, Ohio, has succinctly summarized the implications of the Model Cities program for all cities: "Immediately, it would seem that the Model Cities program forecasts several basic implications of importance to all communities. Inevitably, we shall see increased decentralization of public services. Cities will, with increasing frequency, establish branch city 12 halls, neighborhood service centers, store-front police offices, etc. "Second, we will see growing application of a philosophy of compensatory services - we must prepare to design our public service programs specifically to meet the unique and particular needs of each of the neighborhoods within a city. "Third, we shall witness a much greater degree of participation by citizens in the identification of neighborhood needs and in the design of public responses. This will require of each of us a reorientation of our traditional criteria of success, for in the future we must accept to a greater extent than ever before the concept that participation by citizens is a desirable end product of our efforts." Over and above significant movement toward alleviation of defined problems, the Model Cities concept can be utilized to establish a framework on the local level that can increase the responsiveness of the vast institutions of government. Potentially, the Model Cities concept can be translated into concern about the quality of individual life - not only for the poor, but for all inhabitants of and participants in urban complexes. As a demonstration project, Model Cities is searching for ways to improve the quality of American life through local decision-making processes in a coherent, rational fashion. This concept and the mechanisms that can be developed during the limited lifetime of the program will be, perhaps, Model Cities' greatest contribution, by establishing within municipal governments movement toward clearly defined goals and ongoing response based on sound resear~h and social accountability. • • • �• Appendix Employment and Education Strategies for Model Cities • • Most Model Cities officials agree that deficiencies in employmen t (i.e., jobs) and education (i.e., training to get jobs) are major causes of other troubles that beset the residents of deprived urban neighborhoods. A man with a job, which in tum depends on being educated for the job, achieves through his earnings the purchasing power to make free choices about the conduct of his life. As a supplement to the general discussion of Model Cities strategies covered in this report, this appendix presents specific examples of Model City approaches to providing employment and education opportunities for the underprivileged. The appendix in large part is based on a discussion of these topics that appears in Survey of Model Cities Applications in Northern California, prepared by the consulting firm of Sedway/Cooke and published by the University of California Extension, Berkeley (1968). Thus, many of the examples are from cities noted in the study. Other example°s are taken mainly from Model City applications submitted to the Department of Housing and Urban Developmen t. It should be cautioned that the examples cited are illustrative only. The cities mentioned do not necessarily represent the best examples of projects cited, but rather reflect information available to MIS. Indeed, since the Model City application is simply a proposal, some projects may never actually be attempted by the specific city mentioned or may already have been abandoned. Employment Strategies Many employment proposals of Model Cities seem to be based on ground already broken by recent and on-going programs. Thus, job and income projects may be largely premised on existing skills centers, Neigh- borhood Youth Corps, Job Corps, and similar antipoverty programs. A few involve continuation of experimental projects. Employment proposals include the following: • Creation of jobs as a direct or indirect result of the Model Cities program. Residents would be hired as part of the agency or local citizen staff as community workers, research assistants, home improvemen t consultants, and similar subprofessional employees. Oakland, Calif. , would include payment to local leaders for their effort in attending to community affairs. Residents would be trained and employed in clearance, rehabilitation, construction, and housing project management and maintenance. New Haven, ·c onn., would focus attention on part-time jobs, a relatively undeveloped phase of employment, designed principally at three groups - family heads with underpaying full-time jobs, mothers with only half-days to spare, and in-school youths. • Increased job resources and upgrading. Applicant cities would search for new jobs in existing public and private establishments. Aside from a continuing inventory of vacancies, this would include a reexamination of public and private programs for possibl e new jobs and careers; of civil service requirements to see how present jobs could be upgraded, or where new positions designed for low-income and minority groups might be added; and of policies and procedures of employment services to make any necessary revisions (e.g., to put more emphasis on the trainability of low-income workers vis-a-vis other conventional standards). This also includes proposals for hiring residents as police cadets; interns; and aides to teachers, social workers, and health workers. In Seattle, Wash., some $75,000 of its Model City funds will go for a community renewal corporation, operated by residents, with city contracts to beautify the neighborhood. Dayton, Ohio, has been particularly active in efforts to attract Negro recruits for the police department. Other fun ctions for which deprived residents are being recruited include health, welfare, community relations, and automotive equipment maintenance. Detroit, Mich., also has been conducting extensive and successful efforts to attract the disadvantaged into city employment in these same categories. Richmond and Pittsburg, Calif., would appoint job development specialists. • Small business development. Aside from encouraging commercial and industrial establishments to locate in or near the model neighborhoods, a variety of means would be explored to help residents establish businesses as their main occupation or to supplement their incomes. Oakland, Calif. , would tap federal aid resources to establish small business development (or investment) companies to help residents create individual or cooperative businesses, encourage demolition and rehabilitation workers to form their own contracting firms, and provide for the development of "mom and pop" stores. New Haven, Conn., proposes creating with the Chamber of Commerce a small business assistance office in the model area, staffed by retired businessmen, to provide technical and financial assistance to small businessmen. �In Rochester, N. Y., the Eastman Kodak Company has proposed a plan aimed at promoting formation of independent, locally owned businesses in Rochester's inner city. Suggested businesses include such industries as wood product manufacture, production of vacuum-formed plastic items, ,camera repair service, and microfilming of public documents. The company itself would also serve as a potential customer for some of the products and services of the new businesses. K,odak also has agreed to provide training as well as production and marketing advice and consultation to the enterprises suggested in the plan. • Comprehensive training and employment services. Cities· would expand or continue expanded programs and facilities for "outreach and intake," testing and evaluation, counseling, training, and placement and job-upgrading services. In an effort to raise the education level and increase employment opportunities for model neighborhood residents, Waco, Tex., proposes to use the facilities and resources of the James Connally Technical Institute of Texas A & M. Located on a former Air Force base, the Institute will provide temporary housing and total family training for some families and vocational training and retraining in 60 separate fields. Training periods from three months to two years will coincide with construction and rehabilitation of housing in the model neighborhood, so that families who live on the base during training will return to upgraded housing. The city also envisions using a massive public works program as a major in-service training device. Cincinnati, Ohio, officials recognize that it does little good to provide employment to an individual if nonjob--related problems interfere with his work performance. As a consequence, an "employee diagnostic center" is to be set up as part of the Cincinnati pilot city program to assist people in solving such nonjob-related problems as drinking, poor health, family sickness, and marital difficulties. Similarly, disadvantaged youths in the Oiicago, .J/1., Jobs Now program receive instruction in how to understand oneself, others, the community, and the world of work and money management. Richmond, Calif. , mentions a "Youth Tracking Program" that would trace the patterns of employment, education, marriage, military service, etc., of youth aged 16-21 years to determine their problems and aid in their education and employment. • Subsidies. Pittsburg, Calif. , would provide a maintenance allowance for breadwinner trainees and a "training stipend" for underemployed trainees, in addition to payments for day care, transportation, and clothing under its current vocational rehabilitation project. Oakland, Calif., would examine the possibility of subsidizing transportation for area residents employed or wishing to · be employed in the suburbs if transportation costs are found to be an inhibiting factor. • Education Strategies As with employment programs, proposals in education appear to be based on conventional and innovative approaches that are already current. Proposals usually include the following: • Broadened and intensified curriculum including adequate programs and facilities for both preschool and adult education. . Among these would be compensatory education programs, "motivational" education and day care of nursery-aged children, and job- or home care-related courses as well as basic courses for adults and prospective employees. New Haven, Conn., proposes creation of • • �a "center of innovation" in which preschool through second-grade students could be grouped in small units of 15 children, and selected teachers could be given the opportunity to develop and implement new forms of organization, new teaching methods, and new curriculum. Outside resources could be used, and the center could become a base for the training of teaching staff aides and community workers who could carry new approaches into the classrooms of regular schools. Richmond, Calif. , contemplates an adult education program that would help mothers train their children from infancy. • Team teaching, ungraded classes, reduced teacher-pupil ratios, tutoring, and new technology. As the typical inner-city teacher ordinarily comes from a middle-class background, it is important that he be ex posed to life in the model neighborhood. Hartford, Conn., therefore proposes to renovate suitable structures or to construct new dormitories in the model neighborhood so that teachers and educational personnel employed in the neighborhood can reside there. Hartford also proposes establishing a "tutoring corps" drawn from college and high school students, including paid indigenous tu tors and regular teachers. Oakland and Richmond, Calif., contemplate a departure from the singleclassroom, all-subject-teacher format and would also utilize new technological teaching devices (closed circuit T.V. , computers, video tape, teaching machines, etc.). • Racial integration. Hartford, Conn., proposes these steps in pursuing · its strategy for integration: (1) Substantial expansion of intercommunity compacts for schooling model neighborhood children in suburban schools. (2) The construction of "middle schools" for which sites have been selected. They would be situated so as to draw together pupils from widely diverse social, economic, racial, and ethnic backgrounds. (3) Establishment of a series of child development facilities physi~ cally related to existing schools and so located as to bring together preschoolers from widely diverging social, economic, racial, and ethnic backgrounds. • Facilities and physical plant. Aside from proposals to repair, expand, or modernize the physical plant, some cities are examining the development of educational parks as a major alternative to decentralized facilities. Pittsburgh, Pa. , "plans to establish five large, comprehensive, strategically located high schools that will serve all the children of the model neighborhood along with children from the entire city. The new high schools, to be called "The Great High Schools," would be the fust truly comprehensive and fully integrated high schools in the country. Their very size, each enrolling 5,000 to 6,000 pupils, would enable enriched curriculum offerings including over 100 separate vocational-technical programs. Berkeley, Calif., is contemplating the establishment of "middle and satellite" schools to implement the educational park concept. Experimental facilities are also proposed to be built into model schools. The basic thru st of proposed programs, both in employment and education, seems to be - fust, determine all possible or conceivable resources, then "deliver the inventory." Present services would be made more comprehensive in terms of the types of assistance provided and the opportunities offered; They would then be focu sed and extended to the clients, through the decentralization or "local centralization" of service facilities. Many cities thus come close to proposing junior civic centers as the main symbolic vehicle for their programs. �What you get by subscribing to Management Information Service • 1. Inquiry Service. 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Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document • Management Information Serviee International City Managers' Association/ April 1969, Vol. 1 No. L-4 �lessons From the Model Cities Program To the growing number of local officials disen, chanted with the problems in federal aid for America's cities, the Model Cities program has been promoted as a radically improved product. President Nixon had been in office less than a week when his associates made it known that the Model Cities approach is to be "applied across the board to the entire system of federal services." The program was enacted in 1966, authorized by the Demonstration Cities and Metropolitan Development Act of that year. Since then, more than 150 cities and counties have begun the involved planning process to implement the program. Grants of $512.5 million are available for operation, plus $142 million for urban renewal within designated Model Cities neighborhoods. The goal of Model Cities is to coordinate all other urban programs ; focus them on areas of physical and human blight in selected cities; offer additional funding; and forge a partnership among local government, the neighborhood people to be benefited, and the private resources of the community. The process involves concentrating public and private agency programs on related problems of, say, housing, education, health, and employment. Toward this end, sponsorship was lodged with local government (city or county) and structure was loosely specified to meet three basic objectives: • To focus on a rational demonstration of results so that viable solutions to basic causes might have lasting, nationwide applicability. • To develop citizen participation structures to insure involvement of the people whose lives are affected by planning and implementation of planning. • To serve as a planning and coordinating rather than a service-delivery vehicle. This report was prepared for MIS by Paul R. Jones, Executive Director, Charlotte (N.C.) Model Cities Commission, and Chairman, National Model Cities Directors A ssociation; and by Barbara R. Bradshaw, Ph.D. , Research Director, Charlotte (N. C.) Model Cities Commission. 2 Through this new "total-attack" approach, Model Cities holds great promise to city administrators seeking to identify and overcome the persisting problems of our cities. Yet it must be cautioned that Model Cities is so far largely unproved in practice. The progra m remains, after three years of federal activity , rather vaguely defined, even in theory, and the first "operational grant" (as opposed to the initial planning grants) was awarded to Seattle, Wash. , only late last year. The program, however, has by now generated various strategies for shaping Model Cities, as evidenced by examining the voluminous applications submitted to the Department of Housing and Urban Development. Since the initial application must describe the intended scale and depth of the full program to be undertaken by a Model City, a foundation has now been laid for preliminary discussion of Model Cities strategies that might be borrowed by other cities. This report briefly outlines Model Cities lessons that appear to be emerging from the program . �Patterns of Poverty and Neighborhood Deprivation HOUSING: Maintenance Costs Financing Costs Tax Costs Construction Costs Lan~ Costs Codes Absentee Landlords .ln-Mgration of ,~~ Disadvantaged Groups - Demand fo r lJJw Cost Housing lJJw Market Demand or Housing Improvements Out-Migration of Successfu l Fami lies & Individuals ~ JJ{_ lJJw Mai ntenance & Investment in Housing I lJJw Community ,t Organization & Leadership Substandard, ~ vercrowded & O Deteriorating Housing Ra~i:~j~d~~:nic ~ Lack of Observation of Communi ty Standaros Excessive Internal Mobility Poor Police Relations Cri me & Violence Inadequate Commercial Services Lack of Motivation; Drug Addiction Feelings of Frustration, - . . . . Alcnholism Powerlessness & Isolation ~ Juveni le Deli nquency Inadequate Community Medical, Education, Social, Legal Services & Faci lities _ _ _ _ _ _ _ _ _ _,. • ,!_ SOC IAL PROBLEMS lJJw Participation in Community Affai rs Racial & Ethnic Concentrations Lack of Choice in Housing Lack of Avai labi lity of Credit "' Inadequate Public & Private TransjXJrtation Lack of Access to OpjXJrtunities Inadequate Public Information System Lack of Job OpjXJrlunities 1 Changing Production Methods Lack of LDw-Ski lied Jobs Available Job Restrictions from Union Practices, Industry Hiring Practices & Minimum Wages Poor Job Skills Il legitimacy Lack of Fami ly Stabi lity ECONOMIC PROBLEMS lJJw Income High Unemployment Hi gh Dependency High Debt & lJJw Savings Lack of On-The-Job Traini ng OpjXJrtunities lJJwWork Performance i,' Absenteeism HEALTH PROBLEMS High Illness High Infant Mortality LDw Life Expectancy EDUCATION PROBLEMS lJJw Educational Attainment High School Drop-Out Rates Poor Communication & Understandi ng Figure 1 - Reinforcing Relati onships in Cycle~ of Poverty S o urce: Developing a Program Focus As an indication of the new Administration's support of Model Cities, Mayor Floyd H. Hyde of Fresno, Calif., one of the program's strongest boosters, was named HUD Assistant Secretary for Model Cities. Th4s, the Fresno Model City application serves as something of a "model among models" in characterizing the central focus of the program. Here is a statement from the Fresno application that well summarizes the program focus of most Model Cities: "It is necessary for residents to become acquainted with the steps and processes necessary for assimilation into the mainstream of community life. Any Arthu r D. Little, Inc., Strategies for Shapi ng Model Cities (1967) , p. 35. broad and general program that will be set up in this depressed section must take into consideration the lag in our present social, economic, educational, and legal systems and institutions as they apply to noninfluential groups, termed often as indigenous. "A comprehensive program must recognize that in order to bridge the gap between the existing institutions and the poor there must be an attempt to bring the services to the people on a decentralized basis so that they may take full advantage of them, for often the helping services of existing institutions are removed from the deprived community, both physically and psychologically. "Therefore, a major need for this community is to remove the physical and psychological distance of 3 �Model City Objectives To Combat Poverty and Low Income 1. By decreasing the number of families now living in poverty. 2. By reducing the number of unemployed in the area. 3. By reducing the number of underemployed (those working only part-time or in jobs which pay too little). To Provide Better Housing and Better Environments 1. By making more homes available, with emphasis on low cost. 2. By providing families with a choice of decent homes in environments of their choosing. 3. By providing adequate housing to families requiring relocation, and by minimizing economic loss due to relocation. 4. By improving the physical appearance of Portland West, making it compatible with family living. To Provide Better Education and Proper Child Development 1. 2. 3. 4. By providing adequate school facilities. By increasing the quality of public education. By raising the level of educational performance. By providing educational opportunities for all children, including the handicapped and emotionally disturbed. 5. By encouraging more parent involvement in school policies and administration. To Provide General and Personal Social Services to A ll 1. By improving and expanding existi ng services and making them read ily available t o all residents, young and old. 2. By making preventive social services avail able to all. 3. By providing day care for all chi ld re n. To Provide Adequate Recreational Opportunities 1. By providing conveniently located fa cilit ies fo r outdoor recreation. 2. By establishing indoor fa cilities for cult ural and recreational programs. 3. By overcoming barri ers which preven t more extensive use of existing programs and facil ities. To Reduce the Crime Rate and Juvenile Delinquency 1. By directing attention t o t he specific conditions which cause crime o r cont ribute t o it . 2. By emphasizing crime prevention ; by t reating delinquency in its early stages. 3. By aiding in t he rehabilit atio n of potential and chronic offenders. To Improve the Health o f the Community 1. By increasing public understa nding of health needs and atti t udes. 2. By providi ng comprehensive, coord inated health services to children and ad ults. 3. By recruit ing mo re health person nel. 4 . By making health information accessible to all. Figure 2 - Statement of Objectives, Portland, Maine 4 these services by placing them in the deprived area, and in turn, making them easily accessible to all residents of the area . A related factor in the provision of these services on a decentralized basis is actual employment, whenever possible, of people from the area in both professional and subprofessional capacities. Such a provision in a program will tend to show the residents why they should strive to better themselves. Providing the training and work opportunities for as many people as possible will help to change the attitudes of others and motivate them to strive fo r improvement." Statements similar to this can be fo und in the applications of other Model Cities, thus evidencing that the program has helped focus official thinking on ways to break the patterns of poverty and neighborhood deprivation (see Figure 1). The key word here is "focus," fo r Model Cities is designed to zero in on specific objectives for a limited area of the city. In the program formulation stage, the earlier specific statements of objectives can be developed, the more effectively they can guide the program. Specific objectives (1) provide a focus for data collection and evaluation; (2) speed the process of program design ; • • (3) provide a basis for selecting appropriate projects; and (4) prevent the formation of vested interests in specific approaches. SPECIFIC OBJECTIVES In developing a program focus, a city is confronted with a bewildering variety of possible approaches to and proposals for attacking patterns of poverty. No accepted criteria exist for choice among them. To produce a coherent, integrated program strategy, however, a city must have some method of selecting and relating program elements. Experience thus far suggests the usefulness of focusing on a critical process (e.g., in-migration of disadvantaged groups), opportunity (e.g., enhancing physical and social mobility opportunities), event (e.g., construction of a new highway through the Model City area), population group (e.g. , elderly couples), or resource (e.g., private industry). Illustrative of a well-prepared objectives statement is the list appearing in the application from Portland, Me., and reproduced in Figure 2. Note that this statement of objectives builds essen- • �• ,,, • tially around the patterns of poverty specified in the Figure 1 chart. THE "TARGET-AREA" APPROACH As stated earlier, Model Citites requires a geographic as well as a program focus. Selecting a limited area of the city as the target for the program has several advantages: (1) It maximizes program impact by avoiding the diffusion of effort and allowing projects that reinforce one ano.ther. (2) It increases the visibility of the program. (3) It promotes efficiency in the identification and evaluation of program results. Cities have chosen their "target areas" for the Model Cities program in different ways. Some have selected the neighborhoods with the most severe and the most intractable problems. Others have chosen areas in which problems are less visible and less difficult. The shape and composition of the areas selected also varies. No one kind of target area is suitable for all cities, but several factors generally influence target selection. The "typical" target area has experienced significant economic and social changes traceable to regional industrial growth and the migration this has set in motion. Important elements of the population, particularly low-income and minority migrants, have been unable to adjust with the shifts in economic activity . They have thus suffered reduced job, educational, and other opportunities; increased social disadvantage ; and, for welfare recipients at least, continuing dependency. Physical environment and social forces have combined to concentrate a high proportion of such groups in the target area. Here poverty, housing, and environmental deficiencies, ill health, and other conditions are the most acute, and inaccessibility has contribut ed to underutilization as well as insufficiency of public services. Despite the advantages of focusing resources on specific geographic areas of need, an important lesson emerging from the Model Cities program is that problems do not stop at target-area boundaries. Robert A. Aleshire, executive director of the Reading (Pa.) Model Cities Agency, notes: "Meanwhile back at t he metropolitan level, a very legitimate questio n arises. How can a program which strives for a high level of achievement for 10 percent of the residents of a city be effectively meshed wit h a metropolitanwide effort to strengthen the impact of regional interests? For example, the streets of a Model Neighborhood may very well form an important link in a regional network and constitute the lifeline of a central business district. Citywide and regional interests demand increasing st reet capacity. This means more land and more t raffic, both of which tend to be adverse to the goal of strengthening the residential nature of the neighborhood." Thus "a balanced effort recognizing the goals of the neighborhood as compared with citywide and metropolitan interests ... is certainly not beyond the responsibilities· of a Model Cities program," Aleshire observes. MANAGEMENT INFORMATION SERVICE April 1969 - Vol. 1 No. L-4 Editor: Walter L. Webb Management Information Service reports are published monthly by the International City Managers' Association, 1140 Connecticut Avenue, N.W., Washington, D.C. 20036. Copyright © 1969 by the International City Managers' Association. No part of this report may be reproduced without permission of the copyright owner. Subscription rates (including inquiry-answering and additional services) are based on population of subscribing jurisdiction and will be furnished on request. This report is intended primarily for subscribing jurisdictions above 25,000 population. Concurrent monthly reports, prepared primarily for jurisdictions below 25,000 population, are available from Management Information Service. UNIFIED PROGRAM ELEMENTS Just as patterns of poverty, frustration, apathy, and decay are mutually reinforcing, an effort focused on breaking these patterns must attempt to integrate all elements of the program. The effectiveness of any single project or activity can often be increased if it is associated with the effects of other program elements. Different projects can thus reinforce one another. For example: • The value of a health clinic can be increased if information about the services it offers and transportation to the clinic are provided. • Assuring that jobs are available for those with certain skills increases the value of a training program. • Increased home ownership can provide community leadership necessary for improving the neighborhood environment. Yet experience has shown that project items must be consistent or they may nullify each other. For example , public housing or school programs geared to the cultural transition problems of children from ethnic groups now in the area would be inconsistent with a program to attract middle-class and other racial and ethnic groups t o a target area. Attracting such groups is likely to require provision of singlefamily homes and high-quality educational facilities. On the other hand, projects designed to make a neighborhood attractive to outside groups may lead to increased rents and property values and thereby displace current residents. 5 �Thus, the interrelations of program elements must be examined carefully to assure mutually reinforcing objectives. The Model City application of Portland, Me., illustrates this principle through its statement of overall strategy : "Our overall strategy is three-fold: (1) to increase the purchasing power available to residents so that they will be free to make choices in the planning and conduct of their lives; (2) to improve the physical surroundings and cultural opportunities of Portland West so that the residents will have a variety of alternatives among which to make those choices ; (3) to promote the ability of residents to make those choices wisely and enjoy them happily." OUTPUT SCHEDULE A major dilemma of the Model Cities program is that of balancing long-range approaches that do not immediately show results with the necessity of engaging in projects with high visibility and early impact. Priorities must be made , and the support of the community as a whole and the residents of the model neighborhood in particular is often contingent upon visible results. Though early-impact efforts are primarily symptom-oriented, they are necessary if the more effective, cause-oriented components basic to the demonstration aspects of the program are to be implemented. Therefore , some resources must be allocated to early impact, high-visibility projects, but care must be exerted to insure that more lasting, less visible programs are also begun early and carefully evaluated in accordance with the Model Cities concept. Such projects as the development of vacant lots for playgrounds; repair of street potholes; improved street lighting; street numbering; painting of fire hydrants , utility poles, and fe nces; and pest extermination can all be quickly initiated at little cost. Yet such activities can help develop support required to undertake projects with more lasting significance. Initial programs need not have a physical in1pact , but they must be finely tuned to neighborhood grievances and special problems." For example, meeting demands for appointment of Negro policemen and firemen for duty in the ghetto - or the appointment of civilian police review boards or neighborhood councils for police relations - can be effective, some Model Cities have discovered. Other highly symbolic projects are those whose impact is of unmistakable benefit primarily fo r the target-area residents. Among such projects are: • Programs such as changes in administrative procedures in welfare and social service programs to remove restrictions, red tape, and degrading investigations and inquiries. • Programs to make absentee landlords responsible for repairs and maintenance . 6 • Financial aid, training, and m,anagement assist- ance programs to help small businesses in the area. • Provision of government information in the tongues spoken in the area and the use of bilingual personnel at key contact points. Focusing at the outset on such "immediateimpact" projects as these has been found helpful in overcoming initial resistance to "another all talk, no action" program - which is how many slum residents have come to view government efforts in their behalf. • RESEARCH AND EVALUATION In a demonstration effort, the organization structure must include a strong research and evaluation component. The lack of sound documentation has been a weakness in many other programs designed to alleviate urban problems. To be effective, such an organization structure must have fl exibility and engage in continuous planning so that research findings can impact on the direction of demonstrations and the search for effective solutions. By the same token , the research component must experiment with innovative techniques where indicated and be extremely cautious in the use of rigid experimental design. What is beneficial to a community often is not conducive to tightly quantifiable research results on a short-range basis, so that exploratory rather than experimental designs may fre quently be more fe asible. In this sense , research becomes " contemporary history" that provides a guide fo r evaluation of experience and consequences. 1 Quantifiable measures of various types should be used whenever possible to supplement and complement other approaches. The goal is evaluation on all levels to give the fullest possible picture of results of the demonstration. Dissemination of findi ngs should be an important component throughout to serve both educational and resource development functions. • Citizen Participation The Demonstration Cities and Metropolitan Development Act of 1966 states that there should be "widespread citizen participation in the program" including " ... maximum opportunities for employing residents of the area in all phases of the program and enlarged opportunitie s for work and training." Thus the law delineates "widespread" rather than "maximum feasible" participation (as was called for in the Economic Opportunity Act of 1964) and also designates city government as the responsible administering agency. If structure and auspice determine function ( or as Freud stated more colorfully, "Anatomy is destiny"), this consideration has important implications for citizen participation. 1 The discussion of researc h by Marris and Rein is most helpful in gaining a perspective on the role of research in poverty programs. See Peter Marris and Martin Rein, Dilem mas of Social R eform (New York: Atherton Press, 1967). • �• • • Citizen participation has been interpreted if! a wide variety of ways depending on the orientations of the sponsoring agencies. In some instances, such as under the direction of many community action agencies, citizen participation has been used as a base of power to force local institutions to assume greater responsiveness to poverty areas. In other instances, such as under the direction of many relocation programs, citizen participation has meant largely the task of selling residents on acceptance of projects and programs that have already been planned for them. The Demonstration Cities Act approaches the problem differently . The Act sets forth a challenge to cities to incorporate citizen participation into local government in such a way that a new institutional form can be evolved that relates people to their local government in a cooperative fashion. Many critics, looking at this dual challenge to Model Cities to be a part of the local establishment and the emissary of the less privileged people for change, might feel that the inherent contradictions are too many and complex for success. Indeed, success is improbable unless the dilemmas are clearly faced and strategies for meeting the problems are carefully implemented to develop meaningful citizen participation. Perhaps the most important single issue of our time is that of the distribution of power. This issue has bred its discontents not only in the ghettoized inner city but also in sprawling suburbia, where the middle class exhibits growing disenchantment and feelings of disenfranchisement. This sense of powerlessness is, in large part, a fu nction of the complexities and growing size of mass society, but it is aggravated by the inability of our institutions as they now function to cope with these complexities and to improve the quality of individual life. As noted by the National Commission on Urban Problems: " In 1967, our metropolitan areas were served by 20 ,745 local governments, or about onefo urth of all local governments in the nation. This means 91 governments per metropolitan area - an average of about 48 per metropolitan county. If these units of government were laid out on a map, every metropolitan area in the count ry would look as if it had been 'nonplanned' by a mad man ." There are at least three fu ndamental problem areas where awareness must be constantly focused if meaningful citizen participation structures are to be developed. These are: the place of Model Cities in the local governmental structure; the role of Model Cities in the mo del neighborhood community; and the relationship of Model Cities to the state and federal levels. THE PLACE OF MODEL CITIES IN LOCAL GOVERNMENTAL STRUCTURE As a new arm within local government and having broad, often unrealistic and poorly specified responsibilities, the city demonstration agency is easily perceived as threatening to the older, more entrenched departments. It is well-documented that bureaucratic structures are resistant to change, and Model Cities is rightly seen as an instrument of change. It is often seen as another poverty program, associated in the minds of many with disruptions, confrontation politics, and demands that local governments presently are not capable of meeting. This association, along with vestiges of the Protestant ethic often reinforced by years of experience with the most disorganized element of the poor, leaves many administrators cynical about the capability of the citizenry to make meaningful contributions to the solution of complex problems. Further, elected officials see citizen participation as a potential threat to their own political structures and interests. A pessimistic view might well see that an approach such as Model Cities would harden resistance and complicate the development of new alliances between citizens and local government, particularly in cities where conflicts among decision-makers and between government departments are many and unresolved. The strategies to be used to insure that residents from model neighborhoods have a voice in the decision-making process will depend on the special circumstances of each city. The role of the citizen must be adapted sensitively and with an eye toward the future so that such involvement may become accepted during the life time of the program, enmeshed with the ongoing fabric of government. In a speech to the U.S. Conference of Mayors, the former Assistant Secretary for Model Cities and Governmental Relations, Department of Housing and Urban Development, called for: " . .. a policy under which projects or programs that significantly affect the model neigl1borhood area will not be approved unless they have first been routed through the CDA (city demonstration agency) and its citizen participation process, and have been approved by the chief executive of the City ( or county)." What was being recommended is dual responsibility between local government officials and the residents, but no concrete suggestions for accomplishing this end were offered. This is the characteristic of all the HUD guidelines dealing with citizen participation. Thus, because of the great diversity of local governments, implementation is left up to the particular urban governments with only vague, generalized federal guidelines. However, based on the broad HUD guidelines and t he above discussion, a few directions emerge that should prove helpful in thinking through the problems involved. • First, model neighborhood residents should be included from the inception on the decision-making commission or board that ca"ies recommendations for action to city councils or other local governing bodies. They should be elected in some democratic fashion by the residents and should be numerically strong enough on the policy-making body to insure that the aspirations of the residents for their own community are given careful consideration. 