3 20 47 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/69fcb4b295b049a9babb189d1245bdd6.pdf 840883e0da6cb30a91ce718050a68a4f Scripto Transcription A written representation of a document. .f , f. ,,t ' ,: !t '- 4. Atlanta, Georgia Part III, Page N6 February 17, 1967 ' I __. Citizens Advisory Committee for Urban Renewal An aggressive and effective force for citizen participation in urban renewal and associate activities is the Citizens Advfsory Committee for Urban Renewal. Authorized by resolution of the Board of Aldermen, this committee has a membership of some 80 citizens, appointed by the mayor. The membership represents all sections of the city and the ·various economic strata of business and professional life. Special care is taken to have at least 40 per cent of the membership from the minority race. Ever since Atlanta became actively engaged in urban renewal, this citizens committee has been very forceful in broadening public understanding of the aims and actions in the various projects. It has subcommittees specifically assigned to each point in the city• s workable program. A special subcommittee has worked closely with the Community Improvement Program since its inception. The Citizens Advisory Committee as a whole headed up a campaign which played a leading role in strengthening the city• s housing code enforcement program to meet workable program requirements. The full committee meets four times a year. At the first meeting of each year, the mayor outlines his plans for the year in urban renewal and housing, as was done in January of the present year. The executive committee meets during each of the other months of the year. At its February meeting the executive committee centered its program on the plans for the city• s application to be included in the model neighborhood demonstration program. To obtain fuller citizen participation in each new urban renewal project added to the Atlanta program, the main Chairman of the Citizens Advisory Committee appoints an associate committee in the project area. Chairman of this associate committee meets regularly with the full committee and the executive committee. The committee's e x ecutive director meets with the associate committees and attends citizens meetings in the project areas. The committee conducts citizen tours of present urban renewal projects and areas being considered for future projects. Groups from 40 to 75 citizens are thus given a first hand view of slum conditions. These tours are conducted all through the year , averaging at least one a month. �During the first two months of 1967, such different groups as two Georgia Tech classes, a Georgia State college class, the provisional members of the Atlanta Junior League and a women's club in an area adjacent to the model neighborhood target area were taken on tours by the Citizens Advisory Committee in conjunction with the Atlanta Housing Authority which is the city's agent for urban renewal. The Citizens Advisory Committee is supported by public contributions and a matching fund from the city. It is staffed by an executive director, who is a former TIME and LIFE staff writer of 25 years experience and a secretary. The chairman is Robert L. Sommerville, president of the Atlanta Transit Company, and one of Atlanta's topmost ci vie leaders. � 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, Georgia Part Ill, Page N6 February 17, 1967 Citizens Advisory Committee for Urban Renewal An aggressive and effective force for citizen participation in urban renewal and associate activities is the Citizens Advisory Committee for Urban Renewal, Authorized by resolution of the Board of Aldermen, this committee has a membership of some 80 citizens, appointed by the mayor, The membership represents all sections of the city and the various economic strata of business and professional life, Special care is taken to have at least 40 per cent of the membership from the minority race, Ever since Atlanta became actively engaged in urban renewal, this citizens committee has been very forceful in broadening public understanding of the aims and actions in the various projects, It has subcommittees specifically assigned to each point in the city's workable program. A special subcommittee has worked closely with the Community Improvement Program since its inception. The Citizens Advisory Committee as a whole headed up a campaign which played a leading role in strengthening the city's housing code enforce- ment program to meet workable program requirements, The full committee meets four times a year, At the first meeting of each year, the mayor outlines his plans for the year in urban renewal and housing, as was done in January of the present year, The executive committee meets during each of the other months of the year, At its February meeting the executive committee centered its program on the plans for the city's application to be included in the model neighborhood demonstration program, To obtain fuller citizen participation in each new urban renewal project added to the Atlanta program, the main Chairman of the Citizens Advisory Committee appoints an associate committee in the project area, Chairman of this associate committee meets regularly with the full committee and the executive committee, The committee's executive director meets with the associate committees and attends citizens meetings in the project areas, The committee conducts citizen tours of present urban renewal projects and areas being considered for future projects, Groups from 40 to 75 citizens are thus given a first hand view of slum conditions, These tours are conducted all through the year, averaging at least one a month, During the first two months of 1967, such different groups as two Georgia Tech classes, a Georgia State college class, the provisional members of the Atlanta Junior League and a women's club in an area adjacent to the model neighborhood target area were taken on tours by the Citizens Advisory Committee in conjunction with the Atlanta Housing Authority which is the city's agent for urban renewal, The Citizens Advisory Committee is supported by public contributions and a matching fund from the city. It is staffed by an executive director, who is a former TIME and LIFE staff writer of 25 years experience and a secretary, The chairmanis Robert L. Sommerville, president of the Atlanta Transit Company, and one of Atlanta's topmost civic leaders,  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 8, Folder 16, Document 40 Box 8 Box 8 Folder 16 Folder topic: Model Cities | 1967-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/093571152a62d9c349299b26159d41e7.pdf 5812672e7885e1aba8e4a80371ee60b3 Scripto Transcription A written representation of a document. ~ ( , _, Outline - 1 Suggested Outline of Application for Planning Funds for Atlanta Demonstration Program @- ® - ~ GOALS AND OBJECTIVES OF THE PROGRAM. - A. Integration of social rehabilitation and phy sical renewal. B. Acc e l era ti on of phys i cal ren ewal. c. Rapid provision of low and moderate cos t housing. IDENTIFICATION OF PROGRAM AREA . ~~/ <5;r A. Appr opriate maps. B. Narrative description of area boundary. \ c. Basic data: 1. 2. Size. Number o f famil ies (by rac e ) . ELIGIBILI TY OF PROGRAM. A. Relati o nship to policy set f o rth i n S e c tion 101 . B. Impact of progra m on physical and s ocial prob l ems o f the city. (Inclu d e data comparing area with entire city. ) c. Re l ationship o f p r ogram to sound deve lopmen t of e nti re city. D. Impact of program on r e ducing social and e ducational disadvantages, ill health, unde r- e mployme nt, and enforced idleness. E. Contribution of program t o economic revitali z ation of a r ea. This s ecti on should emphasi ze participation of area residents, employme nt of residents, a nd enlarge d opportuniti e s for work a n d training. - - F. Impact of program on supply of low and moderate cost housing, housing choice, and creation of a suitable living environment . 