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ATLANTA, GEORGIA ROUTE SLIP TO, 'bl (}? , ~ FROM: Dan E. Sweat, Jr. ~ F o r your information 0 Please refer to the attached correspondence and make the nece ssary reply. D Adv ise me the status of the at tac hed. I , FOR M 25 - 4 - 5 �ATLANTA, GEORGIA PHONE 524-8876 From: Johnny C. Johnson, Director Model Cities Program . To ,itVvt p ~ 1/h~4,/ ,y ~ ~ or your information D Please make necessary reply D Advise status of the attached FORM 25°13-J Date �ROUTE SLIP TO: FR/ - I I R. EARL LANDERS ci For your information 0 Please refer to the attached correspondence and make the necessary reply. 0 Advise me the status of the attached. / , / F ORM 25 - 4 - L , / �MODEL CITIES PROGRAM MEMO FROM: TO: hYe: '-k s ~ t:1.-r ~~N -.S.W6-n::t DATE: ____, 7'---1--/

'J---- / '1 =--Cf.__ ._._I TIME:.------- ~ r your information D Please make necessary reply D Advise status of the attached "'1, n>v,e--..S \...J.)c::(2.E FORM 2 5• 1 SM ~-r wr+1<' ,>:1 d:d:) rvT C.,u\D~ 1_1,v6..S t>E-r6:R.6,>uEP, · ALL ~,'b. �ATLANTA,GEORGIA c_j) To ROUTE SLIP .o<()z,ec~ ~ . ~o~ FROM: Dan E. Sweat, Jr. D For your information D Please refer to the attached correspondence and make the necessary reply . D Advise me the status of the attached. FORM 25 - 4 - S ���"f-:-t1r~ _!_!..~~½_~7~::.J.-4,<~3 ~~ ~p:, :) /g r:, 9 J ~--- -- ~-------- - ~= - --~~ ... ~ - ~ -~ ~-- ··""'·- �Allen Reassured OnModelProgram By ALEX COFFIN ' Mayor Ivan Allen Jr. and key aidoo were reassured late last week about what the Nixon atlministration intends to do about the Model Cities program. A telegram from the office of George Romney, secretary of Housing and Urban Developf ment, and a call to AJ'len from a top White House aide calmed lii.iimif'f1N'J fears that the city might have to start from near scratch in providing a better life for the 45,000 residents of the six neighAlex Coffin borhoods SOUVh and e ast of Atlanta Stadlirum. "The effect," said Dan Sweat, deput ch!ief administrator to AlTen, lS That filfan a' s plan- inui.cation last week that the ning and organizing has not $7.2 million in supplemental imbeen in vain. We h a v e not plemenllation funds , approved last January, finally are close wasted any time or effort." at hand. The telegram from Romney's office does indicate, however, Probably the best news to city that some slight changes will be officials in Romney's telegram coming. Perhaps the most i.rrl- was clarification of the role of portant is that the mayor 's of- state government. Al!len and his fice wn,1 keep a more watchful sbalff had been concerned that eye on the program and will Niiron might seek to interpose need to exercise closer super- the state between the federal vision, with the Model Cities government and the city in runExecutive B o a r d becoming ning the Model Cities prog1riam. sowewhat more advisery in na- Not so, said the telegram, although greater involvement by ture. City officials also had clear the state is sought. Another important change, and this pleased city officials, is the erasing of the boundaries of the area to be covered. The city earlier itself had established the 3,000 acres and generally is expected to stick to that area-however, in certain cases, the boundary need not be a barrier. The Romney telegram also called for the establishment of Constitution Slate News Ser vice priorities, rather than trying to CALLAWAY GARDENS, Ga:. , "attack every conceivable probKnott Rice of Atlanta, a 22-year- lem within these neighborhoods. old Emory graduate student, This obviously would be unwas elected chairman of the workable" and result in cities Georgia FedeTation of Young "dissipating their resources in Republican Clubs at their an- a vain effort to solve all" probnual convention at Callaway lems. Gardens Saturday. Allen already is engaged in He defeated H. Royce Hobbs close scrutiny of the proposals. of Macon, 374 to 323. Model Cities Director J. C. JohnRice was the incumbent young son, sources say, is working Republican national committee- hard, with some success, in man and a former president of making a good case for the projthe Emory YR club. Hobbs, 34, ects, most of which are interwas a candidate for mayor of related. Macon in 1967 and the Georgia Minor adjustmoots wrlJ hiave General Assembly in 1968. to be made in the program, city The convention opened Satur- officials are saying, but they day morning with the defeat of wi1ll be minor ones - such as then-chairman Terry Moshier getting more private involvefor temporary chairman by Hor- ment. ace Taylor of the Fulton Coun- But, generally it oan be rety delegation, 395-316. Moshier ported flhat C'i ty officials aren't had backed Hobbs while Taylor glum at all about l!he Nixon administration's attitude toward supported Rice. Fulton County and College Model Citie.R clubs throughout the state provided Rice with his heavy support. Hobbs got most of his votes from metropolitan areas outside Atlanta. The same patterns held for the lower offices. Dick Jones, 32, of the Fulton County club was chosen national committeeman over Fred Neal of Augusta. Betty Baker of the Fulton County club won the post of national committeewoman over Sandra Ford of the metropolitan Atlanta club. Jenny Bailey, Georgia College in Milledgeville, defeated Nancy Grider of Atlanta for vice chairwoman. Incumbant secretary Caroline Meadows of the Cobb County club was re-elected by acclamation. The, tory t hri l suer the tel a r ing Strc pla• gre Ricr ., L Young GOPs Piel{ Atlantan ... r �ATLANTA, GEORGIA PHONE 524-8876 From: Johnny C. Johnson, Director Model Cities Program To __D_a_n __S_w_e_a_t__________ Date _5_-_1_9_-_6_9_ _ _ __ lR] For your information D Please make necessary reply D Advise status of the attached The Attached spells out the requirements for training and technical assistance funds in Model Cities. offered $70,000. FORM 2 5-13-J Atlanta has been �UNITED STATES CONFERENCE OF' MAYORS 1707 H STREET, N. W. WASHINGTON, D. C. 20006 April 29, 1969 Dan: For your information. (\ 0 . ~ hn Feild �To. Name------------Telephone No. _ _ _ _ _ _ _ _ _ __ 0 0 0 Wants you to call Returned your call Left the following message: &o;LJ 0 0 Is here to see you Came by to see you ~ i/ /~ o/~./,rz.r -<' /- L A.../h,z.. _ // t-fo Date :_ _ _ _ _ _ _ Time _ _ _ _ a . m. / p. m. By---------------FORM2 5 • 5 �~ o~ rP ~ - ~ ~ ~ Cu - .VC - - - ~/,- C~ u~ ~£_:.__e ~ ~ if = ~ /4_, w--;·c/.h~ev fl~~ -/2 - -o - j ) �ATLANTA, GEORGIA From - Dan E. Sweat, Jr. Director of Governmental Liaison FORM 2 5 - 12 �,- ATLANTA, GEORGIA PHONE 524-8876 From: Johnny C. Johnson, Director To _ _M_o_d_e_~~C1-it=i~e'--"~=r~o~P~r -~ ~ m - - - - - - - - 0 For your information D Please make necessary repl y D Advise s tatus of the attached F O R M 25- 1 3- J �--- - MODEL CITIES PROGRAM , MEMO FROM, TO : o,©.1""f' /)Vt.. Z) . Se.,~+ D For your information D Please make necessary reply -01,. 2 Att,.,o.,. w:,,,J...l TIME: _ _ _ __ ~ .. d.,.,;...... r "' o.r~hn:.s i.Js iJlllN -h~'tt• ,. 41>«'~ ,!jUYS: clue. io A.-, • ~o>tpl't!'ru"o---12 ,c'()',0-1 f Le2k &.r;) /Ar/erpre1Jr6-i.-J' -Wa are h.oJ'lifa ~ ~4t t"is ptohl«t-( c/JN ~e t'fAc,6,r~,~ d ~:.~ ::::&~~

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FORM 25• 15M �ATLANTA, GEORGIA PHONE 524-8876 From: Johnny C. Johnson, Director Model Cities Program Date D -=--2_-_.:._/_,_C,_-......:::~==-f/+---- For your information ~ a s e make n ecessary reply D Advise status of the attached I I FORM 2 5-13-J �ATLANTA, GEORGIA ROUTE SLIP FROM: Dan E. Sweat, Jr. D For your information D Please refer to the attached correspondence and make the necessary reply. D Advise me the status of the attached . FORM 25-4-5 �TO: FROM: Ivan Allen , Jr. D For your information D Please refer to the attached correspondence and make the necessary reply. D FORM 25-4 Advi s e me the status of the attached. �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. �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 16:05, 29 December 2017 (EST)c=) DEFORE REHADI:... ITAT!ON STARTS AGAI~ 19 �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

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.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~ �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 �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. �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 16:05, 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 �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 �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

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,r ' I 1 Rehabi li tat ion A r ea C l ea ranee ..... ·,· Clea ranee •l ,!•,,... 'r ~·. ' ~ ., , I ,•.~ ,. SOUTHEAST I l. r~~--16:05, 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

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..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

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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

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Why no t servi ce s ? P l an to registered n ow ! 8 t h e Center ' s wro. ole fami l y ·" �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.

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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

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[ 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 /:/

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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 �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 ~ �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

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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

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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

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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 �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 �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 �• 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. Copies made available as obtai ned . No extra charge. 4. Public Man agement. Thi s timely urban affairs magazine is sent as part of your subscripti on. Articles cover such sub jects as new approaches to improved government financing , methods for dealing wi th crime , and topical comment on the ways and means of assuring future growth for rural towns. 5. Municipal Year Book. A "must" referenc e. Its 600 pages annually summa ri ze activities of more th an 3,300 ci ti es. Many usefu l stati stics, too. 6. MIS Newsletter. Reports trends in local government management and serves as a forum for the exchange of ideas. Filling th e information needs of municipal offic ials in cities of all sizes Management Information Service Conducted by the International City Managers' Association 11 40 Conn ecticut Avenue, N. W., Washing ton, D. C. 20036 Tel : (202) 293-2200 • 1 �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 �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. �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 �'· 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 \ �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. �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. �WATER DEPARTMENT Proje.c t NDP Clearance Area Water Mains and NDP Rehabilitation Area Water Mains Description Plug and install 6,640 feet of substandard water mains. Excavate, haul and install new mains in 26, 4 16 feet of substandard lines. Total Cost $131,000 121,000 1. The above amounts have been appropriated in our 1969 Budget. 2. The necessary staff and equipment are available withi n the department to complete this work during the 1969 fiscal year. �TRAFFIC DEPARTMENT Project Description Street Light Improvement Total Cost $71,000 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 ur ing the 1969 fiscal year. �PARKS DEPARTMENT Description Project Develop Existing and New Park Land Daniel S t anton Neighborhood Park James L . Key Neighborh ood Park developed . Purchas e Vacant Land fo r Block Parks and Playlots L _! -- - - ~ 3 0,000 * 16, 000* Adair Ne ighborhood Park develop ed 16 , 0 00* Peoples t own Block Park d eve lop e d 36,000* Bl~ck Park and Playlot d e v e loped 12 , 000* Pittsbu r gh P lay lot p urchased; Adair Park P lay lot p urc ha s e d ; Mechanic svi lle P l a y l o t # 1 purc h a sed; Me cha nic svill e Play lot

2 p u rchas e d ; Summer h ill Play lot

2 purch ased ; P eoples.t own Blo ck Park

pur cha s ed; Gr a nt Park P l ayl ot p u r chased.