7 �• Second, residents should be continually involved on planning task forces working to develop and implement a comprehensive program for the model neighborhood area. Full and significant participation is a developmental challenge that in most instances will take time and considerable patience in searching out representative leadership and establishing working relationships between residents and others involved in the planning process. • Third, because of sponsorship by city government, it appears that advocacy planning should generally be avoided. This is a highly controversial matter, but if the goal is to institutionalize a structure within the framework of local government in which citizen participation will evoke greater flexibility and responsiveness, then the planning responsibility should remain directly within that structure rather than be relegated to planners exclusively accountable to residents' organizations. • Finally, the oft-used term "widespread citizen participation" should be taken to mean not only involvement of residents of the model neighborhood area but also of citizens from throughout the total metropolitan community. This should also be oriented toward encouragement of private initiative and enterprise of all types builders, business and financial leaders, voluntary organizations, and concerned citizens from all walks of life. There are tremendous untapped resources of concern and enlightened self-interest in our cities that must be activated if the Model Cities demonstration is to be effective. -In addition, it is only through this wide involvement that many local governments can begin to develop mechanisms for responsiveness, not only to the needs of people in the most blighted areas but also to the total populace. All of this is a gradual process that involves maintaining a delicate balance and continually instigating mechanisms for change. It is clear, however, that the Model Cities concept will fail if it simply assumes a militant stance as have many community action agencies under OEO. Model Cities must utilize the growing demand for greater responsiveness from local government to reform the structure from within , rather than just react to demands from outside. Thus, a primary goal is to develop greater sensitivity in government and local institutions. THE ROLE OF MODEL CITIES IN THE MODEL NEIGHBORHOOD 8 Facing toward the model neighborhood community, the Model Cities concept is beset by an equally difficult set of problems. Residents of blighted areas are generally discouraged and disenchanted, frustrated and even hostile. Years of experience with local government have taught them bitter lessons about lack of concern, false promises, bewildering bureaucratic mazes, and their own inabilities to control the events affecting their lives. To convince residents that Model Cities is a serious effort to develop participatory mechanisms when the political realities of local government dictate a gradual process is a difficult task. It is further complicated by existing community groups who are demanding rapid change and by the general community attitude that combines alienation and militancy into a dangerous combustible atmosphere. As within city government, a delicate balance must be maintained if the city demonstration agency is to be effective in the neighborhood. There are obvious actions that must be taken and some less obvious ones that must be given careful consideration. Perhaps the most obvious is the necessity of earlyimpact, high-visibility projects. As noted earlier, these are usually symptom-oriented, and an easy fallacy is to place too much emphasis on such projects to the detriment of longer-range more basic programs. Yet as a technique to gain support, show good faith, and begin the process of true citizen participation, early-impact projects are of great importance. They begin the process of breaking through the barriers of apathy and distrust and move th~ disaffiliated away from destructive-like militancy toward a more constructive willingness to consider other alternatives. Also fairly obvious is the in1portance of expediting tjl.at aspect of the act that calls for "maximum op-. portunities for employing residents of the area in all phases of the program and enlarged opportunity for work and training." Focusing on employment opportunities, on a broad scale has two major advantages: (I) It gets at one of the basic causes of poverty and opens avenues for mobility that remained closed in many past efforts at citizen involvement. (2) It alleviates some of the preoccupation with confrontation politics by moving somewhat away from an emphasis on mass social movements. To the extent that Model Cities programs can draw staff from among the residents of the model neighborhood, there is an increase in program support. Most important, however, is the necessity of experimenting with innovative approaches to employment opportunities and job-upgrading methods that will receive the support of both public and private spheres and move significantly in the direction of an adequate standard of living for all people. For instance, in the Charlotte , N.C., Model Cities proposal, concern is directed toward an adequate minimum standard of living as defined by the U.S. Department of Labor, rather than focusing only on poverty levels. Therefore, programs have been developed that provide for "income assurance" incentives t o allow residents to take advantage of developmental opportunities on a " family career contract" basis that will eventuate in incomes adequate for entering the mainstream of American life. Also, economic and housing development corporations are being fo rmed that will allow for increased entrepreneurship among residents. • • • �CONDITIONS FOR COORDINATION The effectiveness of Model Cities as a coordinating vehicle is· dependent on a multiplicity of factors that will vary from one urban area to another. It is perhaps a truism to say that if some kind of workable coordination is not achieved, the Model Cities concept will have failed and the city demonstration agency will be only another of the many already fragmented projects being carried out in urban areas. The need for coordination is clear. Daniel P. Moynihan, chairman of the Council on Urban Affairs, has pointed out that as of December 1966 there were 238 different federal programs impacting on urban areas. In addition, both employment and expenditures have been increasing rapidly at the state and local levels. If the vast quantities of money and energy being expended can be brought together into a system - not systems - of developmental opportunities, past failures and the lessons we have learned from them can be translated into social innovations to meet the growing needs of urban complexes. The Model Cit!es concept is a logical alternative to further destructive fragmentation of local government. Implementation of coordinating mechanisms rests on a number of conditions within local government. There must be a recognition of the need for coordination on the part of key officials and administrators. Given the inevitability of resistance from some departments that view this as a threat to their interests, the recognition of the need must be accompanied by commitment from top officials to act to insure necessary linkage. Even with recognition and commitm~~t, successful coordination will depend on the capacities and capabilities of local leadership and the size and complexity of local governments. For instanc~, the idea of coordinating the 1,400 governments m the New York metropolitan area is a staggering notion. Obviously, selection criteria are needed to de~elop even minimal coordination of the most pertment agencies and departments. . Conditions necessary for coordination with orgaruzations not under the auspices of the local governmental body sponsoring Model Cities are similar to those above, but they involve some different problems and certain facets require more emphasis. Open communication channels are vital in securing cooperation and willingness to participate in building a coordinated system. This is also true of departments within the local sponsoring government, of course, but it is less difficult to establish such channels within an administrative structure than it is with organizations having no formal interrelationship. A further condition for success in coordinating with other agencies is a willingness to sustain continued efforts, often in the face of initial discouragement and even 10 influence with no formal structure and never tried to institutionalize coordinative mechanisms. CPI clearly aligned itself with governmental structure and, although much criticized for its lack of advocacy of the rights of the poor, was able to accomplish much because it had the backing of existing structures that became committed to policies of change from within. hostility from some groups who feel theatened by the new agency and its directives to bring about changes . The hard truth is that many programs have been oriented toward providing symptom-oriented services rather than working in a direct, cause-oriented framework. Many past and present service-orientation efforts have been, in effect, direct and indirect income maintenance programs,4 which are fraught with disadvantages associated with continuing d_ependency while lacking the advantages of offering developmental opportunities to break the cycle of poverty. Although it is obvious that many present programs are necessary while change oriented to basic causes is taking place, some programs that are now aimed solely at providing finger-in-the-dike indirect income maintenance and other services for the poor need to recognize that planning must begin early so as to redirect energies and restructure goals within a developmental framework. In one sense, many service-oriented efforts are institutionalized tokenism which, with·the availability of greater funds, has become an overabundant tokenism with little lasting impact on the cycles of poverty, blight, and decay. Problems o~ c~ordinati?n, then become more than merely establishing working relationships with existing structures but also involve developing mechanisms for establishment of new goals and redirection of emphasis. In many servicedelivery agencies there is a growing recognition of the need for restructuring of goals. Such recognition can prove invaluable when incorporated into planning for change. Looking introspectively for redirection and new mechanisms that fit present-day needs, however painful, can result in far higher cost-benefit ratios than are presently obtained. MECHANISMS FOR COORDINATION From the above, it can be seen that coordinative mechanisms are needed on two levels: ( 1) planning, which should be of sufficient magnitude to contribute to the creative development of the entire urban area; and (2) service delivery. In addition, both levels of coordination need to take place in at least five overlapping arenas: local governmental structures, state government, federal government, private agencies and services, and (perhaps most importantly because of previous neglect and great future potential) the private sector. Coordination Within the Sponsoring Governmental Structure. A look at the organization of almost any city government clearly reveals the vast fragmentation that exists. One of the most important goals of the Model Cities demonstration should be to implement the development of a municipal department concerned primarily with coordination of efforts. Fo~ effectiveness this department should not be JUSt 4Welfare is the obvious direct income maintenance service. Indirect income maintenance is provided in th~ form of such services as public health clinics, charity hospitals, free school-lunch programs, public housing, etc. • • �• • • another line department but should be directly in the office of the mayor or chief executive officer ( or whatever other governmental structure is pertinent) and should act as a coordinating vehicle through which all planning endeavors - local, state, and federal - pass. It should be governed by a policy-making commission or board composed of broad membership from various departments involved, as well as citizens representing the communities most directly involved, and should be responsible to local elected officials. This central coordinating department should be staffed by professionals involved in the various planning endeavors as well as specialists who can act as consultants to develop coordinated urban responsiveness to federal and state programs. The success of such an approach will be highly dependent on local factors such as the multiplicity of governing structures and their willingness to cooperate, but at least the approach would insure coordination within the local governing body that has responsibility for Model Cities and would serve as a demonstration in moving more urban municipalities toward consolidated government. Model Cities has a special role to play in working for the development of a coordinating framework within local government. In effect, such a department must represent a new type of administrative structure in which change is institutionalized through a system of social accounting based on ongoing problem analysis, long-range planning, and evaluation of existing efforts. As a demonstration project, the Model Cities program provides incentives to move toward incorporating the demonstration technique into much larger social experiments that emphasize flexibility and responsiveness to the needs of the people. While it is undoubtedly true that most issues today are national rather than local, the capacity of local governments to adapt national program approaches to meet specific local circumstances is essential if an attack on basic causes of complex urban problems is to be implemented successfully. In this sense, the Model Cities concept is much more than a short-term demonstration effort to alleviate the causes of poverty and urban decay, but rather a vehicle that can validate the need for local coordination and implement the development of an administrative structure to help insure sound development of the entire metropolitan area. Coordination With Other Organizational Structures. No coordinating administrative mechanism can assume or assure involvement of other governmental structures. As with private agencies and services, open communication channels and continuing efforts toward coordination must be maintained, but given the multiplicity of governing bodies there is no assurance of direct coordination. In one sense, this may be used to advantage, since social change can be facilitated by competition among organized structures to prove their capacities to respond to the needs of the citizenry. Developing coordinative mechanisms with other governmental structures and private agencies involves continuing efforts and a delicate balance between planning and service delivery. On the planning level, the task force approach has proved an excellent mechanism for bringing together professionals, residents, and citizens at large in a mutual endeavor to plan in a comprehensive, coordinated fashion. Such an approach opens up communication channels and ·· institutionalizes cooperative relationships. This task force approach should be reciprocal, making for Model Cities involvement in planning efforts initiated by other agencies. Such a philosophy should be incorporated in all metropolitan planning efforts. Political pragmatism undoubtedly will be a keynote in such task force approaches. Utilizing the lessons gained from experiences of such organizations as the Kansas City Association, cities should not attempt to structure formal coordinative mechanisms quickly, but should be geared to developing alliances and working relationships through which trust, confidence, and support can be achieved. On the service delivery level, formal and informal cooperative agreements specifying functions to be performed can do much to insure desired coordination. Service-delivery programs that are in no way dependent on the existence of Model Cities may well tend to resist efforts for coordination, and it is not realistic to expect immediate full constructive alignment of all such programs. However, continual evaluation aimed at the goal of increasing social accountability can serve as a coordinative mechanism of sorts and can prove of some value. If the basic causes of poverty and urban blight are to be successfully alleviated, an essential coordinative focus must be placed on the development of economic and human resources within the private sector. With major efforts made toward developing new opportunity structures for the underprivileged, particularly in income and employment (with obvious but complex relationships to education), there is a need to recognize that the emphasis of the private sector on outcomes rather than processes has an invaluable contribution to make. Model Cities program goals should aim at developing economic resources in the metropolitan area that can meaningfully offer employment opportunities with upward mobility potentials to the economically deprived. Considerable coordination in planning can be accomplished by a developing partnership of enlightened self-interest among business and financial interests, social planners, and residents of the model neighborhood area. Constructive alignment can be further enhanced by economic incentives to the private sector fo r participation both in planning and program execution. One matter that needs more adequate exploration is economic development, exclusive of employment, in blighted inner-city areas. Attention can be stimulated by incentives to invest in the economic development of model neighborhoods. This whole arena of private sector involvement is only beginning to be explored, and local governments need 11 �to place high priority on utilizing the very talented and result-oriented capabilities of private business, manufacturing, and financial resources. In summary, then, coordination is an ongoing process that will face many difficult problems. Complete success cannot be expected and is, in fact, probably not even desirable. However, significant coordination at both the planning and service-delivery levels must be achieved to insure the success of the Model Cities demonstration and the development of long-lasting mechanisms to increase local problemsolving capability. The twin strategies of utilizing formalized mechanisms of coordination where possible and building informal networks of mutual cooperation should be applied with a realistic understanding of what can be done now and what can be developed in the future. Perhaps the most important contribution the Model Cities approach has to make is to demonstrate that coordination is an essential component for coherent, creative growth of metropolitan areas . Implications for All Cities City Manager Graham W. Watt of Dayton, Ohio, has succinctly summarized the implications of the Model Cities program for all cities: "Immediately, it would seem that the Model Cities program forecasts several basic implications of importance to all communities. Inevitably, we shall see increased decentralization of public services. Cities will, with increasing frequency, establish branch city 12 halls, neighborhood service centers, store-front police offices, etc. "Second, we will see growing application of a philosophy of compensatory services - we must prepare to design our public service programs specifically to meet the unique and particular needs of each of the neighborhoods within a city. "Third, we shall witness a much greater degree of participation by citizens in the identification of neighborhood needs and in the design of public responses. This will require of each of us a reorientation of our traditional criteria of success, for in the future we must accept to a greater extent than ever before the concept that participation by citizens is a desirable end product of our efforts." Over and above significant movement toward alleviation of defined problems, the Model Cities concept can be utilized to establish a framework on the local level that can increase the responsiveness of the vast institutions of government. Potentially, the Model Cities concept can be translated into concern about the quality of individual life - not only for the poor, but for all inhabitants of and participants in urban complexes. As a demonstration project, Model Cities is searching for ways to improve the quality of American life through local decision-making processes in a coherent, rational fashion. This concept and the mechanisms that can be developed during the limited lifetime of the program will be, perhaps, Model Cities' greatest contribution, by establishing within municipal governments movement toward clearly defined goals and ongoing response based on sound resear~h and social accountability. • • • �• Appendix Employment and Education Strategies for Model Cities • • Most Model Cities officials agree that deficiencies in employmen t (i.e., jobs) and education (i.e., training to get jobs) are major causes of other troubles that beset the residents of deprived urban neighborhoods. A man with a job, which in tum depends on being educated for the job, achieves through his earnings the purchasing power to make free choices about the conduct of his life. As a supplement to the general discussion of Model Cities strategies covered in this report, this appendix presents specific examples of Model City approaches to providing employment and education opportunities for the underprivileged. The appendix in large part is based on a discussion of these topics that appears in Survey of Model Cities Applications in Northern California, prepared by the consulting firm of Sedway/Cooke and published by the University of California Extension, Berkeley (1968). Thus, many of the examples are from cities noted in the study. Other example°s are taken mainly from Model City applications submitted to the Department of Housing and Urban Developmen t. It should be cautioned that the examples cited are illustrative only. The cities mentioned do not necessarily represent the best examples of projects cited, but rather reflect information available to MIS. Indeed, since the Model City application is simply a proposal, some projects may never actually be attempted by the specific city mentioned or may already have been abandoned. Employment Strategies Many employment proposals of Model Cities seem to be based on ground already broken by recent and on-going programs. Thus, job and income projects may be largely premised on existing skills centers, Neigh- borhood Youth Corps, Job Corps, and similar antipoverty programs. A few involve continuation of experimental projects. Employment proposals include the following: • Creation of jobs as a direct or indirect result of the Model Cities program. Residents would be hired as part of the agency or local citizen staff as community workers, research assistants, home improvemen t consultants, and similar subprofessional employees. Oakland, Calif. , would include payment to local leaders for their effort in attending to community affairs. Residents would be trained and employed in clearance, rehabilitation, construction, and housing project management and maintenance. New Haven, ·c onn., would focus attention on part-time jobs, a relatively undeveloped phase of employment, designed principally at three groups - family heads with underpaying full-time jobs, mothers with only half-days to spare, and in-school youths. • Increased job resources and upgrading. Applicant cities would search for new jobs in existing public and private establishments. Aside from a continuing inventory of vacancies, this would include a reexamination of public and private programs for possibl e new jobs and careers; of civil service requirements to see how present jobs could be upgraded, or where new positions designed for low-income and minority groups might be added; and of policies and procedures of employment services to make any necessary revisions (e.g., to put more emphasis on the trainability of low-income workers vis-a-vis other conventional standards). This also includes proposals for hiring residents as police cadets; interns; and aides to teachers, social workers, and health workers. In Seattle, Wash., some $75,000 of its Model City funds will go for a community renewal corporation, operated by residents, with city contracts to beautify the neighborhood. Dayton, Ohio, has been particularly active in efforts to attract Negro recruits for the police department. Other fun ctions for which deprived residents are being recruited include health, welfare, community relations, and automotive equipment maintenance. Detroit, Mich., also has been conducting extensive and successful efforts to attract the disadvantaged into city employment in these same categories. Richmond and Pittsburg, Calif., would appoint job development specialists. • Small business development. Aside from encouraging commercial and industrial establishments to locate in or near the model neighborhoods, a variety of means would be explored to help residents establish businesses as their main occupation or to supplement their incomes. Oakland, Calif. , would tap federal aid resources to establish small business development (or investment) companies to help residents create individual or cooperative businesses, encourage demolition and rehabilitation workers to form their own contracting firms, and provide for the development of "mom and pop" stores. New Haven, Conn., proposes creating with the Chamber of Commerce a small business assistance office in the model area, staffed by retired businessmen, to provide technical and financial assistance to small businessmen. �In Rochester, N. Y., the Eastman Kodak Company has proposed a plan aimed at promoting formation of independent, locally owned businesses in Rochester's inner city. Suggested businesses include such industries as wood product manufacture, production of vacuum-formed plastic items, ,camera repair service, and microfilming of public documents. The company itself would also serve as a potential customer for some of the products and services of the new businesses. K,odak also has agreed to provide training as well as production and marketing advice and consultation to the enterprises suggested in the plan. • Comprehensive training and employment services. Cities· would expand or continue expanded programs and facilities for "outreach and intake," testing and evaluation, counseling, training, and placement and job-upgrading services. In an effort to raise the education level and increase employment opportunities for model neighborhood residents, Waco, Tex., proposes to use the facilities and resources of the James Connally Technical Institute of Texas A & M. Located on a former Air Force base, the Institute will provide temporary housing and total family training for some families and vocational training and retraining in 60 separate fields. Training periods from three months to two years will coincide with construction and rehabilitation of housing in the model neighborhood, so that families who live on the base during training will return to upgraded housing. The city also envisions using a massive public works program as a major in-service training device. Cincinnati, Ohio, officials recognize that it does little good to provide employment to an individual if nonjob--related problems interfere with his work performance. As a consequence, an "employee diagnostic center" is to be set up as part of the Cincinnati pilot city program to assist people in solving such nonjob-related problems as drinking, poor health, family sickness, and marital difficulties. Similarly, disadvantaged youths in the Oiicago, .J/1., Jobs Now program receive instruction in how to understand oneself, others, the community, and the world of work and money management. Richmond, Calif. , mentions a "Youth Tracking Program" that would trace the patterns of employment, education, marriage, military service, etc., of youth aged 16-21 years to determine their problems and aid in their education and employment. • Subsidies. Pittsburg, Calif. , would provide a maintenance allowance for breadwinner trainees and a "training stipend" for underemployed trainees, in addition to payments for day care, transportation, and clothing under its current vocational rehabilitation project. Oakland, Calif., would examine the possibility of subsidizing transportation for area residents employed or wishing to · be employed in the suburbs if transportation costs are found to be an inhibiting factor. • Education Strategies As with employment programs, proposals in education appear to be based on conventional and innovative approaches that are already current. Proposals usually include the following: • Broadened and intensified curriculum including adequate programs and facilities for both preschool and adult education. . Among these would be compensatory education programs, "motivational" education and day care of nursery-aged children, and job- or home care-related courses as well as basic courses for adults and prospective employees. New Haven, Conn., proposes creation of • • �a "center of innovation" in which preschool through second-grade students could be grouped in small units of 15 children, and selected teachers could be given the opportunity to develop and implement new forms of organization, new teaching methods, and new curriculum. Outside resources could be used, and the center could become a base for the training of teaching staff aides and community workers who could carry new approaches into the classrooms of regular schools. Richmond, Calif. , contemplates an adult education program that would help mothers train their children from infancy. • Team teaching, ungraded classes, reduced teacher-pupil ratios, tutoring, and new technology. As the typical inner-city teacher ordinarily comes from a middle-class background, it is important that he be ex posed to life in the model neighborhood. Hartford, Conn., therefore proposes to renovate suitable structures or to construct new dormitories in the model neighborhood so that teachers and educational personnel employed in the neighborhood can reside there. Hartford also proposes establishing a "tutoring corps" drawn from college and high school students, including paid indigenous tu tors and regular teachers. Oakland and Richmond, Calif., contemplate a departure from the singleclassroom, all-subject-teacher format and would also utilize new technological teaching devices (closed circuit T.V. , computers, video tape, teaching machines, etc.). • Racial integration. Hartford, Conn., proposes these steps in pursuing · its strategy for integration: (1) Substantial expansion of intercommunity compacts for schooling model neighborhood children in suburban schools. (2) The construction of "middle schools" for which sites have been selected. They would be situated so as to draw together pupils from widely diverse social, economic, racial, and ethnic backgrounds. (3) Establishment of a series of child development facilities physi~ cally related to existing schools and so located as to bring together preschoolers from widely diverging social, economic, racial, and ethnic backgrounds. • Facilities and physical plant. Aside from proposals to repair, expand, or modernize the physical plant, some cities are examining the development of educational parks as a major alternative to decentralized facilities. Pittsburgh, Pa. , "plans to establish five large, comprehensive, strategically located high schools that will serve all the children of the model neighborhood along with children from the entire city. The new high schools, to be called "The Great High Schools," would be the fust truly comprehensive and fully integrated high schools in the country. Their very size, each enrolling 5,000 to 6,000 pupils, would enable enriched curriculum offerings including over 100 separate vocational-technical programs. Berkeley, Calif., is contemplating the establishment of "middle and satellite" schools to implement the educational park concept. Experimental facilities are also proposed to be built into model schools. The basic thru st of proposed programs, both in employment and education, seems to be - fust, determine all possible or conceivable resources, then "deliver the inventory." Present services would be made more comprehensive in terms of the types of assistance provided and the opportunities offered; They would then be focu sed and extended to the clients, through the decentralization or "local centralization" of service facilities. Many cities thus come close to proposing junior civic centers as the main symbolic vehicle for their programs. �What you get by subscribing to Management Information Service • 1. Inquiry Service. Ask a question of us and get an answer within 48 hours, if you write, or within 24 hours, if you tele phone . If an inquiry requires extended' resea rch, you will receive periodic progress repo rts . Answers include facts and figures, stati stica l data, and up-to-date reports on successful methods bei ng used by other cities in solving their problems. 2. Monthly reports. Dealing with subjects of practical interest i\lnru14Crncnt hoomu,ilon Senk't· lnttm,llioNI City Mm.gm' Assocl1 tiot'I / April 1969, Vol . 1 No. L-4 to local officials. Issued in two edi tion s each month-one geared to the need s of large cities, th e othe r focusing on problems of smaller juri sd ictio ns. Dozens of earlier reports also are available and may be ordered . Reports are designed for handy filin g in 3-hol e'bi nd ers, which we supp . 3. Special Publications. Periodically yo u receive reports puo li shed by govern ment agencies, uni versi ti es, and other as sociations. 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For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 31 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/765bf07abeaf11cd159788b5532add8a.pdf dcd55deea63a89d3d2e95058f8ac134d Scripto Transcription A written representation of a document. CITY OF ATLANTA'S EVALUATION REPORT OF THE PROPOSED MODEL CITIES PROGRA CITY OF ATLANTA OFFICE OF CITY COMPTROLLER ATLANTA , GEpRGIA �0 CITY OF ATLANTA'S EVALUATION REPORT OF THE PROPOSED MODEL CITIES PROGRAM FEBRUARY 1969 DATA PROCESSING OPERATIONS DIVISION �EVALUATION REPORT 1. INDEX Page 1. 11. 111. IV. V. Index Historical Background This section of the report gives a very general description of the p~ojects' history ............................... 1 City's Participation in the Proposed Program This section of the report discusses the City's participation and the pre liminary negotiations of the system ...................................................... 2 ,3 Anal y sis of the Program and the Formula Used to Arrive at Cost This section of the report sets forth the personnel requirements which the Cit y will be expected to furnish and gives the formula used in arriving at the cost to the City ...•................... .... ......... ........ ............... 4,5 The Two Major Types of Cost and Final Conclusions This section of the report gives a deta iled cost figure on both one time and continuing basis and gives a brief conclusion ....... ................................................. 6 �II. HISTORICAL BACKGROUND The Model Cities Program employed Arthur Anderson & Company to design a Management Information and Control Sys tem which could keep track of the ac coun ti ng functions of the various projects involved in this program. This information system would also be us ed to produce other management information reports showing how well the goals of each proj e c t are being a chi eved. The consultan t s have divided their proposed system into three major groupings . They are as follows: 1. Responsibility Re porting 2. Project cost r e porting 3. Benefit reporting and cost - bene fit ana lysis In November, 1968 , Ar thur Andersen & Company presented to Model Cit ie s a genera l p roposa l titl e d "Atlant a Mod e l Citi es Program Manag e ment Information and Contro l Syst e m" in which is set forth the proposed automated system. 1 �III. CITY'S PARTICIPATION IN THE PROPOSED PROGRAM We have met with the consultants from Arthur Andersen & Company briefly on three occasions to find outJwhat role the City will be expected to play in this application. It seems that this will be a package.application with the consultants furnishing all systems, programming, and design concepts. They will be responsible for all clerical procedures, correction routines, and testing of the system until it is operational. At this point they will turn the programming and all documentation over to the City. The consultants will require space for the ir personne l for a period of two months. The Cit y is asked to furnish one Programmer for approx imatel y two days. The purpose of the City furnishing a Programme r is to familiarize our staff with the prog rams which we must maintain after they become operational. We have reached tentative agreements in the following areas: 1) The Cit y will furnish one Prog ramme r the required indoctrination p e riod. 2) The necessary space will be allotted on the 13th Floor by utili z ing the Conf erenc e Room. 3. The Cit y wi ll fu r n is h the no r ma l comput er time n e c e ssary for comple ting the s y st e m during the regular two-shift operat ion . If the consultants d e si re more time, they will us e the machine o n the 3rd shift . 2 �4) All City personnel who will be involved in the operation will be given a brief introduction to the procedures they will be expected to foll~w. 3 �IV. ANALYSIS OF THE PROGRAM AND THE FORMULA USED TO ARRIVE AT COST " In the last meeting we held with the consulting firm we were given some of the detail proposals which they had completed. This included report formats, card layouts, master record layouts, transaction file descrip~ions, transaction code arrangement, and a system flow chart. No concrete volumes could be given at this point but a not-greaterthan figure was arrvied at based on the information which is available. The preliminary findings indicate that the City will be committed in the following areas: 1) Data Control and Scheduling 2) Key Punching 3) Comput er Processing and Reporting 4) Program Maintenance The major types of cost were forecast based on the following assumptions. It must be not e d that if any of the rules are changed or adjusted that it wi ll make a difference in cost. This difference could be considecable in many cas es. 1) The Master File will contain 2,000 records and each record will have 200 characters. 2) The Master File will have 1,500 transactions to be processed against i t each month. 4 �Model Ci~i e s - Sy stem Para me t e rs: Estimat e d monthly volume: a. Voucher transaction 1400 b. File Maintenance 1000 Keypunch: 84000 1400 x 60 (characters per card) 4000 88000 characters 100 x 40 (average character per card) @ Printout: Repor t 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 Numbe r of Copies 8 1 200 200 12 12 1 1 1 1 1 2 10 1 1 1 Ayerag e IF of Lines Total 160 20 3000 3000 360 360 40 20 20 15 15 30 30 40 2000 1350 2000 40 50 100 40 40 30 1500 10 5350 40 50 100 80 400 30 1500 10 14 , 460 - @ 15,000 One Time Eleme n ts: 2000 M. F. rec ord s x 125 ( Avg. char / req uir e d ca r d )= 250,000 char . 2000 program x 3 prog. x 4 0 ( Avg. char / re q. ca r d ) = 5 250 , 000 �V. THE TWO MAJ OR TYPES OF COST AND FINAL CONCLUSIONS Using the above st ated formul a we ha ve further divided the cost into t wo majo r br eakdowns: operating cos t . (1) one ti me conversion cost, and (2) cont i nuing One ti me or conver sion co s t will be as follows: 1. · Pr ogramming $65.60 2. Ke y Punching 860.00 3. Compu ter 4. I nvalid Dat a Re r un 4,000.00 201. 60 Total $5,127.20 Monthly Operat i ng Cost 1. Control Sec ti on 15.00 2. Key Punch Se c t ion 74.00 3. Computer Se c t ion 75.00 4. Misc. 25.00 5. Program & Supplie s & Sy s tems Maint. 3.50 To t al $192 . 50 The Mode l Cities P~ogram will fluct ua t e from a min imum of 70 t o a ma xi mum of 200 projects, there f ore, no a c c urat e o r comprehe ns·i ve cos t fi g ure c a n be establishe d until we have gaine d s ome e xperie nc e. It i s _s ugge s ted that t h is Info r mation Sy stem be reviewed at lea st on a qua rterly ba si s a nd r ev ised cost figures be submit t e d a s the y oc cur. The operating co s t s ho ul d steadily inc r ea s e as the project age s . 6 � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document CITY OF ATLANTA'S EVALUATION REPORT OF THE PROPOSED MODEL CITIES PROGRA! CITY OF ATLANTA'S EVALUATION REPORT OF THE PROPOSED MODEL CITIES PROGRAM FEBRUARY 1969 DATA PROCESSING OPERATIONS DIVISION Li  EVALUATION REPORT I. INDEX l. Indéx II. Historical Background This section of the report gives a very general description of the projects' hiStory......ccccccccccscvees III. City's Participation in the Proposed Program This section of the report discusses the City's participation and the preliminary negotiations GE PAE SYSHCW... asesinse giceneteieneace eek Vie WRENN Ree mee MERON oe Page IV. Analysis of the Program and the Formula Used to Arrive at Cost This section of the report sets forth the personnel requirements which the City will be expected to furnish and gives the formula used in arriving at the cost to CHE CLE ccwwieses i RRS exete rei Se PRUE Sie~TE BRE ara wie V. The Two Major Types of Cost and Final Conclusions This section of the report gives a detailed cost figure on both one time and continuing basis and gives a brief conclusion. 