1 �l Ou t line - 2 III . ELIGIBI LITY OF PROGRAM (Cont ' d .) G. Encouragement of p r ivate init i ati ve and e nterprise. H. Prop osed t i ming of program: 1. 2. I . P l ann ing p e riod. Execut ion phase. Contribu t i on to urban beauti f ication and h i storic preservation. I V. AVAILABILITY OF LOCAL RESOURCES . v. ADMIN~S ~ RATIVE MACHINERY. ~ - ~ Exis t i n g laws a nd o rdinanc e s and n e w laws that wi ll be necessary to carry ou t the program. B. Assurance of cooperation by other agencies: Letter Letter Letter Le tter Le tter Letter Letter Letter Letter f VI. fr om from fr om from from from from fr om from a state off i c ial. Fu lton County. ARMPC. Commu nity Council. EOA. Civic Design Commission . Atlanta Housing Authority. MARTA. chairman of Federal Executive Board. Discussion o f procedures to be us e d in developing a high degree o f intergovernmental cooperation, both horizontal and vertical. RSSURANCE OF COMPLIANCE WITH RELOCATI ON REQUIREMENTS. A. Anticipated displacement . B. Housing resources. C. Relocation assi stanc e program. D. Propos e d program to stimulate c onst r uction of low and mod erate cos t housing. �Outline - 3 LEGAL DOCUMENTATION. ~~ AB.. Letter from city attorney. Resolution by Board of Aldermen . ~/ VIII. BUf><;·ET7\ND. iJ-t..J-8-'P-IF±t!}trroN. , A , .{=~ fJ . 0 . ~ 1-1 ~ ~~ - ( ~~ .-t.P \'\SJ � 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 hy IT\ CA — Outline - 1 Suggested Outline of Application for Planning Funds for Atlanta Demonstration Program -@®-& GOALS AND OBJECTIVES OF THE PROGRAM. — ESC OOOO eeeGa™eeQe...=— A. B. Cy IDENTIFICATION OF PROGRAM AREA. Integration of social rehabilitation and physical renewal. Acceleration of physical renewal. Rapid provision of low and moderate cost housing. Appropriate maps. En we ay, Narrative description of area boundary. Basic data: l. Size. 2. Number of families (by race). ELIGIBILITY OF PROGRAM. A. Relationship to policy set forth in Section 101. Impact of program on physical and social problems of the city. (Include data comparing area with entire city.) Relationship of program to sound development of entire city. Impact of program on reducing social and educational disadvantages, ill health, under-employment, and enforced idleness. Contribution of program to economic revitalization of area. This section should emphasize participation of area residents, employment of residents, and enlarged oppor- tunities for work and training. Impact of program on supply of low and moderate cost housing, housing choice, and creation of a suitable living environment.  IIl. Iv. VI. Outline - 2 ELIGIBILITY OF PROGRAM (Cont'd.) G. Encouragement of private initiative and enterprise. H. Proposed timing of program: 1. Planning period. 2. Execution phase. I. Contribution to urban beautification and historic preser- vation. AVAILABILITY OF LOCAL RESOURCES. l. Letter 2. Letter 3. Letter 4. Letter 5. Letter 6. Letter 7. Letter 8. Letter 9. Letter Discussion Existing laws and ordinances and new laws necessary to carry out the program. from from from from from from from from from that will be Assurance of cooperation by other agencies: a state official. Fulton County. ARMPC. Community Council. EOA. Civic Design Commission. Atlanta Housing Authority. MARTA. Chairman of Federal Executive Board. of procedures to be used in developing a high degree of intergovernmental cooperation, both horizontal and vertical. ASSURANCE OF COMPLIANCE WITH RELOCATION REQUIREMENTS . A. Anticipated displacement. B. Housing resources. C. Relocation assistance program. D. Proposed program to stimulate construction of low and moderate cost housing. Outline - 3 7. vg - LEGAL DOCUMENTATION. a A. Letter from city attorney. ey B. Resolution by Board of Aldermen. VIII. BUDGET AN = Renneced! aici 4 ae b Ree Cort - Bebonelye 7 wee  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 8, Folder 16, Document 41 Box 8 Box 8 Folder 16 Folder topic: Model Cities | 1967-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/803cfbb659ebc493e7b435df633d57ba.pdf 0a43db765d030e99fcc7a785ea681210 Scripto Transcription A written representation of a document. Admi ni ster i ng the Demonstra tion Ci ti e s - Prog r am in Atlanta Io Ration a, le: Th e dra f t prepar e d by seve r a l age ncies in connec t ion wi t h ' the Mayor ' s Di rect or o f Gov ernme nt Liaison outlines th e go a ls and step s b y wh ich Atlanta c an participate in the rec e ntly passed Model Citi es o r Demonstration cities Act of 196 6. What this statemen_t neglects to outline is the methodology by wh ich these goals and programs are to be accomplished. i mpl emen t at ion of thi s p l an i s p erh aps it s mo s t Pl ans there are in abundan c-2. The c ru ci a l component . But the s k ill fµ l exe cution of such p l ans rema i ns the key to effective action. That Atlanta posses the fu n damen tal resources it needs t o meet the r equ iremen t s of the Demonstrat ion Cities Plan i s without doubt . li'Jnat i s r equ i re d is l ess t h e c reation o f nevJ me chan i s ms th a n t h e effecti ve h arness i ng and, where n ecessary , th e reor i entat ion of those v~ich a l ready exist. It is paramou nt that the es sential thrust of t he Demonstration Ci t ie s Program should be kept i n mind. It is essen-ia ll y designe d to ma};:e a socia l .tmr2ac-~ on a lo'.v- i n c ome neig-hborhood , brii ging together the tooJ s of both phys ic a l and socia l p l anning agenci es . As such t he coordination and implementation of the plan should begin with this end in mind and, accor dingly, build from this I base . �r -2- As such the plan c a lls f or an agency which carries both the c apacity and means for integrating social and physical pl ann ing functio ns . The only age ncy which is curre ntly geare d to meet this n ee d in t erms•of action is the Economic Opportun ity Atlanta Program. It .. EOA & Demonstration Cities: On at least twd bases , if not all thre e , the Economic .Opportunity Program is unique ly equ ipped to conduct the plan of attack out li ned in the dtaft statement. Th e plan c a ll s f or Ne i ahborhood Orqanization and Residen t Part i cipation. I n each of th e target neighborhoods del i neated for the Demonstration Cities Program, EOA has developed we llo rganized and func ioning neighborhood groups. Most of these h ave been active l y invo l ved in i nit i at in g p l anning act i vi tie s for th e Demonstration Cities Program. Thes e ne i ghborhood groups h ave made it possibl e for th e first ' real "grass roots " l eade r sh i p to partic i pate in pl ann i ng community lif e. Every aspect of the com.rnunity is dealt with, ·f rom employ- ment to education , housing to health, recreation and aging. Secondly, the plan c a lls for the improvement of Health and Welfare and the phys ic a l renewal of the area. In both i nstances local neighborhood committees have organized to survey needs and recommended programs. Thes e n eighborhood corrm1i ttees stand ready to make their contribution. �r ..., -_)- Fina lly , a s the Act is des i gne d t o b ri ng about t he c oordin a tion o f a g e n cie s in an a ll-out at tack o n the cond ition s of pov erty, the fr amework o f the Neigh