-- $ 10,000* Pittman Expanded Neighborhood Par k develope d.

,. - Tot al Cost 13 0, 000** $ 6 0 ,000 i n city funds, $24 , 000 in fund s from Department of Housing a n d Urban Developme n t , $36 , 0 00 in funds from U.S. Bureau of Rec reation. This amount is made of $22 ,000 in city fund s , $43 , 00 0 in supplemental funds and $65 ,000 i n grant funds from HUD . �Parks Department Continued Page 2 Re.creation Programs and Staff Park Recreation Programs Park Recreation Staff Continue existing recreation programs and staff. Add 10 full time recreation professionals. Develop prog rams not existing in park s and establish additional recreation facilities. Public Information Director Add one full time public information director. Recreation Advisory Council Add six citizen advisory councils on recreation and 12 workshops on all phases of recreation and c u ltu ral programming . $ 73 I 000 12 ,000 47,00 0 1. The above amounts have been appropriated in our 1969 Budget . 2. The necessary staff and equipment are available within the depart ment to complete this work during the 1969 fiscal y ear. 3. Pre s ent staff is adequ ate to ~ ake a p pl ic at ion s fo r the required f e deral g rants a nd t o i mp l eme nt the pro g rams a s d e s c ribe d ab o ve d u r i n g t he 1969 fiscal year. �ATLANTA HOUSING AUTHORITY - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - Description Project - - - --- ----- --- ---Neighborhood Deve lopment Progr~n Total Cost

-------- - ---------

The acquisition of 445 housing units; clearance of 48 ac res; th e rehabilitation of 647 housing units. Also relocation of 431 families and 15 businesses with the goal of having 911 additional MJ:-.JA families living in adequ atel y serviced, s tandard , a f f o rd able ho~sing ~nits by the end of 19 69. $14, 706,000* ,

- ------1.

The above amounts have been appropriated in our 1969 Budget. 2. The ne ces sary staff and equipment are available within the department to complete this work during the 1969 fiscal year. 3. Our sta ff has the capability of filing application for the required fed er al grants and co~pleting t he work r e quired in implementing these d u ring 1969.

Note :

Of this a mo u nt, $4,076,000 is to be furnished by the city in th e form of non cash grant in aids with $298,000 coming from HUD in the form of relocation grants and $10 ,3 32 , 000 coming f r o m HUD in the form of NDP credit. �, PUBLIC WORKS DEPARTMENT (Street Division) Project Description Total Cos t Pittsburgh Street Resurfa cing Complete resurfacing of Mayland Ave . Stewart to Hobson; Mayland Cir. - University to Mayland Ave.; Hope St. Stewart to Hobson; Hobson St. - Fletcher to Mayland Grant Park Street Resurfacing Complete resurfacing of Park Ave. - Berne St. to Glenwood Ave.; Sydney St., - Hill St. to Park Ave.; Augusta Ave. - Hi l l St. to Cherokee Ave.; Pavilion St. - Cherokee Ave. to Oakla nd Ave.; Berne St. - Bou levard to Park Ave .; Waldo St . - E. Confederate to Glenwood; Rosalia St. - Boulevard to Park Ave.; Gress Ave. - Home Ave. to Mead St.; Marion Ave . - Home Ave. to Ormwood . 60,000 Adair Park Stre et Re s urfaci n g Complete r e surfa cing o f Tift Ave. Pearce S t. t o She l t on Av e.; Bonnie Brae Ave. Allene t o Tif t St. ; El bert St . - Brookline to Allene Ave . 10 , 0 00 Mechanicsville-Pe o p le s t own/ Summerhill Street Resurfacing Comp l ete re sur facing o f streets to be determined a ft er l a nd us e plan is f i n alized. Greenfield-Ormon d t o Van ira, Martin-Ormond to Atlanta. 22,000 Continued $ 8,000 �Public Works Department (Street Division) Page 2 Sidewalk Construction In Peoplestown, add sidewalks to one side of Capitol-Milton to University; in Pittsburgh, add sidewalks to: one side of Hobson Arthur to Rockwell-N. side of UniversityMayland to ~ cDaniel; in Grant Park, add sidewalks to Grant St. - Grant. Cir,. to Atlanta Ave.; additional sidewalk construction as needed according to final land use plan. Extend Fulton St. West from Windsor to Glenn Completion of extension of Fulton St. west fro Windsor to Glenn $40,000 \ ¼a~ ~ .. 1. The above amounts have been appropriated in our 1969 Budget. 2. The n e cess a r y staff a nd equipment within t he depa rtment to ~omplete this work during the 19 69 f i s cal year are ava ilable.

No te:

Of this amount, $ 300,000 is c omi n g from the s tate and $15 0 , 000 is coming from the Ci t y. �PUBLIC WORKS DEPARTMENT Description Project Sanitation Services Addition of four crews, one front-end loader, o n e weed cutter, one garbage truck and one open body truck and increase starting salaries for waste collectors to $82.00 per week. Sewer System Study Make application for federal grant from Department of Hou sing and Urban Development for report on combined sewer s y stem problem. Kak e available staff and equipment necessary to comp lete report of feasible remedy for this problem. NDP Clearance Area Sewers and NDP Rehabilitation Are a Re construct 1,620 feet of substandard sewer lines in the NDP clearance area a nd rehabilit a t i on a r ea .