2% «0% ees 63 OSS. E4 POR ee Ves 66 SRG POET CSS CESSES  II. HISTORICAL BACKGROUND The Model Cities Program employed Arthur Anderson & Company to design a Management Information and Control System which could keep track of the accounting functions of the various projects involved in this program. This information system would also be used to produce other management information reports showing how well the goals of each project are being achieved. The consultants have divided their proposed system into three major groupings. They are as follows: 1. Responsibility Reporting 2. Project cost reporting 3. Benefit reporting and cost - benefit analysis In November, 1968, Arthur Andersen & Company presented to Model Cities a general proposal titled "Atlanta Model Cities Program Management Information and Control System" in which is set forth the proposed automated system.  IIL. CITY'S PARTICIPATION IN THE PROPOSED PROGRAM We have met with the consultants from Arthur Andersen & Company briefly on three occasions to find out. what role the City will be expected to play in this application. It seems that this will be a package. application with the consultants furnishing all systems, programming, and design concepts. They will be responsible for all clerical procedures, correction routines, and testing of the system until it is operational. At this point they will turn the programming and all documentation over to the City. The consultants will require space for their personnel for a period of two months. The City is asked to furnish one Programmer for approximately two days. The purpose of the City furnishing a Programmer ig to familiarize our staff with the programs which we must maintain after they become operational. We have reached tentative agreements in the following areas: 1) The City will furnish one Programmer the required indoctrination period. 2) The necessary space will be allotted on the 13th Floor by utilizing the Conference Room. 3. The City will furnish the normal computer time necessary for completing the system during the regular two-shift operation. If the consultants desire more time, they will use the machine on the 3rd shift.  4) All City personnel who will be involved in the operation will be given a brief introduction to the procedures they will be expected to follow.  IV. ANALYSIS OF THE PROGRAM AND THE FORMULA USED TO ARRIVE AT COST In the last meeting we held with the consulting firm we were given some of the detail proposals which they had completed. This included report formats, card layouts, master record layouts, transaction file descriptions, transaction code arrangement, and a system flow chart. No concrete volumes could be given at this point but a not-greater- than figure was arrvied at based on the information which is available. The preliminary findings indicate that the City will be committed in the following areas: 1) Data Control and Scheduling 2) Key Punching 3) Computer Processing and Reporting 4) Program Maintenance The major types of cost were forecast based on the following assumptions. It must be noted that if any of the rules are changed or adjusted that it will make a difference in cost. This difference could be considerable in many cases. 1) The Master File will contain 2,000 records and each record will have 200 characters. 2) The Master File will have 1,500 transactions to be processed against it each month.  Model Cities - System Parameters: Estimated monthly volume: a. Voucher transaction 1400 b. File Maintenance 1000 Keypunch: i 1400 x 60 (characters per card) 84000 100 x 40 (average character per card) 4000 @ 88000 characters Printout: ‘Number Average . Report of Copies # of Lines Total OL 8 20 160 02 1 20 20 03 200 15 3000 04 200 15 3000 05 12 30 360 06 12 30 360 07 1 40 40 08 2000 09 1 - 1350 5350 10 2000 ll l 40 40 eed 1 50 50 13 1 100 100 14 2 40 80 15 10 40 400 16 1 30 30 17 l 1500 1500 18 1 10 10 One Time Elements: 14,460 - @ 15,000 2000 M. F. records x 125 (Avg. char/required card) = 250,000 char. 2000 program x 3 prog. x 40 (Avg. char/req. card) = 250,000 V. THE TWO MAJOR TYPES OF COST AND FINAL CONCLUSIONS Using the above stated formula we have further divided the cost into two major breakdowns: (1) one time conversion cost, and (2) continuing operating cost. One time or conversion cost will be as follows: l. ‘Programming 2. Key Punching 3. Computer 4. Invalid Data Rerun Monthly Operating Cost 1. Control Section 2. Key Punch Section 3. Computer Section 4. Misc. & Supplies 5. Program & Systems Maint. $65.60 860.00 4,000.00 201.60 $5,127.20 15.00 74.00 75.00 25.00 4:50 $192.50 The Model Cities Program will fluctuate from a minimum of 70 to a maximum of 200 projects, therefore, no accurate or comprehensive cost figure can be established until we have gained some experience. suggested that this Information System be reviewed at least on a lt is quarterly basis and revised cost figures be submitted as they occur. The operating cost should steadily increase as the project ages.  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 30 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/0a36d00f05b11420fd1867ec00a9b341.pdf 9d1f4c5ec7a9b46ea09f31cd6bbb46f7 Scripto Transcription A written representation of a document. TLANTA VOL. I NO.' 3 OFFICIAL MODEL CITIES PAPER ·- 673 CAPITOL AVE., s~w. ATLANTA, GA • . I WHAT WILL HAPPEN IN MODEL CITIES IN 196Q �CLEARANCE. ~•WHERE? 19 69 MOST OF THE HOUSES IN THE ARE~S SHOWN BELOW WILL BE BOUGHT BY THE ATL~NTA HOUSING AUTHORITY TO HELP MODEL CITIES GROW. WHY ARE THE HOUSES BEING TORN DOWN _ Our neighborhoods are too crowded ; there aren't enough p a rks ; and the playg roun ds at the schools a re t oo s mall. The streets a r e too n arrow and many of the houses are dangerous h ealth hazards •. Some houses 111us t be torn down to make Lvom fo r wider streets, more parks, larger playgrounds, more and better schools, and to rid the community of the dangerous health hazards. Some areas ne e d more complete shopping areas. New homes and apartments will be built on much o f the land the Housing Authority will buy. Th ese homes will be available first to residents of Model Ci ties and will not cost more money than Model Cities r esidents can pay. HOW IT BE BOUGHT 1'wo independent p rof e ssior .a1 p roperty appra i s ers will t ell the Hous i ng Authori tv what your prop erty i s wor tn. The Fe deral Government will look at the s e appraisals and t~ll the Hous ing Authority how muc h y o u con be paid for your prope rty. A ma n from the Hous ing Authority will offer y o u this much mone y for y our land. If y ou do not think this is e nough money, t h e law provide s a way f or you to appe a l the price . 1 .> <( 143.215.248.55t¥rJ GLE NN W HAT HAPPENS TO THE PEOPLE I f you own your home, and it is bought by the Hou s i qg Authority, you will be eligible for up to $5,000 in addition to the money you receive for your home to help you buy another home. You w'i ll not be put out on the street. A Relocation Man will come t o help you find .a good place to live that you can pay for DO NOT MOVE UNTIL HE COMES. Your mover will be paid b y the Housing Author ity. Or, if you want to ·move yourself, the Authority will pay you. The relocation man will help you until you are settled. · Some families, who want t o live in the new house s built where their old h ouse was, will be moved i nto comfortaple, modern, t emporary homes in their neighborhood until the n2w hous e s are f i nished. ST. I I I I I I r.1: - STEPHENS §. ,._ ... - - •- ~- ': I i I I .I I s I . I. ! , r~ t~ --, ~~ 1 f· ·. -·---- ~- . 143.215.248.55 Utb-d : .s T. DON'T M OVE UNTI L YOU CALL YOUR RELOCATION MAN 523-0245 �. ---·-··· ... ... . .- OR.M.EWOOD- -'-'.;?'F = south & -Ea~ B ·- · ' --= .:::- ,., . oundory . : /,'/ / ----. _J ~ l- ti ~l I ~ · \J HOW .L THIS HAPPEN ~ will be held in ~hborhood. A r eh a pn Man from the Ho u sing Authority t the meeting to ur questions and h e program. He and l ook at your Be wi ll tell you h o u se needs and HAT YOU WANT FOR AVE. . AV£ . WHO PAYS FOR IT If you earn 1ess than $3,000 each year, you may be able ~o get a grant of up to $3,000 maximum to help fix up your house. If you cannot get this money or need more money, the rehabilita-tion man can help you borF OW more money. If you e arn more than $3,000 each year, the rehabilitation man may be able to get a s mall grant based on income and help you borrow the r est of the money to fix your house. ~ ·rhe rehabilitation man will help you find a builder who will fix your house .right and make sure that he ·does it. WHAT ABOUT BUSINESS Businesses located in the rehabilitation areas are eligible under .certain conditions for rehabilitation loans at low interest rates . For information call the Moqel Cities NDP office : ~30 McDaniel Street , S.W. 523 - 0245 E. He will help e wha t you can do money you have. al s o h e lp you get y. ON YOUR HOUSE UNTIL YOU CALL YOUR REHABILITATION MAN 523 · 0245 ... I �WHAT ABOUT THE · REST OF MODEL CITIES 0 0 0 0 0 0 . ·What . about 1971, 1972 ' 1973? What about 1970 ? SEE FUTURE ISSUES OR CALL 523-0245 . SEE FUTURE ISSUES OR CALL 523-0245 Others in Model Cities should contact the Atlanta Codes 522 4463 c. Compll·ance Off ,·ce - MODEL CITIES DIRECTOR - Johnny Johnson This Issue prepared by James Henley, AHA; Ed Billups, Al Wexler and John Sluss � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document ATLANTA ae LOUIS | VOL.1 NO.3 OFFICIAL MODEL CITIES PAPER - 673 CAPITOL AVE., S.W. ATLANTA, GA, Till, i " WHAT WILL HAPPEN IN MODEL CITIES IN 1969 19 CLEARANCE-WHERE? 69 MOST OF THE HOUSES IN THE AREAS SHOWN BELOW WILL BE BOUGHT BY THE ATLANTA HOUSING AUTHORITY TO HELP MODEL CITIES GROW. WHAT WILL IT BE BOUGHT ee Ra ETON HAPPENS TO THE PEOPLE ’ : : If you own your home, and Two independent professional Our neighborhoods are too it is bought by the Housing property appraisers will crowded; there aren't AUthOrit you will be ae tell the Housing Authority enough parks; and the play- Siigipic for up Lo $5,000 what your property is worth. grounds at the schools Pmaddliton corena money io Federal Government will are too small. The streets you receive for your home ook at these appraisals are too narrow and many of to help you buy another and tell the Housing the houses are dangerous home. You will mot be put Authority how much you can health hazards., Some houses out on the street. A be paid for your property. wust be torn down to make RElGCne GENT ilEcone A man from the Housing room for wider streets, to help you find .a good Authority will offer you more parks, larger play- place to live that you this much money for your grounds, more and better can pay for - DO NOT land. If you do not think schools, and to rid the MOVE UNTIL HE COMES. this is enough money, the community of the dangerous Your mover will be paid law provides a way for health hazards. Some areas by the Housing Authority. you to appeal the price. need more complete shopping Or, if you want. to move areas. New homes and apart-— ments will be built on much of the land the Housing Authority will buy. These homes will be available first to residents of Model Cities and will not cost more money than Model Cities residents can pay. yourself, the Authority will pay you. The reloca- tion man will help you until you are settled. Some families, who want to live in the new houses built where their old house was, will be moved into comfortable, modern, : x temporary homes in their o —] neighborhood until the Fl . 5 re new houses are finished. z i ma Rg Lt 3 aa | Bain GLENN ST. k s < Ee F < E Ly s 1 ta \ z = Se = | : E WUE < | T 5 a | : =. GEORGIA 1-3 a 4 OO Jo 3 es a a fe fH = 4a Expressw U: “APT rac ee : Ui : SSsanm: | ’ ersity Av y ‘ iv CHEROREE NEL ec DA ‘a Taw ' | ib { ROCKWELL Eid ——— e DON'T MOVE UNTIL YOU CALL YOUR RELOCATION MAN 523-0245  WJ | rat ri 4 at oy 4 f f E | \ i al = Soh een Bee erg be innn Senet Sek lINS ct LIU A oe Cleon eer 1 el = r] z Zi Pre Avenel [ Sa al noose me eS ot. Se eal} ty Let ris a 25 | ne r> —=€ heel x = ma it—“‘“OOCsiR ee La te HT es te aa [eer ; | ie reeks . | | (el Z (_] 23 i ——t 1 “= ar c : = ALE SCS | \f- at eal we é fe Seg dk et de pe i . ie nt | ii eee { sis aoe KRMEWOOD ws << rs | = 2 fee . . f s itarest) Bes 4 pene rah ok = ae Sete | ‘ Rs fino I Ae! é sity Avenue aan S p > J a; oc rT! pS — a S here e Ka outh & East Boundary WELMAR VE 5 i ht : DALE a ne — a ee oe ee =~" ~~ i = = se er < | fl ATLAN TA AVE — __ATEANTAS « aa ron HOME. _AVE. OULEVARKD | | aa: Ul \ WHO PAYS FOR IT If you earn less than $3,000 each year, you may be able fo get a grant of up to $3,000 maximum to help fix up your house. If you can- not get this money or need more money, the rehabilita- tion man can help you bor- rOw more money. If you earn more than $3,000 each year, the rehabilitation .L THIS HAPPEN DOES THE WORK g will be held in ms man may be able to get a The rehabilitation man will ee ee small grant based on income help you find a builder who Rating twe hort and help you borrow the will fix your house right : g Y rest of the money to fix and make sure that he does at the meeting to Dur questions and Ehe program. He e and look at your your house. toe WHAT ABOUT BUSINESS Businesses located in the h : rehabilitation areas are eae eS eligible under certain con- ditions for rehabilitation Ha — Sie Rei loans at low interest rates. 4 z hn - we e : For information call the a a a < Model Cities NDP office: Mas eo you act 530 McDaniel Street, S.W. 23-0245 oy. 523 . ON YOUR HOUSE UNTIL YOU CALL YOUR REHABILITATION MAN 523-0245 a len SSUES OR CALL 523-0245 _ What about 1971 , 1972, 1973 ? SEE FUTURE ISSUES OR CALL 523-0245 pe Oice .. S22=4463 Meee Cites DIRECTOR © Sohiny 0, Joust ie Al Wexler and John Sluss  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 29 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/94002330aecc496a59a0bf38673d86c2.pdf c7d3bbe554cc704614c263e88b77e186 Scripto Transcription A written representation of a document. 1612 K STREET, NORTHWEST WASHINGTON, D.C. 20006 Vol. I, No. 2, December, 1969 HEW INCREASES FUNDS FOR MODEL CITIES The Department of Ht;alth, Education, and Welfare has announced tentative figures for funding reservations for Model Cities; the Department will _be placing in reserve for Model Cities use a total of $54.8 million for 38 programs. Specific program earmarks are not yet available. In addition to these reserved funds, HEW's support for Model Cities in FY 70 will include continuations of funding for Model Cities projects funded from FY 69 resources, currently estimated at between $50-60 million of FY 70 project grant funding. HEW also plans to provide support to model cities through technical assistance contracts and non-geographically focused programs. For the first time, HEW will utilize formula grant resources that will be "targeted" for Model Cities use in selected State plan programs on a demonstration basis. HEW will attempt to seek redeployment of State plan funds to be used more effectively in model neighborhoods, as a complementary approach to funding reservations, which is aimed at increased use by Model Cities of the large institutional funds passing through the state which constitute 80-90% of HEW's total funds. Thus, the total FY 70 support for Model Cities from HEW will be in the neighborhood of $ 100-120 million, plus nonreserved priority programs and redirected formula grant resources. These earmarks are subject to the appropriation process and may be affected by the level of HEW appropriations for these programs. HEW ENCO URAGES WIDE USAGE OF "SERVICE" FUNDS On November 10, 1969, the Under Secretary of HEW, John Veneman , issued a new policy statement aimed at encouraging improved coordination of the massive institutionalized HEW dollars now going into the Model Cities areas. He cited the limited use of HUD supplemental funds in Model Cities as part or all of the non-federal share in formula grant programs which require "local" matching. To date, "limited HUD supplemental funds are being used to provide services which can be readily provided under the institutionalized programs of HEW and other departments. The services being purchased with 100% HUD and local funds include day care, pre-vocational counseling, employment counseling, adult and pre-school education, welfare consultant planning, homemaker services .. ." He stressed that the new policy would require innovative approaches toward uses of HEW resources and the close cooperation of the appropriate State agencies. Examples of innovative uses of HEW funds and HUD supplemental funds can be found in the Baltimore, Maryland, and Portland, Maine, Model Cities program. In Portland, HUD has declared the whole city eligible for day care services and has provided $230,500 worth of supplementals to be matched with $872,000 of Title IV-A HEW funds. Baltimore has a variety of day care programs, each funded on a 3: 1 (HEW: HUD) basis. One program provides for a decentralized system of six centers for a total of $393,452. Another provides "block day care" facilities for a total of $346,627. A third facet of the program provides a $35,527 emergency aide child care service. In all of these programs, HUD supplemental funding has served as a fiscal incentive to innovative programs. ASSISTANT SECRETARY HYDE RESPONDS TO STEERING COMMITTEE In response to requests by the Model Cities Directors Association, Assistant Secretary Floyd Hyde responded in a letter to Michael DiNunzio, Denver CDA Director, on November 12, 1969, on several areas of crucial concern. In his letter, the Assistant Secretary stated : "In order that the Model Cities Service Center can satisfactorily carry out the activities you suggested in your September 5 letter, which are (Con tinued on page 2 ) �The CDA Director, chosen from the School of Engineering, was given a one year leave of absence in which to complete the Model City planning; all other faculty consultants retained their teaching assignments but were expected to inject relevancy into their classes through the Model City planning effort. The Assistant Director, who had OEO and Federal program experience, was chosen to provide continued direction following termination of the University contract. Rounding out the CDA staff was a model neighborhood planning aid and an office secretary. similar to my own conception of the Center's activities, I would be receptive to utilizing supplemental funds for dues to be paid to the Center for activities related to the Directors' Association. As I have stated before, however, I do not wish to separate the CDA Directors from the city governments which have ultimate responsibility for the Model Cities program." The Assistant Secretary also noted that it was most important that CDAs be involved early in the process of selection and negotiation of contracts with state governments. He stated, "We also intend to involve CDAs in evaluating these state technical assistance contracts." The letter went on to suggest that the Association might wish to establish working committees on such activities as state role. These committees would work with MCA staff on matters of common interest and concern. Mr. Hyde closed his letter on the following note: "I look forward to working closely with the Association." This staff of four is responsible for coordinating planning activities, scheduling meetings, arranging for expert consultations to task forces, and submitting required reports to HUD. The university consultants serve as discussion moderators to citizen task forces, submit meeting reports, conduct data searches and joint problem analyses; they are also responsible for preparation of the mid- . planning and final planning statement in compliance with submission requirements. After five months of problem analysis these University consultants had acquired sufficient data, information, and community perspective to prepare detailed summaries of citizen attitudes and needs for improved urban life that would form the basic components of the required MidPlanning Statement. Following a series of writing sessions that involved CDA Staff, consultants and citizen representatives, a Mid-Planning Statement was prepared for submission to the Model Cities Review Board and City Council. It outlined the city's problems, community objectives to relieve these problems, and a strategy for achieving them all of which reflected the needs and desires of the neighborhood residents. The total time-period consumed was six months - the time alloted in the original work planning schedule. UNIVERSITY INVOLVEMENT: THE COOKEVILLE, TENNESSEE EXPERIENCE Written by CDA Director A. Cannella, this article describes the Cookeville, Tennessee experience in utilizing university talent to meet HUD's planning requirements. It does not purport to be the only solution to personnel shortage problems, but suggests a source of professional assistance available to many communities. After its selection as a second round city in November, 1968, Cookeville officials endeavored to hire CDA staff to complete the first year planning effort as prescribed in HUD guidelines. Because Cookeville is a semi-rural community of 15,000 and in a depressed area of Appalachia, staff planners of the type required are not locally available. The city is the home of Tennessee Technological University, a source of ample professional and para-professional persons most of whom reside in the city. Consequently , after a futile search for staff employees, the city contracted with Tennessee Technological University to provide a fulltime CDA Dir~ctor and seven consultants to work continuously with citizen task forces throughout the planning process. In addition , graduate students with specific talents were provided to undertake research studies such as housing needs, solid wastes management, health facilities and others. All facilities of the University were available to the CDA, including an IBM 360 Computer with requisite software and programmers. The faculty and students assigned were selected on the basis of their knowledge, interests, and wi!Iingness to work cooperatively with citizens of every type background and economic level without pedantry. During the next three months these University consultants will continue to update the Mid-Planning Statement by filling data gaps, preparing program descriptions and budget requirements and setting an order of activity for the first year action plan. This will , of course, involve continued meetings with citizens as well as agency heads and local officials. The University-CDA effort has proven most satisfactory and the results achieved thus . far are very commendable. Professional areas represented by the seven task force consultants include sociology , history , political science, economics, engineering and education. They have all developed outstanding rapport with neighborhood residents participating in the task forces analyses and have served as excellent catalysts in group dialogue ; they have, in effect, provided sensitivity training within their respective task forces , producing a temporizing influence that has been most beneficial in achieving the objectives of Model City planning. - 2- �of lich n- exe l·ho to he s a rry. ing for ~ed !l.ising , es; j diith ·erJn, i es lat idms ta- us. It to orsix ng )Il- te,ns 'or m- UNIVERSITIES AN D URBAN PROBLEMS Training and Technical Assistance There is a natural tendency to look to universities for training and technical assistance support in the fields of community action and community development. However, results thus far have been, at best, mixed. It is clear that the "glancing blow" technique is unsuccessful. Exposure of agency or organization personnel to brief, one-shot lectures or seminars provided by the universities is of little value. The faculty member usually has no deep understanding of the strengths and weaknesses of processes and programs that the agency might employ to achieve its objectives; the faculty person is, therefore, perceived by the staff or agency volunteers as dealing in generalizations or abstractions. Additionally, the more formally structured classroom approach tends to be repellant to many community workers. The following article, written especially for the Technical Bulletin, is by Dr. Thomas Broden, Director of Urban Studies at the University of Notre Dame. The author's premise is that the universities have thus far contributed to the conditions of blight and poverty instead of helping to remedy them. The forthcoming discussion is concerned with ways in which this cycle can be reversed. Internal Reform If the universities wish to be helpful to the Model Cities efforts, they must first ask themselves several questions which reflect the current state of their internal operations: Do the recruiting, admission, and aid practices of the university result in a student population fairly representative of Black, Mexican-American, and Indian students? What can the university do to improve this record? How many minority faculty members, administrators, employees, and trustees does the university have? What can be done to improve this record? Is the curriculum of the university reflective of the multi-racial and multi-cultural character of the world in which we live? Does it accurately deal with race and cultural relations, past and present, in America and around the world? Do the community relations and investment policies of the university help or hinder the achievement of the Model Cities goals of community development, the alleviation of poverty, and equality of opportunity? What can be done to improve this? The talents of faculty members or stude"nts for training and technical assistance are more likely to be helpful if a more personal, cooperative working relationship of some duration can be established between the Model Cities staff or volunteers and university persons. Representatives of the university should make clear the kinds of resources - legal, accounting, architectural, economic development, management, community development, etc. - that are available. It is then up to the Model Cities neighborhood residents, staff or volunteers to decide whether or not they wish to avail themselves of the services of these students or faculty. If they do then an on-going working relationship, preferably in the community, can be established so that the general professional or disciplinary capabilities of the student or faculty can be translated into the circumstances of the particular community and program involved. Qualitative improvement in our communities will only take place when our basic institutions - schools, business, labor, industry, law enforceme nt, courts, government services, church - are changed and become more open to and responsive to the needs and interests of all citizens. Universities must change in this regard and their change may encourage other institutions to do likewise. In any event, it is necessary to clean up one's own house before presuming to help out elsewhere. This requires joint planning by the university representatives and persons in the community. It also implies an expenditure of time and effort on the part of faculty and students that exceeds "spare time" activities. This means that student work-study of this kind should address fundamental causes of blight and poverty such as institutional racism; impersonality , ineffectiveness, and injustice of modern urban institutions; the difficulty and complexity of urban environmental control ; and so o n. The student sh ould understand the strategy and tactics of the organization or group he is working with to alleviate one or more of these root causes and scientifically report his findings and conclusions from time to time. There should be regular meetings with community people, faculty members and other students engaged in related work-study efforts. Such work-study activities can be helpful to the community , a learning process for the students and faculty, and the basis for the development of a body of community research data. When study and teaching, research and service are meshed in to such a work-study activity , academic credit should be nd Advocate in the White Community is- m1sk ~al 1ve !SilVe in ive 1as iel In the same vein, predominantly white universities can be helpful in interpreting the Model Cities program to the leadership and citizenry of the white community. By indicating support for the Model Cities effort, a white university confers a measure of respectability and credibility on the program in the white community. This support may take many forms - from active institutional involvement in the program to technical assistance to neighborhood and community groups who themselves are more directly involved. This may call for a change of posture for many universities, away from an "establishment" orientation t oward a more community-wide orientation . - 3- �CDA LETTER NO. 10 IS SENT TO STEERING COMMITTEE extended for it to the students; it should also be recognized as part of the faculty member's semester or yearly load, not something he is expected to pile on to an otherwise full load. One other word on agency staff training. Many community workers, particularly the poor or those subject to discrimination, place a high priority on academic certification and look most favorably on training programs that combine job skills with such certification. Many schools, particularly community colleges, have collaborated in the development of staff training programs which combine more traditional college work with skills training and result in some kind of academic certification. The CDA Steering Committee is being sent copies of various policy statements to be included in CDA Letter No. 10 for their comments. CDA Letter No. 10 arose out of city submissions that have so far been reviewed. Past experiences with model cities indicated the need to specify what was expected of cities under the Model Cities program. The policy statements contained in this letter, supplemented from time to time, provide cities with answers to the real questions that have not been adequately dealt with through present requirements. Determination that a city is in compliance with these and other applicable policies will be an important part of the review of comprehensive programs, and of projects and activities within comprehensive programs. HUD expects CDAs to distribute these policy statements to all program participants. The policy statements are being considered in the following areas: Resident Employment, Administrative Capability, Use of New Corporations, Equal Opportunity, Citizen Participation, Economic Development, Loans, Expenditure of Funds, Use of Supplemental Funds, Expenditure Rates, and Maintenance of Effort. Research and Evaluation Universities are generally more competent in the areas of research and evaluation than they are in the areas of training and technical assistance. In the research area particularly, they are doing their own thing. However we have a long way to go in the development of a system of critical evaluation and reporting of the many pilot, demonstration, experimental, and other efforts that have been or are addressing community problems. And we are even farther away from the development of an effective communications network or system so that interested communities, government agencies, foundations, and universities can keep abreast of the strengths and weaknesses of various efforts to alleviate blight and poverty. Industry, government and the foundations have a far more effective communications system in the field of physical sciences than we have in this area. There are one or two encouraging developments worthy of mention. The first is the effort to develop indicators of social progress to serve as measures or benchmarks of social needs and the impact of programs addressing these needs. Implicit in this effort is the need for a more comprehensive and consistent social information base. The second is HUD's Urban Observatory Program under which a handful of local communities and universities are joining in the analysis and reporting of local efforts to alleviate social problems. The communities in the program then are to develop a systematic exchange of data and current information. Both of these are embryonic but promising efforts. COMPREHENSIVE PLANNING ASSISTANCE SUPPORT TO MODEL CITIES FISCAL YEAR 1970 Planning funds are available to eligible applicants for the support of Model Cities planning and evaluation activities through the Comprehensive Planning Assistance Program (701 Program). 1. Scope of the Program The Comprehensive Planning Assistance Program provides grants to foster sound community , regional and statewide comprehensive planning. The broad objective of the program is to establish the comprehensive planning process as a continuing function of government. More specifically, it attempts to strengthen the capacity of government to guide the allocation of scarce public and private resources, to address critical social concerns, to improve the quality and efficiency of the development of land and associated facilities, to improve the quality of analytical methods and techniques used in the planning process , and to secure the participation of business and voluntary groups in the planning and development process. Conclusion The same can be said of university-Model Cities cooperation. Some faculty members and students want to make their talents available to the communities of which they are a part and some Model Cities neighborhood residents staff and volunteers want to make use of these universit~ resources. However we are just beginning to develop effective processes to satisfy these mutually supportive interests. 2. Funding Levels Assuming an expected appropriation of $50 million in fiscal 1970 for the 701 Program, a total of $6 million is tentatively allocated for the Special Projects Account, a substantial portion of which is specifically identified for Model Cities support. The remaining allocations in Special - 4- �fB of 8'-J'o. of ast tify role· to I 0 f,'ith ~ese of snd ects -am tthe tive iity, IExods, RT for jon nee >ro=itethe ess lly , to ~es, lity ted md the the ion n is t, a for cial Projects Accounts, though directed at other priority areas, will undoubtedly result in important, though indirect, benefits for Model Cities. The remaining $44 million in Regular Account is not specifically identified with Model Cities. However, Model Cities may be among the beneficiaries of Regular Account 701. The proportion of Regular Account funds made available to support model cities planning will depend largely on the quality, timeliness and relevance to national priorities of applications for assistance. b. Studies, analyses and recommendations for meeting identified problems and opportunities; c. Studies and analyses of government processes and fiscal resources and capacities; d. Determination of priorities for action in meeting problems and fulfilling opportunities; e. Coordination of related planning activities; f. Preparation of implementation elements, including fiscal plans and programs for capital investment and services, and legislative, regulatory and administrative actions to support comprehensive planning; g. Activities necessary to establish and maintain proper citizen participation; h. Reviews and evaluation studies to assess the quality of plans and implementing instruments. Special Projects Account activities must be innovative in character, susceptible to careful evaluation, and. present attempts to advance the level of knowledge in response to urban problems. Special Projects will be closely monitored by Central Office of Metropolitan Development; the lessons learned will be disseminated to interested agencies throughout the country. The Special Projects Account is the "cutting edge" of the 701 program. It was established to encourage a fresh look at old problems, the development of imaginative approaches to new challenges. HUD will give special attention to those proposals which will increase the role of Blacks, Mexican-Americans, and Indians in the comprehensive planning process, as participating citizens and professionals. In addition, it is concerned with assisting state governments to gear up for a concerted attack on critical urban problems. 3. Priority Activities Highest priority will be given to applications for 701 assistance in planning activities related to housing (including Breakthrough), minority assistance, governmental management and coordination, citizen partjcipation, volunteer services, inner city, water, sewer and open space. 4 . Eligible Beneficiaries and Applicants for 701 Assistance Model cities may be eligible beneficiaries of 701 planning assistance through state planning agencies as applicants for 701 if they have populations under 50,000, are counties regardless of size, or are exception cities, i.e., EDA Title IV designated redevelopment areas, disaster areas, or federally-impacted areas. In addition, Metropolitan Regional Councils, including organizations of public officials (such as COGs), Metropolitan Planning Commissions, and Joint City-County Planning Commissions, may be eligible applicants for 701 funding of planning activities which are carried out as part of their metropolitan-wide planning and are closely related and useful to model cities. States may be eligible applicants for 701 funding to enhance the capacity of the governor's offices to coordinate State planning and programming activities as they relate to and benefit local model cities planning and programming, to assist and encourage State departments to provide technical assistance to model cities, and to encourage State departments in providing State program funding to Model Cities as well as helping facilitate the flow of Federal program funding to Model Cities for which the States act as conduit. 6. Technical Assistance Regional HUD staff has been instructed to offer technical assistance to potential beneficiary model cities and eligible applicants in identifying planning activities where 701 support can be most constructive. HUD Regional staff has been urged to offer technical assistance to eligible applicants in filing applications fo r 701. With respect to Special Projects, applicants should not prepare complete 701 applications, but rather prepare short (2-3 page) pre-application descriptions of proposed activities, to be used as the basis for discussion with Regional staff. 