bor hood Service Ce nter program is .s uch tha t a Te chn ical Advisor y Comm i t tee is organized to prov ide th i s adde d and much n eed e d r es ource . In review it can be shown that the Neighborhood Service Centers in the target,, Demonstration Cities Area provide a ready ma d e well-orga nize d f orum for "grass roots part i cip a tion,, .. a mechanism for attack and a base on which additional program effort c a n b e laid. Plan of Att a ck: III. I t is , howeve r , n o t the con t ent i on of EOA t h at its p resen t s tructure i s ent ire l y suffic i ent to mee t thi s t ask a l one . I ndee d, were i t not for the fact t hat ma ny agencies h ave made the ir serv i c es a v a ilab l e from the out se t wou l d it be p o ss i b le for EOA t o h ave r eached i t s p resen t st age o f evolu t i o n . far from t h e d es i r e d g o a l. Bu·t i t It rea li zes it i s i s o n the r i ght r o ad and h o pes t~ is l atest effort (Demon s trati on Ci ties ) will r e i nforc e i ts rol e and future. There are some areas o f n eed wh ich go b eyond th e pr esent str u cture and activities of t h e Neighbor h o od Serv i ce Centers. It r e ma in s on l y to outline some of these to indic ate the gaps which shou ld be closed with add itional programs and personne l. A. Prese nt a ctivities i nclude : 1. Emp loyment - j ob placement, counsel i ng referrals, tra{ning o pportun ities, e tc. �-4-- 2. Soci a l Se r v ice s - multi-purp os e n eeds (h e a lth, family coun se ling , d ay care , aging, 'etc. ) 3. Ed ucation - co~munity schools , adult e ducation , et c. 4. B. .• Housin~ - relocat i on assistance and h ousing i nformation Need Are as: 1. Economic infr a -struct ures - businesses le n ding in st i tution s, comrne r ical establishment , etc. 2. Social i nfra-str u c ·cure s- c ornmun i ty clu bs , r e cr eat i on h al l s , et c. 3. Physical i n f ra-s ·t ructures-road s, parks, e tc . I mp l ementation: I V. It i s r ecommend e d th a t t11e s e c enters which ar e loc ated in the Demon strat ion Ci ti e s Area should b e me rge d into a Demon st ration Ci t i es P l ann i ng Task Fo rce . As su c h t h ey would b e funded throu gh t he i nitia l plann i ng grant wh ile prov i ding servic es at the same time. These c en ers wou l d be adm i nistered by t he Mayor ' s o ff i ce u nder a Demonstrat i on Ci ties Pro j ect Offi c er who i s responsib l e to the Mayor. Al though o fficia l ly respons i ble t o t he Mayor , these centers would cont inue t o operate under t he ·admin i strative proc ~dures of the l ocal CAA. The local Cl\A, EOA, wou l d provide at l east o ne c oordinator from its office to that of the Mayor ' s Demonstrat ion Citie s Office. �-5- V. Eva luation: Unde r terms sti ll unwr it ten an e va lu a tion o f the Demo nstrati on Citi es Program, the Neighborhood Center. Pro gram and the coordination o f the s e act i v iti es wou ld be undertaken by a lo ca l educational i~s titution. Hopefully, this negoti a tion wou l d lead to a greater , sustain ed i nvo l vemen t of the academ ic c omrnun ity i n urb an p::cob l ems . I deally, At l cnta Uni vers i ty and Georgia St a t e College and/or Emory Un i versity cou l d fulf il l this n ee d. ..J � 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 ( Al | | YY Administering the Demonstration Cities- Program in Atlanta I, Rationale: The draft prepared by several agencies in connection with the Mayor's Director of Government Liaison outlines the goals and steps by which Atlanta can participate in the recently passed Model Cities or Demonstration Cities Act of 1966. What this statement neglects to outline is the methodology by which these goals and programs are to be accomplished. The implementation of this plan is perhaps its most crucial component. Plans there are in abundance. But the skillful execution of such plans remains the key to effective action. That Atlanta posses the fundamental resources it needs to meet the requirements of the Demonstration Cities Plan is without doubt. What is required is less the creation of new mechanisms than the effective harnessing and, where necessary, the reorientation st. He of those which already ex It is paramount that the essential thrust of the Demonstration med CO ) 25 é9] Cities Program should be kept in mind. It i entially desi a to make a social impact on a low-income neighborhood, bringing oth physical and social planning agencies. tein together the tools of As such the coordination and implementation of the plan should begin with this end in mind and, accordingly, build from this | 3h |P As such the plan calls for an agency which carries both the capacity and means for integrating social and physical planning functions. The only agency which is currently geared to meet 2 this need in terms:of action is the Economic Opportunity Atlanta Program. It.. EOA & Demonstration Cities: On at least two’ bases, if not all three, the Economic Opportunity Program is uniquely equipped to conduct the plan of attack outlined in the draft statement. The plan calls for Neighborhood Organization and Resident Participation. In each of the target neighborhoods delineated for the Demonstration Cities Program, EOA has developed well- organized and functioning neighborhood groups. Most of these have been actively involved in initiating planning activities for the Demonstration Cities Program. These neighborhood groups have made it possible for the first real "grass roots" leadership to participate in planning community life. Every aspect of the community is dealt with, from employ- ment to education, housing to health, recreation and aging. Secondly, the plan calls for the improvement of Health and Welfare and the physical renewal of the area. In both instances Lops neighborhood committees have organized to survey needs and recommended programs. These neighborhood committees stand ready to make their contribution. Finally, as the Act is designed to bring about the coordination of agencies in an all-out attack on the conditions of poverty, the framework of the Neighborhood Service Center program is such that a Technical Advisory Committee is pegatieen to provide this added and much needed resource. In review it ean be shown that the Neighborhood Service Centers in the target, Demonstration Cities Area provide a ready made well-organized forum for "grass roots seria a mechanism for attack and a base on which additional program effort can be laid. Lilia .Plan“of Attack : It is, however, not the contention of EOA that its present structure is entirely sufficient to meet this task alone. Indeed, were it not for the fact that many agencies have made their services available from the outset would it be possible for EOA to have reached its present stage of evolution. It realizes it is far from the desired goal. But it is on the right road and hopes this latest effort (Demonstration Cities) will reinforce its role and future. There are some areas of need which go beyond the present structure and activities of the Neighborhood Service Centers. It remains only to outline some of these to indicate the gaps which should be closed with additional programs and personnel. A. Present activities include: 1. Employment - job placement, counseling referrals, training opportunities, etc. 2. Social Services - multi-purpose needs - (health, family counseling, day care, aging, ‘etc.) : 3. Education ~ community schools, adult €ducation, etc. 4. Housing - relocation assistance and housing information B. Need Areas: 1. Economic infra-structures - businesses - lending institutions, commerical establish- ment, etc, 