Total Cost $171 , 0 00 t. 459 , 000* .. Of this tot a l amount $ 219, 0 00 i s to be in city funds with the remaining $240,000 to c ome from a federal grant from the Departmen t o f Ho u sing a n d Urban Development. 1. The above amount s h ave been a p pro priated in o~r 1969 Budget. 2. The necessary staff and equipment are availabl e within the department to complete this work during the 1969 fiscal year. 3. The application necessary for the grant from the Department of Hous i ng and Urban Development will be completed and all related work performed by our staff. �;fk-o/1 ~1'? :£. MINUTES GRANT REVIEW BOARD DECEMBER 31, 1968 (2..., //01 The City of Atlanta Grant R e view Board met in the office of the Director of Gov e rnmental Liai s on at 9: 30 a. m. on D e c e mber 31, 1968, to r e view the . Atlanta Mode l Cities Progr a m appl ication to the U. S. Department of Hous ing and Urban Development for Supplemental Funds. In attendance were: Dan S w eat, Director of Governmental Liaison, Chairman, Grant Review Board Collie r Gladin , Planning Di re ctor, Membe r, Grant R e vie w Board Georg e Berry, Deputy Comptroller, Member, Grant Review Board Johnny Johnson, Director of Mod e l Cities George Aldridge, City· Planner Carl Paul, D e puty Director of Personne l J a y Founta in, S e nio r A c co unt a nt The Grant Review Board discussed with Mr. Johnson several major points of conce r n , primarily proc e dure s for approval by r e sponsible City d e partme nts and a ge nci es ; a d m inistra tive or ganiza tion ; a nd p e rsonn e l r e quir e m e nt s . In view of th e complexities o f the M odel Cities P ro g r am a nd the n eed for f ull understanding by all responsible City officials, the following concensus o f the Grant Revi e w Board m e mbership is her e by presented: The M od e l Ci ti E:s Pr o gram as es t a bli s h e d by the Pr es ident ancf Con g r ess o f the United S t a t es i s perh a p s the m o s t compreh ens ive a n d o pti m i s ti c g r ant - i n-aid pr o g ram eve r offered to A me ri ca ' s cities . The conce pt a n d intent of the M odel Citie s Pro gram is g ood. It provide s fo r th e l egally r espons ible l ocal g ove r ning a uthority t o exer ci se it s auth o r ity and in fluence in demonstrating b ol d new t echniques o f u rban p l anni ng and d evelopment . It provides max i m u m opp ort unity for r eal involvement and parti cip ation by citi zens of ne i ghborhoods i n t h e plann i ng a nd exec ution of p r ograms whi ch effect the i r daily lives. �Page Two And it promotes coordination among local, state and national agencies and departments of the limited resources which are available. The successful planning and execution of a Model Cities Program can be a valuable experience for any city in its search for ord e rly and timely solutions to its multitude of urban proble1ns. Atlanta's City Demonstration Agency has attempted to meet the challenge and intent o { +he Model Cities legislation. Citizens of all six neighborhood areas encompassed by Atlanta's Model Cities Program were actively involved in organizing and planning for Model Cities more than a year in advance of the beginning of the City's formal planning stage. Local, state and federal public agencies and numerous private groups participated in the preparation of the required planning grant application. The Mayor and Board of Aldermen endorsed and supported the planning effort. The Model Cities planning staff worked long and h ~ rd to prepare the documents necessary for successful funding of the first year program. The final documents detail a bold and innovative plan of attack on the major problem areas in the Model Cities neighborhood. The Model Cities staff has made an admirable attempt to live up to the concept of the Model Cities program. To a great extent they have met both the needs and wishes of the citizens of the area and the requirements of planning and administration of the City and federal governments. The Model Cities Program also places on all City departments and agencies the requirement for cooperation, coordination and approval of program components. There are indic·ations that this requirement has not been met. Where it has not done so, each department and agency is obligated to review and pass on the specific components of the program which assigns e xe cution responsibility to that department. Each committee of th e Board of Aldermen should review and approve/disapprove each program component w hich falls within the responsibility and authority of the committee. The Planning and Development Committee should exercise its responsibility for overall planning of the city by re_viewing the Model Cities plan and making �_Page Three the determination as to th e compatibility of the Model Ci:ties Program with overall city plans . The Finance Committee should determine the financial feasibility of the program and the capability of the City to meet the requirements placed upon it by the progr am. The full Board of Aldermen should carefully consider the priorities involved in the Model Cities exe cution, its impact on the area served and the el-- ~-~re city as well. The Grant Review Board believes these approvals should be given before Aldermanic sanction is granted. We feel that if the prov1s10ns of the Model Cities application are understood and accepted before final approval is granted a much stronger pro gram ¥{ill result. It should be understood that this is not intended as criticis1n of the planning grant docume nt or the work of the Model Cities staff, but is an effort to gain full understanding and support of the strongest prog ram in the b es t interest of all citiz ens of Atlanta. It is therefore recommended that the Mayor and Board of Aldermen require written acc e ptance or denial of each component of the :Model Cities plan by the departments and agen cies res ponsibl e for the exe cution of each comp onent befor e final approval of the grant applica tion is given. 1;L D an Sweat Chairman t, DS:fy ~ - (\ vi~,\( ~(\ .:}_\ .~\ Georg e '.i 3err_y, Membe ~ - 143.215.248.55 ~J~~ ~~ <~ ~ Collier Gl a din, M e mber r 1J. Llv,143.215.248.55 E. H. Underwood, Memb e r · �M. INU TES GRA N T REVIEW BOARD DE C EMBER 31, 1968 The City of Atlanta Grant Review Board met in the office of the Director of Governme ntal Liaison at 9:30 a. 1n. on D e cember 31, 1968, to review the Atlanta Model Cities Program a pplication to the U. S. Department of Housing and Urban Development for Supple mental Funds. In attendance were: Dan Sweat, Director of Governmental Liaison, Chairman, Grant Revi ew Boar d Collier Gladin, Plann ing Director, Member, Grant Revil!W Board George Berry, Deput y Comptroller, M ember, Grant Review Board Johnny Johnson, Director of Model Cities Georg e Aldridge, Cit y Plann.er Carl Paul, Deputy Dir e ctor of Personne l Jay Fountain, Senio r Accountant The Grant Review Board d iscussed with Mr. Johnson s everal major points of concern, prima rily proc ed u res for approval by r esponsibl e City d epartments and agencies; adminis tr ative organization; and personnel requirements. In view of the complexities of the Model Cities Pr o gram and the need for full understanding by a ll responsible City officials, the following concensus of the Grant Review Board membership i s hereby presented: The Model Cities Program as establishe d by the President anc:f Congress of the United States is perhaps the most comprehensive and optimistic g.r ant-in-aid program ever offer ed to· America's cities. The concept and intent of the Model Cities Program is good. It provides for the legally responsible local governing authority to exercise its a utho rity and influence in demonstrating bold new technique s of urban planning and development. It provides maximum opportunity for real involvement and participation by citizens of neighborhoods in the planning and execution of programs which effect t heir daily lives. �Page Two And i t promotes coo rdination a m ong local, state and n ati onal agencies and departments of the limite d res ources which are available . The succe s s ful planning and exe cution of a J\1odel Cities . Program c a n be a valuable e x perience for any city in its search for orderl y and time ly solutions to its multitud e of urban problems. Atlant a's City Demons tration Agency ha s attempted to meet the challenge and intent of th.e Mod e l Cities l e gi s lation . Citizens of all six n e ighborhood areas encompassed by Atlanta's Modd Cities Program were active ly involved in organi z ing and plannin g for Mod e l Ci~ies more than a year i n advance of t h e beginning of the City' s formal planning stage. Local, sta t e a nd fe d e r a l publi c age ncies a nd nume r o u s private g roups p a rticipate d in th e pr e p aration of the r e quire d pl a nni n g g r a nt applic a tion. The Mayor and Boa rd of Alder men endors e d and suppo r t e d the planning effort. T h e M od e l Cities p l anning s t aff worked l ong and h ar d t o prep a r e the d ocum ent s necessary for s u ccessful f u nding of th e fi.rst year pro gram . The final do c u ments d e t ai l a b old a nd innovative pla n of attack o n the m ajo r p roblem areas i n the M o de l Cities n e i g hbo r h ood . T h e ~.fo d el Cities staff h a s made an adm i rabl e a t temp t to live u p to t h e conce2t o f t he M od e l Cities pr o gram. T o a great extent they have m e t b oth t h e needs and wishes of the citizens o f the area and t h e requi reme nts o f planning a nd a dmi nistrati on o f the City and federal governme nts . The Mode1 Cities Program al so places o n ail City departments and agencies the requirement for cooperation, coordination and approval of pro gram components. There are indications that thi s requir ement h as not b e en met . Where it has not done so, each department and agency is obliga ted to ·review and pass on the specific components of th e program which assigns execution responsibility to that department. Each committee of the Board of Aldermen should review and approve/disapprove each program component which falls within the responsibility and authority of the committee. The Planning and Development Committee should exe.rcise its responsibility for overall planning of the city by reviewing the Mod e l Cities plan and making �Page Three the determination a s t o the compatibility of the Model Ci.t ie s Program with overall city plans . The Finance Committe e should determine the financia l fea s i bility of the program and the capa bility of the City to meet the require m e nts placed upon it by the progr am . The full Board of Al de rmen should carefully consider the priorities inv olved in the Model Cities e x ecution, its impact c;n the ar ea se r v e d and the entire . city as _well. The Grant Review Board believes. these approvals should b e given before Aldermanic sanction is granted. We feel that if the p r ov1 s 10ns of the Model Cities applic ation ar e und e rstood and accepte d b e fo r e final a pprova l is gr ant e d a muc h stro n ge r prog r a m V{ill result. It should be und e r sto o d that this is not inte nde d a s critici sm of th e plann ing gra n t document o r the w ork o f t he M o d e l C i ties s t a ff, b ut is an effort to g a in f ull unders t a nding a n d s u pport o f the s t r _ongest p rogr a m in th e b es t inte r es t o f a ll citizen s o f Atl anta. It i s therefore recommended tha t the Mayor a n d Board of Alde rmen r e qui r e writt en a c cepta n ce or denial of ea ch com ponent of the M o de l Citie s pl an by the d epartments and age ncies r e sp ons ib l e fo r the e x ecu t i on of each c o mponent b ~fore final approva l o f t h e gra n t a pplicat i o n i s g i ven. Ctairma n DS:fy ?,).· ~AC~ ~ 1,\\ G e o rge '.~err , M emb e~ ~JSz~ C)'J&,~~ Collier G l adin, Member r tJ: ~ &.,,__'\A.-v-tt-ce E. H. Underwood, Member • • . - -· �CITY OF ATLANTA TRAFFIC ENGINEERING DEPARTMENT Atla nta , Georg ia 30303 January 27, 1969 KA RL A . BE VIN S Traffi c E ng i n ee r Mr. Johnny C. Johnson, Director Model Cities Program 673 Capitol Avenue, S. W. Atlanta, Georgia 30315 Dear Mr. Johnson: In answer to your memorandum of January 16, 1969, and confirming our conversation with you regarding the projects listed in the Atlanta Model Cities Program Application to HUD for the year 1969, we have the following report. nue · primarily to a 2.172 per cent rate increase on street lighting services which was effective as of December 1968 and which was not anticipated in September of 1968 when our budget request was prepared, there are no funds in our 1969 appropriation accounts to cover your proposed upgrading of street lighting in the Model Cities Area. A sum of $21,000 will be required to cover the cost of the leased street lighting that is proposed in your program. We whole heartedly agree that the street light upgrading program which you propose is necessary as we ll as desirable and we agree that it is ·· particularly desirable that this wor k be completed dur i ng the year .1969. Our a s s i s t ant traffic engineer who handles street lighting will be able to do the neces s ary pl anning and engineering work required to prepare the r eso l utions for cons ider a tion by the Mayor and Boa rd of Aldermen during the time per i od th a t you set forth . We would anticipate complet i-ng our por tion of th i s work with i n three t o f ive month s . Each uni t of the wor k would be passed on to the Geor gia Power Company as soon a s it was completed by us and app r oved by the Board of Aldermen. This would permit the Geor gia Powe r Company t o c omp let e their engineering and installation work at t he ear l ie st poss i ble date . The Georgia Power Company will comp l et e their wor k on proj ects of thi s t ype ten t o fifteen weeks after receiving authorization by the Mayor and Board o f Aldermen. With the positive knowledge that the money wil l be avai l able to finance this project, we could have the first groups o f street lights ready for consideration by the Board of Aldermen at the February 3, 1969, meeting and have a similar group ready at each subsequent meeting, thereby completing our part of this work by May or June of 1969. The Georgia Power Company will then have the months of July, August and September and possibly October in which to complete the projects that were still in their hands when we complete our part of the work in May or June. �= 2 = Mr. Johnny C. Johnson January 27, 1969 If the sum of $21,000 is made available to us during the month of February, we see no reason why the street light upgrading projects should not be completed as requested during the calendar year 1969. If you desire additional information, we will be glad to try to supply it promptly. Sincerely, Karl A. Bevins KAB/fd cc: Mayor Ivan Allen, Jr. Mr. R. Earl Landers Mr. Charlie Davis �OF' A.TLP~ T~ CITY H ALL A TLAN TA, GA, 30303 Tel . 