5. Regular and Special Projects Accounts Comprehensive 701 support to Model Cities is available from R egular A ccount and Special Projects Account. Regular Account activities are described in the Comprehensive Planning Assistance Handbook (MD604 l. l) pp. 23-28 for activities funded through state agencies and pp. 42-44 for activities fu nded through Metropolitan Regional Councils. Examples of eligible Regular Account activities are : a. Identification of human , economic, social, physical and government problems and opportunities; 7. Additional Information Additional information regarding the Comprehensive Planning Assistance Program as it relates to Model Cities, will be available from the HUD Regional Model Cities Administration staff and the Regional Program Coordination and Services staff, or from David Einhorn, Urban Planning Advisor, Program Development Staff, MCA , HUD , Washington, D.C. (202-755-5524). - 5- �served and detailed reporting. If the agency agrees to perform detailed project evaluation, then the CDA can concentrate on other types of evaluation such as evaluation of the total program. However, if agencies operating projects do perform evaluation, then the CDA must make sure that the quality of the evaluation meets the needs of the Model Cities program and that agency staff is available and qualified to do the job. c. Other evaluation activiites and resources. Many programs in existence before Model Cities will probably be part of the city's plan. These programs might have evaluation data which is useful for problem analysis, project evaluation, or program evaluation. There may also be agencies which have collected data in the past and now have information systems which can be used. For example, a city may have a file on land properties which gives their land use and property value. All information sources should be used to avoid doing work that has already been done. Also, it may be possible for a CDA to submit a joint application for evaluation money from programs other than Model Cities. For example, a local planning agency might submit an application for 701 funds to be used for Model Cities evaluation. Where possible, cities should use funds from different sources for evaluation, not just supplemental money. Money for planning surveys, for example , could be tied into a year's evaluation activity for the program as a whole, even though the money comes from one program source. Demonstration projects are another source of evaluation money, since many of these kinds of projects require extensive evaluation activities. Planning moneys funded in one functional area can be legitimately used for planning and evaluation in another functional area, where there is overlap and where the money is used to find out effects of different programs on one another. ORGANIZING FOR EVALUATION This article continues the series on evaluation which began in the first issue of the Technical Bulletin. Reprints of this article are available on request; cities can also modify this article for their use. In order to make this series useful to you, we would like your suggestions for subjects to be discussed in future issues. Introduction The article about evaluation that appeared in the previous bulletin discussed general questions of evaluation. Many cities are faced with the practical question of how to organize to perform evaluation. This article deals with the conditions that affect how one decides to organize for evaluation and the advantages and disadvantages of using the local Model Cities Office (called City Demonstration Agency or CDA), cooperating agencies, contractors, and residents. Whatever the organization a city sets up for evaluation, it should always have the capability to: a) define what it needs to evaluate monitor evaluation performed by persons who b) are not CDA staff, to assure a useful evaluation delivered on time analyze the information provided by evaluation c) d) give the results of evaluation to all parties making decisions use the information to affect decisions about e) the program and improve the program for the next year. Conditions That Affect Who Performs Evaluation Important conditions that affect who performs evaluation are: the number and quality of staff available to do evaluation, arrangements with cooperating agencies, other evaluation resources and activities, and the coordinating and management function of the CDA. a. Staff available. All other conditions being equal, evaluation of projects coordinated by the CDA is best done by the CDA. However, the staff may be small, cooperating agencies may be willing to do project evaluation, and the CDA may decide that using staff to evaluate total program while only evaluating priority projects would be more efficient. In general, assuming that staff is capable, the CDA should use its own resources on the most important evaluation needs. b. Arrangements with cooperating agencies. When a contract is signed with an agency to operate a program, that contract should define what kinds of data will be reported, how often, and what other types of evaluation aside from regular reporting will be performed by the agency. The activities defined in the contract can vary from limited data collecting and reporting to in tensive follow-up of people d. Coordination and managment. In most cases, the CDA will be coordinating and monitoring projects, evaluating them, and planning for an improved program. This means that, in the beginning, much of the evaluation may be project monitoring to see that organization of projects, their staffing, training, basic operating conditions, etc., do occur on schedule and with desired quality. Further, once the programs begin operating at full capacity, the CDA will want to know what are the accomplishments of the program and the projects, whether they are meeting expected objectives, what their problems are , and a host of other questions which can all be summed up by asking, "What is happening in the program?" Regular monitoring of the projects by the CDA staff and the operation of an information system from the cooperating agencies to the CDA is the most common way of obtaining such information. The size of a city, and the complexity of a program, shape the design of such a system. - 6- �Alternatives in Implementing Evaluation CDA staff are needed to be sure that the contractor is performing the correct job, and the city may get results which have less effect on people because there is no one personally involved with the report or because the city may not fully understand or be committed to the findings. There are four basic alternatives to consider in choosing who shall conduct evaluation; evaluation by inhouse staff, evaluation by cooperating agencies, evaluation by a contractor, and evaluation by residents. How much one relies on any one of these four choices affects how the CDA is organized. There are good and bad points to consider in each choice. a. In-House Staff. Utilizing in-house staff has the advantage of CDA control over personnel, their assignments, and direct project supervision. Bureaucratic delays and necessary cooperating agreements are by-passed. The translation of data analysis into recommendations for action is sometimes considerably shortened. Disadvantages are that CDA staff time is sometimes not available and, if available, may get taken off evaluation to meet emergency or other situations. Evaluation of one's own activities is often helpful, but sometimes one can get more useful information by having another person evaluate your operation because he may have a more independent view. If other agencies are to be evaluated by CDA staff, the diplomatic channels and agreements for how this is to be done must be worked out in detail to reduce conflict between agencies. b . Cooperating Agency. Utilizing cooperating agencies for evaluation has the potential opportunities for sharing costs, providing for data collecting in the most efficient manner, creating in advance the groundwork for making sure that evaluation results in action by involving the affected agency, freeing your own staff for other work, and generally increasing the involvement and coordination of other agencies with the Model Cities program. The disadvantages are that the CDA does not have direct control over the work being performed, the agency involved has a stake in the results of the evaluation and will tend to be less objective, the CDA is dependent on agency agreement, and the evaluation project will tend to be controlled by the needs of the cooperating agency. The CDA needs must be clearly specified in advance and agreements must be reached so that the work is done in a way that meets CDA requirements. c. Contract. Advantages of utilizing contractors are that the CDA has brought specialized services presumably tailored to needs, the contractor is responsible to the CDA, more objectivity is acquired by utilizing someone outside the program, staff resources are freed for other uses, and the contractor can sometimes perform evaluation that the CDA might not wish to undertake because of political reasons. Some disadvantages are that contractors often do not train staff and therefore do not usually give a long-term benefit to the agency , they are not familiar with the local situation and spend time learning it, special effort by the d. Residents. Using residents in evaluation has the advantages of ensuring that evaluation meets the needs of the people, helps tie the results of evaluation into future planning and programming, helps lift the technical competence of the residents, and gives special emphasis to the insights of people who actually experience the problems of the neighborhood. Some disadvantages are the lack of professional experience and knowledge necessary for some evaluation, necessity for training and orientation, and possible bias in collecting data and analyzing results. An Example to Illustrate How One Might Assign Responsibilities for Evaluating a Project Suppose there is a project in Education which has priority because if it is successful, it might be greatly expanded and lead to significant changes in the way model neighborhood children were educated. The CDA might agree with the school system that the system would not only provide regular quarterly reporting but that an outside consultant hired by the school system would be used to evaluate the project in greater detail than the regular reporting ordinarily provides. The CDA would be given an opportunity to participate in the evaluation design and the final report. Special provision would be made for residents to independently comment on how the project was operated and how it affected them. Another situation might be that the CDA staff has an educational expert who is respected by all parties. In this case, he alone might be responsible for the evaluation, in addition to the regular reporting of the school system on the project. · A third choice might be an independent consultant working alone because neither the CDA nor the school system has staff available and/or qualified to do the job. In this case, special efforts must be made to ensure that the consultant does his job according to the needs of the school system and the CDA. A fourth choice might be to assign primary evaluation responsibility to a resident evaluation unit which is staffed by professionals but responsible to the citizen participation structure. The school system and the CDA Evaluation unit would be given an opportunity to participate in the evaluation design and the final report. Whatever choice is made about who is to do the evaluation, the work is useless unless the report can be understood and its findings used to decide if the project should be changed, expanded or dropped. - 7- �No. 1: Process-Oriented Concerns COMPONENT ANALYSIS : RELATIONSHIPS OF CDAS TO CITY GOVERNMENT A. Patterns for CDA Structure This pattern of internal structure is usually divided into divisions or program units responsible for planning and evaluation, program administration, coordination, and community organization. Of the first thirty-five model cities to receive supplemental grants, twenty-three cities had a CDA internal structure based on process oriented concerns. Examples: The CDA in San Antonio, Texas, is organized into the following units: program planning and evaluation, program coordination, administration, and citizen participation; the CDA in Smithville-DeKalb County, Tennessee, is organized into divisions for planning, coordination, evaluation, and administrative and management services. Location in City Governmental A recent analysis completed by HUD and the Model Cities Service Center is the result of a survey of the first thirty-five cities approved for Model Cities implementation. Four models, or distinct patterns, have emerged based on the CDAs' location in the city governmental structure. Pattern No. 1: CDA as Part of the Chief Executive Officer's Office. Of the first thirty-five cities, fourteen were organized in the mayor's or city manager's office. Examples: The Baltimore Model Cities Agency is a unit in the Office of the Mayor and will use the powers of the Mayor for program management and the discharge of its coordinating functions; in Denver, the Model City core staff coordinates, evaluates, and monitors all program activities, and is directly responsible to the Mayor and assigned to his office. No. 2: Functional Area Concerns This pattern of internal structure is usually divided into divisions or units with responsibilities for one programmatic area - health, social services, physical redevelopment, etc. Of the first thirty-five Model Cities to receive supplemental grants, thirteen cities had a CDA internal structure based on functional concerns. Examples: The CDA in Reading, Pennsylvania, is organized into units that include human resources development and physical development; the Dayton, Ohio, CDA is organized into units responsible for health, social services, and employment as well as for planning and coordination. Due to the nature of the Model Cities program, CDAs that are organized based on functional areas also usually include a unit that is process-oriented, i.e., planning and coordination. Pattern No. 2: CDA as a City Department. Of the first thirty-five cities, eleven were organized as a regular department of city government. Examples: The Huntsville Model City Staff Office operates as a city department directly under the Mayor; the Texarkana, Texas CDA is an established department of the city called the Department of Community Development with status and authority equal to that of other city departments. Pattern No. 3: CDA as a Division or Bureau within an Existing City Department. OPERATING RESULTS IN SOME EARLY MODEL CITIES Of the fust thirty-five cities, three were organized as divisions or bureaus of existing city departments. Examples: Highland Park, Michigan has a Department of Community Development with a City Demonstration Agency Division; in Tampa, Florida, the CDA is the equivalent of a bureau of the City of Tampa. HUNTSVILLE, ALABAMA Huntsville has 80 of its 84 operating projects and activities underway. *Two hundred and fifty persons are enrolled in adult education and vocational training. *More than 200 youths, either first offenders or near delinquents, are taking part in vocational training, crafts, and recreation in a program directed by the juvenile division of the Sheriff's office. *In-school programming, all of which began promp tly in September, has provided for or is providing for testing of 8 0 students, 1OS students in special education , and social case work with 150 potential dropouts. Pattern No. 4: CDA as an Independent Board, Commission, or Agency. Of the first thirty-five cities, seven CDAs were organized as an independent board, commission or agency with its administra tive staff reporting direc tly to it and not to the city's chief executive officer. The City Council has ultimate responsibility for the program. This pa ttern of administrative structure has caused problems fo r HUD in the review process. Consequently , amendments have been required to assure that the ci ty has full and ultimate responsibility for the program and to assure that the city exercises that responsibility. NOR FO L K, VIRGI NIA Although Norfolk's contract was not tendered until August I 5, 1969, the city has negotia ted third-party contracts or agreements for 83% of its first year supplemental fu nds. *One of the four neighborhood service centers is open and functioning at full staff. It now offers recreational activities, health services, mental health services, and welfare services. Soon the adult basic education and home B. Pattern s of CDA Internal Structures The internal structures of ci ty demonstration agencies are organized according to one of two patterns: - 8- �economic class will be in operation. *Norfolk's Model Cities education program was started immediately upon contract for the beginning of the school year. Projects include team teaching, teacher training, early childhood education, a community school, and parent-teacher consultation, involving a total of 13,000 children in the model neighborhood. total program will be underway by December 1-15. *In recognition of the City's bankrupt state, it is important to note that supplemental funds have been successfully used as a multiplier in several projects now underway. *The program is using $130,000 (supplemental) to hire increased teachers and provide better facilities for a model demonstration school. *Another project uses $50,000 (supplemental) as seed money by a newly established Local Development Corp. to attract other funds to underwrite neighborhood minority business. CHICAGO, ILLINOIS A good start has been made in getting the majority of priority first year projects into operation. Twenty-five projects totalling $26 million ( out of a total supplemental grant of $38 million) are underway. *Two of four Comprehensive Health Centers ($2.8 million supplemental; $2.5 million city bonds) are ready to open with professional staff hired and 56 neighborhood paraprofessionals in training. *The Early Childhood Education project ($225,000 supplemental) is already close to its fust year goal of providing concentrated services to 250 two and three year olds. Community Development Corporations ($1.8 million supplemental) have been formed in all four model neighborhoods under the leadership of the Mortgage Bankers Association, Chicago Economic Development Corporation, and Sl3A. *The Increased Streets and Sanitation project ($2.4 million supplemental) has employed 170 of an anticipated 500 neighborhood residents; special screening committees are insuring that at lease 50% of these hired are hard core unemployed. ATLANTA, GEORGIA 60 out of the 80 projects are already underway in Atlanta. *An inner-neighborhood bus system connects the model neighborhood to job sites previously not reachable by public transportation. Subsidy from supplemental funds make possible a 10¢ fare; the system hooks into the regular Atlanta transit system. From May 29 to September 30, there were 93,742 riders. *A multi-service center has been built from the ground up with attractive, prefabricated modules. Employment, education, vocational rehabilitation, and children services already are operating. A housing advisory center, built the same way, has opened next door. EAGLE PASS, TEXAS School libraries have opened evenings in four schools. Special and children's sections of the public library have been expanded. *Nineteen Home Demonstration aides have completed training to provide counsel in homemaking, health, nutrition and consumer education. They have already contacted 413 homes and have provided instruction in 313. *Two minibuses have been ordered and will be in operation this month, providing free transportation to elderly, ill, students, and other residents. DAYTON, OHIO Projects totalling $1 million, one-third of Dayton's first year program, are already in operation. *A Model Cities Housing Development Corporation ($ 108,600) has been incorporated and has secured approval of an initial 50-unit Section 235 application. 500 units should be underway by June. *The Comprehensive Manpower Center ($460,000 supplemental, $800,000 HEW, OBES, Labor, and City) is a good example of the extensive negotiations necessary to launch a project involving several local, Federal, and State agencies, Model Cities staff and residents. All of these parties were involved in the discussions about how the local CEP program was to be administered and refunded. The Comprehensive Center will be the operator under subcontract from the City, but the CEP refunding package will probably not be completed and approved until January, and the center will not be able to get underway until then. Beginning in January, spending will be at a $225,000 monthly level ($80,000 mo. supplemental) with 200 underemployed to be served by June and 400 by October. INVOLVEMENT OF U.S. ARMY CORPS OF ENGINEERS IN THE MODEL CITIES PROGRAM Assistant Secretary Floyd H. Hyde recently informed CDA Directors of possible assistance available to Model Cities from the U.S. Army Corps of Engineers. It was pointed out that environmental considerations have a major impact on the quality of urban life. The Corps has the potential for materially assisting Model Cities in their environmental plans and programs. The Corps can provide technical assistance to CDAs through its engineering consulting expertise. It can also provide direct action to Model Cities through establishment of a budget item to undertake a particular public works project. A District representative of the Corps will be in touch with each CDA Director in the near future. EAST ST. LOUIS, ILLINOIS Thirty projects, totalling $1.5 million of the $ 2.1 million first year entitlement are funded and in operation. The - 9- �park complexes and the development of community-based cultural arts programs. For example, in Savannah, Georgia, the technical assistance efforts will be directed toward developing a mechanism for neighborhood involvement in recreation planning; community organization is identified as a major goal. Tampa, Florida is concentrating on the design of new facilities, with primary attention to the full utilization of existing and future school facilities. Butte, Montana, working with a youth board, is concerned with developing a full range of programs for young people. N.R.P.A. CORNER National Recreation and Park Association Model Cities Technical Assistance Contract 1700 Pennsylvania Avenue, N.W. Washington, D.C. 20006 (202) 223-3030 -~- Technical Assistance: Recreation and Culture The National Recreation and Park Association is administering the contract to provide technical assistance to selected Model Cities and to help selected Model Cities resolve special difficulties experienced in program planning organization and operation in the development of innovative recreation and cultural programs. The contract has two components: (1) direct consultation and on-site visitation provided to selected cities by consultants whose expertise is directly related to the special needs of individual localities and (2) indirect assistance to all 150 Model Cities through the preparation and distribution of technical publications and resource materials. The National Recreation and Park Association (NRPA) is a private, non-profit service and educational organization dedicated to improving the quality of life through the wise use of human and natural resources and through the development of relevant and meaningful recreation and cultural programs for all groups. During the past few years, increased staff resources and program efforts have been directed toward urban recreation concerns in an attempt to establish a comprehensive recreation system in urban communities and to work toward integrating recreation and culture into the total human service system in urban areas. Indirect Assistance In addition to preparing material for the Technical Bulletin, the NRPA project staff is currently compiling information for general resource publications: a listing of sources allocating monies for recreation and cultural programs and facilities ; a bibliography of pertinent reference material, and a listing of audio-visual aids. On October 9-10, a regional workshop was held in Atlanta, Georgia. Eighteen of the 23 model cities in Region III attended the two-day session designed to present new ideas in programming and facility design and to inform the cities of available financial and technical assistance resources. HUD Expands "Parks- In -Cities" Program HUD has announced and expanded "parks-in-cities" program designed to encourage the acquisition and development of parks and recreation areas in low-income neighborhoods. The program involves setting aside up to $15 million fo r the 50-50 matching grants under the open-space land program for the purchase of land for small and moderate size parks in blighted city areas. Communities applying fo r funds should contact the Assistant Regional Administrator for Metropolitan Development at the appropriate HUD Regional Office. Communities submitting letters requesting fu nds before January 1, 1970, will receive letters of assured financial assistance within one week of receipt of the request, according to new HUD procedures. Direct Consultation To date , NRPA has provided consultant expertise on 13 different service visits. Cities selected to receive assistance include Toledo and Dayton, Ohio ; Tampa, Florida; Seattle , Washington ; Portland, Maine ; Savannah , Georgia; Butte , Montana ; and High Point, North Carolina. Additional cities will be visited in the future as requested by the MCA office in Washington, D.C. Representatives from the NRPA project staff, from the MCA Washington, D.C. office, and specially selected consultants visit cities to undertake a general survey of the recreation and culture operations, to assist with tl1e development of a work program fo r future action and to offer specific help on problems or the development of new approaches to programmi ng and facil ity design . Among the concerns identified by the first cities selecte d are the design and operation of educational camps and water-based facilities, ways of encouraging and achieving citizen involvement in planning recreation and cultural activities, design and use of mini-parks and school- Special Procedures l. - 10 - Applicants may either file a complete application under the Open Space Land Program or they may sin1ply file a letter of intention to submit an application. The letter of intention should contain the following: (a) Name and address of applying agency, (b) General neighborhood or location of the site(s) to be acquired, (c) Estimated total project acreage and cost including acquisition and development, (d) A commitment to acquire the land and complete development within one year. �2. 3. 4. 5. 6. 7. Upon rece1V1ng an application or letter, the Assistant Regional Administrator for Metropolitan Development (ARA/MD) may issue a "letter of assurance" immediately, but in any event, the Regional Office shall respond to the applicant within one week. The letter of assurance will temporarily set aside necessary funds following which the community has 90 days to complete the necessary action that can permit formal action on an application. If the applicant has not taken action on the assurance after 90 days, the assurance is cancelled. Applicants need not specify individual tracts or parcels for acquisition. Approximations {"four sites totalling about three acres") will be adequate for the purposes of the letter of assurance. Land appraisals need not accompany the application, but appraisals will be required prior to contract execution. If a community goes ahead without a concurred-in-price, it does so at its own risk if the price exceeds HUD's subsequent price determination. Only low-income neighborhood projects qualify for these special procedures. Any neighborhood with a median family income of $5 ,000 or less will automatically qualify. The letter of assurance procedure is effective until January I, 1970. TECHNICAL ASSISTANCE CONTRACTS Consulting firms have made several misrepresentations to Model Cities recently . They have stated that they are the "approved" technical assistance contractors under contract with the Deparment of Housing and Urban Development in the various functional areas in which contracts have been le t. Most of the technical assistance contracts that have been awarded by the Department are contained in the first issue of the Technical Bulletin on page eleven . All others are included below. The Planning and Evaluation technical assistance contract with OSTI was inadvertently left off the last list of HUD contracts fo r technical assistance to model cities. TECHNICAL ASSISTANCE ON INC OME PROGRAMS Alvin Schoor of the Brandeis University Income Maintenance Project in Washington, D.C., a project funded by the Ford Foundation, recently prepared and distributed technical assistance materials on income maintenance to model city agencies. HO USIN G AND URBAN DE VELO PMENT ACT OF 1969 NEARS PASSAG E The House and Senate have passed differing versions of the Housing and Urban Development Act of 1969, and conferees are scheduled to meet the first week of December to work out a compromise. As presented to Congress by the Administration, the original bill was relatively uncontroversial ; its primary function was to extend HUD program authorizations due to expire at the end of this fiscal year. The bill also provided increased federal contributions for public housing. Both the House and the Senate, however, added many new provisions, including greatly liberalized construction cost limits for federally-assisted housing, elimination of the income limits on the Section 312 rehabilitation loan program, and elimination of the workable program requirement for certain federally-assisted housing programs . The Senate bill contains a new subsidy for very low income public housing tenants (Brooke amendment) and authorizes disposal of surplus federal land to local governments on favorable terms for housing sites. The House bill has two provisions of direct interest to Model Cities. One requires the HUD Secretary to give a preference in processing urban renewal applications to projects which are part of approved Model Cities programs. The other authorizes the use of IO percent of total Model Cities grant funds in smaller cities without regard to the limitation that grants cannot exceed 80 percent of the local share of other programs employed in the area. The House bill also contains language which changes the Neighborhood Development Program (NDP) from a strict annual process to allow local discretion to proceed on a two-year basis. A specific percentage of the total urban renewal authorization is set aside fo r NDP projects. In addition, an amendment was added on the House floor by Rep . Lowell Weicker (R-Conn .) which re quires that each low or moderate income housing unit torn down in an urban renewal project must be replaced with a new one in the project area. EVALUATION CONTR ACTS Subject Contractor CDA Information System . . . . . . . . . . . . Consultee , Inc. Training and Installation . . . . . . . . . . Transcentury Corp. Peat, Marwick, Mitchell , & Co. Training, Research, & Development, Inc. Fry Consultants Final action on the bill is expected before the end of this Congressional session . - 11 - �HUD APPROPRIATIONS CLEARED BY CONGRESS JOB OPPORTUNITIES The FY 1970 appropriations bill for the Department of Housing and Urban Development was cleared for the President's signature November 18, as both the House and the Senate adopted the conference report which resolved differences between the versions of the bill each had passed earlier. The bill includes $575 million for the Model Cities program. The House agreed to accept the Senate figure of $1 billion for Urban Renewal, but in return the Senate acceded to a House figure of $50 million for the rent supplement program. The complete appropriations picture for HUD is set out in the following chart: MODEL CITIES DEPUTY DIRECTOR (Project Coordinator), Fresno, California, $1019-$1239 per mo., must have a B.A. or B.S. in public administration, sociology, education or related field, and at least three years experience in group work, or in a health, employment, or social service agency, including two years at a supervisory level. If interested, send applications to the Model Cities Office, lO ll E. Florence Avenue, Fresno, and the Fresno City Personnel Dept. For application forms, write to Fresno City Personnel Department, 1230 N Street, Fresno, California, 93721, or phone 266-8031, Ext. 311, Area Code 209. Exam I.D. No. 901-16-1169. Program (figures in millions.) Budget Request Urban Renewal Model Cities program grants Homeownership (235) Rental Assistance (236) Rent Supplements Public Housing 701 Compre. Planning Rehabilitation loans (312) Title 8, Comm. Dvlpmt. Tmg. Neighborhood Facilities Open Space Water & Sewer Urban Research Fair Housing (a) House 100 nate 250(a) Final 250(a) 675 100 100 100 473 60 500 80 70 50 473 50 600 100 100 100 473 50 575 90 85 50 473 50 50 45 45 45 8 3 3 3 40 75 135 25 5 40 75 135 25 7 40 75 135 25 6 45 85 135 30 10.5 MODEL CITIES PROGRAM DEVELOPER, Fresno, California, $742-$902 per mo., B.A. or B.S. in soc., pol. sci., ed., or related field and at least one y_ear experience in health, ed., or social agency. If interested, see above for application procedures. Exam I.D. No. 903-22-1169. Sen- 250(a) MODEL CITIES DEPUTY DIRECTOR (Planning), Fresno, California, $859-$1044 per mo., B.A. or B.S. in above fields, and three years experience in group work or with a governmen ta! planning agency, including two years at a supervisor level. See above for application procedures. Exam I.D. No. 902-15-1169. PUBLICATIONS Adde, Leo, Nine Cities: The Anatomy of Downtown Renewal, Washington, D.C., 1969. The results of an intensive investigation and reporting on the experiences of nine American cities combating the decline of their downtown districts. $750 million was appropriated in advance for FY 1970 last year. The $250 million additional appropriation brings the total to $1 billion. Arnstein , George E., "Colleges Can Reach Out to Troubled Cities with Action, Assistance, Analysis," College and University Business, September, 1969. To help colleges become involved in the Model Cities program, this planning guide offers specific suggestions as to where higher education can fit into the process of Model Cities. A concerted effort by the National League of Cities, U.S. Conference of Mayors, and National Association of Housing and Redevelopment Officials to secure Senate passage of the full $1.6 billion authorized for urban renewal failed by two votes (34-36) but key Senators committed themselves to work for a supplemental appropriation bill before the end of this fiscal year which would include the additional $600 million authorized to be appropriated for renewal. This $600 million total includes $187.5 million expressly authorized for renewal projects in Model Cities. Holleb, Doris B., Social and Economic Information for Urban Planning, Chicago, 1969. A handbook designed to help planners locate information relevant to urban issues. This Bulletin is prepared for and in cooperation with the Model Cities Directors Association. Paul R. Jones President Horace L. Morancie Erwin France Secretary First Vice President James J. Miller Donald A. Slater Parliamentarian Second Vice President Prepared by the MODEL CITI E S SERVIC E C E NTc R of the Center for Program Implementation National League of Cities and the United States Conference of Mayors � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document 1612 K STREET, NORTHWEST WASHINGTON, D.C. 20006 Vol. I, No. 2, December, 1969 HEW INCREASES FUNDS FOR MODEL CITIES The Department of Ht;alth, Education, and Welfare has announced tentative figures for funding reservations for Model Cities; the Department will _be placing in reserve for Model Cities use a total of $54.8 million for 38 programs. Specific program earmarks are not yet available. In addition to these reserved funds, HEW's support for Model Cities in FY 70 will include continuations of funding for Model Cities projects funded from FY 69 resources, currently estimated at between $50-60 million of FY 70 project grant funding. HEW also plans to provide support to model cities through technical assistance contracts and non-geographically focused programs. For the first time, HEW will utilize formula grant resources that will be "targeted" for Model Cities use in selected State plan programs on a demonstration basis. HEW will attempt to seek redeployment of State plan funds to be used more effectively in model neighborhoods, as a complementary approach to funding reservations, which is aimed at increased use by Model Cities of the large institutional funds passing through the state which constitute 80-90% of HEW's total funds. Thus, the total FY 70 support for Model Cities from HEW will be in the neighborhood of $ 100-120 million, plus nonreserved priority programs and redirected formula grant resources. These earmarks are subject to the appropriation process and may be affected by the level of HEW appropriations for these programs. HEW ENCO URAGES WIDE USAGE OF "SERVICE" FUNDS On November 10, 1969, the Under Secretary of HEW, John Veneman , issued a new policy statement aimed at encouraging improved coordination of the massive institutionalized HEW dollars now going into the Model Cities areas. He cited the limited use of HUD supplemental funds in Model Cities as part or all of the non-federal share in formula grant programs which require "local" matching. To date, "limited HUD supplemental funds are being used to provide services which can be readily provided under the institutionalized programs of HEW and other departments. The services being purchased with 100% HUD and local funds include day care, pre-vocational counseling, employment counseling, adult and pre-school education, welfare consultant planning, homemaker services .. ." He stressed that the new policy would require innovative approaches toward uses of HEW resources and the close cooperation of the appropriate State agencies. Examples of innovative uses of HEW funds and HUD supplemental funds can be found in the Baltimore, Maryland, and Portland, Maine, Model Cities program. In Portland, HUD has declared the whole city eligible for day care services and has provided $230,500 worth of supplementals to be matched with $872,000 of Title IV-A HEW funds. Baltimore has a variety of day care programs, each funded on a 3: 1 (HEW: HUD) basis. One program provides for a decentralized system of six centers for a total of $393,452. Another provides "block day care" facilities for a total of $346,627. A third facet of the program provides a $35,527 emergency aide child care service. In all of these programs, HUD supplemental funding has served as a fiscal incentive to innovative programs. ASSISTANT SECRETARY HYDE RESPONDS TO STEERING COMMITTEE In response to requests by the Model Cities Directors Association, Assistant Secretary Floyd Hyde responded in a letter to Michael DiNunzio, Denver CDA Director, on November 12, 1969, on several areas of crucial concern. In his letter, the Assistant Secretary stated : "In order that the Model Cities Service Center can satisfactorily carry out the activities you suggested in your September 5 letter, which are (Con tinued on page 2 ) �The CDA Director, chosen from the School of Engineering, was given a one year leave of absence in which to complete the Model City planning; all other faculty consultants retained their teaching assignments but were expected to inject relevancy into their classes through the Model City planning effort. The Assistant Director, who had OEO and Federal program experience, was chosen to provide continued direction following termination of the University contract. Rounding out the CDA staff was a model neighborhood planning aid and an office secretary. similar to my own conception of the Center's activities, I would be receptive to utilizing supplemental funds for dues to be paid to the Center for activities related to the Directors' Association. As I have stated before, however, I do not wish to separate the CDA Directors from the city governments which have ultimate responsibility for the Model Cities program." The Assistant Secretary also noted that it was most important that CDAs be involved early in the process of selection and negotiation of contracts with state governments. He stated, "We also intend to involve CDAs in evaluating these state technical assistance contracts." The letter went on to suggest that the Association might wish to establish working committees on such activities as state role. These committees would work with MCA staff on matters of common interest and concern. Mr. Hyde closed his letter on the following note: "I look forward to working closely with the Association." This staff of four is responsible for coordinating planning activities, scheduling meetings, arranging for expert consultations to task forces, and submitting required reports to HUD. The university consultants serve as discussion moderators to citizen task forces, submit meeting reports, conduct data searches and joint problem analyses; they are also responsible for preparation of the mid- . planning and final planning statement in compliance with submission requirements. After five months of problem analysis these University consultants had acquired sufficient data, information, and community perspective to prepare detailed summaries of citizen attitudes and needs for improved urban life that would form the basic components of the required MidPlanning Statement. Following a series of writing sessions that involved CDA Staff, consultants and citizen representatives, a Mid-Planning Statement was prepared for submission to the Model Cities Review Board and City Council. It outlined the city's problems, community objectives to relieve these problems, and a strategy for achieving them all of which reflected the needs and desires of the neighborhood residents. The total time-period consumed was six months - the time alloted in the original work planning schedule. UNIVERSITY INVOLVEMENT: THE COOKEVILLE, TENNESSEE EXPERIENCE Written by CDA Director A. Cannella, this article describes the Cookeville, Tennessee experience in utilizing university talent to meet HUD's planning requirements. It does not purport to be the only solution to personnel shortage problems, but suggests a source of professional assistance available to many communities. After its selection as a second round city in November, 1968, Cookeville officials endeavored to hire CDA staff to complete the first year planning effort as prescribed in HUD guidelines. Because Cookeville is a semi-rural community of 15,000 and in a depressed area of Appalachia, staff planners of the type required are not locally available. The city is the home of Tennessee Technological University, a source of ample professional and para-professional persons most of whom reside in the city. Consequently , after a futile search for staff employees, the city contracted with Tennessee Technological University to provide a fulltime CDA Dir~ctor and seven consultants to work continuously with citizen task forces throughout the planning process. In addition , graduate students with specific talents were provided to undertake research studies such as housing needs, solid wastes management, health facilities and others. All facilities of the University were available to the CDA, including an IBM 360 Computer with requisite software and programmers. The faculty and students assigned were selected on the basis of their knowledge, interests, and wi!Iingness to work cooperatively with citizens of every type background and economic level without pedantry. During the next three months these University consultants will continue to update the Mid-Planning Statement by filling data gaps, preparing program descriptions and budget requirements and setting an order of activity for the first year action plan. This will , of course, involve continued meetings with citizens as well as agency heads and local officials. The University-CDA effort has proven most satisfactory and the results achieved thus . far are very commendable. Professional areas represented by the seven task force consultants include sociology , history , political science, economics, engineering and education. They have all developed outstanding rapport with neighborhood residents participating in the task forces analyses and have served as excellent catalysts in group dialogue ; they have, in effect, provided sensitivity training within their respective task