2. Social infra-structures-community clubs, recreation halls, etc. 3. Physical infra-structures-roads, parks, etc. IV. Implementation: It is recommended that these centers which are located in the Demonstration Cities Area should be meeaes into a Demonstration Cities Planning Task Force. As such they would be funded through the initial planning grant while providing services at the same time. These centers would be administered by the Mayor's office under a Demonstration Cities Project Officer who is responsible to the Mayor. Although officially responsible to the Mayor, these centers would continue to operate under the administrative . procedures of the local CAA. The local CAA, EOA, would provide at least one coordinator from its office to that of the Mayor's Demonstration Cities Office, 4. V. Evaluation: ' Under terms still unwritten an evaluation of the Demonstration Cities Program, the Neighborhood Center Program and the coordirmation of these activities would be undertaken by a local educational institution. Hopefully, this negotiation would lead to a greater, sustained involvement of the academic community in urban problems, “raeally, Atlanta University and Georgia State College and/or Emory University could fulfill this need.  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 8, Folder 16, Document 42 Box 8 Box 8 Folder 16 Folder topic: Model Cities | 1967-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/4c4005343797a74fbec7e8c7a9329564.pdf 3023049c80e43f6c3999216f3226babb Scripto Transcription A written representation of a document. The p ropo sed admi nistr a tive s t r u c t u re o f Atlant a 's p a rticip a t i on i n the De monstr at ion Citie s Program follows : 1. The City De mo nstrat i o n Age ncy - i s respon s i b l e t o the Ma yor ·. Th i s b ody would ~e c o mpo s ed o f r epresen t a t i v e s from City Planning, EOA, Atl anta Bm ~.s i ng Aut hor i ty, CCAA , a nd HUD. The Pl annin g Dire ctor or a n a ppointee f r om h i s o ff ice ...,,,,ould act a s coor din a Lor. 2. Social pl ann ing f u nct i on's wou ld be coordina ted jointly by EOA and CCAA . o _her pub l ic and p r i v ate groups wou l d c ompr i se advi sory c omm i ttee s . 3. Physical p l anning functions would be coordin a t e d j oint l y by the Ci ty Planning Office , Atlanta Hous i ng Authority and the Metropo li tan P l a n n i ng Comm i ssio n . �PROPOSED ADMINISTRATiv~ STRUCTURE .M ayor I Di re ctor of ·G0v . · L i a ison City P . L anning Mayor ' s Office CCP...A - Soc_i al Planning I ~ EOA AHA AR.IviPC \ HUD rep. Local CAA Housing - Metr o Pl anning - F edera l Government ci·ty De monstration Acen c v Price Soci a l & Physi cal Sum-Mee Soci al & Phys ical Pittsburgh Social & Physical �APPENDICES l o NSO Organ i z a tion ~- EOA Organ i zat i.on 3. Te c hn ic a l Adv i s o r 4. Cit y of Atl ant a 5. Re l ate d Age ncies Committee �i Io Neiahborhood Pl a nnina A. Pl anning Goals 1. Long-range - 100 y e ars 2. _Middle-range - 10 years 3. B. c. Short-ra nge - now Agency c o ordination 1 1. Publ ic 2. Priv a te Ne i gh b o r h ood Organization 1~ Center S tructure 2. Add i tion a l comp o n en t 3. City Administr ation D. Commun i catio n and ·I nformat i on E. Eva l u a tion - Unive rsity - Urban Ex t e nsion Prog ram ��ORGAN IZATION LEVEL RIGHTS OF CITIZEN GROUP RESPONSIBILITIES OF CITIZEN GROUP Neighborhood Council (There are four - neighborhoods each having its own council,) 1. Appoint 3 members to the Citizens • Advisory Council for the Model Cities Program 2 . .R~view~ !t"ecoiiunend ~; changes, if necessary, and approve all proposed programs and facilities for the neighborhood . 3. Appoint committee chairman for review of all major problems affecting the neighborhood. 4, Set priorities on problems within the neighborhood. 5. Stud y alternatives and establish general policy , determining the future design and appearance of the neighborhood. 6. In cooperation with the project director , determine the appropriate structure and administration of the neighborhood facility housing dec e ntralized services to the neighborhood, 7. To study and recommend to the board of aldermen a zoning plan for the neighborI?-ood. 1. Establish study committee to investigate the major problems in the neighborhood as a whole. 2, Maintain continuing relationships with all city and county departments and agencies and to review ~he activ ities of these agencies and departments as they affect the neighborhood. 3. Ma int a in a continuing relationship with the alderm en f or t he i r wa rd and keep him inf ormed on t h e pr oblems and concerns of the citi z ens in the neighborhood. 4. Continuall y search f or unmet needs and problems in the neighborhood and recommend solutions to the appropriate agencies or departments. 5 . Insure a continuing coordinated effort on the part of the neighborhood district councils within the neighborhood. Citizens Advisory Committee l J . Rev iew and approve all programs affecting the entire model cit y area. 2. Se r v e as an adv isor y committee to t he a rea- wide centrali z ed f acil it y. 3. Rev i ew t h e recommendations af th e nei g hbo r h o od councils o n v a riou s p r ograms. 4. Revi e w the citiz e ns p ar ticipa t ion struc t u r e and recommend a n y necessar y cha ng es i n such structure 1. Establish the necessary stud y committees to carr y out the rights of the Citizens Advisor y Council. 2. Maint a in continual liais o n in relationship with public of f icials and departments and a ge ncies o f th e cit y and the count y . 3 . Ta ke a n y necess a r y steps t o maintain a v i a ble Cit izen pa rt i c ip a tion program. t �ORGANIZATIONAL LEVEL Block Unit or Cell (four to eight blocks) RIGHTS OF CITIZEN GROUP RESPONSIBILITIES OF CITIZEN GROUP • ~ 1. ~¾ i et one member to the neighborhood district council 2. Appoint information and service chairmen for block unit Neighborhood District Council 1. 3 members to the Neigh(a subdivision of the neighborhood Council. 2. Appoint committee chairmen for / borhoods; one for each eledifferent review and planning mentary school in the neighborhood) functions (Committee members need not be members of the Neighborhood Council. ) ~ 3. Set priori ties ilaa/\problems ·within the Neighborhodd district 4. Review and recommend changes for all programs designed for th~ neighborhood district. 5. Within the limitations of budget snd tecnical requirements, choose from among proposed alternatives the housing and physical designs for the neighborhood district 6. .lp. _. coopera tion . with:· the program director, appoint at least 50% of the board me~bers to each program '-organized at the district level. 1. Insure that Block Unit residents know about plans for area. 2. Establish system to provide appropriate referral for those needing help. 3. Maintain the appearance of t he block ll.XB unit area through cleanup campaigns;: , ,. cooperative maintenance programs and encouragement of citizens. · 4. Refer block unit area problems and suggested solutions to the neighborhood district council 5. Organize babysitting pools to serve the residents of the area 6. Seek out volunteers to work in recreation programs as well as other programs . for the neighborhood. 1. Carefully stud y the major problems in the neighborhood district and the existing services for dealing with these problems so that a knowledgeable review of proposed programs can be made. 2. Establish a s ys t em for providing volunteers to various programs within t he neighborhood district. 