522·4463 Area Code 404 DEPARTMENT OF PLANNI N G COLLI E R B. GL A DI N, Dir ec tor January 20, 1969 Mr. Johnny Johnson, Director Model Cities Program 673 ·Capitol Avenue, S. W. Atlanta, Georgia Dear Johnny: As you remember the Planning Staff reviewed the proposed Land Use Plan late last November and forwarded their comments discussed them with you and give you a copy of them. I realize impossible to make any changes at that time while the weight of your final report and application was on you. Model Cities to me. I it was nex t to preparing Now that the application has been approved and the program funded, th is would be a good time to continue the planning process through a closer look in order that these 9uesti0ns may be resolved. The original comments have been reviewed again and divided into three categories. The first are observations which we think would be helpful to you but involve no errors of fact nor conflict with plans or policies of the city. The second category involves errors of fact, that is where no difference of opinion exists, somebody just put the wrong color on the map. The third group contains the most serious of these comments, these refer to apparent conflicts between Model City plans as we know them a rid officially adopted plans and policies of the city. I want to take every opportunity th is year to improve our working relationship a nd insure that all the plans and policies that result will facilita te the implementation of the Model Ne ighborhood and are consistent with the overal I goals and plans of the c ity . I am sure you feel the same way . Si ncerely , ~ I B. Co l ie r G la d in Pla nni ng Dire ctor C BG/jp �COMMENTS ON MODEL CITIES LAND USE PLAN I. Observations which may be of assistance. A. ALL NEIGHBORHOOD AREAS - GENERAL COMMENTS 1. The overall residential densities have been measured anticipating development slightly above average for the density range indicated, i.e., if range is 5 - 10, the 8 unit per acre has been used. This plan can be expected to accommodate the existing resident popJlation. There have been some minor adjustments that will improve the situation. However, care must be taken not to arbitrarily change the present proposed density ranges unless compensations are made in other locations. This means no single family areas should be inserted where high density is now proposed unless densities are increased in another location. An alternative to this is to abandon the no-displacement goal. 2. Some deficiencies still exist in park areas and to overcome this and provide space, obviously densities will have to be increased somewhere also. B. MECHANICSVILLE 1. In the area bounded by the Expressway, Bass StreE;_t, Formwalt, Dodd and Pryor Streets, the plan proposes high density and mixed colillilercial in the next five years; however, redevelopment is not proposed until after 1974 and the present use is mostly single family and vacant. It will be difficult to accomplish the proposed land use in the proposed time period without a program of treatment. �7 - 22. In th e area bounded by th e South and West Expressway, Bas s and Formwalt Stree ts, the pl an proposes l arge are as of commer ci a l and high density resid enti al; however, no treatment is called for prior to 1974 and the present use is now equally div:i.ded be t ween vac ant, commercial and single f amily residences. C. I SUMMERHILL 1. Betwe en the Expressway and Fulton - Glenwood Streets, the plan calls for high de nsity resid ential; however , the treatmeHL. plan only calls for activity after 1974 and the present use is mostly vacant, duplexes and single family residences. This area also extends into the Grant Park neighborhood. Obviously some development of this type will occur, but not enough to achieve the expected population density. D. PEOPLESTmrn 1. It is reconmiended that the frontage along the west side of Washington between Atlanta and Ridge Streets be devoted exclusively to high density residential which is in accord with the present uses there. 2. In the block between Washington and Crew Streets from Weyman to Little Streets, high density residential is called for; however, the treatment plan calls for action aft_:_r 1974 and present use is primarily single family with some apartments maki ng it medium density over all. E. GRANT PARK 1. To compensat e f or t he t wo pr oposed block p arks r edes i gnated for school purposes , t he r ecre ati on pl ann er s propos e that one-half of the block bounded by Ormond, Grant, Atlanta and Hill Street be made a block park. The majority of ·t he structures in this block are substandard and slated for clearance in the period 1971 - 73 . �- 32. The block bounded by Hill Street , Sou t h Avenue , Primr ose and Little Streets is propos ed for commercial use. There appears to be come doubt that the topo of this block is suitable for any kind of unified connnercial development. 3. In the blocks bounded by Grant, Sydney, Orleans Streets and Cherokee Avenue, high density residential is proposed. How~ ever, present use is perdominate ly single f amily and the proposed I treatment is rehabilit a tion in the period 1971-1973. 4. I In the area between the Expressway, Grant, Sydney Streets and Park Avenue, the proposed use is high density residenti ~l. This area is for rehabilitation in 1970 and the present use is primarily single family. To achieve the indicated high density, a significant number of high rise units must be built. 5. The area just west of Grant Park Elementary School is proposed for high density residential. However, no redevelopment is proposed prior to 1974 and the present use is mostly single family or vacant. II. Errors of Fact A. MECHANICSVILLE 1. The plan calls for a government center use in the triangle between the railroad, the Expressway and the Pryor Street School. Since most program administration is to be accomplished at two other locations, there appears to be no justification for this center area. It is recommended that this part icu lar area be used for medium density residential. �[ -4 ~ B. GRANT PARK 1. The Boys' Club is located in the block bounded by Killian, Marion, Burn and Eloise Streets. In the Model Cities pl an this has been indicated as single family use which is a mistake and should be changed. 2. The recreation planners have indicated that the area south of Jerome Jones School designated for park purposes · should be changed to school use. ~- The industrial use existing at the corner of Boulevard and the railroad has been omitted and single family residential use substituted. 4. This should be changed to industrial use, On the east side of Hill Avenue between Grady and the railroad medium density residential is indicated. This is presently_ good single family residential use at low density and no clearance has been proposed. This area should be indicated as low density residential. 5. The recreation planners have indicat~d that the block park to the east of Slaton School should be used instead for school expansion purposes. 6, The block of the proposed educational park bounded by Hill, Primrose Streets, Georgia Avenue and Cherokee Place is .in reality intended for another use, that of some sort of private welfare type activity, either profit or non-profit, and should be indicated as such and not as an educational use. �-5C. Sill1MERHILL 1. An expansion of the small commer cial area at the southeast corner of Atlanta and Capitol is proposed for expansion north and west . The condition of the major structures in the northwest portion is fairly good and there is no progr am of treatment slated prior to 1974. This would indicate that such a change in use is not indicated nor does there · appear to be a need for additional commercial use when there are other commercial areas 11earby. III. Conflicts With Adopted Plans and Policies A. SUMMERHILL 1. This item concerns the park proposed in the blocks bounded by Georgia, Capitol, Little and Crew Streets. The entire Summerhill area needs two twelve acre or more neighborhood parks. The recreational facility proposed at Hoke Smith is not a neighborhood type development and will not serve the neighborhood needs north of Georgia Avenue. This facility south of t;eorgia Avenue is proposed to be a "central park" type facility and, therefore, would not s eem to meet the neighborhood recreational needs of the area south of Georgia Avenue. The northern block of the park is obviously more suitable for commercial devel opment in conjunction with the other blocks along Georgia Avenue immediately adjacent to the stadium. The other two blocks contain a number of substantial standard apartment buildings whose removal would be expensive and undesirable. �- 6~ The mai n just i f ic atio n th at appear s for this site is its proximity to the Capitol Ave nue School; however, the long r ange future of this school ~s questionable in terms 0£ its site and its location relative to the existing and proposed popul a tion to be s e rved. A better p ark location would be nex t to the proposed K,1-3 school mentioned e arlier especially if the Capitol Avenue School could also be relocated to this site. The area adj ac ent to the new school site is proposed for clearance in the period - 1971-1973 - while no treatment is proposed for the pa rk site adjacent to the present school until after the 1974 time period with the exception of the block i mmediately adjacent to Georgi~ Avenue. 2. The plan calls for a school site in the two blocks bounded by Martin, Little, Ami and Kenneth Streets. The school planners reveal this is only to be a K, 1-3 school requiring only three acres at maximum; therefore, w~thout further justifica tion, for example, a new gr ammar school to replace Capitol Avenue, this site appears to be excessively large. 3. In considering the land use aspects of the Hoke Smith Educational Park, it is our understanding tha t the Parks Department is highly reluctant to buy and develop any large recr eational facilities directly abutting a high school as it feels the fac i lity will be monopoli zed by the school to the de tr i ment of t he re st of the connnuni ty . The School Boar d , on t he ot her hand, believes that the Parks Department shoul d acqui r e the portions of the educational park allocated f or r ecreational use . �- 7The resolution of this pr obl em is no t in the province of the land use pl anners; however, the gr aphic expression of proposed l and use should show a solution tha t either indicates all educ a tiona l facility reduced in size to what the School Board would acquire or a recreation use area that is situated to the satisfaction of the Parks Department. One glinnner of hope is that the school pl anners used $80,000 per acre as an acquisition cost; however, the land is slated for clearance in ~970 and hopefully the l and could be sold to the School Board at cleared land prices of about $20,000 - $30,000 an acre. B. PEOPLESTOWN 1. Neither the recreation planners nor the city wide Land Use Plan and Parks Plan call for a block park to be located at the end of Linam Street just south of Vanira Avenue. C. PITTSBURGH 1. In this area, there appears to be only one major comment to be made. This is that in comparison with the city wide Land Use Plan which propos es a uniform medium density throughout the neighborhood, the Model Cities proposal indicates two high density areas .•• one at the northwest, the other at the southeast. The high density area at the southeast can be adequately served by the existing Pittman Park; however, the high density area to the northwest will provide a large concentration of people who will not be conveniently served by an adequate recreation facility. �- 8D. MECHANICSVILLE 1. All pl a ns call for a community facility .to be loc a ted in the block just east of Dunb ar School, and it is my understanding th a t social progr ams are expected to be administered from here; howeve r, the Land Use Pl an does not indic a te a space for this facility. 2. II Since one block of land tha t was to be used for park purposes in our city wide Land Use Plan has been pre- empted by the school bo ard for a second school in the area accor<l ing to the Model Cities Land Use Plan, it will be necest ary to add the block now occupied by the Atlanta Transit System to the park proposed in the Model Cities plan in order to get adequate space to serve this large population concentration. " ' . - �r ~ . _,.,.I+. ,- 0 ~•ENr 0 ,. /~ ~ <S'