forces , producing a temporizing influence that has been most beneficial in achieving the objectives of Model City planning. - 2- �of lich n- exe l·ho to he s a rry. ing for ~ed !l.ising , es; j diith ·erJn, i es lat idms ta- us. It to orsix ng )Il- te,ns 'or m- UNIVERSITIES AN D URBAN PROBLEMS Training and Technical Assistance There is a natural tendency to look to universities for training and technical assistance support in the fields of community action and community development. However, results thus far have been, at best, mixed. It is clear that the "glancing blow" technique is unsuccessful. Exposure of agency or organization personnel to brief, one-shot lectures or seminars provided by the universities is of little value. The faculty member usually has no deep understanding of the strengths and weaknesses of processes and programs that the agency might employ to achieve its objectives; the faculty person is, therefore, perceived by the staff or agency volunteers as dealing in generalizations or abstractions. Additionally, the more formally structured classroom approach tends to be repellant to many community workers. The following article, written especially for the Technical Bulletin, is by Dr. Thomas Broden, Director of Urban Studies at the University of Notre Dame. The author's premise is that the universities have thus far contributed to the conditions of blight and poverty instead of helping to remedy them. The forthcoming discussion is concerned with ways in which this cycle can be reversed. Internal Reform If the universities wish to be helpful to the Model Cities efforts, they must first ask themselves several questions which reflect the current state of their internal operations: Do the recruiting, admission, and aid practices of the university result in a student population fairly representative of Black, Mexican-American, and Indian students? What can the university do to improve this record? How many minority faculty members, administrators, employees, and trustees does the university have? What can be done to improve this record? Is the curriculum of the university reflective of the multi-racial and multi-cultural character of the world in which we live? Does it accurately deal with race and cultural relations, past and present, in America and around the world? Do the community relations and investment policies of the university help or hinder the achievement of the Model Cities goals of community development, the alleviation of poverty, and equality of opportunity? What can be done to improve this? The talents of faculty members or stude"nts for training and technical assistance are more likely to be helpful if a more personal, cooperative working relationship of some duration can be established between the Model Cities staff or volunteers and university persons. Representatives of the university should make clear the kinds of resources - legal, accounting, architectural, economic development, management, community development, etc. - that are available. It is then up to the Model Cities neighborhood residents, staff or volunteers to decide whether or not they wish to avail themselves of the services of these students or faculty. If they do then an on-going working relationship, preferably in the community, can be established so that the general professional or disciplinary capabilities of the student or faculty can be translated into the circumstances of the particular community and program involved. Qualitative improvement in our communities will only take place when our basic institutions - schools, business, labor, industry, law enforceme nt, courts, government services, church - are changed and become more open to and responsive to the needs and interests of all citizens. Universities must change in this regard and their change may encourage other institutions to do likewise. In any event, it is necessary to clean up one's own house before presuming to help out elsewhere. This requires joint planning by the university representatives and persons in the community. It also implies an expenditure of time and effort on the part of faculty and students that exceeds "spare time" activities. This means that student work-study of this kind should address fundamental causes of blight and poverty such as institutional racism; impersonality , ineffectiveness, and injustice of modern urban institutions; the difficulty and complexity of urban environmental control ; and so o n. The student sh ould understand the strategy and tactics of the organization or group he is working with to alleviate one or more of these root causes and scientifically report his findings and conclusions from time to time. There should be regular meetings with community people, faculty members and other students engaged in related work-study efforts. Such work-study activities can be helpful to the community , a learning process for the students and faculty, and the basis for the development of a body of community research data. When study and teaching, research and service are meshed in to such a work-study activity , academic credit should be nd Advocate in the White Community is- m1sk ~al 1ve !SilVe in ive 1as iel In the same vein, predominantly white universities can be helpful in interpreting the Model Cities program to the leadership and citizenry of the white community. By indicating support for the Model Cities effort, a white university confers a measure of respectability and credibility on the program in the white community. This support may take many forms - from active institutional involvement in the program to technical assistance to neighborhood and community groups who themselves are more directly involved. This may call for a change of posture for many universities, away from an "establishment" orientation t oward a more community-wide orientation . - 3- �CDA LETTER NO. 10 IS SENT TO STEERING COMMITTEE extended for it to the students; it should also be recognized as part of the faculty member's semester or yearly load, not something he is expected to pile on to an otherwise full load. One other word on agency staff training. Many community workers, particularly the poor or those subject to discrimination, place a high priority on academic certification and look most favorably on training programs that combine job skills with such certification. Many schools, particularly community colleges, have collaborated in the development of staff training programs which combine more traditional college work with skills training and result in some kind of academic certification. The CDA Steering Committee is being sent copies of various policy statements to be included in CDA Letter No. 10 for their comments. CDA Letter No. 10 arose out of city submissions that have so far been reviewed. Past experiences with model cities indicated the need to specify what was expected of cities under the Model Cities program. The policy statements contained in this letter, supplemented from time to time, provide cities with answers to the real questions that have not been adequately dealt with through present requirements. Determination that a city is in compliance with these and other applicable policies will be an important part of the review of comprehensive programs, and of projects and activities within comprehensive programs. HUD expects CDAs to distribute these policy statements to all program participants. The policy statements are being considered in the following areas: Resident Employment, Administrative Capability, Use of New Corporations, Equal Opportunity, Citizen Participation, Economic Development, Loans, Expenditure of Funds, Use of Supplemental Funds, Expenditure Rates, and Maintenance of Effort. Research and Evaluation Universities are generally more competent in the areas of research and evaluation than they are in the areas of training and technical assistance. In the research area particularly, they are doing their own thing. However we have a long way to go in the development of a system of critical evaluation and reporting of the many pilot, demonstration, experimental, and other efforts that have been or are addressing community problems. And we are even farther away from the development of an effective communications network or system so that interested communities, government agencies, foundations, and universities can keep abreast of the strengths and weaknesses of various efforts to alleviate blight and poverty. Industry, government and the foundations have a far more effective communications system in the field of physical sciences than we have in this area. There are one or two encouraging developments worthy of mention. The first is the effort to develop indicators of social progress to serve as measures or benchmarks of social needs and the impact of programs addressing these needs. Implicit in this effort is the need for a more comprehensive and consistent social information base. The second is HUD's Urban Observatory Program under which a handful of local communities and universities are joining in the analysis and reporting of local efforts to alleviate social problems. The communities in the program then are to develop a systematic exchange of data and current information. Both of these are embryonic but promising efforts. COMPREHENSIVE PLANNING ASSISTANCE SUPPORT TO MODEL CITIES FISCAL YEAR 1970 Planning funds are available to eligible applicants for the support of Model Cities planning and evaluation activities through the Comprehensive Planning Assistance Program (701 Program). 1. Scope of the Program The Comprehensive Planning Assistance Program provides grants to foster sound community , regional and statewide comprehensive planning. The broad objective of the program is to establish the comprehensive planning process as a continuing function of government. More specifically, it attempts to strengthen the capacity of government to guide the allocation of scarce public and private resources, to address critical social concerns, to improve the quality and efficiency of the development of land and associated facilities, to improve the quality of analytical methods and techniques used in the planning process , and to secure the participation of business and voluntary groups in the planning and development process. Conclusion The same can be said of university-Model Cities cooperation. Some faculty members and students want to make their talents available to the communities of which they are a part and some Model Cities neighborhood residents staff and volunteers want to make use of these universit~ resources. However we are just beginning to develop effective processes to satisfy these mutually supportive interests. 2. Funding Levels Assuming an expected appropriation of $50 million in fiscal 1970 for the 701 Program, a total of $6 million is tentatively allocated for the Special Projects Account, a substantial portion of which is specifically identified for Model Cities support. The remaining allocations in Special - 4- �fB of 8'-J'o. of ast tify role· to I 0 f,'ith ~ese of snd ects -am tthe tive iity, IExods, RT for jon nee >ro=itethe ess lly , to ~es, lity ted md the the ion n is t, a for cial Projects Accounts, though directed at other priority areas, will undoubtedly result in important, though indirect, benefits for Model Cities. The remaining $44 million in Regular Account is not specifically identified with Model Cities. However, Model Cities may be among the beneficiaries of Regular Account 701. The proportion of Regular Account funds made available to support model cities planning will depend largely on the quality, timeliness and relevance to national priorities of applications for assistance. b. Studies, analyses and recommendations for meeting identified problems and opportunities; c. Studies and analyses of government processes and fiscal resources and capacities; d. Determination of priorities for action in meeting problems and fulfilling opportunities; e. Coordination of related planning activities; f. Preparation of implementation elements, including fiscal plans and programs for capital investment and services, and legislative, regulatory and administrative actions to support comprehensive planning; g. Activities necessary to establish and maintain proper citizen participation; h. Reviews and evaluation studies to assess the quality of plans and implementing instruments. Special Projects Account activities must be innovative in character, susceptible to careful evaluation, and. present attempts to advance the level of knowledge in response to urban problems. Special Projects will be closely monitored by Central Office of Metropolitan Development; the lessons learned will be disseminated to interested agencies throughout the country. The Special Projects Account is the "cutting edge" of the 701 program. It was established to encourage a fresh look at old problems, the development of imaginative approaches to new challenges. HUD will give special attention to those proposals which will increase the role of Blacks, Mexican-Americans, and Indians in the comprehensive planning process, as participating citizens and professionals. In addition, it is concerned with assisting state governments to gear up for a concerted attack on critical urban problems. 3. Priority Activities Highest priority will be given to applications for 701 assistance in planning activities related to housing (including Breakthrough), minority assistance, governmental management and coordination, citizen partjcipation, volunteer services, inner city, water, sewer and open space. 4 . Eligible Beneficiaries and Applicants for 701 Assistance Model cities may be eligible beneficiaries of 701 planning assistance through state planning agencies as applicants for 701 if they have populations under 50,000, are counties regardless of size, or are exception cities, i.e., EDA Title IV designated redevelopment areas, disaster areas, or federally-impacted areas. In addition, Metropolitan Regional Councils, including organizations of public officials (such as COGs), Metropolitan Planning Commissions, and Joint City-County Planning Commissions, may be eligible applicants for 701 funding of planning activities which are carried out as part of their metropolitan-wide planning and are closely related and useful to model cities. States may be eligible applicants for 701 funding to enhance the capacity of the governor's offices to coordinate State planning and programming activities as they relate to and benefit local model cities planning and programming, to assist and encourage State departments to provide technical assistance to model cities, and to encourage State departments in providing State program funding to Model Cities as well as helping facilitate the flow of Federal program funding to Model Cities for which the States act as conduit. 6. Technical Assistance Regional HUD staff has been instructed to offer technical assistance to potential beneficiary model cities and eligible applicants in identifying planning activities where 701 support can be most constructive. HUD Regional staff has been urged to offer technical assistance to eligible applicants in filing applications fo r 701. With respect to Special Projects, applicants should not prepare complete 701 applications, but rather prepare short (2-3 page) pre-application descriptions of proposed activities, to be used as the basis for discussion with Regional staff. 5. Regular and Special Projects Accounts Comprehensive 701 support to Model Cities is available from R egular A ccount and Special Projects Account. Regular Account activities are described in the Comprehensive Planning Assistance Handbook (MD604 l. l) pp. 23-28 for activities funded through state agencies and pp. 42-44 for activities fu nded through Metropolitan Regional Councils. Examples of eligible Regular Account activities are : a. Identification of human , economic, social, physical and government problems and opportunities; 7. Additional Information Additional information regarding the Comprehensive Planning Assistance Program as it relates to Model Cities, will be available from the HUD Regional Model Cities Administration staff and the Regional Program Coordination and Services staff, or from David Einhorn, Urban Planning Advisor, Program Development Staff, MCA , HUD , Washington, D.C. (202-755-5524). - 5- �served and detailed reporting. If the agency agrees to perform detailed project evaluation, then the CDA can concentrate on other types of evaluation such as evaluation of the total program. However, if agencies operating projects do perform evaluation, then the CDA must make sure that the quality of the evaluation meets the needs of the Model Cities program and that agency staff is available and qualified to do the job. c. Other evaluation activiites and resources. Many programs in existence before Model Cities will probably be part of the city's plan. These programs might have evaluation data which is useful for problem analysis, project evaluation, or program evaluation. There may also be agencies which have collected data in the past and now have information systems which can be used. For example, a city may have a file on land properties which gives their land use and property value. All information sources should be used to avoid doing work that has already been done. Also, it may be possible for a CDA to submit a joint application for evaluation money from programs other than Model Cities. For example, a local planning agency might submit an application for 701 funds to be used for Model Cities evaluation. Where possible, cities should use funds from different sources for evaluation, not just supplemental money. Money for planning surveys, for example , could be tied into a year's evaluation activity for the program as a whole, even though the money comes from one program source. Demonstration projects are another source of evaluation money, since many of these kinds of projects require extensive evaluation activities. Planning moneys funded in one functional area can be legitimately used for planning and evaluation in another functional area, where there is overlap and where the money is used to find out effects of different programs on one another. ORGANIZING FOR EVALUATION This article continues the series on evaluation which began in the first issue of the Technical Bulletin. Reprints of this article are available on request; cities can also modify this article for their use. In order to make this series useful to you, we would like your suggestions for subjects to be discussed in future issues. Introduction The article about evaluation that appeared in the previous bulletin discussed general questions of evaluation. Many cities are faced with the practical question of how to organize to perform evaluation. This article deals with the conditions that affect how one decides to organize for evaluation and the advantages and disadvantages of using the local Model Cities Office (called City Demonstration Agency or CDA), cooperating agencies, contractors, and residents. Whatever the organization a city sets up for evaluation, it should always have the capability to: a) define what it needs to evaluate monitor evaluation performed by persons who b) are not CDA staff, to assure a useful evaluation delivered on time analyze the information provided by evaluation c) d) give the results of evaluation to all parties making decisions use the information to affect decisions about e) the program and improve the program for the next year. Conditions That Affect Who Performs Evaluation Important conditions that affect who performs evaluation are: the number and quality of staff available to do evaluation, arrangements with cooperating agencies, other evaluation resources and activities, and the coordinating and management function of the CDA. a. Staff available. All other conditions being equal, evaluation of projects coordinated by the CDA is best done by the CDA. However, the staff may be small, cooperating agencies may be willing to do project evaluation, and the CDA may decide that using staff to evaluate total program while only evaluating priority projects would be more efficient. In general, assuming that staff is capable, the CDA should use its own resources on the most important evaluation needs. b. Arrangements with cooperating agencies. When a contract is signed with an agency to operate a program, that contract should define what kinds of data will be reported, how often, and what other types of evaluation aside from regular reporting will be performed by the agency. The activities defined in the contract can vary from limited data collecting and reporting to in tensive follow-up of people d. Coordination and managment. In most cases, the CDA will be coordinating and monitoring projects, evaluating them, and planning for an improved program. This means that, in the beginning, much of the evaluation may be project monitoring to see that organization of projects, their staffing, training, basic operating conditions, etc., do occur on schedule and with desired quality. Further, once the programs begin operating at full capacity, the CDA will want to know what are the accomplishments of the program and the projects, whether they are meeting expected objectives, what their problems are , and a host of other questions which can all be summed up by asking, "What is happening in the program?" Regular monitoring of the projects by the CDA staff and the operation of an information system from the cooperating agencies to the CDA is the most common way of obtaining such information. The size of a city, and the complexity of a program, shape the design of such a system. - 6- �Alternatives in Implementing Evaluation CDA staff are needed to be sure that the contractor is performing the correct job, and the city may get results which have less effect on people because there is no one personally involved with the report or because the city may not fully understand or be committed to the findings. There are four basic alternatives to consider in choosing who shall conduct evaluation; evaluation by inhouse staff, evaluation by cooperating agencies, evaluation by a contractor, and evaluation by residents. How much one relies on any one of these four choices affects how the CDA is organized. There are good and bad points to consider in each choice. a. In-House Staff. Utilizing in-house staff has the advantage of CDA control over personnel, their assignments, and direct project supervision. Bureaucratic delays and necessary cooperating agreements are by-passed. The translation of data analysis into recommendations for action is sometimes considerably shortened. Disadvantages are that CDA staff time is sometimes not available and, if available, may get taken off evaluation to meet emergency or other situations. Evaluation of one's own activities is often helpful, but sometimes one can get more useful information by having another person evaluate your operation because he may have a more independent view. If other agencies are to be evaluated by CDA staff, the diplomatic channels and agreements for how this is to be done must be worked out in detail to reduce conflict between agencies. b . Cooperating Agency. Utilizing cooperating agencies for evaluation has the potential opportunities for sharing costs, providing for data collecting in the most efficient manner, creating in advance the groundwork for making sure that evaluation results in action by involving the affected agency, freeing your own staff for other work, and generally increasing the involvement and coordination of other agencies with the Model Cities program. The disadvantages are that the CDA does not have direct control over the work being performed, the agency involved has a stake in the results of the evaluation and will tend to be less objective, the CDA is dependent on agency agreement, and the evaluation project will tend to be controlled by the needs of the cooperating agency. The CDA needs must be clearly specified in advance and agreements must be reached so that the work is done in a way that meets CDA requirements. c. Contract. Advantages of utilizing contractors are that the CDA has brought specialized services presumably tailored to needs, the contractor is responsible to the CDA, more objectivity is acquired by utilizing someone outside the program, staff resources are freed for other uses, and the contractor can sometimes perform evaluation that the CDA might not wish to undertake because of political reasons. Some disadvantages are that contractors often do not train staff and therefore do not usually give a long-term benefit to the agency , they are not familiar with the local situation and spend time learning it, special effort by the d. Residents. Using residents in evaluation has the advantages of ensuring that evaluation meets the needs of the people, helps tie the results of evaluation into future planning and programming, helps lift the technical competence of the residents, and gives special emphasis to the insights of people who actually experience the problems of the neighborhood. Some disadvantages are the lack of professional experience and knowledge necessary for some evaluation, necessity for training and orientation, and possible bias in collecting data and analyzing results. An Example to Illustrate How One Might Assign Responsibilities for Evaluating a Project Suppose there is a project in Education which has priority because if it is successful, it might be greatly expanded and lead to significant changes in the way model neighborhood children were educated. The CDA might agree with the school system that the system would not only provide regular quarterly reporting but that an outside consultant hired by the school system would be used to evaluate the project in greater detail than the regular reporting ordinarily provides. The CDA would be given an opportunity to participate in the evaluation design and the final report. Special provision would be made for residents to independently comment on how the project was operated and how it affected them. Another situation might be that the CDA staff has an educational expert who is respected by all parties. In this case, he alone might be responsible for the evaluation, in addition to the regular reporting of the school system on the project. · A third choice might be an independent consultant working alone because neither the CDA nor the school system has staff available and/or qualified to do the job. In this case, special efforts must be made to ensure that the consultant does his job according to the needs of the school system and the CDA. A fourth choice might be to assign primary evaluation responsibility to a resident evaluation unit which is staffed by professionals but responsible to the citizen participation structure. The school system and the CDA Evaluation unit would be given an opportunity to participate in the evaluation design and the final report. Whatever choice is made about who is to do the evaluation, the work is useless unless the report can be understood and its findings used to decide if the project should be changed, expanded or dropped. - 7- �No. 1: Process-Oriented Concerns COMPONENT ANALYSIS : RELATIONSHIPS OF CDAS TO CITY GOVERNMENT A. Patterns for CDA Structure This pattern of internal structure is usually divided into divisions or program units responsible for planning and evaluation, program administration, coordination, and community organization. Of the first thirty-five model cities to receive supplemental grants, twenty-three cities had a CDA internal structure based on process oriented concerns. Examples: The CDA in San Antonio, Texas, is organized into the following units: program planning and evaluation, program coordination, administration, and citizen participation; the CDA in Smithville-DeKalb County, Tennessee, is organized into divisions for planning, coordination, evaluation, and administrative and management services. Location in City Governmental A recent analysis completed by HUD and the Model Cities Service Center is the result of a survey of the first thirty-five cities approved for Model Cities implementation. Four models, or distinct patterns, have emerged based on the CDAs' location in the city governmental structure. Pattern No. 1: CDA as Part of the Chief Executive Officer's Office. Of the first thirty-five cities, fourteen were organized in the mayor's or city manager's office. Examples: The Baltimore Model Cities Agency is a unit in the Office of the Mayor and will use the powers of the Mayor for program management and the discharge of its coordinating functions; in Denver, the Model City core staff coordinates, evaluates, and monitors all program activities, and is directly responsible to the Mayor and assigned to his office. No. 2: Functional Area Concerns This pattern of internal structure is usually divided into divisions or units with responsibilities for one programmatic area - health, social services, physical redevelopment, etc. Of the first thirty-five Model Cities to receive supplemental grants, thirteen cities had a CDA internal structure based on functional concerns. Examples: The CDA in Reading, Pennsylvania, is organized into units that include human resources development and physical development; the Dayton, Ohio, CDA is organized into units responsible for health, social services, and employment as well as for planning and coordination. Due to the nature of the Model Cities program, CDAs that are organized based on functional areas also usually include a unit that is process-oriented, i.e., planning and coordination. Pattern No. 2: CDA as a City Department. Of the first thirty-five cities, eleven were organized as a regular department of city government. Examples: The Huntsville Model City Staff Office operates as a city department directly under the Mayor; the Texarkana, Texas CDA is an established department of the city called the Department of Community Development with status and authority equal to that of other city departments. Pattern No. 3: CDA as a Division or Bureau within an Existing City Department. OPERATING RESULTS IN SOME EARLY MODEL CITIES Of the fust thirty-five cities, three were organized as divisions or bureaus of existing city departments. Examples: Highland Park, Michigan has a Department of Community Development with a City Demonstration Agency Division; in Tampa, Florida, the CDA is the equivalent of a bureau of the City of Tampa. HUNTSVILLE, ALABAMA Huntsville has 80 of its 84 operating projects and activities underway. *Two hundred and fifty persons are enrolled in adult education and vocational training. *More than 200 youths, either first offenders or near delinquents, are taking part in vocational training, crafts, and recreation in a program directed by the juvenile division of the Sheriff's office. *In-school programming, all of which began promp tly in September, has provided for or is providing for testing of 8 0 students, 1OS students in special education , and social case work with 150 potential dropouts. Pattern No. 4: CDA as an Independent Board, Commission, or Agency. Of the first thirty-five cities, seven CDAs were organized as an independent board, commission or agency with its administra tive staff reporting direc tly to it and not to the city's chief executive officer. The City Council has ultimate responsibility for the program. This pa ttern of administrative structure has caused problems fo r HUD in the review process. Consequently , amendments have been required to assure that the ci ty has full and ultimate responsibility for the program and to assure that the city exercises that responsibility. NOR FO L K, VIRGI NIA Although Norfolk's contract was not tendered until August I 5, 1969, the city has negotia ted third-party contracts or agreements for 83% of its first year supplemental fu nds. *One of the four neighborhood service centers is open and functioning at full staff. It now offers recreational activities, health services, mental health services, and welfare services. Soon the adult basic education and home B. Pattern s of CDA Internal Structures The internal structures of ci ty demonstration agencies are organized according to one of two patterns: - 8- �economic class will be in operation. *Norfolk's Model Cities education program was started immediately upon contract for the beginning of the school year. Projects include team teaching, teacher training, early childhood education, a community school, and parent-teacher consultation, involving a total of 13,000 children in the model neighborhood. total program will be underway by December 1-15. *In recognition of the City's bankrupt state, it is important to note that supplemental funds have been successfully used as a multiplier in several projects now underway. *The program is using $130,000 (supplemental) to hire increased teachers and provide better facilities for a model demonstration school. *Another project uses $50,000 (supplemental) as seed money by a newly established Local Development Corp. to attract other funds to underwrite neighborhood minority business. CHICAGO, ILLINOIS A good start has been made in getting the majority of priority first year projects into operation. Twenty-five projects totalling $26 million ( out of a total supplemental grant of $38 million) are underway. *Two of four Comprehensive Health Centers ($2.8 million supplemental; $2.5 million city bonds) are ready to open with professional staff hired and 56 neighborhood paraprofessionals in training. *The Early Childhood Education project ($225,000 supplemental) is already close to its fust year goal of providing concentrated services to 250 two and three year olds. Community Development Corporations ($1.8 million supplemental) have been formed in all four model neighborhoods under the leadership of the Mortgage Bankers Association, Chicago Economic Development Corporation, and Sl3A. *The Increased Streets and Sanitation project ($2.4 million supplemental) has employed 170 of an anticipated 500 neighborhood residents; special screening committees are insuring that at lease 50% of these hired are hard core unemployed. ATLANTA, GEORGIA 60 out of the 80 projects are already underway in Atlanta. *An inner-neighborhood bus system connects the model neighborhood to job sites previously not reachable by public transportation. Subsidy from supplemental funds make possible a 10¢ fare; the system hooks into the regular Atlanta transit system. From May 29 to September 30, there were 93,742 riders. *A multi-service center has been built from the ground up with attractive, prefabricated modules. Employment, education, vocational rehabilitation, and children services already are operating. A housing advisory center, built the same way, has opened next door. EAGLE PASS, TEXAS School libraries have opened evenings in four schools. Special and children's sections of the public library have been expanded. *Nineteen Home Demonstration aides have completed training to provide counsel in homemaking, health, nutrition and consumer education. They have already contacted 413 homes and have provided instruction in 313. *Two minibuses have been ordered and will be in operation this month, providing free transportation to elderly, ill, students, and other residents. DAYTON, OHIO Projects totalling $1 million, one-third of Dayton's first year program, are already in operation. *A Model Cities Housing Development Corporation ($ 108,600) has been incorporated and has secured approval of an initial 50-unit Section 235 application. 500 units should be underway by June. *The Comprehensive Manpower Center ($460,000 supplemental, $800,000 HEW, OBES, Labor, and City) is a good example of the extensive negotiations necessary to launch a project involving several local, Federal, and State agencies, Model Cities staff and residents. All of these parties were involved in the discussions about how the local CEP program was to be administered and refunded. The Comprehensive Center will be the operator under subcontract from the City, but the CEP refunding package will probably not be completed and approved until January, and the center will not be able to get underway until then. Beginning in January, spending will be at a $225,000 monthly level ($80,000 mo. supplemental) with 200 underemployed to be served by June and 400 by October. INVOLVEMENT OF U.S. ARMY CORPS OF ENGINEERS IN THE MODEL CITIES PROGRAM Assistant Secretary Floyd H. Hyde recently informed CDA Directors of possible assistance available to Model Cities from the U.S. Army Corps of Engineers. It was pointed out that environmental considerations have a major impact on the quality of urban life. The Corps has the potential for materially assisting Model Cities in their environmental plans and programs. The Corps can provide technical assistance to CDAs through its engineering consulting expertise. It can also provide direct action to Model Cities through establishment of a budget item to undertake a particular public works project. A District representative of the Corps will be in touch with each CDA Director in the near future. EAST ST. LOUIS, ILLINOIS Thirty projects, totalling $1.5 million of the $ 2.1 million first year entitlement are funded and in operation. The - 9- �park complexes and the development of community-based cultural arts programs. For example, in Savannah, Georgia, the technical assistance efforts will be directed toward developing a mechanism for neighborhood involvement in recreation planning; community organization is identified as a major goal. Tampa, Florida is concentrating on the design of new facilities, with primary attention to the full utilization of existing and future school facilities. Butte, Montana, working with a youth board, is concerned with developing a full range of programs for young people. N.R.P.A. CORNER National Recreation and Park Association Model Cities Technical Assistance Contract 1700 Pennsylvania Avenue, N.W. Washington, D.C. 20006 (202) 223-3030 -~- Technical Assistance: Recreation and Culture The National Recreation and Park Association is administering the contract to provide technical assistance to selected Model Cities and to help selected Model Cities resolve special difficulties experienced in program planning organization and operation in the development of innovative recreation and cultural programs. The contract has two components: (1) direct consultation and on-site visitation provided to selected cities by consultants whose expertise is directly related to the special needs of individual localities and (2) indirect assistance to all 150 Model Cities through the preparation and distribution of technical publications and resource materials. The National Recreation and Park Association (NRPA) is a private, non-profit service and educational organization dedicated to improving the quality of life through the wise use of human and natural resources and through the development of relevant and meaningful recreation and cultural programs for all groups. During the past few years, increased staff resources and program efforts have been directed toward urban recreation concerns in an attempt to establish a comprehensive recreation system in urban communities and to work toward integrating recreation and culture into the total human service system in urban areas. Indirect Assistance In addition to preparing material for the Technical Bulletin, the NRPA project staff is currently compiling information for general resource publications: a listing of sources allocating monies for recreation and cultural programs and facilities ; a bibliography of pertinent reference material, and a listing of audio-visual aids. On October 9-10, a regional workshop was held in Atlanta, Georgia. Eighteen of the 23 model cities in Region III attended the two-day session designed to present new ideas in programming and facility design and to inform the cities of available financial and technical assistance resources. HUD Expands "Parks- In -Cities" Program HUD has announced and expanded "parks-in-cities" program designed to encourage the acquisition and development of parks and recreation areas in low-income neighborhoods. The program involves setting aside up to $15 million fo r the 50-50 matching grants under the open-space land program for the purchase of land for small and moderate size parks in blighted city areas. Communities applying fo r funds should contact the Assistant Regional Administrator for Metropolitan Development at the appropriate HUD Regional Office. Communities submitting letters requesting fu nds before January 1, 1970, will receive letters of assured financial assistance within one week of receipt of the request, according to new HUD procedures. Direct Consultation To date , NRPA has provided consultant expertise on 13 different service visits. Cities selected to receive assistance include Toledo and Dayton, Ohio ; Tampa, Florida; Seattle , Washington ; Portland, Maine ; Savannah , Georgia; Butte , Montana ; and High Point, North Carolina. Additional cities will be visited in the future as requested by the MCA office in Washington, D.C. Representatives from the NRPA project staff, from the MCA Washington, D.C. office, and specially selected consultants visit cities to undertake a general survey of the recreation and culture operations, to assist with tl1e development of a work program fo r future action and to offer specific help on problems or the development of new approaches to programmi ng and facil ity design . Among the concerns identified by the first cities selecte d are the design and operation of educational camps and water-based facilities, ways of encouraging and achieving citizen involvement in planning recreation and cultural activities, design and use of mini-parks and school- Special Procedures l. - 10 - Applicants may either file a complete application under the Open Space Land Program or they may sin1ply file a letter of intention to submit an application. The letter of intention should contain the following: (a) Name and address of applying agency, (b) General neighborhood or location of the site(s) to be acquired, (c) Estimated total project acreage and cost including acquisition and development, (d) A commitment to acquire the land and complete development within one year. �2. 