3. Work toward the establis hn ~n ~ o f recreation, day care, and educational pro grams organized at the neighborhood dis t rict lev el. 1. Arrange sufficient neighborhood dis t rict meetings to inform resident s a bout various phases of the Demonstration Ci t ies program. j .. � 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 proposed administrative structure of Atlanta's participation in the Demonstration Cities Program follows: 1. The City Demonstration Agency - is responsible to the Mayor. This body would be composed of representatives from City Planning, EOA, Atlanta Housing Authority, CCAA, and HUD. The Planning Director or an appointee from his office would act as coordinator. 2. Soéial planning function's would be coordinated jointly by EOA and CCAA. Other public and private groups would comprise advisory committees. 3. Physical planning functions would be coordinated jointly by the City Planning Office, Atlanta Housing Authority and the Metropolitan Planning Commission. PROPOSED ADMINISTRATIVE STRUCTURE Mayor Director of ee goes ity Planning —<—— Mayor's Office ; VS CCAA - Social Planning EOA - Local CAA AHA - Housing ARMPC - Metro Planning HUD rep. - Federal Government GLEy Demonstration Agency Price Sum-Mec Pittsburgh Social & Social & Social & Physical Physical Physical APPENDICES NSO Organization EOA Organization Technical Advisory Committee CLEy of Atlanta Related Agencies I, Neighborhood Planning A. Planning Goals 1. Long-range - 100 years 2a ‘Middle-range - 10 years 3. Short-range - now Agency ccordination i. “Public 2. Private Neighborhood Organization 1. Center Structure 2. Additional component 3. City Administration Communication and Information Evaluation - University - Urban Extension Program  ORGANIZATION LEVEL Neighborhood Council (There are four neighborhoods each having its own council.) Citizens Advisory Committee RIGHTS OF CITIZEN GROUP eH Appoint 3 members to the Citizens Advisory Council for the Model * Cities Program Review, recommendschdnges, if nec- essary, and approve all proposed programs and facilities for the neighborhood. Appoint committee chairman for re- view of all major problems affecting the neighborhood. Set priorities on problems within the neighborhood. Study alternatives and establish general policy, determining the future design and appearance of the neighborhood, In cooperation with the project dir- ector, determine the appropriate structure and administration of the neighborhood facility housing decentralized services to the neighborhood. To study and recommend to the board of aldermen a zoning plan for the neighborhood, .. Review and approve all programs af- fecting the entire model city area. Serve as an advisory committee to the area-wide centralized facility. Review the recommendations of the neighborhood councils on various pro- grams, Review the citizens participation structure and recommend any necessary changes in such structure e RESPONSIBILITIES OF CITIZEN GROUP L 2. Establish study committee to investigate the major problems in the neighborhood as a whole. Maintain continuing relationships with all city and county departments and agencies and to review the activities of these agencies and departments as they affect the neighborhood. Maintain a continuing relationship with the aldermen for their ward and keep him in- formed on the problems and concerns of the citizens in the neighborhood. Continually search for unmet needs and problems in the neighborhood and recommend solutions to the appropriate agencies or departments. Insure a continuing coordinated effort on the part of the neighborhood district councils within the neighborhood, Establish the necessary study committees to carry out the rights of the Citizens Advisory Council. 5 Maintain continual liaison in relationship with public officials and departments and agencies of the city and the county. Take any necessary steps to maintain a viable Citizen participation program, ORGANIZATIONAL LEVEL RIGHTS OF CITIZEN GROUP Block Unit or Cell 1. Appetet one member to the neigh- (four to eight blocks) borhood district council 2, Appoint information and service chairmen for block unit Neighborhood District Council 1. Agpeeert 3 members to the Neigh- ‘(a subdivision of the neigh- borhood Council, borhoods; one for each ele- 2, Appoint committee chairmen for / mentary school in the different review and planning neighborhood) - : functions (Committee members need not be members of the Neigh- borhood Council.) ,. 3. Set priorities agmt,problems within the Neighborhodd district 4, Review and recommend changes for all programs designed for the neighborhood district. 5. Within the limitations of budget and tecnical requirements, choose from among proposed alternatives the housing and physical designs for the neighborhood district 6. In cooperation with the program director, appoint at least 50% of the board members to each program organized at the district level. RESPONSIBILITIES OF CITIZEN GROUP 1, Insure that Block Unit residents know about plans for area, 2. Establish system to provide appropriate referral for those needing help. 3. Maintain the appearance of the block axe unit area through cleanup campaigns$;, ) cooperative maintenance programs and en- couragement of citizens. 4, Refer block unit area problems and sug- gested solutions to the neighborhood district council 5. Organize babysitting pools to serve the residents of the area 6, Seek out volunteers to work in recreation programs as well as other programs. for the neighborhood, 1, Carefully study the major problems in the neighborhood district and the existing services for dealing with these problems so that a knowledgeable review of proposed programs can be made, 2, Establish a system for providing volunteers to various programs within the neighborhood district. 3, Work toward the establishment of recreation, day care, and educational programs organ- ized at the neighborhood district level, 4. Arrange sufficient neighborhood district meetings to inform residents about various phases of the Demonstration Cities program. eer tineeniai a illneeieeea  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 8, Folder 16, Document 43 Box 8 Box 8 Folder 16 Folder topic: Model Cities | 1967-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/abea0b20db9c09034c8467ab7e0f2694.pdf 8f24ae504f3020881de14c3bf3c41b74 Scripto Transcription A written representation of a document. CITIZEN<PART.lGIPATI0N ~ ~=-~-.. ~--- ~- -· - - - - - - Conmrunity Council ··,_i;Iand train · t,,(resi•d ents to ~~ Recrui~ uv a survey on soc i a 1 prob 1 ems i n SuIImler h i 11 , Mechanicsville, Peoples Town, Pittsburgh, and Grant Park YJ~.OrganizeAmeetings of residents of the target ~model citie~ , for the purpose C - b of obtaining information for the CIP Report and the 143.215.248.55lm~: 'commissio;.:'a. ~~p~r~. V (1./ f\ ~~-ti;~~;-<~,;t s·o~-partici~at~ in the development of the Legal Aide Program and the proposal to curb· absenteeism from school. ~ /,:,,.,,J., 1-€5 i J.,__)_; l /" c4:·-~T~-~hnical assistance~~d r~gistration and get-out-to-vote campaigns,a~ where 7 and how to obtain services. ~ ~ ..t . -~ ' In- the--process--of yvelopi-ng a directory of neighborhood organizations, ~e1.r purposes and..,th,Q-rr programs. -·;. __..... -1 ?. ~ - PTA I ,c~ ., s; ~'<a-"'""\ c.9 -r &........~ ,.. ,.e_ ,;_ ~'°'<' ~....:, \o- ; ..,_ c...it-~ V'--~ '-\ ~~ C c... ..- ..-"\. <.0-_. e,........ \ \. c ...