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..0 !). , . , . C /I ~ "1 ( D- EPARTM JAN 21 1969 NT OF H '. U SING AND URBAN DEVELOPMENT ............~ T R E E SEVEN 'd BUILDING, ATLANTA, GEORGIA 30323 >~~- .,...--" " _,..-- 645 \ Jan ry 16, 1969 REGION Ill otf'ice of the Regional Administrator IN REPLY REFER TO: Mr. Johnny C. Johnson Director City Demonstration Agency 673 Capitol Avenue Atlanta, Georgia ):) 315 De&r Mr. Johnson: Subject: Model Cities Program Following review by the Regional. Inter ency Coordinating COllllittee the Atlanta Comprehensive City Demonstrat i on Program (CCDP) has now been reviewed by the Washington Interag cy Committee, and, as indicated in our letter to Mayor Allen or January 14, 1969, the Departaent of Housing and Urban Development e.nno\.Dlced approval of the Atlanta Program on January 8, 1969. The folloving work items must be accomplish id, however, before a grant contract can be ottered by HUD: Submission ot your revised .bmget for program adm:Jn:Jstration (See rq letter dated December 26, 1968.) 1) 2) Submission ot your statement ot non-federal contribution ahow1Dg eligibility for the supplemental grant of t,,175,000. As you know, all. projects tor which the CM claims "base" must 'be aubmitted to lltl> in accordance with CJ». 17 and CDl '4-, Pa8e 16. Where they exist, you ray Yiah to submit project descriptions or a\Dll&l'i.ea thereof' i"rom exiating applications 3) Submiasion of a letter from the area CAMPS cOllllittee stating that the committee has renewed and approved the CCDP. I UDCl.erst&Dd this was accomplished on January 6 and a letter troa the CAMPS coad.ttee so stating will be sutticient. �In addition to the foregoing, I V&Dt to 8hare with you the tollovil:ig ccaaent• and receaaendatio • tl o:>DCerning varioua components ot your plan baaed 011. the W ah1ngton rev1 and on your cenversatiena on January 14 with Don Dodge, Area Deak ott1 1 r, and Tom W111181118 1 Atlanta Coordi.Dator: Beaident Involvement - I UDder• and that you diacwaaed with Maaara. Dodge and Williama project• ll-002B i BB-0031' aa veil u projects CD -OOlll Uld CD-Ol2B, all ot wbich are to be operated by the Atlanta Youth Co 11. It would be helpful 11' you vould upplelllnt the existing project deacriptiona with• short atataent deac tlting the Atlanta Youth Co\JDCil and 1Dd1eat1ng the relationahip among these tour project•. ~ ~or Job-training actirttiea, there vi need to be further cenaideratiOD ot taat part ot the project which c~>Dteaplates training tor aevi.Dg whine operator• aince it appears the Depu t ot Labor he.a turther queationa concerning the propoaal.. Mr. Willi will be in touch with you in the near future to arrange a meeting lfit~\ appropriate membera ot your •tatf' and the state and :federal agencies CO\ cerned. l(!plt>yment - With regard to Projec~~ D(-014:N which pl'CYidea J;collODlic Devel.opllent - One of the cone1erna noted during the Waabington review was that there appeared to be ntl link between the Development Corporation (!X::-OOJ.B) and the 01.ttreach ,Project (!C-OO)C). BoveTer, I UDderatalld. that the same sponsor 111 contemplated tor IX:-003C and tor the Si.ngl.e-Purpoae Develepn.e~t Corporation (IX:-0055) and that both project• rill work vith the financial pool to be C.! re&ted. under IC-001. I also UDderatand that you are aubmitting an a .lication for t 1mcUng to the Bconomic Dffelopaent Administration and that some change• 1n project descriptions and budget& may be necesaitat,"1 depending on the reault of this application. Bducation - As indic:ated during your meeti vi.th the Interagency Ceo~ting Comittee, a statement clar1ty11,g the cit:,•• 11&.iPt-enenc of effort in this cc.ponent should be submit in the near future. It would also be advill&bl.e to have letters :fra t.he Atlallta Board ot Education and the State Depe.rtment ot BducatiOn 11141catin8 renew azad · concurrence in your pl.an. I vould al.ao like t4I> reiterate the concern previeua~ expressed to you by the RICC that the program.a propoaed 1n this cm.ponent do not appear to provide the e.Aa to make the educational system more responsive to the felt need.a a.nd e.xpreaaecl rtew• ot reaic\enta. 'l'hie should be f'urtber conaidered by the CDA. t!or the purpose ot cleaigning remedial propoaala. With regard to Project 11)-0~•, I UD4erataacl this ia tor the purl)C)ae of assisting the CDl to nal.•te nev educatioD&l. programa to be illpl.emuted under the N04el Cit iea plan and ia not tor eT&l.m.tion of exiati.Dg programs. �Pag 3 Health - I understand that a non-profit corporation, entitled the Model Neighborhood Better Health Corporation bas recently been establishe~ composed of elected resident repr sentatives, repre entatives ot t be feur local medical and dental societies and three social service &1 encie which will be responsible for operating the major programs in thi s component. A short statement describing the corporation and its relationship to the local professional agencies would be helpful.. I would also sugge t that the corporation, if it is to be the pcr.llsoring agency for the proposed health facility, should be advised to ·begin discussion with the Atl.aota FHA Insuring otfice at the earlie~/t possible nt. Transportation - I understand that project TR-017N, entitled, Public Facilities Impact Evaluation will in fact be a consultant s 'clliy tor the p\ll'pO&e of developing specific transpci)rtation recouanendatic-,na and is not an evaluation of first year activities in this cmponent. Housing - With regard to project RR-005N, Housing Center, I understand that Messrs. Dodge and Williams discussed with you the 81A.visability ot seeking an appropriate sponsor in lieu of CDl operation of the project and that you are nov in the process of exploring thia nr&tter. I would urge your immediate attention to those items listed above which must be completed to enable us to move toward tendering of the grant agreement. Mr. Williams will, of course, be availabl~ for discussion should you have any questions on these matters. Sincerely yours, F,,. ' ( ';fj lf' ·, I