3. 4. 5. 6. 7. Upon rece1V1ng an application or letter, the Assistant Regional Administrator for Metropolitan Development (ARA/MD) may issue a "letter of assurance" immediately, but in any event, the Regional Office shall respond to the applicant within one week. The letter of assurance will temporarily set aside necessary funds following which the community has 90 days to complete the necessary action that can permit formal action on an application. If the applicant has not taken action on the assurance after 90 days, the assurance is cancelled. Applicants need not specify individual tracts or parcels for acquisition. Approximations {"four sites totalling about three acres") will be adequate for the purposes of the letter of assurance. Land appraisals need not accompany the application, but appraisals will be required prior to contract execution. If a community goes ahead without a concurred-in-price, it does so at its own risk if the price exceeds HUD's subsequent price determination. Only low-income neighborhood projects qualify for these special procedures. Any neighborhood with a median family income of $5 ,000 or less will automatically qualify. The letter of assurance procedure is effective until January I, 1970. TECHNICAL ASSISTANCE CONTRACTS Consulting firms have made several misrepresentations to Model Cities recently . They have stated that they are the "approved" technical assistance contractors under contract with the Deparment of Housing and Urban Development in the various functional areas in which contracts have been le t. Most of the technical assistance contracts that have been awarded by the Department are contained in the first issue of the Technical Bulletin on page eleven . All others are included below. The Planning and Evaluation technical assistance contract with OSTI was inadvertently left off the last list of HUD contracts fo r technical assistance to model cities. TECHNICAL ASSISTANCE ON INC OME PROGRAMS Alvin Schoor of the Brandeis University Income Maintenance Project in Washington, D.C., a project funded by the Ford Foundation, recently prepared and distributed technical assistance materials on income maintenance to model city agencies. HO USIN G AND URBAN DE VELO PMENT ACT OF 1969 NEARS PASSAG E The House and Senate have passed differing versions of the Housing and Urban Development Act of 1969, and conferees are scheduled to meet the first week of December to work out a compromise. As presented to Congress by the Administration, the original bill was relatively uncontroversial ; its primary function was to extend HUD program authorizations due to expire at the end of this fiscal year. The bill also provided increased federal contributions for public housing. Both the House and the Senate, however, added many new provisions, including greatly liberalized construction cost limits for federally-assisted housing, elimination of the income limits on the Section 312 rehabilitation loan program, and elimination of the workable program requirement for certain federally-assisted housing programs . The Senate bill contains a new subsidy for very low income public housing tenants (Brooke amendment) and authorizes disposal of surplus federal land to local governments on favorable terms for housing sites. The House bill has two provisions of direct interest to Model Cities. One requires the HUD Secretary to give a preference in processing urban renewal applications to projects which are part of approved Model Cities programs. The other authorizes the use of IO percent of total Model Cities grant funds in smaller cities without regard to the limitation that grants cannot exceed 80 percent of the local share of other programs employed in the area. The House bill also contains language which changes the Neighborhood Development Program (NDP) from a strict annual process to allow local discretion to proceed on a two-year basis. A specific percentage of the total urban renewal authorization is set aside fo r NDP projects. In addition, an amendment was added on the House floor by Rep . Lowell Weicker (R-Conn .) which re quires that each low or moderate income housing unit torn down in an urban renewal project must be replaced with a new one in the project area. EVALUATION CONTR ACTS Subject Contractor CDA Information System . . . . . . . . . . . . Consultee , Inc. Training and Installation . . . . . . . . . . Transcentury Corp. Peat, Marwick, Mitchell , & Co. Training, Research, & Development, Inc. Fry Consultants Final action on the bill is expected before the end of this Congressional session . - 11 - �HUD APPROPRIATIONS CLEARED BY CONGRESS JOB OPPORTUNITIES The FY 1970 appropriations bill for the Department of Housing and Urban Development was cleared for the President's signature November 18, as both the House and the Senate adopted the conference report which resolved differences between the versions of the bill each had passed earlier. The bill includes $575 million for the Model Cities program. The House agreed to accept the Senate figure of $1 billion for Urban Renewal, but in return the Senate acceded to a House figure of $50 million for the rent supplement program. The complete appropriations picture for HUD is set out in the following chart: MODEL CITIES DEPUTY DIRECTOR (Project Coordinator), Fresno, California, $1019-$1239 per mo., must have a B.A. or B.S. in public administration, sociology, education or related field, and at least three years experience in group work, or in a health, employment, or social service agency, including two years at a supervisory level. If interested, send applications to the Model Cities Office, lO ll E. Florence Avenue, Fresno, and the Fresno City Personnel Dept. For application forms, write to Fresno City Personnel Department, 1230 N Street, Fresno, California, 93721, or phone 266-8031, Ext. 311, Area Code 209. Exam I.D. No. 901-16-1169. Program (figures in millions.) Budget Request Urban Renewal Model Cities program grants Homeownership (235) Rental Assistance (236) Rent Supplements Public Housing 701 Compre. Planning Rehabilitation loans (312) Title 8, Comm. Dvlpmt. Tmg. Neighborhood Facilities Open Space Water & Sewer Urban Research Fair Housing (a) House 100 nate 250(a) Final 250(a) 675 100 100 100 473 60 500 80 70 50 473 50 600 100 100 100 473 50 575 90 85 50 473 50 50 45 45 45 8 3 3 3 40 75 135 25 5 40 75 135 25 7 40 75 135 25 6 45 85 135 30 10.5 MODEL CITIES PROGRAM DEVELOPER, Fresno, California, $742-$902 per mo., B.A. or B.S. in soc., pol. sci., ed., or related field and at least one y_ear experience in health, ed., or social agency. If interested, see above for application procedures. Exam I.D. No. 903-22-1169. Sen- 250(a) MODEL CITIES DEPUTY DIRECTOR (Planning), Fresno, California, $859-$1044 per mo., B.A. or B.S. in above fields, and three years experience in group work or with a governmen ta! planning agency, including two years at a supervisor level. See above for application procedures. Exam I.D. No. 902-15-1169. PUBLICATIONS Adde, Leo, Nine Cities: The Anatomy of Downtown Renewal, Washington, D.C., 1969. The results of an intensive investigation and reporting on the experiences of nine American cities combating the decline of their downtown districts. $750 million was appropriated in advance for FY 1970 last year. The $250 million additional appropriation brings the total to $1 billion. Arnstein , George E., "Colleges Can Reach Out to Troubled Cities with Action, Assistance, Analysis," College and University Business, September, 1969. To help colleges become involved in the Model Cities program, this planning guide offers specific suggestions as to where higher education can fit into the process of Model Cities. A concerted effort by the National League of Cities, U.S. Conference of Mayors, and National Association of Housing and Redevelopment Officials to secure Senate passage of the full $1.6 billion authorized for urban renewal failed by two votes (34-36) but key Senators committed themselves to work for a supplemental appropriation bill before the end of this fiscal year which would include the additional $600 million authorized to be appropriated for renewal. This $600 million total includes $187.5 million expressly authorized for renewal projects in Model Cities. Holleb, Doris B., Social and Economic Information for Urban Planning, Chicago, 1969. A handbook designed to help planners locate information relevant to urban issues. This Bulletin is prepared for and in cooperation with the Model Cities Directors Association. Paul R. Jones President Horace L. Morancie Erwin France Secretary First Vice President James J. Miller Donald A. Slater Parliamentarian Second Vice President Prepared by the MODEL CITI E S SERVIC E C E NTc R of the Center for Program Implementation National League of Cities and the United States Conference of Mayors � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 28 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/2881776b270f1b6df38e27f5a12279d3.pdf 2a6a5846a25384f9ed392dbfafe5527e Scripto Transcription A written representation of a document. LEGEND c;::s 1969 CLEARANCE AREA ~ 1969 REHABILITATION AREA MODEL CITIES URBAN REDEVELOPMENT AREA ATLANTA, GEORGIA FOR FURTHER INFORMATION CONTACT THE MOOfi CITIES OFFICE 673 CAPITOL AVE. S . W. PHONE - 523 -5851 ••••• nn ~ � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document LEGEND [== 1969 CLEARANCE AREA Co 1969 REHABILITATION SREA MODEL CITIES URBAN REDEVELOPMENT AREA ATLANTA, GEORGIA FOR FURTHER INFORMATION CONTACT THE: ———, in MODEL CITIES OFFICE = 673 CAPITOL AVE. 5. W. PHONE - 323 - 585i  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 27 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/acef8d6b4ec9b6b90d2fda91b3633a7d.pdf fd1c68f9742e99a81cd65907f8ccff85 Scripto Transcription A written representation of a document. s WN PRIDE THIS NEWSLETTER COMES TO YOU FROM YOUR PEOPLESTOWN PLANNING COMMITTEE ISSUE NUMBER 3 PEOPLES TOWN AUGUST 1969 PLAN PRESENTED Twice in three weeks, the Mt. Nebo Baptis t Church, corner of Martin and Haygood Streets, played host to Mas s Meetings called by the Peoplestown Planning Committee. Re side nts turned out to hear Planning Committee Members and their Con s ulta nts report on the longrange and 1970 planning for the Model Peoples town Neighborhood . THE LONG-RANGE PLAN FOR PEOPLESTOWN At the July 8th mee t ing, the recommended land us e plan for Peop l estown was unveiled. There was general agreement that the proposals d e veloped by the Planning Committee and Urba n Research should become the long-range Plan for Peoples town. Many questions were asked by the Peoplestown residents. Streets and street conditions were a major concern. The P lan calls for wide ning Haygood Avenue and Farrington Avenu e . A n ew road would be built to connect these t wo streets to provide Peop l es town with direct and improved access to Hill S treet. No time tab l e has been made for this improvement. OTHER NEW STREETS The long- range p l an proposed s olutions to the problems of dead-end and narrow streets that residents have complained about. One-way, loop streets are proposed for the Dunning Stree t, Linam Street, Fern Avenue and Violet Street area. The widening of Martin Street was a l so included in the long-range plan. The e xtension of Vani ra Street or Tuskegee Street to Hill Street is also being considered. MORE SPACE FOR PARKS AND SCHOOLS Expansion of existing parks and schools and the addition of new facilities are proposed in the Plan. Both S tanton .Park and Stanton El ementary School are expected to expand their grounds. This would bring Stanton P a rk up to City standards for neighborhood parks a n d provide much needed play s pace for the Stanton School area. 1970 PEOPLESTOWN ACTIVITY AREAS DISCUSSED What s hould be accomplished in 1970 was the main topic of discussion at the J uly 29 th meeting. The Planning Committee and Consultants pres ented two small clearance areas and one large rehabilitation area to be scheduled for attention in 1970 . The proposals were favorably received and will now be discussed with City agencies. About forty boys and girls atte nding the July 29th meeting indicated tha t more recreation faci liti es are needed in the wes tern portion of Peoplestown. This matter will be seriously considered by the Planning Committee . Residents assisting with the presentation included Mrs. Christine Cook, Rev. L.W.Hope, Mrs. Martha Weems, and Mr. Willis Weems. Deacon Charles Cook presided at both me e tings. A MAP OF THE RECOMMENDED 19 70 ACTIVITY AREAS APPEARS INSIDE. �THE FACTS ABOUT CLEARANCE & REHABILITATION AREAS IN YOUR NEfGHBORHOOD IF YOU LIVE IN AN AREA WHERE HOUSES WILL BE ACQUIRED AND CLEARED: IF YOU LIVE IN AN AREA WHERE THE HOUSES WILL BE REHABILITATED: • You don't have to move right away! • • You will get a reasonable price for your property. Don't do any major remodeling until a rehabilitation advisor from the Atlanta Housing Authority comes to see you. • Architectural serves are available through the Atlanta Housing Authority. • Rehabilitation grants and loans are available. • Don't become the victim of an unethical contractor. Talk to your rehabilitation advisor first. • You will get moving expense money. • A relocation man will help you find another house or apartment. • Your next house or apartment will be in good condition. • A relocation man will help you get money for better housing. WHEN YOU DECIDE TO MAKE IMPROVEMENTS TO YOUR PROPERTY, CALL YOUR REHABILITATION ADVISOR. THE ATLANTA HOUSING AUTHORITY HAS EXPERIENCED RELOCATION PEOPLE TO HELP MAKE YOUR MOVING AS EASY AS POSSIBLE. CALL YOUR RELOCATION MAN TO GET ALL THE CORRECT INFOR:~ATION. Don't sign a contract for home impro v ements until it is app roved by y our reh ab ilita tion adv iso r. The Atlanta Housing Author ity will get estimates from several reliabl e con tractors. You and your adv iso r can decide which one will giv e y ou th e most for y our money . Don't listen to rumors--let the relocation man help you. That is his job! If you have any questions, call the members of y our Planning Committee whos e name s are listed in the first two newsletters. Or call one of th e se sup ervi sor s at the Model Cities Neighborhood Dev elopment Program Are a Of fi ce. The ir number is 523-0 245 before September 1st. After September 1st , call 5 23-5851 W. R. Wilkes , Project Director Thomas Walker, Assistant Project Director Walter Reid, Family Serv ices Co nsultant Su oervi sor R. C . Littlefield , Re habili tati on Supervisor C. V. Di ckens , Fi nanc ia l Advi s or Miss Doro t hy Moon, Secreta ry I F YOU RENT , PLEASE SHOW THIS NEWSLE TTER TO YOUR LANDLORD. BE HAPPY TO SEND HIM A COP Y, IF WE RECE I VE HI S ADDRESS . 2 WE WOULD �Here's The Information You Asked For A Progress Report On 1969 Peoplestown Activity Areas AS OF THE SECOND WEEK OF JULY, 1969 ~,----,I ~ ' ATLANTA ____.I I_ ____.I L AVE. SITE NUMBER ~ _J ...J ...J <( z z Sixteen ( ]6 ) of the p arcels h ave been p urchased and an option h as been taken on one r ema ining parcel. Twenty-two dwe l lin g units wi ll b e c o n? tructe d for low a nd mode r ate income f ami l i e s . Eigh t o f t he hou s e s are e xpec ted to be r e ady f or occupancy b y December 1, 1969. r: 0 u SITE NUM BER 69C5T10 Eight een parce l s are s c hedule d for acquisition a nd clear ance in ] 969 . 3 69C4 s. �RECOMMENDED PEOPLESTOWN ACTIVITY AREAS FOR 1970* SOUTHE:AST Clearance EXPRESSWAY Area Thirteen buildings will be acquired and cleared from this site during 1970. The land will be used for temporary housing until such time as development of low and moderate income housing is feasible. Property owners and tenants who move before they are con tacted by the Housinq Authority could lose out on relocation assistance and benefits. Sit tight until you hear from the Housing Authority. Rehabilitation t-= Cl) t-= Cl) STADIUM GEORGIA AVE. Area This area contains 99 buildings will be scheduled for rehabilitation treatment during 1970. Where rehabilitation is not feasible, buildings will be acquired and cleared. The Atlanta Housing Authority is prepared to assist property owners to rehabilitate their buildings. Grants and low-interest rate loans are available to all who qualify. During 1970 the Housing Authority will contact property owners in this area. z l- L a: ct ORMOND '..J L AYI. IE [ ST. Y!H " ' ATLANTA .,,-: ( ..-----,r AVE. Clearance Area Fourteen buildings will be acquired and cleared from this site to make room for development of low and moderate income housing. Property owners and tenan ts will be contacted by the Housing Authority in 1970. Don't move until you hear from the Housing Authority next y ear! ...J t - - - - - 1 1-,.....__ ,__._--J • Although the activities on this map are recommended for 1970, limited funds and time could delay some o f the activities until after 1970 . 0 t - - - - --.1 1 i---11----1 Q. r---.1---J ~ r--..11..--1.iJ--~II--..J Clearance I I 7 HAYGOOD - AvE_1r- Rehabilitation GR APHICS 4 5 BY : URB AN RESEARCH Ill DEVELOPMENT ASSOCIATES , IN C. �WHAT KIND OF NEW HOUSING SHOULD COME TO PEOPLESTOWN ? The new housing to be built in Peoplestown may take many forms. Some of it will b e SING LE-FAMILY housing . We will have some new TOW N HOUSES , Some interesting HIGH-RISES, And GARDEN APARTMENTS. 6 �NOTES AND QUOTES _FROM PEOPLESTOWN Some very intere sting statements are made at meetings called by the Peoplestown Planning Committee. The Committee would like to share some of them with people who could not attend the meeting. JOHN A. WHITE, Director of the Stanton Park Recreation Center,had this to say at a Mass Meeting. "The Recreation Center is like a new neighbor in Peoplestown. When you move into a community, there's something y our neighbors can do to make you feel wanted. Right now I don' t fe el wanted because we don't have very much participation f rom the community, other than the kids." (Ed-U:on: I 6 you have.n't 1.ie.e.n the. new Re.c.Jte.a.,t,,i,on Ce.nt~ BtLU.cung, mak. e. up yOM mind to VA./.J ,Lt ,Lt -6 OOn. It 1 -6 woMh 1.i e.ung and hM many pnogMm6 to 066~-) REV. DAVIS , Communi t y Or ganize r f or the Atlanta South Si de Compreh e nsive Health Center , called a problem to the atte ntion of the Planning Committee. " What can b e done about the junkyard on Capitol Ave nue? We've been working on this p roble m without much luck . With t h e Health Ce nter a c r o s s from it, something will have to be don e about i t . " (Ecuton: The. Pl ann.,Lng Committe.e. WM glad t o have. ~ pnoblem bnought out into t he. ope.n. The. Plan no!t Pe.opl u town w,i,U inc..lude. 1.i tanda.Jr.d6 to p!tote.c;t the. pubu c. 61tom un1.iighily 1.itoMge.. ) REV. HOPE, Me mber of the Peoplestown Planni n g Committee . "If we're goi ng t o have a Mode l Ci t y Pr o g ram, I b eli e v e it is n ecessary for u s to have s ome safe side wa l ks , n ot only for the chi l dren but for adults too. The re are some f ellows who try to make speedways out o f t h e s t reet s tha t are v e ry narrow. It is n ecessary that s idewalks b e p l aced on these streets to protect t h e r es idents. " EARL WEEMS, Member of the Peop l estown Planning Commi ttee. "Regardless of what this P lanning Committee does , it can ' t satisfy everybody. I hope e v eryon e rea li zes that something has to be done in Peoplestown. You either have to change with the times or ge t trampled." 7 �SPOTLIGHT ON THE AGENCIES ATLANTA SE RVING SOUTHS-IDE HEALTH YOU COMPREHENSIVE CENTER Ridge Avenue, Peoplestown ~!; ~~::~;~:; :~:~;~;:~~;;:~; ~~;i<JN~:~i.~ ·. health centers in the entire United ·:··al.··.:·:.:.:·..·:·. ·..·;.:·oa~:·..:· .:.:~.·;: :~ ] ~;~:~: ••• /3.~~f{f.;{ff):::-- ·.: -_:···:_-.· :\_///: You doii.i::f . even have li tt);~}(bnes get tin Cent~i:/ is equippe Se¢-l iiciri staffed by f t_d.)(i:iike good care of / j ~:ti) are visiting wit ·.· · ·.·.···· · U /¥.l \ou don, t have a /:/ ":: Of course, the perseverance .q:f ;i-{r{:~ {./t;iace Barksdale' s Health Sub - c-oinmitt.ee/ 6:E the Central Advisory Councu.·iielp~d\ that miracle along quite a p±.f/ )i}:i(s}Gi-ace tells it the Cammi ttee "J'i:iiiit:: d.l:°i:ln.1 rest until it' knew that t);J:~ would get pulled at tb¢}#.ew/ /¢.J i:n_p·rehensive Health Center Bui}1f#.i < \ //{/<: .·.·:·. ·:·:·:·: .· .:.· ..--'·"..:..:.:·.;..·:·_ . · _ _ _ /}{iit;>i:6~~t ~ ~~:=:~: . the Center Is is even pre- t.~{WfjfJ!· =~~ :eD~~=c143.215.248.55 16:06, 29 December 2017 (EST) ~a::=t~~ nd; abou t that prob l e m. If y ou call th e Ce n ter, they wi l l arrange f o r one of th e ir d r ivers to call When you , e ready to lea v e , for you. you will be delivere ': back to y our home. ?:::t.~;r;;\s services by . say ing, .·.·.·.-·.·.·.·.·· , /:.':~We ve got e very thing fr om j/!ie diatri c Doc t ors to Podiatrists on our staff." We are just as prepared to h e lp the arthritis victim cope with this problem as we're preparect to fit eyeglasses and diagnose ear, nose problems. ·.w tYJ i.;···;.·;:~.:·:...=.:.. o worry aBJJt \ .t he ) in the way. ":::··· ·:~:ll e ·:: with a Chilcl\ C:.iire ks who are triiri~.d i:· our children wfi{ i ( >. \ the doctor. . ·./·.":.: ·.·· >\ of getting t6/ ) t h e Heal th \ ( Center all ·-::; t1;ii ;4itii~ .  ~ -<Ma~tn;i : weeims, ~:;l~:?t.•. and throat YOU'RE IN FOR A SURP THE CENTER FOR THE offices and rooms ar cheeriest colors you whole place is as Can you believe it? If you live south of Georgia Avenue in the Peoplestown or Summerhill Neighborhoods, and can qualify under the OEO income guidelines, all the services of the Health Center are available at NO COST TO YOU. There isn't even a charge for medicine; and a Pharmacist is on duty to serve you whenever the Center is open . And the Staff just We're sure you'll your neighbors beca an educational unit munity residents who bers of the Center ' s • • ,: ,; '• '.: ' !;,, i',, ,: ,, Why not take advanta '; services? Plan to ge •',, registered now ! ,, If y o u qualify for se r vices at the Compreh e n sive Heal t h Center , all y ou have to do is regis t e r . The Health Ce n ter staff will t ake i t f r om t h e r e and see that you recei\e the kind o f help y ou ne e d . ,, 8 '• ,, • SE WHEN YOU VISIT FIRST TIME . The th e brightest and an imagine. The ty as a picture . uldn't be nicer . cognize some of e the Cente r has r training comen become mem taff . the Center ' s whole family � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document PEOPLESTOWN PRIDE THIS NEWSLETTER COMES TO YOU FROM YOUR PEOPLESTOWN PLANNING COMMITTEE ISSUE NUMBER 3 AUGUST 1969 PEOPLESTOWN PLAN PRESENTED Twice in three weeks, the Mt. Nebo Baptist Church, corner of Martin and Haygood Streets, played host to Mass Meetings called by the Peoplestown Planning Committee. Residents turned out to hear Planning Committee Mem- bers and their Consultants report on the long- range and 1970 planning for the Model Peoples- town Neighborhood. THE LONG-RANGE PLAN FOR PEOPLESTOWN At the July 8th meeting, the recommended land use plan for Peoplestown was unveiled. There was general agreement that the proposals developed by the Planning Committee and Urban Research should become the long-range Plan for Peoplestown. Many questions were asked by the Peoplestown residents. Streets and street conditions were a major concern. The Plan calls for widening Haygood Avenue and Farrington Avenue. A new road would be built to connect these two streets to provide Peoplestown with direct and improved access to Hill Street. No time table has been made for this improvement. OTHER NEW STREETS The long-range plan proposed solutions to the problems of dead-end and narrow streets that residents have complained about. One-way, loop streets are proposed for the Dunning Street, Linam Street, Fern Avenue and Violet Street area. The widening of Martin Street was also included in the long-range plan. The extension of Vanira Street or Tuskegee Street to Hill Street is also being considered. MORE SPACE FOR PARKS AND SCHOOLS Expansion of existing parks and schools and the addition of new facilities are proposed in the Plan. Both Stanton Park and Stanton Elementary School are expected to expand their grounds. This would bring Stanton Park up to City standards for neighborhood parks and provide much needed play space for the Stanton School area. 1970 PEOPLESTOWN ACTIVITY AREAS DISCUSSED What should be accomplished in 1970 was the main topic of discussion at the July 29th meeting. The Planning Committee and Con- sultants presented two small clearance areas and one large rehabilitation area to be sche- duled for attention in 1970. The proposals were favorably received and will now be discussed with City agencies. About forty boys and girls attending the July 29th meeting indicated that more recreation facilities are needed in the western portion of Peoplestown. This matter will be seriously considered by the Planning Committee. Residents assisting with the presenta- tion included Mrs. Christine Cook, Rev. L.W.Hope, Mrs. Martha Weems, and Mr. Willis Weems. Deacon Charles Cook presided at both meetings. A MAP OF THE RECOMMENDED 1970 ACTIVITY AREAS APPEARS INSIDE. THE FACTS ABOUT CLEARANCE & REHABILITATION AREAS IN YOUR NEIGHBORHOOD IF YOU LIVE IN AN AREA WHERE HOUSES WILL BE ACQUIRED AND CLEARED: e You don't have to move right away ! e You will get a reasonable price for your property. ® You will get moving expense money. e A relocation man will help you find another house or apartment. @ Your next house or apartment will be in good condition. e® A relocation man will help you get money for better housing. THE ATLANTA HOUSING AUTHORITY HAS EXPERIENCED RELOCATION PEOPLE TO HELP MAKE YOUR MOVING AS EASY AS POSSIBLE. CALL YOUR RELOCATION MAN TO GET ALL THE CORRECT INFOR- MATION. Don't listen to rumors--let the relocation man help you. That is his job! IF YOU LIVE IN AN AREA WHERE THE HOUSES WILL BE REHABILITATED: e Don't do any major remodeling until a rehabilitation advisor from the Atlanta Housing Authority comes to see you. e Architectural serves are avail- able through the Atlanta Housing Authority. . @ Rehabilitation grants and loans are available. e Don't become the victim of an unethical contractor. Talk to your rehabilitation advisor first. WHEN YOU DECIDE TO MAKE IMPROVEMENTS TO YOUR PROPERTY, CALL YOUR REHABILITATION ADVISOR. Don't sign a contract for home improve- ments until it is approved by your rehabilitation advisor. The Atlanta Housing Authority will get estimates from several reliable con- tractors. You and your advisor can decide which one will give you the most for your money. If you have any questions, call the members of your Planning Committee whose names are listed in the first two newsletters. Or call one of these supervisors at the Model Cities Neighborhood Development Program Area Office. Their number is 523-0245 before September lst. After September lst, call 523-5851 W. R. Wilkes, Project Director R. C. Littlefield, Rehabilitation Super- Thomas Walker, Assistant Project Director visor Walter Reid, Family Services Consultant Cc. V. Dickens, Financial Advisor Supervisor Miss Dorothy Moon, Secretary IF YOU RENT, PLEASE SHOW THIS NEWSLETTER TO YOUR LANDLORD. WE WOULD BE HAPPY TO SEND HIM A COPY, IF WE RECEIVE HIS ADDRESS. Here’s The Information You Asked For A Progress Report On 1969 Peoplestown Activity Areas AS OF THE SECOND WEEK OF JULY, 1969 JL] | ATLANTA AVE. ST. = SITE NUMBER 69C4 [— Sixteen (]6) of the parcels have been purchased and an option has been taken on one remaining parcel. Twenty-two dwelling units will be constructed for low and moderate income families. Eight of the houses are expected to be ready for occupancy by December 1], 1969. FARRINGTow PLACE AIL CONNALLY SITE NUMBER 69C5T10 Eighteen parcels are scheduled for acquisi- tion and clearance in ]969. PULLIAM RECOMMENDED Clearance Area Thirteen buildings will be ac- quired and cleared from this site during 1970. The land will be used for temporary housing until such time as de- velopment of low and moderate income housing is feasible. Property owners and tenants who move before they are con- tacted by the Housing Author- ity could lose out on reloca- tion assistance and benefits. Sit tight until you hear from the Housing Authority. Clearance Area PEOPLESTOWN ACTIVITY AREAS FOR 1970°* EXPRESSWAY SOUTHEAST Rehabilitation Area This area contains 99 buildings will be scheduled for rehabilitation treatment during 1970. Where rehabil- itation is not feasible, buildings will be acquired and cleared. The Atlanta Housing Authority is pre- pared to assist property owners to rehabilitate their buildings. Grants and low-interest rate loans are available to all who qualify. During 1970 the Housing Authority will contact property owners in this area. ATLANTA STADIUM A aed ORMOND =a] £ONmaLry = PRIMROS BOYNTON WEYMAN | | [ HAYGOOD a hive: r AVE. Fourteen buildings will be ac- quired and cleared from this site to make room for develop- ment of low and moderate in- come housing. Property owners and tenants will be contacted by the Housing Authority in 1970. Don't move until you hear from the Housing Authority next year! CAPITOL VI | | HAYGoop ave! | GRAPHICS BY: #% Although the activities on this map are recommended for 1970, limited funds and time could delay some of the activities until after 1970. URBAN RESEARCH & DEVELOPMENT ASSOCIATES, INC. WHAT KIND OF NEW HOUSING SHOULD COME TO PEOPLESTOWN ? The new housing to be built in Peoplestown may take many forms. Some of it will be SINGLE-FAMILY housing. We will have some new TOWN HOUSES, Some interesting HIGH-RISES , (AVY ea) FR And GARDEN APARTMENTS. NOTES AND QUOTES FROM PEOPLESTOWN Some very interesting statements are made at meetings called by the Peoples- town Planning Committee. The Committee would like to share some of them with people who could not attend the meeting. JOHN A. WHITE, Director of the Stanton Park Recreation Center, had this to say at a Mass Meeting. "The Recreation Center is like a new neighbor in Peoples- town. When you move into a community, there's something your neighbors can do to make you feel wanted. Right now I don't feel wanted because we don't have very much parti- cipation from the community, other than the kids." (Editor: 14 you haven't seen the new Recreation Center Building, make up your mind to visit it soon. It's worth seeing and has many programs to offer.) REV. DAVIS, Community Organizer for the Atlanta South Side Compre- hensive Health Center, called a problem to the attention of the Planning Committee. "What can be done about the junkyard on Capitol Avenue? We've been working on this problem without much luck. With the Health Center across from it, something will have to be done about it." (Editon: The Planning Committee was glad to have this probLem brought out into the open. The Pan for Peoples- town wikk inckude standards to protect the public from unsightky stonage. ) REV. HOPE, Member of the Peoplestown Planning Committee. "Tf we're going to have a Model City Program, I believe it is necessary for us to have some safe sidewalks, not only for the children but for adults too. There are some fellows who try to make speedways out of the streets that are very narrow. It is necessary that sidewalks be placed on these streets to protect the residents." EARL WEEMS, Member of the Peoplestown Planning Committee. "Regardless of what this Planning Committee does, it can't satisfy everybody. I hope everyone realizes that some- thing has to be done in Peoplestown. You either have to change with the times or get trampled." SPOTLIGHT ON THE AGENCIES SERVING YOU ATLANTA SOUTHSIDE COMPREHENSIVE HEALTH CENTER Ridge Avenue, Peoplestown YOU JUST WON 'T BELIEVE IT UNTIL YOU SEE IT FOR YOURSELF! It took some kind of a miracle to turn the old bed spring factory into one of the most modern comprehensiv health centers in the entire United St Of course, the perseverance Barksdale's Health Sub - Co Central Advisory Council acle along quite a bi it, the Committee it knew that th Grace tells it rest until ooth would get mprehensive Health ‘does more ‘teeth. Mrs. the Center's Relations Director, to describe the Cen- services by saying, "ve got everything from ssPediatric Doctors to Podi- ' atrists on our staff." We are just as prepared to help the arthritis victim cope with this problem as we're prepared to fit eye- glasses and diagnose ear, nose problems. and throat Can you believe it? If you live south of Georgia Avenue in the Peoplestown or Sum- merhill Neighborhoods, and can qualify um der the OEO income guidelines, all the ser vices of the Health Center are available at NO CosT TO YOU. There isn't even a charge for medicine; and a Pharmacist is on duty to serve you whenever the Center is open. If you qualify for services at the Compre- hensive Health Center, all you have to do is register. The Health Center staff will take it from there and see that you receive the kind of help you need. ' you will be delivereg Les who are trai “your children w. ‘|the doctor. the Health ° Center all by yourself, don't fret. The Center is even pre- pared to do something about that problem. If you call the Center, they will arrange for one of their dri- vers to call wae ready to leave, | back to your home. for you. When you YOU'RE IN FOR A SURPRISE WHEN YOU VISIT THE CENTER FOR THEPJFIRST TIME. The offices and rooms ar@jthe brightest and cheeriest colors youf¢an imagine. The whole place is as pr@tty as a picture. buldn't be nicer. cognize some of e the Center has bx training com - en become mem - taff. And the Staff just We're sure you'll your neighbors beca an educational unit munity residents who bers of the Center's of the Center's the whole family Why not take advanta services? Plan to ge registered now!  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 26 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/e726fd7dd252360a664acaf5c6edaaa8.pdf d8dba1afbec5e5afe40dc45275c6c9f0 Scripto Transcription A written representation of a document. Wha a g AUGUST 1969 ISSUE NUMBER 3 SUMMERHILL • PLAN PRESENTED A Mass Neighborhood Meeting was held on July 30th at the Thankful Baptist Church on the corner of Martin and Bass Streets. The Model Cities Summerhill Plahning Committee and its Consultant reported on the 1970 and long-range planning for the Model Summerhill Neighborhood. The Summerhill Planning Committee and its Co.nsultant have met every week since May. Two Mass Meetings were held in June to inform the residents of the progress being made in planning Summerhill's future. Two newsletters were also distributed throughout the neighborhood to keep you informed. If you haven't received the newsletters, call a member of your Planning Committee. Watch for notices of future mass meetings. We need your participation! THE LONG-RANGE PLAN The recommended long-range plan for Summerhill was discussed by a member of the Consulting firm. The residents of Summerhill expressed general agreement on the proposals. The long-range plan shows many improvements for Summerhill. The most outstanding new facility would be the Educational Park complex to be located east of Connally Street in both the Summerhill and Grant Park Neighborhoods. This would include a new middle school and community service facilities . A new primary school is also planned along Terry Street between Little and Love Streets. The Plan shows that Georgia Avenue can have a new face when all improvements are completed. A new and enlarged shopping area is planned for the vicinity of Georgia and Capitol Avenues. i970 SUMMERHILL ACTIVITY AREAS DISCUSSED Activities which should be accomplished during 1970 under the Model Cities Neighborhood Development Program for Summerhill were discussed. Seven activity areas are recommended for next year. Four of the areas would be scheduled for clearance to provide land for schools and new housing, while another three areas would be for rehabilitation treatment. A MAP OF THE RECOMMENDED 1970 ACTIVITY AREAS APPEARS INSIDE. Th~ proposed 1970 Activity ~ reas were received favorably by the residents attending the meeting. SOLUTION FOR TRAFFIC CONGESTION The traffic congestion that plagues the s ·u mmerhill Neighborhood whenever a major event occurs at the Stadium may finally be eliminated . Although no time table has been established, an improved street system, recommended in the long-range plan , is designed to prevent Stadium traffic from invading residential areas . s U.: M M E R ff I L . \ ,,,,,. ·, 1.)1 ..,!(1 f YOUR VOICE IN SUMMERHILL'S FUTURE ' I ' 'I, I ,. ! '., " I .: ri �DID YOU KNOW ? by Mattie Ansley Did you know that in the year 1 866, on Fraser Street in the Summerhill Section of At l anta, there stood a little red church? that time It was known at as Clark Chape l because i t was name d for Bishop Clark who was found e r of Clark Unive rsity . The colore d a nd wh ite p e ople wors hippe d t o g e the r in Cl ark Ch ape l in thos e l o ng a g o y ears . One of the Truste es o f Clar k Ch a p el was Mr. Kimball, the fou nder of t h e famou s Kimb a ll Hou se Hot e l which was t o r n down ma n y years ago. So me y ear s l a t er the Con g r e g ation move d -t o Hunte r a nd Cen tra l rlVe nue s . It was the re that an o f f e r was made t o s e ll to the Co l ored Membe rsh i p of t he Ch u r c h . La t e r, t h is same Church was r e n a me d the Ll o y d S t r ee t Chu rch; a n d u nder that name i t s aw th e b egin n ing o f Cl a rk Unive r s i ty a n d Ga+nmon The ologi ca l Semi n ary . were h e l d i n the bas e me nt o f t he Chu rch jus t l ike they are today. Classes Now the Church s its a t 50 3 Mitc h e ll St reet S .W. and i s known as the Ce ntra l Methodi s t Chu rch. Yes , Summe r h il l h a s some t hing t o b e prou d o f ! b umps a nd t u rns h a s h er His t ori c Spo t. Fraser S tree t with h er Mu ch good was d o n e for the c ommun i ty thr o u g h t h e little r e d c hurch under the l e a d ership of Re v e r e nd J. W. Lee . Who knows what we may di g up l a t er abou t Summe r hill a nd h e r pas t h istor y. We'l l l ook for facts about those who l ived i n th is Community regardles s of r a ce . 2 �THE· FACTS ABOU T CLEARAN CE & REHABILITATION AREAS IN YOUR ---NEIGHBORHOOD IF YOU LIVE IN AN AREA WHERE HOUSES WILL BE ACQUIRED AND CLEARED: IF YOU LIVE IN AN AREA WHERE THE HOUSES WILL BE REHABILITATED: • You don't have t o move ri ght away ! • • You will ge t a rea sonab l e pr i c e fo r y our p r ope rty . Don ' t do a n y maj o r r e mo d e ling until a r e hab i litation advi sor f r om t he Atl a nta Hous ing Authori t y come s to see y ou. • Archite ctural s erves are a v a i l able t h r o u g h the Atlan ta Housing Aut hori t y . • Re hab ilitation g ran t s a nd l oans are avai l abl e . • Don ' t become th e v i ctim of a n u n e thica l contractor . Ta l k to y our rehabilitati o n adv is or first . • You wi l l get mov i ng expe ns e mone y . • A re location ma n wi l l h e l p y ou fin d ano the r h ous e o r a par t ment . • Your n e x t hou se or apartment wi ll be in good condi tion. • A r e location man wi l l he l p y ou ge t money for b e t t e r housing . WHEN YOU DE CIDE TO MAKE IMPROVEMENTS TO YOU R PROPERTY, CALL YOUR REHA BILITATION ADVI SO R. TH E ATLANTA HOUS ING AUTHORI TY HAS EXP ERI ENCE D RELOCATI ON PEOPL E TO HELP MAKE YOU R MOVI NG AS EASY AS POSSI BL E. CALL YO UR RELOCATION MAN TO GET ALL THE CORRECT IN FOR!~ATION. Do n't s i g n a c ontract for home improve me nt s u n til i t is a p prove d b y y our r e h a b i litation a d v isor . Th e Atlan ta Hous ing Au t hority will g e t e stima t es fr om seve ral r e liab l e con t r acto r s . You a nd y our a dvisor can d ec ide which one will give you t he most f o r y our money. Do n ' t l isten to r urnor s - -le t the reloc a tion man he lp y ou . That is hi s j ob ! If y ou h a v e any q u es t i o n s , ca ll the me mb ers of y our P lanning Commi t t e e whose names are liste d i n t h e fir s t t wo n ewsl e tte r s . Or call o n e of th e se s up e r v i sor s at t h e Model Ci t ies Nei ghb o r h ood Deve lopment Progr am Ar ea Off i ce. The i r numbe r is 523-0 2 45 be fo r e September 1 s t . Aft e r Septe mbe r 1s t, c all 52 3- 585 1 W. R. Wilkes , Project Dire cto r Thomas Walker , As s is tan t P roje c t Director Wa lter Re id , F ami l y Se r v ice s Co nsultant Su oe rv i s o r R. C. Litt l e field, Re h abi lita t ion Supervi s or C . v. Di cke n s, F inancia l Ad v i sor Mi ss Do r o thy Moon, Secretary IF YOU RENT , PLEASE SHOW THI S NEWSLE TTER TO YOUR LAND LORD . BE HAPPY TO SEND HI M A COPY , IF WE RECEIVE HI S ADDRE SS . 3 WE WOULD �f~· . ' • ,. w .. 'fi:1w~~ ,. .. T I i• RECOMMENDED SUMMERHILL ACTIVITY AREAS FOR 1970* ,I ' 1•,""' - I ' , ,r ' I 1 Rehabi li tat ion A r ea C l ea ranee ..... ·,· Clea ranee •l ,!•,,... 'r ~·. ' ~ ., , I ,•.~ ,. SOUTHEAST I l. r~~--16:06, 29 December 2017 (EST)~~ ~~ ~----_-_-_-_-_---'~ --..Jenl ~ ' F ULT ON ~ ATLANTA !'.