__c_:\.i. ~ \tw.J......r-~ l a ;- Do- fund raising for Community Chest, Cancer Drive, March of Dimes. SponsorJ welfare fund to benefit less fortunate children. b. .. Aid in sponsoring boy scout and girl scout troops not present in every school . -;.,{~·!',J.,\ ,// c. r, Cultural · enrichment program for children. d. Support' a city-wide PTA council. \> ' ()' .:,,..,,_ , •\, ( . ( \( e. i (~ \:,,°'~~J. Gy'°,U...f?...5 - I I .. ~-Socia l --and- We·lrare- Groups · \- . ,  ···,)C,) $). 0 . \C\.~ ~ "'1.,..C&,.- ; ..,_, 0-.Q_ ~ J ~ ~-U '-6- '-4.._~ - Do friendly visiting t o the ~ed, sick, and shut-in. ,\__·t:Ct.. 0 "" 'S(?c., , Q. a / 0h ~ e>.-.~i;. '-.l 1·\., 1 CS v- ~~ b. Support connnuntty projects .~ ~ ..,___ I / k...at S> 'S:~~¢~ L\ h f 1c . . / Entertainment ~ / ...\.u \ o~"O Suppor t t he Summerhill YMCA e. Donate flowers / a t desk and comfort neighbors in bereavement f. Emergency assistance to less fortunate families ,. _,/' Ii (,)roi;.-c~J , ~ I \-J ~ ~ ~ .\.t., .1.i,~. \, d. / ~CA.-... 0'- J;lj U·.·-tt -,,t 1 �I I I g. Give campships _and scholarships \ \ h. Savings co-op / / i. · Out-of..'town trips and outings I ' j. ½~ ,/ / Community Improvement I III. Churches a. / Spnnsor · scout troops J Support Community projects c. Aid ,f ess fort,lnate' resident~/ of( the counp{in0 d. Provide meeting facility for neighborhood groups e. Spir itual/ and salvat! on influence.) / ' _, ( ( ( ( 7 \ )~:;).) ·- .! ~ ':, ,- c_ ( _Q c.. -~ I ----~ - ~ c_ ) _:l;· V _Q 0..- / ~ c ,_ l -L ,..:t,.:__J :s -\N_ (tl_ � 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 CITIZEN PARTICIPATION we Es fat ee spencers a Community Council =o { ( valte Ae Recruit’“and train’residents to do a survey on social problems in Summerhill, Mechanicsville, Peoples Town, Pittsburgh, and Grant Park } Be Organize’ meetings of residents of the( target a area) model cities}for the purpose Or Oyen “Sa is of obtaining information for the CIP Report and the. Re ta Commissions. Report. Gast “Le oh, eg Citizens also- Barticipated in the development of the Legal Aide Program and the proposal to curb absenteeism from school. ds ae Lov 7 Oy Dr breed vesé LAS eo, ‘Technical assistance and registration and get-out-to-vote campaigns: and where and how to obtain services. ; et J5. In_the--process-of Davetopite a directory of neighborhood organizations, their purposes and _their programs. . } t i 0 SY chy wanes ' d,s \ee te “2 ganized—Netghborhood-Groups—— Se PTA \way Shron, Oe \ou i Sas “ Walag Carre Gu Cucts ux Wrewiag has = ch et OS Ste ads eet ines Cur \ a.--Do- fund raising for Community Chest, Cancer Drive, March of Dimes. Sponsor welfare fund to benefit less fortunate children. b. Aid in sponsoring boy scout and girl scout troops not present in every school. Cc. ne Caltucal enrichment program ‘for children. d. Support a city-wide PTA council. KH Orctnine ( Neitboluad Grau ~TI.~.Social- and- Hettese=Gtoups B305S Orcas reed, 0 Trp hh OR Wes is A a a. Do Felendly visiting to the aged, aiek, and shut-in, Ac ote On SOcia 0 af a de we eae b. Support community projects’ wera AcAe Wikies walk, ; a AL Vou, rae Y~ pre Tons fo es VaQnnted + +o Lo VARY 9 OA vital d. Support the Summerhill YMCA ; c. Entertainment e. Donate flowers at desk and comfort neighbors in bereavement + £. Emergency assistance to less fortunate families g. Give campships and scholarships h. Savings co-op i. Out-of-town trips and outings je Conmunity Improvement III. Churches ao a. Spansor scout troops b. Support Community projects ane d. Aid less forevaate residents’ of /the communi 4y d. Ceeitaa meeting facility for neighborhood groups e. Spiritual’ and salvation influence ,/ | es Cota d Vp OW Opera tof SHO , =~ a i  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 8, Folder 16, Document 44 Box 8 Box 8 Folder 16 Folder topic: Model Cities | 1967-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/afcc94e2b2afe7616b38416e0f9714f7.pdf 1dbb5e7114fc9e775f2cdc094f994917 Scripto Transcription A written representation of a document. l C~N-' PARTJ.CIPATI0N ? . -.: ., --·-9 .- Conmrunity Council 0f J ',;.Qk.,z__ Recruit' and train residents to do a survey on social problems in SuIImlerhill, Mechanicsville, Peoples Town, Pittsburgh, and Grant Park t - - . . ' Organize meetings of residents of theC~~Eget ar~model citie~ for the purpose Fi ,,_, .:L.,., _ o,.., Ci-, . , ·:... I'::. of obtaining information for the CIP Report and the ..Cr-rme· Commission(\"8- Report. (1./ (\ ~ ~-~i~;~;-~ ~-o7p arti~ipat~ in the development · of the Legal Aide Program and the proposal to curb absenteeism froµi .school. J /" ..( i,:~ .a~d ~ ,:-)tr ;~hnical assistance Q,,,f-,in~ tp_$ i Jul.; . r~gistr~'tion and get~~ut-to-vote campaigns , a~ where and how to obtain services. t' ,,t ~ I' ..s~ In- the ..·process- of _ g.evelopi-ng a directory of neighborhood organizations, .-cneir L ~ purposes and-th.e-i::c""' programs. ~ "'/ , /~. \ c..--h-.._ VJ....t '::..~::n~~d~ighbo~hood i TA . \ a2.......... ,c-. : s.-, y~ "'- \. (.9 ~ .__ .-"_,.,_.~.c:, ... -r \0..... i -i. Cc~~- ... '\. c.0-- ~\.\,(L\ c.~ """~ Groups '-\ e c.....r \ \ , c ...__('_-1,..\ VW...,.J L ~ U-<'- l a c-Do- f und rai s ing for Conununity Chest, Cancer Drive, March of Dimes. Sponsox;J we lfa re fund to benefit less fortunate children. / b. Aid i n sponsor ing boy scout and girl scout troops not present in every school. / !.)( . •~ ·. ,')., \ c. r, Cu ltural enrichmen t program f or childre n. d. Suppor t ' a c i t y-wide PTA council. l'.;--<>-.~ J . GY-0-u..y-?.J I_.,_,_,, : ,,_c ' ( \\{ e \ < /v'. · I I ·.· - Social-- and- Wel ·fare- Groups · ,.-- · k, ,. ,•.,_:,, ' '::). o ·r · G\- ~ .,_c,&_,(....~..._.,J) ~ -..a_..¢~ 0---.Q... ~ f 'o.J Do friendly visiting to the a_ged, sick, and shut-in. b. Support connnunity pro jec~s / /c. Entertainment d. Support the Su~rhil l YMCA e. / Donate f lowers at desk and comfort neighbors in bereavement f. Emergency, assistance to less fortunate families ./ ~,. ~ . •~--0- - .CL~-'- / '·· '-<!,..,__ '.J. , -\~f <Z-5 c..o__ ~ ~ r~ ~ \ o'-~ ro.-~ (?Y-O\i'O-J // / k_.,t -..+-u -\.~ ii:t_ O ~ S<.0 c:...r a. ~ h~~ ~ . .\-o W ~ q<..!~,:l �I I g. Give campships and scholarships I 1 h. // Savings co-op / i. · Out-of-town trips and outings j. Corrnnunity Improvement I C,: I III. Churches a. \ Spnnsor ~ out :troops b ". I Support Corrnnunity projects c. Aid -~ess fortlnate' resi_d ent~/ of/ the d. Provide meeting facility for neighborhood groups o... - ~ connp{m0 / � 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 le be Cron Fiit- f2 hy CITIZEN PARTICIPATION ern (30° Se eee Gommunity Council ake. ' A Recruit’“and train’ residents todo a a survey on social problems in Summerhill, Mechanicsville, Peoples Town, Pittsburgh, and Grant Park * | ee on ‘ (2 Organize’ meetings of residents of theCtarget ae cities)for the purpose er Cnt * > of obtaining information for the CIP Report and the. Rte Commissions. Report. me Oat me oh By \ Citizens aiso- “participated in the development of the Legal Aide Program and the proposal to curb absenteeism from school. 