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Earl H. Metzger, J r . Asaiatant Regional .AdmiDistrator tor Model Citiea �Cll"Y OF AT DEPARTMENT OF FINANCE 501 CITY HALL ATLANTA, GEORGIA 30303 CHARLES L . DAVIS DIRECTOR OF FINANCE EDGAR A . VAUGHN, JR . DEPUTY DIRECTOR OF FINANCE GEORGE J. e·ERRY DEPUTY DIRECTOR OF FINANCE / January 13, 1969 Mr. Johnny Johnson Director Model Cities Program Atlanta, Georgia Dear Johnny: While I realize that we are both aware of the following facts, I feel that it is important that they be pointed out and emphasized at this time so that there will be no chance of a misunderstanding. The federally approved budget under which the Model Cities Project is now operating is authorized only through January 31, 1969. While we have noted in the press that the Model Cities execution grant containing the 1969 administrative budget has been approved, there has been no indication that the City will receive a binding commitment from the federal government in time for the Budget Commission and Board of Aldermen to act on it at their nex t regular meeting on January 20, 1969. I am aware that your staff is now preparing a request for an ex tension of the present planning budget until such time · as a new administrative budget can receive official federal and city action. Again, time is of the essence in receiving a federal commitment for this ex tension. If it is not received in time for action on January 20, the nex t regular meeting of the Board is on February 3 which is after your current budget e xpires. It is, therefore, ex tremely important that we receive some definite commitment from the federal agency prior to January 20, 1969 . Please call on me if there is anything that I can do to assist in obtaining federal agency approval . I would also like to advise that all of the staff positions that have been authoriz ed by the new administrative budget were cr eat ed �Model Cities Project Budget January 13, 1969 Page 2 by action of the Finance Committee on January 6, 1969. These positions, however, were contingent upon federal funds being available and therefore none of the positions can be filled until we receive a specific federal commitment to funding these positions. Very truly yours, d vv~---- ;?JZ~ Charles L. Davis Director of Finance CLD:cs cc: Messrs. Earl Metzger Earl Landers Dan Sweat Milto~ G. Farris Everett Millican Gregory Griggs Carl Paul Tom Stephens �• ~ u~• UNITED' STA~ GOVERNMtNT <.?, 66> Memorandum CDA DIRECTORS RmIONAL ADMINISTRATORS TO DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT DATE: December 30, 1968 In reply refer to: Attention: ARA for Model Cities ADMINISTRATIVE MEMO NO. 13 FR.OM Walter G. Farr Model Cities Administr at~on SUBJEC'l': Letters to Proceed f r,r Admi n1 strative Costs Incurred a:rter Submission -of Com:pr ensive City DeJJ10us~ration Program It is essential that the p~riod between the submission by the CDA of its comprehensive demonstratic/n prQg1'am &ii the date of execution of the grant agreement for the execution phase be used effectively in gearing up for the administration of the program. This memorandum sets forth the procedure for the issuance of Letters t o Proceed, which are designed to provide the CDA with a statement from HUD that :f'unds expended in conformance with an approved budget a.re eligible for r eimbursement from the administration grant peyable under the grant agreement. This grant will pay for a maximum of 80 percent of the eligible costs of program administration. 1. The CDA's Request a . The chief executive of the City may request a Letter to Proceed. as soon as (a ) the City ' s comprehensive demonstration program has been submitted t o the Department of Hous ing and Urban Development and (b) the local gover ning body has authorized that submission. This request may appropriately be filed with th~ comprehensive <lemonstration program. b . The CDA's l etteT of request (See Attachment A) should be filed with the fol lowi ng back-up documents: (i) (ii ) Budget Schedule (Use Att a.chment _ 1 to CDA Letter No. 6, HUD 7039* ) J ustif ications (Use Attachments 3a and 3b to CDA Letter No . 6, HUD 7042 811d 70~3** ) ( iii)

Work Programs -- The work programs may be brief and need not present detailed time schedules nor provi de work descriptions for individual staff members . The work program may include such items as : In the headi ng of column B, strike out the phrase "Year a.nd insert in lieu t hereot: "90 days".

--- of Program" , Ins er t i n l i ne 2 of each form the following: "Program administration prior to execut ion of grant agr eement". �,.. 2 (1) Prepare ame~nts or additions to the comprehensive progr am subsequent to discussion -11th Federal officials. (2) Prepa r e fund applications for categorical grant-in-aid progr ams . (3) Develop administrative procedures for execution period. (4) Survey possible locations for neighborhood facility. c. It is expected t hat grant agreements will be executed for most cities within 90 dey-s from the dat.e the local governing body authorizes submission · of the program.. However., times will vary and no CDA will know exactly the . length or time in which ad,plinist~ative costs will pe incurred prior to execution of the gra.nt 96reenient. · All budgets . supporting Letters to Proceed should be for a 90 de.y period. 2. . HUD Action mm Model Cities Regional staff will provide cities with any assistance needed. in requesting Lett ers to Proceed. Requests will be reviewed prompt~ and when approved, Letters to Proceed will be issued by the Regional Administrators, in the form indicated in Attachment B. The Letter is effective as of the date of issue. It should be noted that the issuance of the Letter to Proceed does not represent a Federal commitment of funds. Accordingly, if the city's program is not approved, there is no basis on ·which reimbursement can be obtained by the CDA. 3. Allowable Costs a. Continuing Items. Most expense items which will be necessary for this period in which the administration of the program commences are continuing items : ·salaries for staff of CDA, delegate agencies and neighborhood groups, travel, rent, etc. Many of these items have been eligible planning costs du.ring the planning period. It is, · of course, assumed that eligible planning costs will be ~aid for under the planning budget · until p,lanning :funds (both the Federal planning grant and the non-Federal contribution) are exhausted. b. New Items. In addition,' CDA's ms;y, du.ring this period, add certain central sta.:ff which will be essential to the operation, and preparation foroperation, of the comprehensive program. These ma,y include fiscal, lega.l and central administrative personnel who will be needed regardless of the exact pattern of First Year Action components. However, the Letter to Proceed should not cover costs in connection with new capital projects and activities. The Letter to Proceed ma,y cover costs of reproducing the federa.lly-required number �. ... . 4 3 of copies of the c omprehensive program. 4. Non-Allowable Costs While the followi ng list does not purport to. be exhaustive, you should be alerted to the fac t that the following costs should not be covered by the Letter to Proceed: a. b. c. d. 5. Costs· PS¥able under the planning budget for which planning funds are available . Costs incurred in connection with new projects and activities. New third party contracts or significant amendments to existing contracts. Costs not allowable under CDA Letter No. 8~ Relationship to First Year Action Budget In preparing its fi rst year action budget in accordance with CDA Letter No. me.y prepare an administrative budget for a period up to 15 months-the presumed 90 d~y period under the Letter to Proceed plus the 12-month period commencing with the execution of the grant agreement. In the alternative, the CDA me.y submit a 12 month administrative budget at the time the comprehensive program is submitted , and then amend this before the execution of the .grant amendment so as to add the period for which reimbursement is sought for expenditures under the Let ter to Proceed. 6, CDA's ~;;t?jj /4.Msr,/kJ~ -f-Y-' Director Attachments ~ �ATTACHMENT A Request for Letter to Proceed Dear (Regional Adminj.;trator J The City of _ _ ___________ requests a Letter to Proceed for a 90 day period so that costs incurred in prep~ing for the administration of our comprehensi,,e city demonstration program may be eligible for reimbursement f'rom the gra.r,t f or a.dministrative costs under section 105(b) of the statute. A budget and work program for costs estimated to be incurred during this period to susta ~n such activities is attached. This attachment includes a statement of t he 20 percent non-Federal share of these costs. I understand that reimbursement cannot take place unless and until the Secretary of t he Department of Housing and Urban Development has approved (-city name) ' &i program and a Grant Agre·ement is executed between (city name) and HUD. Sincerely yours, (Local chief executive) Attachment �..-. ... ATTACHMENT B Letter to Proceed, for Execution Phase Na.me of Chief Executive Title City Address Dear