}= t ~.,__,:,,u.....,r. ,:· l ,, ' ( I l' !:·~ ~ ,-: ~ (I) C l ea r ance ,-: (I) "" (I) ST. i: ,., Area Twelve b uilding s will be cle ared f r om this s ite t o provide needed s p ace f or the E . P . Johnson Sc hool . P r operty owne r s and tenants wil l be contacted by the Housin g Authority during 1970 . Don ' t move u ntil y o u hear f rom the Hous ing Authori t y next ye a r! STAD I UM ,, , ' t-= ,, ' I'" • 0 I' A total of 93 buildings are located i n fou r areas sch e d uled for reh abilitation treatment du r ing 1970 . Where rehabi litati on is not f easible , b uildings will b e acquired and cleared. The Atlanta Housing Authority is prepared to assist homeowners to rehabi l itate their properties. Grants and l ow- i n terest rate loans are availab l e to all who qua l i f y . Area A new prima ry s ch ool i s s c heduled for c o nstruc tion on this site. During 1 969 , the Atlanta Sch o ol Boar d wi l l a c quire bui ldings in t he c enter of the sit e. In 1970 , the 34 buildings in the red area will be acquired and cleared. Propert y owners and / tenants who move before the Hou s i ng Authority contacts them c o uld lose o u t on relo cation ass istance and benefits . DON'T MOVE UNTIL YOU HEAR FROM THE HOUSING AUTHORITY I N 1970! I,. Area Twenty- two bui ldings on t his s ite are schedul ed f or cle arance . The parcel will become part of the proposed e ducational park complex. • 1, • ' ST. J t t ' \ ·, ' I ti' ~' j 'I'~ ST. .' I 'O I I \I I I I , 1 .,_; en 0 AVE . ., ' z 0 Clea r ance IC) ,' .. • ..J ..J z i: . en a: ..J 0 I- A r ea Thir t y- three b u ilding s wi l l be cleared from this site to prov ide land for the wideni ng and improvement of Little Street. New curbs and s i dewalks are planned. The land remaining wil l be d eveloped for low and moderate income housing . ii: 'l ct 0 •Although the activities on this map are recommended for 1970, limited funds and time could delay some of the activities until after 1970. . •• \ . !" ,· ij,. ....... ', ', !, t .. ,..' .. .,_. I ~ ~, I I ' I ~ I . -- I "' 4 ., 5 '.~-~· Clearance . Rehabilitation GRAPHI CS BY : URBAN R ESE ARCH B DEVELOPMEN T ASSOCI AT ES , I NC. ,,·, �Here's The Information You Asked For A Progress Report On 1969 Summerhill Activity Areas AS OF THE SECOND WEEK OF JULY, 1969 71 GEORGIA 11 Ir SITE NUMBER 69C6 SITES NUMBER 69C3 and 69C5T21 Three (3) of the parcels have bee n purchased and options have been taken on four (4) parcels. Fifty-nine (59) parcels scheduled for acquisition and clearance. Eleven (11) of the parcels have been purchased and options have been taken o n twenty-two (22) additional parcels. __JJ.___ ____,I L > - - -- C( J ! o -·:.-:-- ·-,:"-:(::_::;:;:: ..~ ,.,. I- :-;:;:::.-:-.:. (!) ·. -.-·-:-;:. • z------ 1~ATLANTA SITE NUMBER 69C5T11-12 SITE NUMBER 69C5T16 One (1) parcel has been purchased. Eleven (11) parcels scheduled for acquisition and clearance in 1969. �SUMMERHILL PLANNING COMM ITTE E V ICE GETS CHAIRMAN .SCHOLARSHIP Exciting t h ing s are h app e n ing to Summerhi ll res i d e n ts . Take Jimmi e Ke n nebrew for example . Mr . Kenn eb r ew i s Vi ce Chairman of the Summerhill P l ann i ns ~ommittee . He was award e d a scholarship to attend the Ecume ni ca l I nst itut e i n Chicag o, Illinois wh e re he will t ak e a course i n Socia l" Se r v ice and Commun ity Or g anization. Mr. Ke nneb r ew l ef t At l anta on J uly 19 t h and wi ll s p end e i gh t ( 8 ) week s a t t he Ecume ni ca l Ins titut e. Wh e n h e r eturns, he p l an s t o use h is new t r aining i n work ing with the Summe r h ill P l ann i ng Commit tee and on o t her ConL~un ity Ac ti v ities . Community service is no t n ew t o Jimmie Kennebrew . Since he c ame to Atlanta i n 1 944 , he h a s been inv olve d in ma n y ac ti v iti e s whi ch s e r ve the Ne i gh borhood. At p res e nt, h e se r ves a s Vice Chairman o f t h e Mode l Cities Summerhi ll Planning Committe e, Vi ce Ch airman o f t h e SuMac Community Neigh borhood Ad vis ory Coun c il, Ch a i r man of the Manpower Committee of t he EOA Centr a l Citi zens Adv i so r y Counci l and a memb e r o f ~he Summe r hi ll Mod e l Citi es Adv i s ory Coun c il and Chai r man of t he Housing comm.i t t ee. He i s al so a me mb e r of CAMP S Adv i sory Commi ttee, a c ity - wide gro up conce r n e d wi t h emp l oyme nt . Why i s Jimmi e Kenn eb r ew so ac ti v e ? asked h im : Thi s i s what he said when we Living in th e Summe r hi ll Communi t y I b e came a war e of t he d i sadvan t ageou s conditions and de c ide d I wante d t o he l p d o some thing about t hem. We have to s how the re st o f Atl a nta tha t we are a n x ious t o h e l p our s e l ves and do our part to mak e Model Cities a success. Besides be i ng a cti ve i n c ommuni t y s erv i c e , Jimmie Kenn e b rew works h a rd at his r egu l ar j ob . He i s a ce rti fi e d Air Conditioning and Refr igerati o n Mechani c a nd has DeKa l b Co unty Air Conditioning Board ce rti f i c ation f or warm air, ai r cond i t ion i ng, steam and hot wate r . He t r ai ned f or t h is wo rk at the Hoke Smith Schoo l . In his spare time ( d o you think h e h a s any? ) Mr . Kenne brew like s t o bow l, attends bal l game s a nd c h ap erones a t dances a t the SuMac Cente r . Although he was not born in At l an ta , it has b ee n home t o him for most of his life. He and hi s wife, Doro t hy , li ve at 79 Ri cha rdson St ree t , S.W. 7 �THE AGENCIES SPOTLIGHT ON ATLANTA SERVING YOU SOUTHSIDE COMPREHE N§!VE HEALTH CENTER Ridge Avenue, Peoplestown ~~UFO~U~~u::r.:,; BE~~E:o~Tso:TI~i~~°a!E! } '0lf.!::ei!~o~;rtt b:tw.: ist~:~it ."~a:~f!!£ miracle to turn the old bed spring facto i;y))/)/. :;::::·· you' 11 s a.:.f ~/ time n other<¥.e.·x nbers of ··.· into one of the most modern comprehen,s.ifii))))> your fam(i.i / need tre ··: ent. ·-::::::::.::. health centers in the entire United .S"ti t:\if/ jf·· .):}:/ · :./:}:: .. ,: :-";::<J/j:}{})/ a:dA.Jf You { / even have li t i f~} { ones get ti Ce:rit ~r f is equippe : $:f ct1:i.;6·n staffed by ·-: ·t<? i~e .:::; ~J::":are Of course, the perseverance .. ::::.~!( :~ };t/{ /\ ;race Barksdale Is Health Sub - .. .c"i:5ifuiii:t tee<··of the Central Advisory Counc;:i :i \ i{~ip~J/ that miracle along quite . a, .)#if / )i).#.f::C;race tells it, the Committee .;:;.i.ij .1;1i t ?ai.& ·j t rest until wthorerywa·yi :_i ·:U · .•;..•.:.:.t·~.·;..·T .·::··t.hh .. ee , l L with a Child <d iir.e s who are tri:i-iri~d children w·f iii~/ · doctor. ><.%.. {f t it knew at that . tJ.i'.~/ )/f (~ ¾:f{ f ~oth would get pulled t,Iif}n$\{ ./¢. mprehensive Health ·.·: ·.·:·. ..·::·: ·..:· .:'.·: ·:.'·.:·"'~ ..' :~.~.·fi/ you ·. - - -· don It have a - -- - of getting the Health \ ) .·:-:·.· Center all ..:-: ...... by yourself, don't fret. The Center is even prepared to do so mething about that problem . If y ou c a ll th e Ce nte r, t h e y will arrange f or one of th e ir d r ive r s to call for you. to leav e , y ou wi ll y our home . more {/!~we've got e v e rything from ·:;::=··Pediatric Do ctors to Podia trists o n our staff . " We a r e just as p r epare d to he l p the a r thr itis v ictim c ope with this proble m as we ' r e p r epared to fit eyeg lasses and diagnose ear, nose problems . 1.· n and throat 1 { l l 1 YOU' RE I N FOR A SU YOU VI SIT THE CENTER FOR TH ii F I RS T TIME . Th e o f f ic es and rooms a :· t h e br i gh t e st a n d c h ee ri e st colors y o :! c an imagi n e . The whole p lace is as p tty as a pic ture. Can y ou b e li e v e it? I f y ou live s o uth of Georgia Avenu e in the People stown o r Summe r hi ll Ne ighbor hoods , and can qualify und er the OEO income gui deline s, all the servi c e s o f the Health Center are available at NO COST TO YOU . There isn ' t even a charge fo r medicine ; and a Pharmacist is on dut y t o se r ve y ou whenever the Cen t e r i s open . i ,; - -And the Staff We ' r e sure y ou'll y our neighbors a n education al u n it munity r e s i d e nts wh b e r s o f the Cente r' If you qua lify fo r s ervices at t he Compre hensive Health Center , all y o u hav e to do i s regi s t e r . The He alth Cente r staff will t ake it from the re and s ee th a t y o u r e c eive t he kind of help you need. be ni c er . .· ecogni z e s ome o f .: s e the Cent er has . o r t r a ining com :i then become mem ~ staff . r Why no t servi ce s ? P l an to registered n ow ! 8 t h e Center ' s wro. ole fami l y ·" � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document What’s Happening ISSUE NUMBER 3 AUGUST 1969 SUMMERHILL PLAN PRESENTED A Mass Neighborhood Meeting was held on July 30th at the Thankful Baptist Church on the corner of Martin and Bass Streets. The Model Cities Sum- merhill Planning Committee and its Consultant reported on the 1970 and long-range planning for the Model Summerhill Neighborhood. The Summerhill Planning Committee and its Consultant have met every week since May. Two Mass Meetings were held in June to inform the residents of the pro- gress being made in planning Summerhill's future. Two newsletters were also dis- tributed throughout the neighborhood to keep you informed. If you haven't received the newsletters, call a member of your Planning Committee. Watch for notices of future mass meetings. We need your participation! THE LONG-RANGE PLAN The recommended long-range plan for Summerhill was discussed by a mem- ber of the Consulting firm. The resi- dents of Summerhill expressed general agreement on the proposals. The long-range plan shows many improve- ments for Summerhill. The most out- standing new facility would be the Edu- cational Park complex to be located east of Connally. Street in both the Summer- hill and Grant Park Neighborhoods. This would include a new middle school and com- munity service facilities. A new primary school is also planned along Terry Street between Little and Love Streets. YOUR VOICE IN SUMMERHILLS FUTURE The Plan shows that Georgia Avenue can have a new face when all improve- ments are completed. A new and enlarged shopping area is planned for the vicinity of Georgia and Capitol Avenues. 1970 SUMMERHILL ACTIVITY AREAS DISCUSSED Activities which should be accomp- lished during 1970 under the Model Cities Neighborhood Development Program for Summerhill were dis- cussed. Seven activity areas are recommended for next year. Four of the areas would be scheduled for clearance to provide land for schools and new housing, while another three areas would be for rehabilitation treatment. A MAP OF THE RECOMMENDED 1970 ACTIVITY AREAS APPEARS INSIDE. The proposed 1970 Activity Areas were received favorably by the resi- dents attending the meeting. SOLUTION FOR TRAFFIC CONGESTION The traffic congestion that plagues the Summerhill Neighborhood whenever a major event occurs at the Stadium may finally be eliminated. Although no time table has been established, an improved street system, recom- mended in the long-range plan, is designed to prevent Stadium traffic from invading residential areas. — EFrF=Fameecwn DID YOU KNOW ? by Mattie Ansley Did you know that in the year 1866, on Fraser Street in the Summer- hill Section of Atlanta, there stood a little red church? It was known at that time as Clark Chapel because it was named for Bishop Clark who was founder of Clark University. The colored and white people worshipped together in Clark Chapel in those long ago years. One of the Trustees of Clark Chapel was Mr. Kimball, the founder of the famous Kimball House Hotel which was torn down many years ago. Some years later the Congregation moved to Hunter and Central avenues. It was there that an offer was made to sell to the Colored Membership of the Church. Later, this same Church was renamed the Lloyd Street Church; and under that name it saw the beginning of Clark University and Gammon Theological Seminary. Classes were held in the basement of the Church just like they are today. Now the Church sits at 503 Mitchell Street S.W. and is known as the Central Methodist Church. Yes, Summerhill has something to be proud of! Fraser Street with her bumps and turns has her Historic Spot. Much good was done for the community through the little red church under the leadership of Reverend J. W. Lee. Who knows what we may dig up later about Summerhill and her past history. We'll look for facts about those who lived in this Community regardless of race. THE FACTS ABOUT CLEARANCE & REHABILITATION AREAS IN YOUR NEIGHBORHOOD IF YOU LIVE IN AN AREA WHERE HOUSES WILL BE ACQUIRED AND CLEARED: IF YOU LIVE IN AN AREA WHERE THE HOUSES WILL BE REHABILITATED: @ You don't have to move right @ Don't do any major remodeling away! until a rehabilitation advisor from the Atlanta Housing @ You will get a reasonable Authority comes to see you. price for your property. @ Architectural serves are avail- ® You will get moving expense able through the Atlanta Housing money. Authority. e A relocation man will help @ Rehabilitation grants and loans you find another house or are available. apartment. ® Don't become the victim of an unethical contractor. Talk to your rehabilitation advisor first. WHEN YOU DECIDE TO MAKE IMPROVEMENTS 10 YOUR PROPERTY, CALL YOUR REHABILITATION ADVISOR. ® Your next house or apartment will be in good condition. ® A relocation man will help you get money for better housing. THE ATLANTA HOUSING AUTHORITY HAS EXPERIENCED RELOCATION PEOPLE TO HELP MAKE YOUR MOVING AS EASY AS POSSIBLE. CALL YOUR RELOCATION MAN TO GET ALL THE CORRECT INFOR- MATION. Don't sign a contract for home improve- ments until it is approved by your rehabilitation advisor. The Atlanta Housing Authority will get estimates from several reliable con- tractors. You and your advisor can decide which one will give you the most Don't listen to rumors--let the f or your money. relocation man help you. That is his job! If you have any questions, call the members of your Planning Committee whose names are listed in the first two newsletters. Or call one of these supervisors at the Model Cities Neighborhood Development Program Area Office. Their number is 523-0245 before September lst. After September lst, call 523-5851 W. R. Wilkes, Project Director R. C. Littlefield, Rehabilitation Super- Thomas Walker, Assistant Project Director visor Walter Reid, Family Services Consultant Cc. V. Dickens, Financial Advisor Supervisor Miss Dorothy Moon, Secretary IF YOU RENT, PLEASE SHOW THIS NEWSLETTER TO YOUR LANDLORD. WE WOULD BE HAPPY TO SEND HIM A COPY, IF WE RECEIVE HIS ADDRESS. RECOMMENDED Clearance Area A new primary school is sche- duled for construction on this site. During 1969, the Atlanta School Board will ac- quire buildings in the center of the site. In 1970, the 34 buildings in the red area will be acquired and cleared. Pro- perty owners and “tenants who move before the Housing Author- ity contacts them could lose out on relocation assistance and benefits. DON'T MOVE UNTIL YOU HEAR FROM THE HOUSING AUTHORITY IN 1970! > #Although the activities on this map are recommended for 1970, limited funds and time could delay some of the activities until after 1970. pr e ST. Neg If LOVE J | ST. [Ll SOUTHEAST KE w 5 STADIUM WASHINGTON Ko ATLANTA GIA CAPITOL SUMMERHILL ACTIVITY Clearance Area Twenty-two buildings on this site are scheduled for clearance. The par- cel will become part of the proposed educational park complex. CONNALLY AREAS FOR 1970* Rehabilitation Area A total of 93 buildings are located in four areas scheduled for rehabilitation treatment during 1970. Where rehabilitation is not feasible , buildings will be acquired and cleared. The Atlanta Housing Authority is prepared to assist homeowners to re- habilitate their properties. Grants and low-inter- est rate loans are available to all who qualify. = Clearance Area Twelve buildings will be cleared from this site to provide needed space for the E. P. Johnson School. Property owners and tenants will be contacted by the Housing Authority during 1970. Don't move until you hear from the Housing Authority next year! L_ ee 7 oe Clearance Area Thirty-three buildings will be cleared from this site to pro- vide land for the widening and improvement of Little Street. New curbs and sidewalks are planned. The land remaining will be developed for low and moderate income housing. Clearance Rehabilitation GRAPHICS BY: URBAN RESEARCH & DEVELOPMENT ASSOCIATES, INC.  Here’s The Information You Asked For A Progress Report On 1969 Summerhill Activity Areas AS OF THE SECOND WEEK OF JULY, 1969 AVE. KELLY PL. CAPITOL SITE NUMBER 69C6 Three (3) of the parcels have been purchased and options have been taken on four (4) parcels. SITES NUMBER 69C3 and 69C5T21 Fifty-nine (59) parcels scheduled for acquisition and clearance. Eleven (11) of the parcels have been purchased and options have been taken on twenty-two (22) additional parcels. Se 2k f <[ATLANTA L — , = “ 7% = rs a. SITE NUMBER 69C5T11-12 Eleven (11) parcels sche- ule or acquisition and SITE NUMBER 69C5T16 pieaesica a ded. One (1) parcel has been purchased. SUMMERHILL PLANNING COMMITTEE VICE CHAIRMAN GETS SCHOLARSHIP Exciting things are happening to Summerhill residents. Take Jimmie Kennebrew for example. Mr. Kennebrew is Vice Chairman of the Summerhill Planning Committee. He was awarded a scholarship to attend the Ecumenical Institute in Chicago, Illinois where he will take a course in Social Service and Community Organization. Mr. Kennebrew left Atlanta on July 19th and will spend eight (8) weeks at the Ecumenical Institute. When he re- turns, he plans to use his new training in working with the Summerhill Planning Committee and on other Community Activi- ties. Community service is not new to Jimmie Kennebrew. Since ne came to Atlanta in 1944, he has been involved in many activities which serve the Neighborhood. At present, he serves as Vice Chairman of the Model Cities Summerhill Planning Committee, Vice Chairman of the SuMac Community Neighborhood Advisory Council, Chair- man of the Manpower Committee of the EOA Central Citizens Advisory Council and a member of the Summerhill Model Cities Advisory Council and Chairman of the Housing Committee. He is also a member of CAMPS Advisory Committee, a city-wide group concerned with employment. Why is Jimmie Kennebrew so active? This is what he said when we asked him: Living in the Summerhill Community I became aware of the dis- advantageous conditions and decided I wanted to help do some- thing about them. We have to show the rest of Atlanta that we are anxious to help ourselves and do our part to make Model Cities a success. Besides being active in community service, Jimmie Kennebrew works hard at his regular job. He is a certified Air Conditioning and Refrigeration Mechanic and has DeKalb County Air Conditioning Board certification for warm air, air conditioning, steam and hot water. He trained for this work at the Hoke Smith School. In his spare time ( do you think he has any?) Mr. Kennebrew likes to bowl, attends ball games and chaperones at dances at the SuMac Center. Al- though he was not born in Atlanta, it has been home to him for most of his life. He and his wife, Dorothy, live at 79 Richardson Street, S.W. SPOTLIGHT ON THE AGENCIES SERVING YOU ATLANTA SOUTHSIDE COMPREHENSIVE HEALTH CENTER Ridge Avenue, Peoplestown YOU JUST WON 'T BELIEVE IT UNTIL YOU SEE IT FOR YOURSELF! It took some kind of a miracle to turn the old bed spring factory into one of the most modern comprehensi' health centers in the entire United . Of course, the perseverance -0 Barksdale's Health Sub - Central Advisory Counci acle along quite ab it, the Committee. it knew that the pulled at th Center Build: s Grace tells *t rest until “tooth would get omprehensive Health “does more pull teeth. Mrs. eems, the Center's Relations Director, kes» to describe the Cen- er's services by saying, We've got everything from Pediatric Doctors to Podi- atrists on our staff." We are just as prepared to help the arthritis victim cope with this problem as we're prepared to fit eye- glasses and diagnose ear, nose and throat problems. Bu Can you believe it? If you live south of Georgia Avenue in the Peoplestown or Sum- merhill Neighborhoods, and can qualify urn der the OEO income guidelines, all the ser vices of the Health Center are available at NO COST TO YOU. There isn't even a charge for medicine; and a Pharmacist is on duty to serve you whenever the Center is open. If you qualify for services at the Compre- hensive Health Center, all you have to do is register. The Health Center staff will take it from there and see that you receive the kind of help you need. you'll sav time helped Oa mir- ily need trek even have [to worry ab ones gettin ij} in the way. is equipped with a Chil Séct on staffed by filks who are trai sake good care o u are visiting wi the doctor. ay of getting tc the Health Center all by yourself, don't fret. The Center is even pre- pared to do something about that problem. If you call the Center, they will arrange for one of their dri- * vers to call aire ready to leave, back to your home. you don't have a for you. When you you will be delivergé YOU'RE IN FOR A SURHE SE WHEN YOU VISIT THE CENTER FOR THE: FIRST TIME. The offices and rooms aya the brightest and cheeriest colors yousjcan imagine. The whole place is as i ty as a picture. douldn't be nicer. Hecognize some of se the Center has And the Staff just We're sure you'll your neighbors beca an educational unit for training com - munity residents wh@jthen become mem - bers of the Center's jstaff. Why not take advantage of the Center's services? Plan to g¢# the whole family registered now!  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 25 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/7cb58c833552aaae1ee565f72eb45474.pdf b763ba1aa56c558ae42c135512c5a3e4 Scripto Transcription A written representation of a document. MECH AN ICSVI LLE MESSENGER JULY 1969 ISSUE NO Newsletter Supplies Area Informal ion M .C . Program Involves Citizens The Mechanicsville Messenger will be the official means of gett i n g i n formation about t he neighbo rhood t o t h e residents of Me chanicsville. It will be publi shed b y the Me chanicsvi l le Ne ighborhood Coo rdi n a ting Pl a nning Commi ttee wor k ing with Har land Bartho l omew a nd As s ocia t e s, pl a n ning c onsulta n ts f or the ne i ghbo r hood. Mechanicsville is one of si x neighborhoods which make up the Atlanta Model Cities Area . Although it is -sma ll in size, it includes the mo st peop l e of any o f the six neighborhoods. The success o f ne ighborhoo d i mprovement will depend on t h e interest and suppor t of the res i dents. This Newsletter will be. the best sou rce of information concerning the Mechanics v i lle parts of the Model Citie s Program. It will inform the people as to wh a t is being done and will help them in their efforts to take par t . Eve ry issue should be read carefully by every resident with an int erest in his neighborhood. In this way, the citi zens of Mechanicsvil le may take a useful part i n the improve me nt of the neighborhood. The Committee plans to mail the Messenger to residents of Mechanicsville once each month . 1 The Model Ci t ies Pr ogram h a s one ma jor o b jective: to fac e the ma ny differe nt kinds o f problems o f urban living in order to increase h uma n opport u nity and enjoyment. · The program is intended t o rebuild the worn- ou t f&cilities. It is intended to increase the supply of hou sing fo r l ow and mode rate income f amilies . It is intende d to i n crease the earni ng p ower of the people through training and expanded job opportunities. It is intended to provide the needed public facilities such as parks, scho ols, s t reets and u tilities. In short, the program is intended to provide an environment for good living related to the n e eds and desires of the residents. To accomplish these goals requires cooperative effort - of the citizens, of the city of the Model Cities staff, of the ·Atlanta Housing Authority and of professional planners assisting in the work. �Consultant Action Mr. Joe Ross represents the planning consultant , Harland Bartholomew a nd Associates . His work wi th the Committee will include : A survey of possible 1970 acquisition areas A relation of areas chosen to the overall improvement plan and preparation of necessary maps and reports . Other consultants , such as economists , appraisers and architects will also be used. Agencies At VJork Planning Committee The urban rene wal progr am in Me chanics vi lle involve s the work o f several g r oups and i ndividual s. The f irst is the Model Cities Administr~tion wh i ch operates as a separate part of the city. Making use of a planning consultant and working with the residents, the Model Cities Program (MCP) prepares plans and submits them to the Atlanta Housing Authority. The MCP al s o provi des a means of hearing individua l problems and recomme n dations . Th e Atlanta Housing Aut hority's rol e i s that of action and assistance. It is th e AHA's res po ns i b ility to carry o u t the p l ans. It als o gi ve s assist ance in relocation and o th e r problems . The City of Atlanta is, of cour s e , the final authority The City pays one-third of th e cost and provides other types of services. Th e Planning Dep a r tmen t will insure that the 1 97 0 activities agre e with the 1983 Mode l Citi e s Pl a n. The Neighborhood Coordinating Planning Committee is mad e up of the heads of operating committees under the Model Cities Program and the Advisory Council. These are r es idents and ·businessmen of Mechanicsville. This committee is the di r ect contact with the consultants and the Mode l Cities staff. Any qu e stions of residents shou ld be discussed with them. The commi t tee~ responsibil i t i es are : 1. To keep a ll r e s i dents info r med of e xisti ng and planned ac t ivities . 2. To e n coura g e a ctive particip a ti o n in meetings and by ques t ions and comments to make this participation meaningful. 3 . To encourage every resident to help in planning. 4. To furnish the means for the residents to be heard in all phases of the urban renewal process. The committee will provide ideas or proposals to ward the solution of existing problems . �i PROJECT OFF ICE The Atlan ta Housing Auth o r ity ' s Office in Model Cities is known as the Mod el Cities Neig h b orh ood Development Program Area Office . This o f fice is r espon sib le for carrying out the physi6al imp l emen t a ti on of the plan t hat the Model City Planning Off ice has develop e d, i n c ooperation with the many citi z en p a rti cip a t ion gro ups . The Mo del Citie s Neighborhood De v elopment Program Area Office has t,vo separ ate sec t ions . Th e first is charged with the responsi bil ity of satis f actor i ly relocating the residents and busine ss e s f rom t hose are as that a r e scheduled to be cleared a nd redeveloped int o a t ruly model residential communi t y. The o ther sectio n is concerned wi th t h e remodeling o f those strtic t ure s that ar e wi t h in t he designated rehabilitation areas . This i n clude s a n a ctual inspection of each dwelling a n d t he prepar a t i on of a li s t of needed repairs. In many c as e s fin a n c ial assistan ce i s avai l a b l e through either the Lo an or Grant Program. The Rehabilitat i o n Advisor follows t he cons t ruction from beginn ing to end, i n s pec ting e ach step to assure the h ome owne r o f r e c e iving compl ete value fo r his doll a r i nveste d. The Mo de l Cities Ne i g hbo r hood Development Project Office is presently lo c ated in r oom 141 o f t he Martin Lu ther King Memorial Hig h Ris e for the e lderly a t 53 0 McDanie l Str eet, s.w . , one block o ff Ge o r gia Av e nue. The t e lepho n e n umbe r is 523 - 024 5 . On J u ly 15th t h e o ffice will b e moving to its new and permanent address, 683 Capitol Avenue, S.W. a t t h e corner of Georgia and Ca p itol Avenue . Our n ew telepho ne n umber will b e 523 - 5851. For f uture r e f ere nce, l is t e d b e low are the d epartme ntal Superv is o rs. W. R. Wilkes, Jr . Thomas Walker Wa l t er W. Reid R.C . Littlefield Miss Dorothy MoonC.V. Dickens - Pr o ject Di rec t o r As s t . Proj ect Director F amily Services Consultant Supervisor Rehab i l i t ation Super visor Secre tary Financial Advisor �MRS. EVA GLOVER Mrs. Glover's primary interest is making Mechanicsville a better place for family life. Although she was born in &parta, Georgia , she has lived in the Mechanicsville area since 1925. She was a strong force in organizing local support for the Community Center and is active in its operation. Besides her work on the Advisory Council , Mrs. Glover is chairman of the Relocation Committee, serves on the Program Committee and sings in the choir at St. Paul's AME Church. Mrs. Glover campaigned hard MRS , GLOVER TALKS WITH for her election to the Council because she knew she could do a good job for the committee, ONE OF HER NEIGHBORS which she has been doing. ABOUT THE NEI GHBORHOOD, Participation The Model Cities Program dep e nds o n citiz e n participation. Thi s action is three fold. The resident is re sponsi~ b le for taking an interest in his n e ighborho9d. He can read t h is Ne wsletter and others following, and he can talk wi th th e members of the Adv i s o r y Council f rom his block. The se a re l isted on page four. The Ne i g hborh ood Coordinating P l a nning Committee will keep t h e resident i nformed. It will d istribu te information to the r e sid e n t; for e x ample, thi s Ne wsle tte r. The cons ulta nts provide the technical servi ces needed in working out a plan with the residents. The cons u l tant will work with the Committee and the Advisory Counci l a s well as other groups. - p R 0 f· I L Renewal Activities In the summer of 1968 the Model Cities staff began meeting with citizens and the Neighborhood Coordinating Planning Committee from Mechanicsville. When the Model Cities application -was funded by the Federal Government it inc luded three and a half blocks in Mechanicsville for acqui sition during 1969. Two blocks bounded by Windsor, Fulton, Formwalt and Richardson. One block bounded by Richardson, Cooper, Crumley and Windsor. One half block o n the eas t side of Formwalt between Georgia and Glenn. Planning for 1970 activities was begun in May 1969. On June 23, the first meeting of the committee was held with t he planni ng consultant. REVEREND M.M. THOM AS p R 0 F I L E E Reverend Thomas grew up in Jackson, Georgia and later moved to Atlanta. He has lived in Mechanicsville for the past 15 years. Reverend Thomas is employed by the LockheedGeorgia Company in Marietta. His spare time is divided among his family and his two churches, the Sardis Baptist Church and the Shoal Creek Baptist Church in Pike County. In spite of this busy schedule, he finds time to serve on the Advisory Council. Reverend Thomas has shown himself to be willing and anxious to work for the improvement of living conditions in Mechanicsville. REVEREND THOMAS RELAXES IN HIS SPARE TIME �r -. ' Mechanicsville Neighborhood Coordinating Planning Comm ittt;!e Mrs . Alyce Nixon, Vice Chairman 703 Cooper Street, SW 524-4920 ADVISORY COUNCIL Rev . Simon Shuman Miss Doris Thomas Rev . B . J . Johnson Mrs. Ann Childs Mrs. Janie Lowe Mrs. Bessie Aaron Mr. William Gaston Rev. W. L. Finch Mrs. Emma Rose Mrs. Ma ttie Compton Rev . J . H. Grames Rev . J.H . Loc k ett Mrs. Beatri ce Goode n Rev . L . C. Clack Mr . Arth u r L . Hodges Mrs . L . M. Thomps on Mrs . Ernestine Hurley Mrs . Bessie Ke lley Mr s . Dorothy J e n k i ns Mr s . Dor oth y La wrence Mrs . Lu cy Hall Re v . M. M. Thomas Rev . T . R. Jones Mrs . Ev a Glover Mr s . Hattie Mos ley Rev . L. M. Terr i ll 428 Hightower Road, NW 4 01 Rawson Street , SW 388 Glenn Street , SW 620 Ira Street, SW 623 Ira Street , SW 74 Whiteford Ave nue , NE 465 Pryor Street , SW 465 Pryor Str ee t , SW 563 Cooper Str eet , SW 56 7 Cooper Street, SW 740 Amber Place , NW 606 Pryor Street, SW 637 Pulliam Street , SW 5 91 Pulliam Street , SW 69 8 Crew Street , SW 2 23 Bass Str eet , SW 2 9 4 Bass Str e et, SW 70 9 Pryor Street , SW 25 2 Hendri x Str eet , SW 194 Hendri x S t ree t , SW 74 0 Centr al Stre e t , SW 931 Fo r t r e ss Stree t , SW 1437 Murry Street , SE 675 Ira Street, SW 374 Bass Street , SW 6 06 McDaniel Street , SW 5 24-2 36 8 521-1271 523-4056 5 22 -276 2 523-4930 523-4 930 5 21-0244 322-3695 755- 4862 52 4 -5160 5 23-7054 5 24 - 1 87 0 5 2 5 - 97 5 5 688 -8 821 5 24 - 0062 CHAIRMEN OF OPERATING COMMITTEES Mrs . Mrs . Mrs. Mrs . Mrs . Mrs . Bertha Barton Carrie Berry Rosa Burney Dor o thy Finney Eva Glov er Annie Ruth Newton Mechanicsvi ll e Messenger 1 700 Commerce Drive , N. W. Suite 111 Atlanta , Georgia 30318 260 721 7 12 803 675 528 Bass Street , SW Coope r Street , SW Garibaldi Street , SW Cooper Street , SW Ira Str ee t , SW We lls - Street, SW #1590 525 - 8 919 525 - 3903 521 - 2118 524 - 753 7 688 - 8821 577 - 5 0 4 4 BULK RATE U. S. POSTAGE 3 . Be PAID Atlanta, Georgia Permit No . 1089 � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document i MECHANICSVILLE MESSENGER © JULY 1969 ISSUE NO 1 Newsletter Supplies Area Information The Mechanicsville Messen- ger will be the official means of getting information about the neighborhood to the resi- dents of Mechanicsville. It will be published by the Mechanicsville Neighborhood Coordinating Planning Commit- tee working with Harland Bartholomew and Associates, planning consultants for the neighborhood. The success of neighbor- hood improvement will depend on the interest and support of the residents. This News- letter will be. the best source of information concerning the Mechanicsville parts of the Model Cities Program. It will inform the people as to what is being done and will help them in their efforts to take part. Every issue should be read carefully by every resi- dent with an interest in his neighborhood. In this way, the citizens of Mechanicsville May take a useful part in the improvement of the neighbor- hood. The Committee plans to mail the Messenger to residents of Mechanicsville once each month. M.C. Program Involves Citizens Mechanicsville is one of six neighborhoods which make up the Atlanta Model Cities Area. Although it is small in size, it includes the most people of any of the six neighborhoods. The Model Cities Program has one major objective: to face the many different kinds of problems of urban living in order to increase human oppor- tunity and enjoyment. , The program is intended to.rebuild the worn-out faci- lities. It is intended to in- crease the supply of housing _for low and moderate income families. It is intended to increase the earning power of the, people through training and expanded job opportunities. It is intended to provide the need- ed public facilities such as parks, schools, streets and utilities. In short, the pro- gram is intended to provide an environment for good living re- lated to the needs and desires of the residents. To accom- plish these goals requires cooperative effort - of the citizens, of the city of the Model Cities staff, of the Atlanta Housing Authority and of professional planners assisting in the work.  t CENTRAL AVENUE PRYOR STREET rT | Bye GEORGIA AVENUE SOUTH EXPRESSWAY I-75) Agencies At Work The urban renewal program in Mechanicsville involves the work of several groups and in- dividuals. The first is the Model Cities Administration which operates as a separate part of the city. Making use of a planning consultant and work- ing with the residents, the Model Cities Program (MCP) pre- pares plans and submits them to the Atlanta Housing Author- ity. The MCP also provides a means of hearing individual problems and recommendations. The Atlanta Housing Authority's role is that of action and assistance. It is the AHA's responsibility to carry out the plans. It also gives assistance in relocation and other problems. The City of Atlanta is, of course, the final authority The City pays one-third of the cost and provides other types of services. The Planning De- partment will insure that the 1970 activities agree with the 1983 Model Cities Plan. Consultant Action Mr. Joe Ross represents the planning consultant, Har- land Bartholomew and Associ- ates. His work with the Committee will include: A survey of possible 1970 acquisition areas A relation of areas chosen to the overall improvement plan and preparation of necessary maps and reports. Other consultants, such as economists, appraisers and architects will also be used. Pianning Committee The Neighborhood Coordi- nating Planning Committee is made up of the heads of oper- ating committees under the Model Cities Program and the Advisory Council. These are residents and businessmen of Mechanicsville. This commit- tee is the direct contact with the consultants and the Model Cities staff. Any questions of residents should be dis- cussed with them. The commit- tees responsibilities are: 1. To keep all residents in- formed of existing and planned activities. 2. To encourage active parti- cipation in meetings and by questions and comments to make this participation meaningful. 3. To encourage every resident to help in planning. 4. To furnish the means for the residents to be heard in all phases of the urban renewal process. The committee will provide ideas or proposals to- ward the solution of existing problems. PROJECT OFFICE The Atlanta Housing Authority's Office in Model Cities is known as the Model Cities Neighborhood Development Program Area Office. This office is responsible for carrying out the physical implementation of the plan that the Model City Planning Office has developed, in cooperation with the many citizen participation groups. The Model Cities Neighborhood Development Program Area Office has two separate sections. The first is charged with the responsibility of satisfactorily relocating the residents and businesses from those areas that are scheduled to be: cleared and redeveloped into a truly model residential com- munity. The other section is concerned with the remodeling of those structures that are within the designated rehabili- tation areas. This includes an actual inspection of each dwelling and the preparation of a list of needed repairs. In many cases financial assistance is available through either the Loan or Grant Program. The Rehabilitation Advisor follows the construction from beginning to end, inspecting each step to assure the home owner of receiving complete value for his dollar invested. The Model Cities Neighborhood Development Project Office is presently located in room 141 of the Martin Luther King Memorial High Rise for the elderly at 530 McDaniel Street, S.W., one block off Georgia Avenue. The telephone number is 523-0245. On July 15th the office will be moving to its new and permanent address, 683 Capitol Avenue, S.W. at the corner of Georgia and Capitol Avenue. Our new telephone number will be 523-5851. For future reference, listed below are the departmental Supervisors. W.R. Wilkes, Jr. - Project Director Thomas Walker - Asst. Project Director Walter W. Reid - Family Services Consultant Supervisor R.C. Littlefield - Rehabilitation Supervisor Miss Dorothy Moon- Secretary C.V. Dickens - Financial Advisor  Mrs, GLOVER TALKS WITH ONE OF HER NEIGHBORS MRS. EVA GLOVER Mrs. Glover's primary interest is making Mechanicsville a better place for family life. Although she was born in Sparta, Georgia, she has lived in the Mechanicsville area since 1925. She was a strong force in organizing local support for the Community Center and is active in its operation. Besides her work on the Advisory Council, Mrs. Glover is chairman of the Relocation Committee, serves on the Pro- gram Committee and sings in the choir at St. Paul's AME Church. Mrs. Glover campaigned hard for her election to the Council because she knew she could do a good job for the committee, ABOUT THE NEIGHBORHOOD, Which she has been doing. Participation. The Model Cities Program depends on citizen participa- This action is three tion. Fold. The resident is responsi- ble for taking an interest in He can read this Newsletter and others following, and he can talk with the members of the Ad- his neighborhood. ing with citizens and the Neighborhood Coordinating chanicsville. included three and a half R O F L E Renewal Activities In the summer of 1968 the Model Cities staff began meet- Planning Committee from Me- When the Model Cities application-was funded by the Federal Government it blocks in Mechanicsville for visory Council from his block. These are listed on page four. The Neighborhood Coordi- nating Planning Committee will keep the resident informed. It will distribute information to the resident; for example, acquisition during 1969. Two blocks bounded by Wind- sor, Fulton, Formwalt and Richardson. One block bounded by Richard- son, Cooper, Crumley and Windsor. this Newsletter. the technical services needed in working out a plan with the residents. will work with the Committee and the Advisory Council as well as other groups. : Pp R O F | L E The consultants provide The consultant REVEREND M.M. THOMAS Reverend Thomas grew up in Jackson, Georgia and later moved to Atlanta. He has lived in Mechanicsville for the past 15 years. Reverend Thomas is employed by the Lockheed- Georgia Company in Marietta. His spare time is divided among his family and his two churches, the Sardis Baptist Church and the Shoal Creek Baptist Church in Pike County. In spite of this busy schedule, he finds time to serve on the Advisory Council. Reverend Thomas has shown himself to be willing and anxious to work for the improve- ment of living conditions in Mechanicsville. One half block on the east side of Formwalt between Georgia and Glenn. Planning for 1970 activi- ties was begun in May 1969. On June 23, the first meeting of the committee was held with the planning consultant. r REVEREND THOMAS RELAXES IN HIS SPARE TIME i. ir Mechanicsville Neighborhood Coordinating Planning Committee Atlanta, Georgia 30318 Mrs. Alyce Nixon, 703 Cooper Street, SW 524-4920 Vice Chairman ADVISORY COUNCIL Rev. Simon Shuman 428 Hightower Road, NW Miss Doris Thomas 401 Rawson Street, SW 524-2368 Rev. B.J. Johnson 388 Glenn Street, SW 521-1271 Mrs. Ann Childs 620 Ira Street, SW 523-4056 Mrs. Janie Lowe 623 Ira Street, SW 522-2762 Mrs. Bessie Aaron 74 Whiteford Avenue, NE Mr. William Gaston 465 Pryor Street, SW 523-4930 Rev. W.L. Finch 465 Pryor Street, SW 523-4930 Mrs. Emma Rose 563 Cooper Street, SW 521-0244 Mrs. Mattie Compton 567 Cooper Street, SW 322-3695 Rev. J.H. Gromes 740 Amber Place, NW Rev. J.H. Lockett 606 Pryor Street, SW 755-4862 Mrs. Beatrice Gooden 637 Pulliam Street, SW Rev. L.C. Clack 591 Pulliam Street, SW 524-5160 Mr. Arthur L. Hodges 698 Crew Street, SW 523-7054 Mrs. L.M. Thompson 223 Bass Street, SW Mrs. Ernestine Hurley 294 Bass Street, SW Mrs. Bessie Kelley 709 Pryor Street, SW Mrs. Dorothy Jenkins 252 Hendrix Street, SW Mrs. Dorothy Lawrence 194 Hendrix Street, SW Mrs. Lucy Hall 740 Central Street, SW 524-1870 Rev. M.M. Thomas 931 Fortress Street, SW 525-9755 Rev. T.R. Jones 1437 Murry Street, SE Mrs. Eva Glover 675 Ira Street, SW 688-8821 Mrs. Hattie Mosley 374 Bass Street, SW 524-0062 Rev. LL.M. Terrill 606 McDaniel Street, SW CHAIRMEN OF OPERATING COMMITTEES Mrs. Bertha Barton 260 Bass Street, SW 525-8919 Mrs. Carrie Berry 721 Cooper Street, SW 525-3903 Mrs. Rosa Burney 712 Garibaldi Street, SW 521-2118 Mrs. Dorothy Finney 803 Cooper Street, SW 524-7537 Mrs. Eva Glover 675 Ira Street, SW 688-8821 Mrs. Annie Ruth Newton 528 Wells. Street, SW #1590 577-5044 Mechanicsville Messenger BULK RATE 1700 Commerce Drive, N.W. U. S, POSTAGE Suite lll 3. 