7 = pee ‘ , hy ed vest AAS ae hoe eeehnteal assistance .and registration and peeteutebosveke laud ones and how to obtain services. gt k5< In_the-process-of veloping a directory of neighborhood organizations, their purposes and.their programs. i Ose Sy chute Ls a 5 of +\ a+ WH <_Organized-Neighborhood-¢roups— a\ aR PTA Jias Gwen, Oe ai 2 eto + Ait Cave QU Acttuc Weds has oF Cex. {. ea Ss Sa. ‘e wks atta heae eur \ hest, Cancer Drive, March of Dimes. Sponsor welfare fund to benefit less fortunate children. b. Aid in sponsoring boy scout and girl scout troops not present in every school. & Mite eal enrichment program for anilaved. d. Support a city-wide PTA council. = oat acc VN aidh botureel CGreaue5 ~II-- ~S0ckal- and- ‘Welfare-Groups ; » Orta, a een) Speech, OR woheas ‘Oust Led sho Cin Ci. as Do , gehend ly visiting to the aged, sick, and shut-ine Ay or On Socal at b. Support community projects \ehhor ck wibi cs ir i rg long i Shae ee re yw ho athe toted ney lvboly ‘c. Entertainment / d. Support the Summerhill YMCA e. Donate flowers at desk and comfort neighbors in bereavement £. Emergency assistance to less fortunate families IIT. g- Give campships and scholarships h. Savings sents. i. Out-of=town trips and outings je Community Improvement Churches oo a. Sponsor~scout troops b. Support Community projects o 0 c. Aid less Socnate residents/ of /the communi t4y d. Provide meeting facility for neighborhood groups e. Spiritual’ and salvation influence ,/ Pisesi $s S red \ te on ee ant f S Ane Ol  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 8, Folder 16, Document 45 Box 8 Box 8 Folder 16 Folder topic: Model Cities | 1967-1969 https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/b872cc07e2c3d24aa224a2c3386aa10f.pdf 14fa2b9677aced38dc7e84b8933eec68 Scripto Transcription A written representation of a document. DRAFT:MoLean:ez 12/1/69 TO Attention: ~JJL REGIONAL ADMINISTRATORS FROM Robert H. Baida, Deputy Assistant Secretary (MCGR) SUBJECT I. Assistant Regional Administrator for Model Cities Establishing the Start of the Second Action Year Purpose. This memorandum sets forth the procedure for establishing the start of the second action year for each first round Model City. It follows discussion at the July and October meetings of Assistant Regional Administrators and response of ARA's in September to a memorandum dated July 28, 1969, asking how Regional re-v iew loads might be spaced out. I I. Considerations . Among considerations in setting the start of s econd action year s are t h e fo llowing: 1. Nec e ssity of spacing r eview loa ds. If every f ir st r ound city had exactly a 1 2-month first a ction year, abo~t one - h alf t h e first round cities and perhaps one-half the second round cities would come up for review at the same time. 2. Effect on the cities. In some cities, it appears from results so far, there is an advantage in entering the second action year as soon as possible. Continued planning efforts point to a better second year program mix than the presently funded first year package. Shift to the ·s econd year may give the city an opportunity to kill a few doubtful programs before they start. On the other hand, some �-2other cities have started a lot of promising projects but have not kept pace with their monitoring and evaluation efforts. A later shift to second year programrning--perhaps 15 or 16 montbs after the start of the first year--may give evaluation a better chance to impact the second year decisions. 3. Adjustment to local calendars. Some cities will want to fit their Model Cities program year to the city fiscal year • . others may prefer not to do this. Some cities may wish to avoid making program decisions at the time of municipal elections. There may be other local reasons for preferring one renewal time over another. 4. Effect on quality of review. Because of changing conditions in the cities--new leadership, a later start of projects, etc.--there may be some cities which the RICC and the HUD staff feel will be easier to review at a later time than others. 5. Funds available to the cities. Obviously a city that is running out of money must be reviewed promptly, or perhaps given a few months' money to finance a first year continuation until the seco nd year planning can be reviewed. At this point, however, it appears very doubtful that any first round cities are going to be out df funds 12 months after their contract signing. III. carry-over of unspent funds. An important factor of entering the second action year is the disposition of funds obligated to the city for the first action year but not spent. In various ways· we have promised the cities that such funds may be carried over into succeeding years, providing the city is performing well in the programo A city that may have started �-3- sl,:)·.-;ly but has steadily increased program momentum during the first y-s::. rr should not be punished in the second year. However, i:.he national purpose of the Model Cities Program may not ris i·. rall ser v,~d by allocating a full second round target figure to cities whict have shown little or no promise in getting good programs started in the fir.st year. Even for good cities, there may be a problem in building up a spending rate in the second year which cannot be maintained in the third year. For example: City A has a first round target figure of $4 million and a second round figure of the same. During the first year, while projects were starting up, it spent only $2 million. With carry-over, it then has $6 million for the second year. If the city's supplemental spending consists entirely of on-going staff or other expenses, as compared to one-time capital expenses, for which there is no take-over source in the third year, it cannot establish a $6 million spending rate in the second year without facing a likely cut of $2 million for the third year. The tendency of all projects to get more expensive without increasing their scope (because of pay raises, more utilization of services and other reasons) heightens this risk. Therefore, cities shall not be allowed to use their remaining first round funds to increase their second year spending rate except to the extent that: 1. An amount equal to the first round carry-over is applied to capital or other projects which, by their nature, will not require renewal in the third year, or 2. The city can demonstrate a commitment from other sources, �-4- preferably local or State , to carry out the exce·ss on-going projects in year three, or 3. A combination of #1 and #2. In cases where the city has carry-over but cannot meet the above conditions for spending the carry-over in year two, either of t h e fol lowing steps may be taken : A. The city's first year may be stretched out to use all or part of the carry-over. This technique should be used when a stretch-out is desirable for other reasons--in particular, when it will result in a better s.e cond year program, or B. The c i ty may be renewed without stret ch- out, but the allowab l e s.e cond year spending level wil l be held to the second year tar get f igure without the carr y- over , or without that part of the carry - over not covered by paragr aphs 1 t o 3 i mmed iately above. Example: Ci t y A, cited above, shows that $1 million of its projected second year programming represents one- time expenditure, either as capital projects or as projects for which other funding is secure for the third year. It's s pending guideline for the second year would be $5 million. Th e city would not be per mitt ed to carry f or ward $1 million of i ts fir st year f unds . Where a city , because of a pplication of the above, it not a l lowed to add all or part of its carry-over to its second year spending level, it should be indicated to the city that it may get the ~emaining increase during the seqond year.if it can come up with �-5- one-time projects as described above. Example: Half-way through its second action year, City A identifies a new adult education project for which State or loo~~ funds will be available in the third year. It may start t~is project on supplemental funds in advance of its other fundi,.ng. Given these operating considerations and policies, we now request that ARA's recommend a specific starting date fo~ the second action year of each first round city. This date should be not less thaµ ten months nor more that 18 months after