--

Your comprehensive demonstration program submission has been received. Although the Department ha s not yet acted upon your program, it has no objection to your commencing prepar~t ion for the execution phase. Costs incurred on and after the· date of this letter which are in accordance with the attached budget and work program. will be eligible for reimbursement if a grant agreement is executed and i f the terms and conditions of the agreement and CDA Letter No. 8 (copies of both attached,) are satisfied.* Sincerely yours, Regional Administrator Attachment

Modify this sentence appropriately if CDA Letter No. 8 has already been

sent to the CDA or if a draf't has been or is being sent•, �DEPAR T M E N T OF JPJ' H O USI N G A N O URB AN DE V ELO PME,NT .., 1969 PE AC HTREE SEVENTH BUILDING, ATLANTA , GEORGIA 30323 Room 645 December 26, 196~ REGION Ill Offi c e of the Regional Admini s t r ator IN REPL Y REF ER T O: 3DM Mr. Johnny C. J ohns on Director Cit y Demonstrati on Agency 673 Capitol Avenue Atlanta , Georgia 30315 Dear Mr . J ohns on : As you know, t he Regi onal Int er a genc y Coordinat ing Commi t t ee has compl eted its r evi ew of the At lanta Compre hensive Cit y Demons trati on Progr am . During ou r meeting with you and your staf f on Decem be r 18 we conveyed a number of r ecommendations conc e rning alter ations and improvements whi c h s hould be made in various parts of your program inclu ding , i nte r alia , your proposed adminis trat i ve budget f or 1969 . As previ ously i ndicated , the committ ee bel ieves t hat t he foll owi ng changes shoul d be cons ide red i n the staf fin g pattern set f orth i n your administrative budge t : 1. Add one planner and one pro gram· mana r,e r to your Econom i c Development Di vision to assist the Di vision Director in carrying out the numerous tasks arising out of con tinued planning a s well as i mplementat ion of the first year program . 2. Add at least two fiscal management pers onnel , preferably i n the Administrative Division to assist in monitor inG t he nume rous r equis itions from local opera ting arrenc iPs and in carryi ne out the numerous otner t asks which wi ll need to be performed in order to comply wi th the procedures spelle d out in CDA Lett er -/IB . 3. Add res ident trainees to the various divisions of the CDA staff, where a ppropria t e , f or the purpose of pr ovi<.lin;~ sufficient on-the- j ob ~nd technical or academic traini nr, to enable each trainee to at t ain competence in his or her field of i nterest . In a ddi t i on to the a bove ma tters which pertain to your admini strative budget, it will be necessary for the CDA to submi t to this o ff ic e soon �Page 2 a fter 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 subnit a revised administrative budge t reflecting the foregoing rec0111nendations as soon as pos sible to permit review by this office prior to final action by HUD on your a~plication for supplemental grant funds. Sincerely yours, Earl H. Metzger, Jr. Assistant Regional Administrator for Model Cities �YP1 CITY OF ATLANTA Ju OFFICE OF MODEL CITIES PROGRAM 673 Capitol Avenue , S.W . Atlanta, Ga . 30315 404 -524 -8876 Ivan Allen Jr., Mayor J. C. Johnson, Director J. l tin o tr 2., Cit y. u ly 1 •••• , t ,oo • • �M !_ N U T E S MODEL NEIGHBORHOOD EXECUTIVE BOARD Tuesday, June 10, 1969 10:00 a.m. The monthly meeting of the Model Neighborhood Executive Board was held on Tuesday, June 10, 1969 at 10:00 a.m. in Committee Room #2, City Hall. The following members were present: Mayor Ivan Allen, Jr., Chairman Mrs. Mattie Ansley Mr. Clarence Coleman Mr. John Hodd Alderman E. Gregory Griggs Alderman G. Everett Millican Mr. Walter Mitchell Mrs. Martha Weems Mr. Joe Whitely Absent: Mr. Sam Caldwell Deacon Lewis Peters Mr. J. D. Newberry Dr. c. Miles Smith Mr. Bill Wainwright Other City Department Heads, representatives from neighbor hood or ganizations and the press were also present. The cha irman, Mayor Ivan Allen, Jr., called the meeting to or der. He t hen entertained a motion for the adoption of the May 14 Minute s . I t was s o moved and unanimously approved without correction . REPORT OF THE MASS CONVENTI ON STEERI NG COMMITTEE Mrs . Weems reported f or the Mass convent ion St eering Committe e. She said that seve ral r e s o lutions wi l l be present ed t o the Board follow1 the Mass Convention me eting on Sunday , June 15. Mrs. Weems also reported that the Steering Committee had bee n incorporate d under the name of Stadium Heights, Inc., and have now been designated to be the recipient of a $72,000 grant of OEO/HUD funds for training assie tance to Model Neighborhood reside nts. The purpose of the Mass Convention Meeting will be to get its approval before proceeding fu.t ther with compliance of the requirements to receive the grant. �2 RECOMMENDATION FROM REVIEW COMMITTEE Mr. Millican read the recommendation from the Review Committee which approved the projects for implementation and recommended the execution of contracts with the Atlanta Board of Education and the Georgia State Employment Service. A list of these projects were distributed to all Board members. Mr. Mitchell moved that the recommendation be approved by the Board. Mrs. Weems seconded the motion. The Mayor then asked if there was any discussion of the motion and recommendation. Mr . Coleman said that he felt that he was not in a position to give an intelligent vote because of his lack of information about the projects involved. He said that he as a Board member should be more informed and that the community should be more inf ormed. The Mayor outlined the procedure that has been followed in disseminating information about the projects and activities of the Model Cities Program to the Board members and the Model Neighborhood Area residents. He also gave background information on the formation and function of the Review Committee that he appointed to review all projects in the program and to make recornr.lendations to the e n tire Board . He invited Mr . Cole man to s e rve on that Committee and i nvited other Board members to sit in on the meetings if they desired. Mr. Coleman accepted the seat on the Review Committee. Mr. Coleman then suggested that the Board be divided into committees t o correspond with the a r eas included in the program and that these committe es should meet regularl y wi th the Model Cities Staff . Mr. Johns on s t ated that the Staff would b e happy to meet wi th a ny o f the Boa rd members a t a ny time. He also stated tha t ther e were a l ready existing Board committees that correspond with the a r eas of the progr am, a nd that these commi t t ee should be utiliz ed r a the r than establi sh ing new ones. A vote was then t aken on the prev i ous mot ion to approve the rec ommendation of the Rev iew Committee. The motio n was approved by the Bo ard DIRECTOR'S REPORT Mr . Johnso n a sked f or the Board's approval to transfer funds from Pro ject HR-OO 3N to the Mul t i- Pur pose Facil i ty Pr oject . It h as bee n necessary to i n crease the size o f the build i ng fr om 15 , 000 feet t o 20, 1 00 fee t , and t he co s t has increased from $180 , 000 to $280 , 000 . Mr. Hood mov ed that t he t r ansfer be app roved and the contr a ct be awarded to the bidde r. The motion was second ed and u nanimously approved. Mr. Johnson also asked approval to reimburse the Georgia State Employ ment Service in the amount of $21,966 for salaries of the staff they provided the program last y e ar and this year . Mr. Griggs moved that the Georgia State Employment Service be reimburse the $21,966. The motion was se~onded and unanimously approve d. · �3 Mr. Johnson then asked for approval to proceed with Project No. EM-014N for staffing only The project needs two employees to do the intitial paper work and interviewing to get the project in motion. A discussion followed on whether the two employees would be area residents. Mr. Fulp from the Georgia State Employment Service said that the two positions called for professional interviewers with experience in the State Employment System. Further discussion followed on the steps taken to actually seek out Model Neighborhood residents for positions available in the Model Cities Program. As a result of the discussion, the Mayor proposed that Mr. Coleman make a motion that the GSES be required to hire Model Neighborhood residents to fill the two positions in Project No. EM-014N. Mr. Hood seconded the motion. Mr. Johnson then stated that the Board should concern itself with the greater issue of employment rather than two individual positions and suggested that a general policy be established as a guide for the employment practices of all agencies involved in the program. ~~- Hood then offered an amendment to the motion to state that priority be given to community residents for the positions in Project EM-014N. Mr. Coleman accepted the amendment and the motion was approved. The Mayor then re-emphasized the fact that no one should be hired for any job unless a basic effort has been made to hire from the Model Cities Area. He then appointed Mr . Coleman, Mr. Millican and Mrs. Weems to draft a policy statement that outlines the Board's position that an all out effort must be made by agencies under contract with the program to hire all of their personnel from the Area or to provide tra i ning for residents to fill other positions. The special committee is to report at the next Board meeting . Mr. Johnson introduced two new members to the staff. Samuel Russell, Jr . Director of Pr ogram Management They are: Howard E . Turnipseed Contract Administrator NEW BUSINESS Mr. Whitley brought tottle Boar d' s attention that there is a different policy by the Board of Education for condeming and taking property needed for school expansion. There is n o assistance offered for families who are displaced. Mr. Johnson concurred with Mr. Whitley's report. He stated that Project HR- 041N provides special relocation assistance for families that are displaced and a r e not in a clearance area. This project was designed because of the failure of some agencies to provide relocation assistance. The Mayor asked Mr. Whitle to get a full report on the amount of property that will be taken by the Board of Education and to give a report at the next meeting. Mr. Hood commented that committees are constantly being appointed to handle different activities rather than using the ones that alrea~~ exist. Mr. Coleman requested that each Board members receive a list of the committees and their members. He also proposed that the Bo.ard discuss the function and structure of the conunittees at the I next meeting. �4 The meeting was adjourned at 11:50 a.rn. APPROVED: Mayor Ivan Alien , Jr., Chairman Model Neighborhood Executive Board �MODEL NEIGHBORHOOD EXECUTI VE BOARD Commi ttee ~ss i g n me nts FI NANCE COMMI'I"l'EE Alderman Everet.t Milli.can .Mr. Clur ence Coleman iV.ir. Walter Mi t chel l PERSONN.EL COM.M ITTEE Ald erman E. Gregory Griggs Dr. c. Mi les Smith ~tr . Cl a r ence Cole man CITI ZENS PAR'l1ICIPATION COMMI 'l"T'EE Alderman E. Gr e gory Grig gs Deac on Lewis Peter s Mr . J. D. Newb e r ry Dr. c. Mi l es Smith SOCI AL PLANNI NG COM.tvlITTEE Mr . J o e Wh itley Mrs . Martha Weems Mr . Sam Caldwel l PHYSICAL PLANNING COMMITTEE Mr. Bill Wainwright Mrs . Mattie Ansley Representative Joh n Hood REVIEW COMMITTEE Alderman G. Everett Millican Dr. c. Miles Smith Mr s. Martha We ems .M r. Walter Mitche l l �May 28, 1969 OFFICE OF MODEL CITIES PROGRAM . 673 Capitol Avenue, S.W. Atlanta . Gs. 30315 404-524 -8876 Iva n Alle n Jr., Mayor J. C. Johnson, Director N O T I C E The Mode l Ne ighborhood Exe cuti v e Board wi ll hold its regular monthly meeting on Tue s day, J une 1 0, in City Hall, Co mm it t e e Room # 2 at 1 0:00 a .m . vlc �MI NUTE ~ S- MODEL NEIGHBORHOOD EXECUTIVE BOA..~D Wednesday, May 14, 1969 10:30 a~rn. The monthly meeting o.f the Model Neighborhood Executive Board was held on Wednesday, May 14, 1969 at 10:30 a.m. in Com..~ittee Room #2, City Hall. The following membars were present: Mayor Ivan Allen, Jr., Chairman Mrs. Mattie Ansley Mr. Clarence Coleman Alderman E. Gregory Griggs Mr • John Hood Alderman G. Everett Millican Mr. J. D. Newberry Deacon Lewis Peters Dr. c. Miles Smith Mr. Bill c. wainwright Mrs. Martha Weems Mr. J. c. Whitley Absent: Mr. Sam Caldwell Mr. Walter Mitchell Other City Department Heads; representatives from Arthur Andersen and Company, Eric Hill Associates and the Atlanta Housing Authority; representatives from neighborhood organization; the general public and the press were also present. Vice Chairman Everett Millican called the meeting to order. He then entertained a motion for the adoption of the April 15 Minutes. It was so moved and unanimously approved without correction. The Chairman, Mayor Ivan Allen, Jr., then proceeded with the meeting. REPORT OF THE MASS CONVENTION STEERING COMMITTEE Deacon Peters stated that he had no report of the Mass Convention Steering Committee because of the postponement of the regular meeting of the convention. �Page Two NEW BUSINESS The Mayor read the letter received from Floyd H. Hyde, Assistant Secretary for Model cities, which stated that "the city of Atlanta comprehensive city demonstration program has been approved and that a grant agreement in the amount of $7,175,000 has been authorized for carrying out the first year action program." The Mayor congratulated Mr. Johnson and the Model Cities Staff for making Atlanta one of the first three cities in the nation to receive funds for implementation of its Model Cities Program. He th~n moved that the Aldermatic Board be asked for a resolution accepting the grant agreement. The motion was seconded and unanimously approved. REPORT FROM MAYOR ON REVIEW COMMITTEE PROCEDURE FOR EXECUTION OF DELEGATE AGENCY CONTRACTS The Mayor reported that the Review Committee that was authorized at the last meeting has met three times to review the projects contained in the program. The members of the committee are: Dr. C. Miles Smith, Mrs . Martha Weems, Alderman Everett Millican, Mr. Walter Mitchell and the Mayor. The committee has reviewed over fifty percent of the projects and will continue to have review sessions in the coming weeks. Mr. Johnson had previously suggested that since the staf f must review each project f or f inal action before implementation that the s taff be allowed to make recommendations to the Review Committee for actbn. Mr. Wainwright moved that this procedure be appr oved. The motion was seconded and unanimously approved without discussion . REPORT FROM FINANCE COMMITTEE ON DESI GNATI ON OF BANK FOR GRANT FUNDS Ma yor Alle n reported for t h e Fina nce Commi tte e on the designation of t h e bank to receive the letter o f credit for t he $7, 175, 000. It was the recommendation of the Committee that t h e Citizen ' s Trust Company be the designated bank. Alderman Griggs moved that the Board accept the recommendation of the committee. The motion was seconded and unanimou sly approved. PRESENTATION OF RESOLUTION ACCEPTING GRANT AGREEMENT Mr. Johnson explained that it would be necessary to draw up a new resolution authorizing the Mayor to enter into contract with the Federal Government because of some changes by the Nixon Administration in the handling of the fundso The money allocated under the �r Page Three grant agreement was allotted by components rather than projects and this called for some changes in the wording of the resolution. Mr. Wainwright moved that a new resolution be adopted to be in keeping with the requirements of HUD. Mr. Coleman asked if line items were transferable. J:vlr. Johnson answered that line items were transferable by 10% or $100,000, whichever is less. Mr. Coleman then asked who was authorized to make adj.u stments or transfers. It was concluded from the discussion that followed that the Staff and the Executive Board could make recommendations to the Board of Aldermen for any adjustments in a line item. The previous motion by Mr. Wainwright was then seconded and approved unanimously by the Board. DIRECTOR'S REPORT Mr. Johnson presented two groups to give reports to the Board. Mrs. Roslyn Walker, Evaluation Analyst-Model Cities Staff and Mr. Dave Houser of Arthur Andersen & Company presented a report on the Evaluation and Management Information Systems. Mrs. Walker outlined the staff activitie s to date with i t s latest work being the preparation of an evaluation framework for the Model Cities Program projects. Mr. Houser explained the management information and control system. He presented a sl ide presentation o f the actual print -out from the computer of the fi nancial and evaluation reports of the projects in the program. Mr. Louis Dismuke s and Mr . Paul Muldawer presented the report on the housing study, "Lowering the Cost of Housing", which was compiled by Eric Hil l Associates . The study was a research study to provide background information on the problem of housing in the Model Neighborhood Area. Mr. Dismukes listed the procedure followed in conducting the study and the conclusions drawn from the study. Some of the conclusions were: ( 1 ) there are no easy answers (2) the cost of housing can be reduced about 30 or 40 percent by (a) inducing new technologies, (b) removing local constraint~ (c) programming housing production to the needs of individualized families and (d) using maximum housing assistance programs. Mr. Muldawer discussed various housingpatternsthat could be applicable to certain neighborhoods in the Model Neighborhood Area. A discussion followed after the presentation which resulted in Mr. Hood suggesting that the Physical Planning Committee of the Board work with the consultants and review the proposals in the study and bring a report back to the Board. Mr. Coleman then moved that the report be accepted as information and be referred to the Physical Planning Committee for consideration . The motion was seconded and unanimously approved. �Page Four Mr. Coleman also moved that the City Attorney be asked to give a ruling on who has the authority to ma1<e adjustments in line item contained in the budget. OLD BUSINESS Mr. Griggs said that he had been contacted by Mr. Clarence Ezzard concerning Southside Day Care Center, which is located in the Model Neighborhood Area. He stated that the Board should give some statement as to whether Mr. Ezzard's center will be included in the program. Mr. Johnson stated that it was the recom.rnendation of the Model Cities Staff to proceed with the Day Care Program as it is outlined in the comprehensive plan, which excludes Mr. Ezzard's program. Southsid e Day care Center is funded already by EOA and it is expected that they will maintain their effort. Mr. Coleman moved that the Executive Board meet with the Board of Trustee of Southside and make some decision at t he next meeting. The motion was seconded and unanimously approved. Mr. Millican sugge sted that in the future consultant reports be given at meetings separate from general business meetings so as to conserve time. Mr. John son introduc ed the latest addition to the Model Cities Staff who is Mr. Frc11k Keller, Physical Planner . The meeting was adjourned at 1 2:2 0 p .m . APPROVED: Johnny-- ,C. John"Son, Director Mode l cities -Program · Mayor Ivan Allen, Jr., Chairman Mode l Neighborhood Executive Board �)J/J/ CITY OF .ATLANT.A May 22, 1969 OFFICE OF MODEL CITIES PROGRAM 673 Capitol Avenue, S.W. Atlanta, Ga. 30315 404-524-8876 Ivan. Allen. Jr., Mayor J. C. Johnson, Director MEMO RA.ND UM TO: Mayor Ivan Allen and Model Cities Project Review Committee FROM: Johnny C. Johnson and Model C i t i e s ~ Plans and Evaluation Staff C::::::S~ SUBJECT: Implementation of Transportation and Education Projects TRANSPORTATION: Because of the dire need for improved transportation facilities in the Model Neighborhood Area and because of the high visibility factor involved in this project, we recommend the signing of the contract between the City of Atlanta and the Atlanta Transit System for the immediate implementation of the following project: TR- OO3N Intra-Neighborhood Bus System EDUCATION: It is our recommendation that the contract between the City of Atlanta and the Atlanta Board of Education be signed immediately for the implementation of the following projects: ED - OO3N ED - OO5N EDO19C ED - O2OC ED - O21C Middle School Supplemental Classrooms Tutorial Program Communication Skills Lab o r ato ry Lead Teache r s �-2- ED-022C ED-023C ED-024N ED-025N ED-039N ED-041C School Social Workers School Library Program Extended Day Pre-School Activities Inservice Training Community School Program We are not prepared at this time to recommend the implementation of two other projects in the Education Component. They are the following: ED-026N Camping Program The Board of Education has proposed taking all fifth graders in the Model Neighborhood Area and exposing them to a one-week camping experience. This project is too restrictive in nature to meet any real needs of the program. We would prefer a situation in which children from this area would have an opportunity to live with and relate to children from other areas of the city. A camping program with such severe time and participation limits as these cannot be tied directly to any of the first-year objectives of the Model Cities Program. We recommend its cancellation for this year since any need that it might fill under the existing plan can be filled by any number of other projects in the Education, Social Services, and Recreati~n and Culture components. ED-030N Coordination and Evaluation All evaluations of Model Cities projects wi ll be performed under the supervision of the Plans and Evaluation Division and/or consultants representing the CDA and the city. It would n ot be logical nor would it be in the interest of complete objectivity for the Board of Education to evaluate i tself. This same policy holds true for any other administering agency. We have no objection to the Board of Education doing a self-evaluation for its own sake, but for the benefit of the CDA and the city of A.tlanta an objective third party should perform this task. CONCLUSION: All projects mentioned above in Education and Transportation have been carefully reviewed by the Plans and Evaluation Division of Model Cities and by the committee selected by Mayor A.llen for the purpose of reviewing all proposed projects of Model Cities. We recommend, therefore , that contracts for the implementation of these projects be signed as soon as possible in order that r esi dents may begin to see concrete evidence of the effectiveness of the Model Cities Program. �j ~~ / ; l ~ITY tCDF ATLANTA / .DEPARTMENT OF FINANCE 50 1 CITY HALL ATLANTA, GEORGIA 30303 r:tl 2411 1969 CHARLES L. DAVIS DIRECTOR OF FINANCE EDGAR A . VAUGHN , JR . DEPUTY DIRECTOR OF FINANCE W. ROY SMITH DEPUTY DIRECTOR OF FINANCE • �model F"UliilAilY I II T W T r • . . . . .• . ... . . 2 9 16 23 3 ID 17 24 4 11 18 25 5 12 19 26 6 13 2D 27 7 14 21 2B 1 8 15 22 .• I MARCH M T W T F a .. . . .... . . . . 1 2345678 9 ID 11 12 13 14 15 16 17 18 19 2D 21 22 232425 26 272829 ' , 30 31 •. ..•..• . • Bl·MOHTHLY REPORT NEAR THE ~l;GINNJNGi cities �,. ... FEBRUARY-MARCH MONTHLY MILESTONES: Major emphasis was on reviewing all project{ staffing, constructing a project control and planning system, and taking all other necessary steps to be prepared for implementation. Delays in signing the HUD supplemental funds implementation contract caused certain adjustments to be made in prev~ously-established plans of the Model Cities administration and the 38 delegate agencies which will use 1969 supplemental funds.