8c PAID Atlanta, Georgia Permit No. 1089  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 24 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/8c5fb3d839f417cd98a770e508e97da0.pdf 1d339edcfa62b85c11ee6512c277a328 Scripto Transcription A written representation of a document. atlanta model cities 673 capitol ave. s:w. atlanta ga. 30315 524-8876 �The Dire ctor Speak s •••••••••••••• "The Model Cities Program, authorized by the Demon s tration Ci ties and Metropolitan Development Act of 1 966 , p rovides technical and financial assistance t o help communities plan and carry out compreh e n sive p rogra ms to upgrade social, economic, and ph ys ica l c onditions in blighted neighborhoods. A t o t a l of 150 communities have received planning f unds since the · first grants were made in Nov ember 1967. Atlanta was one of the first 63 cities to receive its p l a nning grants and is among the first c ommunities in the Model Cities Program to submit its comprehensive program to receive funds to carry o ut its first year projects. The Atlanta Model Cities document includes a d efinitive use of HUD Supplemental Funds, describing allocation s for programs and projects, representing a total of $ 7,175 ,000 in Model Cities supplemental fun ds. In a d dition to these funds, the Atlanta Pr o g ram has been given fund assurances for other p rograms by the Department of Housing and Urban Developme n t , t h e De pa rtment of Health, Education and Welfare, the Dep ar tment of Labor and the Office of Economic Opportu n ity f o r a ctivities in the Model Neighborhood. Thes e f u nds will represent an additional $16 million for o ur first year programs. The Model Cities Program is a new concept and we have all learned as we have gone and are going along. We recognize the fact that if our urban problems are to advance toward solution, it is important, if not imperative, that we alter our attitudes and previously caged philosophies. The program is designed to contribute to a well-balanced city containing a mixture of the facilities and services needed to serve the diverse groups living and working in the city and includes projects and activities further designed to make services and facilities, jobs and housing outside the Model Neighborhood more accessible to neighborhood residents. We have made conscientous and serious efforts to reap productive involvement from the neighborhood residents. Our document includes and reflects the constructive participation of the residents in planning and the implementation of this program. We have compiled a summation of the program which we submitted to HUD and includes the allocations for program areas listing their major projects." Johnny Johnson atlanta model cities 673 capitol ave. s.w. atlanta ga. 30315 524-8876 �Atl anta ' s model ne ighborhood covers 3 , 000 acres, and includes 48,000 people l iving in s i x sub neighborhood ~! The target area ranks far below t he r est of t he c ity i n income, employment, education and be:.:.lt h . Th~ miemployment rate f or the model neighborhood is 15 percent compared to 2 .8 perc ent f or the .city. Over half of model neighborhood familie s have poverty l evel incomes and only 29 percent of neighborhood reside nts have inc omes above $5,000 a ye ar. Almos.t twice as many model ne i ghbor hood s t udent s drop out of hi gh school before graduation as compared t o t he city a s a whol e, and 78 per cent of neighborhood parents did not compl ete hi gh school. There are no physicians or dentists living or pr acti c i ng i n the model ne ighborhood. About 70 percent of the model neighbor hood popul at i on is Negro. At l ant a ' s f ive year program was developed with the help , of 11 central ~~mmittees made up of re s idents fr om counterpart program subcommittees in each of s i x sub-neighborhoods . The City Demonstration Agency(CDA} lncluding staf f member s on loan from other public and private agencies provid ed the committees with technical as sistance and staff work for ~he pl anni r.g . Pl ans went f rom the centra l connn i ttee to the 16-member S\ ~ering Comm i tt ee of the Model Neighborhood Mass Convention, which was or en to all ne i ghborhood re s idents. The Model Ne i ghborhood Executive B<a.rd, ,:- omposed of cha irmen of elec t ed councils in t he six neighborhoods, ·i,x publ ic of fici ~l s , and t wo c i ti zen s at larg e appointed by the Mayor, ~s r espon s ibl e fo r policy guidance during the planning and final a·1 "Oro val of plans bef ore submission t o t he Atlanta Board of Aldermen. Five Year Stra~eE~ · . ~ "d · g opportunities . . de nts while at the same time attacking !oot resi for model neighborhood · va t i on to allow residents to ta k ea dva ntage causes of soc i o- economi c depr i at ate To realize this goal Atlanta will conce .r . . of actual opportun it ies . and generate b enefits beyond initial on programs t ha t suppor t one anot her impact . Pt b re~iJent s and the CDA, priority Accord i ng t o st ~nda r d s SYt· ba~i~ needs of model neighborhood programs ar ~ t hose d necte~ at ~;: n: n~rtat i~n education, and employment. residents. These ar e hou sine, _P ocial ;ervices recreation and Residents f elt that oth er progrem;e~:t : d to these pri;ary goals and cul ture, and heal t h, a ~etcld o:~~I1 more s evere conditions are alleviated. cannot be f ully appr ecia e The At l anta Model Cities prugram will 10cus on wi enin 0 I I I 69 70 71 7 1 ' I . - ______,_ ___ �Employment A major goal of t he Atlanta progr am is to reduce unemployment from 15 perc ent to the cit y l evel of 2.8 percent. To accomplish this goal, Atlant a will focus on innovative programs to improve servic es t o t he hard core unemployed. To i mpr ove job tnformation and recruitment, the Georgia State Eruployment Service would operate a communications system with stations i oc at ed i n four outr each posts to relay job information to target area r esidents as rapidly as possible·. A Job Mobile vould provide back-up s er vices to the outreach offices for recruiting residents and transporting them to outreach offices for referrals, and to job sites for· i nt~rviews. Many residents are unable to take advantage of job offers because they lack money for transportation, clothes or minor medical assistance. To overcome these problems, the program would provide direct medical maintenance funds for eye-glasses and dental work, and an emergency assistance fund to help the new employee meet basic needs until his first pay day. ' . These activities would support existing programs, such as the Nat i onal Alliance of Businessmen~ which enlists private business to ~reate Jobs for the hard-core upemployed, thereby increasing realistic Job opportunities and reducing the high unemployment rate~ Economi c Development · t · small bu.sinesses and encourage new businesses To strengthen exis ing . . hb h d to locate i n t he model ne i ghbor hood, Atlant a proposes a Neigllo~ o~ s Development Corpor at i on to provide low-intere st .loans to sfmf.~ u;143.215.248.55s · · t f am il i arize cor:unercial loan o icers ~::·sp!c1:~i:~: ~ii143.215.248.55:a.~f ~pe~at i ng a bus!~e:~_in t~ec~:!.:;rn~~g~::143.215.248.55 16:06, 29 December 2017 (EST) i l ropos ed Suppl ementi ng thes e ac ivi J.es, d t~ ~es~siablished for mod el ne ighborhood businessme~ would id:ntify an giv e a i d t o model neighborhood businesses and recruit new businesses. An exist ing Out r each Pr ogram whi ch provide ~. te:hnical a~~i st a143.215.248.55 t o small bus in es s es will be changed to focus exclu:ively on e_mo and nei hborhood . Thi s pr ogram, by classroom instruction! counselli~g dis~ussj.on gi ves training in bookkeep ing , man~gement, a~~ ~ar~~!~:g technique s as they appiy to the actua l operation of sma us i · �Satisfactory Community Environment The Atlanta program seeks to eliminate several major sources of blight and decay in the model neighborhood. A Sewer Program Study will determine the best means of controlling the flooding and overflow of old sewers, and faulty sewers will be reconstructed or repl~ced under the Neighborhood Development Program. Programs to replace and repair water mains and to increase rubbish collection are also included.' Rousing The housing program, identified by model neighborhood residents as a top priority, aims to increase the number of families living in adequate housing by 6,432 or 160 percent. Home ownership among model neighborhood families would be inc·reased by 25 percent. A key element in Atlanta's housing strategy is establishing a Model N~ighborhood Housing Center to include a nonprofit Housing Development and Rehabilitation Corporation and a Home Ownership Agency. The Cente~ would provide extensive housing services to residents and promote selfhelp programs of housing rehabilitation and construction. ·The Center will also attempt to promote equal opportunity in housing and assist residents who want to move to other parts of the city. The Housing Corporation would encourage rehabilitation and construction by sponsoring housing projects, providing seed money .for sponsors, and doing the technical preparation for housing proj ects that would then be bid on by commercial builders. · Other programs for housing construction and renewal planned ~nder the Neighborhood Development program would be supplemented by a Code Enforcement pro_g_ram. �USE OF HUD SUPPLEMENTAL FUNDS (Alloca tions for program are as are shown with listing of selected major projec ts ) TOTALS Resident Involvement Employment $ 203,000 955,000 Jo b t r a i n ing and recruitment Direc t Medical Maintenance Job rea d i ness-Resident Welfare Fund Manp ower Study; Data Gathering Economic Development* Education 35,000 2 , 317 , 000 Middle School Ex tended Day Program Pre -S c h ool Activities New Sc h ool Construction Community School Program Social Service s 984,ooo Day Care Cent er, Block Mothers & Family Day Care Recru it & Hire professionals & aides* F-?:mily Coun selling, services to holllemakers and Senior Citizens Heal t h 319,000 Group Pr ac t ice Health Facility Menta l Health and Retardation Planner Pr i vate Pra ctice Group in Model Neighborhood Cr ime and Delinquency Prevention 158,000 Crime Data Compilation J uveni l e Delinquency Prevention Group Foster Home Uni ted Youth Outreach Transportation 277,000 Intra-Neighborhood Bus System Spec ia liz e d Passenger Vans Pu bl ic Facilities Impact Evaluation Re c reat ion a nd Cultural Activities 342,000 Atlanta Girls' Club-expansion of facilities, e qui pment and programs Pr o gram in Five Disciplines Sto re Front Libraries Housi ng and Relocation 635,000 Hous,i ng Development and Rehabilitation Corp. Housing Center Othe r Suppl emental Funds Not Yet Allocated Dependent on non-HUD Federal agency funding. 988,000 �Social Services To meet a serious shor tage of day care facilities for children of working parents , Atlanta would use a combination of resources. An extended Day Program ~or school children and for three-and four~year olds will be supplemented b y training residents as family day care mothers and b lock mothers t o care f9r children during the day and after school. The Soc i al Servic es Program emphasizes training model neighborhood r esidents as sub-profe ssionals to work under the supervision of prof essionals in a variet y o~ services, including child care and family s ~rvices. By performi ng such services, residents are also expected to learn and communi cate good habits in family living. Ex i sting resources would be expanded to provide professional and A Homemaker Service will be expanded to serve all res i dents who need it, rather than being limited as presently to recipi ent s of public welfare. Services to the elderly would be expanded to inclu de day care, meal-on-wheels, and advocacy for older persons. legal services in the mode l neighborhood. Health Health care for model ne i ghborhood residents is severely limited by residents ' inabi lity to get t o medical facilities, lack of money to pay for ade quate care, and i ns uf ficient information on available services. To r emedy these cond iti o ns , Atlanta . plans a combination of programs to br ing health fac ilities to the model neighborhood and to educate residents to the importance o f good health care. Plans call for construction or a Group Health Practice fa cility in the model neighborhood and · re cruitment of dentists a nd physicians to staff it. Atlanta also propos e s a progr am of Pre paid Medical Care to pay medical costs of low- income pati ents and a medical screening f acility to examine all residents o f the neighbor hood . Res idents who need furth er medical at tention would then be referred to a physician. Family Servic e . Teams wou l d employ and train model neighborhood -res i dents as health aides t o vork with resident s to improve their knowledge and attitude toward the importance of health car e , assist residents t o heal th r esources , and provide f oll ow-up to health care. �Education The high school dr opout rat e for t he model neighborhood is 8. 9 percent compar ed to 4.9 perc ent for t he city. To combat these probl ems, Atlant a 's compr ehens i ve program for upgrading educat i on i ncludes cons t ruct i on of new scho ol s , expanded vocationa l educat ion progr ams, curriculu.~ r edevelopment, pre-s chool activities , and adult educat ion . Ex i sting pr ograms such a s Curriculum Aides and Teacher Aides woul d cont i nue. New programs such as the Extended Day Program t o keep s chools open 11 hours a day, a Twelve Month School program f or all model ne i ghborhood high schools, and a Commun i cations Skills Labor at or y are des i gned to increa se the impact .of the schools on the communit Y., To deal wit h env i ronmental effects on the educ ation process , plans call for School Social Workers, a Parent Educ at i on pr ogram to help parents with home r elated problems, and a -progr am of Curri culum Development and Fam ily Li ving to improve the s elf confidence and social acc eptance of children. Atlanta also plans a special Middle School f or chil dren in grades 6-8. ' . i.1 · Cr ime and Del i nquency Prev ention Although cr i me and delinquency rates are expected to drop as~ r esult of ot her programs to alleviate basic causes of socio-economic ills, t he At l ant a program calls for immediate activities. The Georgia St at e Department of Criminal Justice would conduct a Crime Data Compilation pro ject to further assess and offer approaches to s olving the crime pr obl em i n the model neighborhood . An existing program of using model neighborhood residents as Community Service Officers att ached t o the Cr ime Pr evention Bureau would be expanded. To prevent juveni l e delinquency from becoming a problem of crime, the program calls f or a United Youth Outreach program in which young people would be empl oyed by the At l anta Chi l dren's Youth Council to reach "hard core yo ung people in the model ne i ghborhood . A Group Foster Home for Delinquents and Pre-delinquent s will al so be established ·to serve adoleseent boys betw een th~ age s of 14 - 16 . �Recr eat i on and Cul ture The limi t ed recr eat i onal a nd cul tural facilities in the neighborhood do ncit meet the needs of r e s i dents. Transportation difficulties prevent the majority of residents from benefiting from existing recreational facilities. The program calls for buying land suitable for development of open space parks, Block Parks and Playl ots. Park facilities will have full-time recreation staffs to provide organized recreation activities for all age groups. As an interim measure while parks are being developed, the program propose s five Mobile Recreation Centers to provide recreational opportuniti es for r e sid ents. The progr am also ca lls for activities to develop cultural pride and encourag e self-expres s ion among residents through classes in music, drama, danc e , visual arts, and creative writing. Professional artists working wi t h classes of 20 are expected to reach 1800 model neighborhood residents a week in this program. The program propos e s three store-front libraries within easy access of bus routes and parking facilities. Transpor tat ion Unl e ss tran s port a t ion faciliti es r e sident s wi ll ~e unaple t o take are improved, model neighborhood h ealth s e rvices . advantag e of Job opportunities or · A key element in Atl t I t I nt ra-Ne i hbor hood a n as r ans~ortation program would be an ~ it hi n th; model n e:~~b143.215.248.55:~~ ! ~dpIOV l de tran~portation for residents . . o surround i ng areas. Operating in a l oc,p pa ttern, thes e bus es would 'd het lth c ent ers, and po ints of t r~:~;~r etacc;~s t~ shopping facilities, pla.\::--~d is a sys t em of specialized a o o er us routes. Also car e. cri:1 1ren, t he elGerly , t he han~i~=en:~r vans for Pfe-scpool day emergency . ,ervice s . PP ' and those in· need of Progr .uns for . st r eet repa i r a nd widen i ng , side~ •alk artd s tr 1 1 · ht' w construction, ee, 1g 1ng wi ll be c onti nued and expa nded. - -- - - - - - ~ -···-- -· ---- ·-- -- �Resident I nvolvement The program calls for a series of special activities to increase the quality and quantity of both model neighborhood resident involvement and mutual involvement of neighborhood and city residents in the program. _An incorporated nonprofit Model Cities Resident Organization would become the central body for recruiting residents, involving residents in future Model Cities planning and working with other groups in the neighborhood. To organize neighborhood youth and coordinate youth activities, a Model Cities Atlanta Youth Council would be established to serve residents age 14-21. The Atlanta program also proposes a special Resident Training project to give residents skills in leadership, self-help activities and social planning·. A-newly created Community Relations Commission would direct a program to increase city-wide participation in Model · Cities through activities such as a Talent Bank to incr·ease the use of volunteers and a series of Town Hall meetings throughout the city. MODEL CITIES PERSONNEL ADMI NISTRATION JOHNNY C. JOHNSON, DIRECTOR Da vid F. Caldwell, Assistant Director for Administration Donald v. Holland, Senior Budget Analyst Velma L. Carr (Miss), Principal Stenographer Mary Ann Ryder, (Miss), Senior Stenographer Howard Turnipseed, College ~ntern Edna Lockett, (Mrs.) Resident Trainee PROGRAM MANAGEMENT B. T. Howell, Program Coordinator ~lan Wexler, Techni cal Writer Joseph A. Stroud, Program Specialist PLANS AND EVALUATION Roslyn wa lker {Mrs.), Evaluation Analyst Mitche l l A. Mi tchell, System Analyst Pa t Akin (Mrs .), Stenographer Bayard Irwin, Research Specialist PHYSICAL DEVELOPMENT Jame s L . Wright, Jr., Direct9r of Phrsical Development Louis Orosz , Phys i cal Planning ~oo:dinator Micha e l Lewa llen, Graphics Specialist John Sluss , Draftsman Bar bara Hawk (Miss ,), Stenographer Cont'd. �SOCIAL DEVELOPMENT James R. Shimkus, Director of. Social Development Davey L. Gibson, Soc.i al Planning Coordinator Frances Eisenstat, (Mrs.) Social Planner II Ellen s ·a hoa tes, (Miss) Social Planning Technician Billy Warden, Crime and Delinquency Planner Willie P. Thompson (MrsJ Social Planner Mary Ann Hewell, (MrsJ Stenographer · ECONOMIC DEVELOPMENT AND EMPLOYMENT o. D. Fulp, Manpower Resources, State Labor Department Ed Berry, Employer Relation Representative Winfred Knight, New Careerist .Nan Brown (Mr&}Stenographer Tom Devane, State Labor Department Representative Jim Culp, Economic Development Planner I Rose M. Graham, (Miss), Economic Developnent Program Specialist COMMUNITY AFFAIRS Xernona B. Clayton (Mrs.), D~rector of Community Affairs Rose-Marie Stewart (Miss}, Neighborhood Organizer Lyall Scott, Neighborhood Organizer Maria McDonald (Mrs.), Stenographer Ruby M. Coleman (Mrs.), Community Relations Assistant Laverne Maddox (Mrs.), Community Relations Assistant Elizabeth Lee (Mrs.), Community Relations Assistant Mary A. Roberts (Mrs.}, Community Relations Assistant Elizabeth Parks (Mrs.), Commjnity Relations Assistant Eleanor Rakestraw (Mrs.), Community Relations Assistant Betty Tye, (Mrs.} Community Relations Assistant � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document The Director Speaks .c<< sels oscw eis "The Model Cities Program, authorized by the Demonstration Cities and Metropolitan Development Act of 1966, provides technical and financial assis- tance to help communities plan and carry out com- prehensive programs to upgrade social, economic, and physical conditions in blighted neighborhoods. A total of 150 communities have received planning funds since the first grants were made in November 1967. Atlanta was one of the first 63 cities to receive its planning grants and is among the first communities in the Model Cities Program to submit its comprehensive program to receive funds to carry eut its first year projects. The Atlanta Model Cities document includes a definitive use of HUD Supplemental Funds, describing allocaticns for programs and projects, representing a total of $7,175,000 in Model Cities supplemental funds. In addition to these funds, the Atlanta Program has been given fund assurances for other programs by the Department of Housing and Urban Develop- ment, the Department of Health, Education and Welfare, the Department of Labor and the Office of Economic Opportunity for activities in the Model Neighborhood. These funds will represent an additional $16 million for our first year programs. — The Model Cities Program is a new concept and we have all learned as we have gone and are going along. We recognize the fact that if our urban problems are to advance toward solution, it is important, if not imperative, that we alter our attitudes and previously caged philosophies. The program is designed to contribute to a well-balanced city containing a mixture of the facili- ties and services needed to serve the diverse groups living and working in the city and includes projects and activities further designed to make services and facilities, jobs and housing outside the Model Neighborhood more accessible to neighborhood residents. We have made conscientous and serious efforts to reap productive involvement from the neighborhood re- sidents. Our document includes and reflects the con- structive participation of the residents in planning and the implementation of this program. We have compiled a summation of the program which we submitted to HUD and includes the allocations for program areas listing their major projects." ----- Johnny Johnson atlanta model cities 673 capitol ave.s.w. atlanta ga.30315 524-8876 Atlanta's model neighborhood covers 3,000 acres, and includes 48,000 people living in six sub neighborhoods, The target area ranks far below the rest of the city in income, employment, education and heelth. a The unemployment rate for the model neighborhood is 15 percent compared to 2.8 percent for the city. Over half of model neighborhood families have poverty level incomes and only 29 percent of neighborhood residents have incomes above $5,000 a year. Almost twice as many model neighborhood students drop out of high school before graduation as compared to the city as a whole, and 78 percent of neighborhood parents did not complete high school. There are no physicians or dentists living or practicing in the model neighborhood. About 70 percent of the model neighborhood population is Negro. Atlanta's five year program was devéloped with the help:of 11 central committees made up of residents from counterpart program subcommittees in each of six sub-neighborhoods. The City Demonstration Agency: (CDA) including staff members on loan from other public and private agencies provided the committees with technical assistance and staff work for the planning. Plans went from the central committee to the 16-member Sseering Committee of the Model Neighborhood Mass Convention, which was oren to all neighborhood residents. The Model Neighborhood Executive Beard, composed of chairmen of elected councils in the six neighborhoods, 4.x public officiels, and two citizens at large appointed by the Mayor, as responsible for policy guidance during the planning and final . e,vroval of plans before submission to the Atlanta Board of Aldermen. Five Year Strategy The Atlanta Model Cities program will focus on widening cree for model neighborhood residents while ane eae a eee a Sige to allow residents ant causes of socio-economic deprivation adva : iti Atlanta will concentrate tual opportunities. To realize this goal | a Sreavans Cie support one another and generate benefits beyond initial impact. According to standards set by residents and the CDA, priority programs are those directed at meeting basic needs cages Sa aaa residents. These are housing, Ureneporus’ sc? eee eee aC . jn social services, an Residents felt that other programs | cre ted to these primary goals 4 lture, and health, are closely rela ae cantor be fully appreciated until more severe conditions are alleviated  To improve job information and Perey ‘the Georgia State Employment Service would operate a communications s wit! located in four outreach posts to relay Job information to residents as rapidly as possible. A Job Mobile eae provide ‘services to the outreach offices for recruiting residents and trans- porting them to outreach offices for perenvels: and to job sites for — interviews. Many residents are unable to take advantage of job o: they lack money for transportation, clothes of Painoe Be To overcome these problems, the program would Lees direct maintenance funds for eye-glasses and denta and an assistance fund to help the new employee meet crac tset first pay day. These activities vould support eee, N , National Alliance of Businessmen, which fj create jobs for the hard-core unemplo: } job opportunities and reducing the high, To strengthen existing small Peace and to locate in the model neighborhood, At! Devetonment meee tae aon to ee ae ioe c operat z eee eet Supplenent ing fase Saas a Cha to be established for model neighborhood cee pro give aid to model es ‘businesses and b An existing Outreach Program aie provides tec to small businesses will be cha . ‘ neighborhood. This program, by 2 Tee gives training in bookkeeping, : techniques as they apply to. the actual opera  ‘Satisfactory Community Environment _ The Atlanta program seeks to eliminate several major sources of blight and decay in the model neighborhood. A Sewer Program Study will determine the best means of controlling the flooding and overflow of old sewers, and faulty sewers will be reconstructed or replaced under the Neighborhood Development Program. Programs to replace and repair water mains and to increase rubbish collection are also included.~ " Housing The housing program, identified by model neighborhood residents as a top priority, aims to increase the number of families living in adequate housing by 6,432 or 160 percent. Home ownership among model neighborhood families would be increased by 25 percent. - A key element in Atlanta's housing strategy is establishing a Modél Neighborhood Housing Center to include a nonprofit Housing Development and Rehabilitation Corporation and a Home Ownership Agency. The Center would provide extensive housing services to residents and promote self- help programs of housing rehabilitation and construction. The Center will also attempt to promote equal opportunity in housing and assist residents who want to move to other parts of the city. The Housing Corporation would “encourage rehabilitation and construction by sponsoring housing : ‘projects, providing seed money for sponsors, and doing the technical ‘preparation for housing projects that would then be bid on by commercial ‘builders. ; + Other programs for housing construction and renewal planned under the Neighborhood Development progrem would be supplemented by © Code Enforcement program.  Job gee and recruitment Direct Medical Maintenance Job readiness-Resident Welfare Fund Manpower Study; Data Gathering mee Day B Pre-School eS . Group Practice oo Facility croup, Health and SS t, ar Pants Benches Group: in Crime Data compilation at Juvenile Delinquency Prevent Group Foster Home| i United Youth Outreach ; Spacianived 5 eee es eNGae en Public Facilities. aeueecs Deere and Rehabilitation Corp. bani: Center  To meet a serious shortage of day care facilities of working parents, Atlanta would use a combination ae tended Day Program for school children and fot t olds will be supplemented by training ré x cis and block mothers to care for ch sc essionals to work te the. feasted By a variety such serv learn and communicate good habits in Existing resources would be expanded decal: services in the model neig expanded to serve all residents who need it, “J as presently to recipients of public welfa | would be expanded to include aay care, mee older persons. ~ by residents' inability to age te to medical fa pay for adequate care, and insuffic ent. To remedy these conditions, Atlanta plans a | grams to ors health pee to eae  Education The high school dropout rate for the model neighborhood is 8.9 percent compared to 4.9 percent for the city. To combat these problems, Atlanta's comprehensive program for upgrading education includes construction of new schools, expanded vocational education programs, curriculum redevelopment, pre-school activities, and adult education. Existing programs such as Curriculum Aides and Teacher Aides would continue. New programs such as the Extended Day Program to keep schools open 11 hours a day, a Twelve Month School program for all model neighborhood high schools, and a Communications Skills Laboratory are designed to increase the impact .of the schools on the community. To deal with environmental effects on the education process, plans call for School Social Workers, a Parent Education program to help parents with home related problems, and a-program of Curriculum Development and Family Living to improve the self confidence and social acceptance of children. Atlanta also plans a special Middle School for children in grades 6-8. Crime and Delinquency Prevention Although crime and delinquency rates are expected to drop as @ result of other programs to alleviate basic causes of socio-economic 411s, the Atlanta program calls for immediate activities. The Georgia State Department of Criminal Justice would conduct a Crime Data Compilation project to further assess and offer approaches to solving the crime problem in the model neighborhood. An existing program of using model neighborhood residents as Community Service Officers attached to the Crime Prevention Bureau would be expanded. To prevent juvenile delinquency from becoming a problem of crime, the ‘program calls for a United Youth Outreach program in which young people would be employed by the Atlanta Children's Youth Council to reach "hard core" young people in the model neighborhood. A Group Foster Home for Delinquents and Pre-délinquents will also be established to serve adoleseent boys between the ages of 14 - 16.  Recreation and Culture The limited recreational and cultural facilities in the neighborhood do not meet the needs of residents. Transportation difficulties prevent the majority of residents from benefiting from existing recreational facilities. : The program calls for buying land suitable for development of open space parks, Block Parks and Playlots. Park facilities will have full-time recreation staffs to provide organized recreation activities for all age groups. As an interim measure while parks are being developed, the program proposes five Mobile Recreation Centers to provide recreational opportunities for residents. The program also calls for activities to develop cultural pride and encourage self-expression among residents through classes in music, drama, dance, visual arts, and creative writing. Professional artists working with classes of 20 are expected to reach 1800 model neighborhood residents a week in this program. The program proposes three store-front libraries within easy access of bus routes and parking facilities. VUiV#v Transportation * Unless transportation faciliti : lit i residents will be unable to tose “eS are improved, model neighborhood health services. advantage of Job opportunities or ntra System to provide trans = Bu: i rtation f i within the model neighborhood and to eran areas Se a wae ee ox provide access to shopping facilities ‘ 9 Bn> PO=nLS Ob cranster to ‘other bus route ard : : es. Al E plaored is a system of specialized péssenger vans for aronemicet dey care chillren, the elderly. + i ; ict y, the handicapped, and those in need of Programs for street repai i rs pair and widening, sidewal erid streel lighting will be continued and as = cafes  Resident Involvement The program calls for a series of special activities to increase the quality and quantity of both model neighborhood resident involvement and mutual involvement of neighborhood and city residents in the program. An incorporated nonprofit Model Cities Resident Organization would become the central body for recruiting residents, involving residents in future Model Cities planning and working with other groups in the neighborhood. To organize neighborhood youth and coordinate youth activities, a Model Cities Atlanta Youth Council would be established to serve residents age 14-21. The Atlanta program also proposes a special Resident Training project to give residents skills in leadership, self-help activities and social planning. A-newly created Community Relations Commission would direct a program to increase city-wide participation in Model ‘Cities through activities such as a Talent Bank to increase the use of volunteers and a series of Town Hall meetings throughout the city. MODEL CITIES PERSONNEL ADMINISTRATION JOHNNY C. JOHNSON, DIRECTOR . David F. Caldwell, Assistant Director for Administration Donald V. Holland, Senior Budget Analyst Velma L. Carr (Miss), Principal Stenographer Mary Ann Ryder, (Miss), Senior Stenographer Howard Turnipseed, College Intern Edna Lockett, (Mrs.) Resident Trainee PROGRAM MANAGEMENT B. T. Howell, Program Coordinator Alan Wexler, Technical Writer i Joseph A. Stroud, Program Specialist PLANS AND EVALUATION Roslyn Walker (Mrs.), Evaluation Analyst Mitchell A. Mitchell, System Analyst Pat Akin (Mrs.), Stenographer Bayard Irwin, Research Specialist PHYSICAL DEVELOPMENT James L. Weight, Jx., Director of Physical Development Louis Orosz, Physical Planning Coordinator Michael Lewallen, Graphics Specialist John Sluss, Draftsman Barbara Hawk (Miss), Stenographer Cont'd. " a ha his a 23 ami any ee ee kd — El ot James R. Shimkus, Director of Social Developm Davey L. Gibson, Social Planning Coordinator Frances Eisenstat, (Mrs.) Social EaapDens ass eran. Warden, Cx eee) Social Pla vo Warden, © and Sel aanenao nner Willie Es ; ho ee On (Mrs) Social pisiher 0: D: Purp, es Ee », State, abe as EX, ¥ en ve Winfred knights a careerist ae Deva eee - Department Representati ne, State tative Jim Culp, Economic Sevbloceene Planner I Rose M. Petting (Miss), Economic Development Program Specialist De epee ee teeey Reisese uoed nies ae Rose- e Stewar ss), Ne Organizer Lyall Scott, Neighborhood Organizer Maria McDonald (Mrs.), Stenographer Ruby M. Coleman (Mrs.), Community Relations Assistant Laverne Maddox (Mrs.), Community Relations Assistant Elizabeth Lee (Mrs.), Community Relations Assistant Mary A. Roberts (Mrs. ae Community Relations Assistant Elizabeth Parks (Mrs.), Community Relations Assistant Eleanor Rakestraw (Mrs.), Community Relations Assistant Betty Tye, (Mrs.) Community Relations Assistant  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 23 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/384c1f86ff73b636c8204ba287a8fdb3.pdf 04a521999d5c981d2dec8e0d750fbd83 Scripto Transcription A written representation of a document. Memo DATE From GEORGE BERRY Dan To _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ These are copies of correspondence from the files of the H~using Authority re: the Moody transaction. You may want the m for your file on Model Neighborhood, Inc. � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document Memo DATE From GEORGE BERRY Dan These are copies of correspondence from the files of the Housing Authority re: the Moody transaction. You may want them for your file on Model Neighborhood, Inc.  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 22 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/7b1330f9dbe27539d5ac27d27e4e7962.pdf 69359ff6439d1c9963126ce5cda55718 Scripto Transcription A written representation of a document. ATLANTA, GEORGIA PHONE 524-8876 From: Johnny C. Johnson, Director Model Cities Program Date ~ your information 0 Please make necessary reply O Advise status of the attached FORM 25-13 -J ~J~_-_:J_--~k~77 � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document i ATLANTA, GEORGIA PHONE 524-8876 . From: Johnny C. Johnson, Director Model Cities Program Date J) —_a BF To (For your information [_] Please make necessary reply [_] Advise status of the attached FORM 25-13-J  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 21 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/84f7968462bc5d48b8de0e63309d043c.pdf 185334adabb5977409693045ed0c75ac Scripto Transcription A written representation of a document. ATLANTA,GEORCillA D For your information D Please refer to the attached correspondence and make the necessary reply. D Advise me the status of the attached. 16-tf-~ nt7;v T1H'r,!... Tlf-5:- AFORM 25-4-5 ~ lh-Ld A") I I ii:'. .J> a..v t ~ (s4--}(C £ t--r-1 l~ ~U(G rt:-Y) R(Y- ::x.,,,.1tA,·r1~-c, 7Z) 4- ,/£Me l-tA ~ A--t._' ft.-,-,""' Fo;;_ tE (..:U\1) - ~ I .)u{l. A--ry~ � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document Office of the’ Mayor ATLANTA, GEORGIA ROUTE SLIP FROM; Dan E. Sweat, Jr. {_] For your information [| Please refer to the attached correspondence and make the necessary reply. [_] Advise me the status of the attached. we Ms Wir JSeney CuvemBuracsr. -— Ceroiy Disccrn§ f Chi Aue O fe Bequest ren WAcr L777 ae Kir Suburi ri-~ & Oy Miers = PL - GUT _7 ee Co Let = ISAS Cc A CT vs Mh Ere a. tr K Ar7 10 i A Fo. Ke Cons tides ent a FORM 25-4-S  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 20 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/3d0004e6cd5fb96c93b29217323df76a.pdf 48a81a6acea7a876dab9bf2d7fc81a7a Scripto Transcription A written representation of a document. weste ~ n SblP EST Az1~~ A Ll~5 RF f'-L PJF' 1 EXTU An.ANTA GA 2 ,:,./ ~A'f~ I'I~: ALI. E~l C !TY H:J..L r AX A11....A AO;' A .,.._,, - . . ~C,v ~ ~; • ___.,.-r-.l-• .. - / ,...,..,, , .. "" "1 vwv••w j.._ T~ ~~:!~T ~~y~ A:..lE~~ A·~ THE ~1tA~~T~ Ha!SI~.C A:_JTH~ITY ~ECUTIVE DI~ECT~ ~ PS1SELLS TC ~EET'°'!TH ·JS C~; THE Vf..~'f EARLIEST P·~SI.3L~ C-A"!'~ 'TO !:Il.'E US THE CPPORTU ~.;IT'f TC CISCUSS PROELE>-!5 ~'!THIN 1'.E:C143.215.248.55 16:06, 29 December 2017 (EST)c=) DEFORE REHADI:... ITAT!ON STARTS AGAI~ 19 � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document ——  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 19 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/d174ca4012d38fb93325edb558d492a3.pdf 37e1436e6a93d24a5f5501e90adeddac Scripto Transcription A written representation of a document. TO: FROM: Ivan Allen, Jr. D For your information D Please refer to the attached correspondence and make the necessary re ply. 0 FO RM 25 - 4 Advise me the sta tus of t e attach e d. � Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Text Any textual data included in the document Office of the Mayor ROUTE/SSLIP TO: FROM: Ivan Allen, Jr. Oo informati For your information J (_] Please refer to the attached correspondence and make the necessary reply. |] Advise me the status of the attached. 4h FORM 25-4  Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Box 15, Folder 2, Document 18 Box 15 Box 15 Folder 2 Folder topic: Model Cities | 1968-1969