start of the first action year. It will be the Central Office intention to follow the ARA's recommendations providing the tqtal pattern of recommendations is consistent with obligation and spending patterns. If recommen- dations have to be changed . to meet these considerations, it is hoped that the changes will affect only a few cities. Proposed changes will be discussed with the ARA's, and time will be allowed to discuss them with the citi~s before final decision. � 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 DRAFT :McLean:ez 12/1/69 TO : iL REGIONAL ADMINISTRATORS Attention: Assistant Regional Administrator for Model Cities FROM : Robert H. Baida, Deputy Assistant Secretary (MCGR) SUBJECT ; Establishing the Start of the Second Action Year I. Purpose. This memorandum sets forth the procedure for establishing the start of the second action year for each first round Model City. It follows discussion at the July and October meetings of Assistant Regional Administrators and response of ARA's in September to a memorandum dated July 28, 1969, asking how Regional review loads might be spaced out. II. Considerations. Among considerations in setting the start of second action years are the following: 1. Necessity of spacing review loads. if every first round city had exactly a 12-month first action year, aboat one-half the first round cities and perhaps one-half the second round cities would come up for review at the same time. 2. Effect on the cities. In some cities, it appears from results so far, there is an advantage in entering the second action year as soon as possible. Continued planning efforts point to a better second year program mix than the presentiy funded first year package. Shift to the second year may give the city an opportunity to kill a few doubtful programs before they start. On the other hand, some oA- other cities have started a lot of promising projects but have not kept pace with their monitoring and evaluation efforts. A later shift to second year programming--perhaps 15 or 16 months after the start of the first year--may give evaluation a better chance to impact the second year decisions. 3. Adjustment to local calendars. Some cities will want to fit their Model Cities program year to the city fiscal year.. Others may prefer not to do this. Some cities may wish to avoid making program decisions at the time of municipal elections. There may be other local reasons for preferring one renewal time over another. 4. Effect on quality of review. Because of changing conditions in the cities--new leadership, a later start of projects, etc.--there may be some cities which the RICC and the HUD staff feel will be easier to review at a later time than others. 5. Funds available to the cities. Obviously a city that is running out of money must be reviewed promptly, or perhaps given a few months' money to finance a first year continuation until the second year planning can be reviewed. At this point, however, it appears very doubtful that any first round cities are going to be out of funds 12 months after their contract signing. III. Carry-over of unspent funds. An important factor of entering the second action year is the dis-~ position of funds obligated to the city for the first action year but not spent. In various ways” we have promised the cities that such funds may be carried over into succeeding years, providing the city is performing well in the program. A city that may have started -3- Slowly but has steadily increased prcegram momentum during the first yenr should not be punished in the second year. However, the national purpose of the Model Cities Program may not i well served by allocating a full second round target figure to cities whic: have shown little or no promise in getting good programs started in the first year. Even for good cities, there may be a problem in building up a spending rate in the second year which cannot be saintainea in the third year. For example: City A has a first round target figure of $4 million and a second round figure of the same. During the first year, while projects were starting up, it spent only $2 mil- lion. With carry-over, it then has $6 million for the second year. If the city's supplemental spending consists entirely of on-going staff or other expenses, as compared to one-time capital expenses, for which there is no take-over source in the third year, it cannot establish a $6 million spending rate in the second year without facing a likely cut of $2 million for the third year. The tendency of all projects to get more expensive without increasing their scope (because of pay raises, more utilization of services and other reasons) heightens this risk. Therefore, cities shall not be allowed to use their remaining first round funds to increase their second year spending rate except to the extent that: 1. An amount equal to the first round carry-over is applied to capital or other projects which, by their nature, will not require renewal in the third year, or 2. The city can demonstrate a commitment from other sources, == preferably local or State, to carry out the excess on-going projects in year three, or 3. A combination of #1 and #2. In cases where the city has carry-over but cannot meet the above conditions for spending the carry-over in year two, either of the fol- lowing steps may be taken: A. The city's first year may be stretched out to use all or part of the carry-over. This technique should be used when a stretch-out is desirable for other reasons--in parti- cular, when it will result in a better second year program, or B. The city may be renewed without stretch-out, but the allowable second year spending level will be held to the second year target figure without the carry-over, or without that part of the carry-over not covered by paragraphs 1 to 3 immediately above. Example: City A, cited above, shows that $1 million of its projected second year programming represents one-time expenditure, either as capital projects or as projects for which other funding is secure for the third year. It's spending guideline for the second year would be $5 million. The city would not be permitted to carry forward $1 million of its first year funds. Where a city, because of application of the above, it not allowed to add all or part of its carry-over to its second year spending level, it should be indicated to the city that it may get the remaining increase during the second year .if it can come up with sclas one-time projects as described above. Example: Half-way through its second action year, City A identifies a new adult education project for which State or local funds will be available in the third year. It may start this project on supplemental funds in advance of its other funding. Given these operating considerations and policies, we now request that ARA's recommend a specific starting date for the second action year of each first round city. This date should be not less than ten months nor more that 18 months after start of the first action year. It will be the Central Office intention to follow the ARA's recommendations providing the total pattern of recommendations is consistent with obligation and spending patterns. If recommen- dations have to be changed to meet these considerations, it is hoped that the changes will affect only a few cities. Proposed changes will be discussed with the ARA's, and time will be allowed to dis- cuss them with the cities before final decision.  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 8, Folder 16, Document 46 Box 8 Box 8 Folder 16 Folder topic: Model Cities | 1967-1969