MILESTONES NEXT PERIOD: Signing the HUD contract, finalizing all projects, signing contracts with the delegate agencies, constructing a temporary multipurpose service center, staffing, and developing additional administrative 1 mechanisms.

�CONTRACT NO . Mp-10-001 City of Atlanta Model Neighborhood Program 673 Capitol Avenue, S.W. Atlanta, Georgia 30315 Johnny C. Johnson, Director February-March Bi-Monthly Report April 10, 1969 Report No. 6 Prepared by Alan Wexler, Technical Writer INDEX MAJOR DEVELOPMENTS. • 1 Gener a l . • . • . 1 Administration. Social Services • • . Physica l Planning. Economi c Development State Partici pa tion . ... .. . ... 6 ........ . Prob lems . . . • . 9 9 ADMINISTRATIVE STRUCTURE. . ... RESIDENT INVOLVEMENT. . .. .. . .. . .... ... .... .. ..... .... ..... ... . . .... Pe>licy and Advisory Groups FEDERAL ASSISTANCE. .. 8 Dat a Collection . Staff. . 1 2 4 10 10 10 10 10 �I. MAJOR DEVELOPMENTS A. General~ Project St a t usL and Othe r Related Pro jec~s Under Coordination A.l. Administration A.l.a . The HUD-Atlanta Model Cities 1969 implementation contract had not been s igned as of the end of this r eporting period. Thi s contrac t , which i n 1969 is expected to be for some $7.175 million, was expe cted to be signed within 30 days. A.l.b. Because of the de l ay in contract si gning, HUD granted the Atlanta pro gram a planning grant extension. Atlanta had r e ceived a total of $245,500 in planning furtds since November, 1967. In another related action, HUD and the Model Cities Exec utive Boar d approved a blanket 15% shifting of f unds in l ine items. A. l.c. The $8 . 9 million HUD-Atlanta Model Cities Urban Renewal con t r ac t (NOP - Neighborhood Development Pro gram) had be en signed earlier this year. During this reporting perio3 the local Model Cities dele ga te agency (Atlanta Ho using Authori t y) began full i mplementatio n (See Physical Services section of this report). A.l.<l . A contract was effected with Arthur Andersen and Co., a managemen t consultant . The agreeme nt stipula-ted that the company would assist in developing a pr.ogram implementation and control system. As part of the system, Arthur Andersen worked with Model Cities staff in developing the necessary work programs (involving timing) and budgeting for each project. Basically, the system will give us an accurate ana l ysis of project status at anytime. A.1.e. Sampl e contracts were developed to be discussed with delegate agencies which will use supplemental funds. The agency contracts cannot be signed until the grant contract is signed . A.l.f. Several coordination meetings were held with delegate agencies which will use supplemental funds. One meeting concerned practices the agencies will follow regarding the hiring of indigenous aides (health aides, housing aides, social work aides, etc.) �-2- A.2. A.l.g. Another highly important meeting was held with the 9 agencies scheduled to occupy the proposed multi-purpose buildings. The 2 new build ings will be constructed near the site of the present Model Cities ed i f i ce. All agencies seemed to agree on the need for a cowman basic-information system in the building, joint purchasing of furniture and equipment, and methods of coordination. A.l.h. The 2 new buildings will be constructed on land to be leased from the At l a nta Housing Author ity. Bids for construction of the bu i ldings were · to be let in April. A.l.i. Regarding the commo n b asic-information system, a tentative plan was worked out between Model Cities and Economic Opportunity At lanta , Inc. EOA would receive some $35,000 in supplemental funds to run the system. The plan would include some 7 resident aides who would file, bring clients' common data to the agencies, etc. A.l. j. Joint purchasing through the General Services Administration appeared to be impossible except possibly for Model Cities and l ocal agencies alre ady having GSA a ccount numbers. A. l. k . Letters of committment were ob t ained from several agencies regarding on- l oan pl a nners and other personnel for 1969. A.1 . 1. The d i rector attended an inter-agency meeting in which the need fo r better corrnnunic a tion wa s discussed. United Appeal Agencies, EOA, and the Urban League were also represented. Social Service s A.2.a. Discussions cont inued with Economic Opportunity Atlanta, Inc. regarding its proposed additional 2 sub-centers. The 2 sub-centers are being coordina t ed with emp l oyment outreach programs in the two aeighborhoods. The 2 s ub-centers would be placed in the Grant Park and Adair Park neighborhoods. As of the end of t h is reporting period, the preliminary plan call ed for the 2 new centers to be f unded entirely by the Model Cities supplemental fu nds . EOA recently established an additional neighborhood center in Mechanicsville. A.2.b. The 25-member Model Cities Better Health Corp . Board of Directors met several times. (The Board is composed of medical and dental professionals, and area residents.) A committee was formed to study site selection for the future medical facility . The facility will house a group medical practice and a multi-phas i c screening center - for examination of people obstensibly well . The site selection committee worked with students of t he Geor gia Tech School of Architecture . Another connnittee studie d the 8 new pr ojects which will be involved in the l 969 Model Cities Heal t h Component . This latter committee sought to develop a full understanding of the community health needs and i mp l ementat i on me chani sms. �-3- A.2.c. A health technical advisory group began studying the details and scope of the proposed multi-phasic screening facility. A.2.d. The Social Services staff held preliminary discussions with the Wesley Community Centers, Inc., regarding the latter's proposal to deal with special problems of Mechanicsville area children. A.2 . e. The Social Services Section Staff began making some 1,100 interviews of area recipients of old age assistance payments. Model Cities resident neighborhood workers were also helping in the project. The purpose of the survey was to determine hou sing conditions, housing preferences of the recipients , the social service needs and other needs. From the survey results , more comprehensive and effective programs for the aged . . expected to result (including the housing aid to the aged project). The study was initiated by the Fulton Coun ty Department of Family and Children Services. It was to con ti nue during the next reporting period. A.2.f. The Georgia General Assembly failed to provide the $4 million r equested as re placement funds which would be necessary if th1 federal welfare freeze is effected this July . As of 1967, there were 6,766 Model Cities area residents receiving as s ist; (involving some 3,100 famili es ). The freeze would only affec a id for dependent children recipients (4,683 individuals, or 1,091 families in Model Cities) . A. 2. g. The Crime and Juveni l e Delinquency Prevention planner met witl the Southeastern Regional Director o f the Law Enforcement Assistance Admini s tration (a branch of the Justice Department The Assistance Administration is the agency administer i ng the Omnibus Crime and Safe St reet Act funds . During March, the C & D planner attended a conference on pre-planning sponsored by the State Planning Bureau. The Bureau is the State coordination age ncy for the funds . Fund ing to the State appears to be likely in early summer. Mode l Ci ties is expected to be ne fit signific antly through more eff iciency in the Atlanta Police Departmen t, the Ful ton County Jmrenile Court and other local criminal justice agencies. A.2 . h . The Atlanta Board of Education agreed to continue ongo ing federal programs and init i ate seve ra l new 1969 projects, all of which would be contingent on a con tinuation or new grants of federal funds . Involved in the Board's agreement was approximately $680,000 fo r a riew primary school and $230,000 for a middle school (to be named fo r Dr. Martin Luther King}. · �-4- A. 3. Physical Planning A.3.a. The Atlanta Housing Authority,which has signed its $8.9 million contract with HUD f or the 1969 Mode l Cities urban renewal work , began intensive operations. By the end of the reporting period, there were approx imately 25 Housing Authority employees working on the Model Cities - Housing Authority Program. Involved in the work was inspecting property for Model Cities project rehabilitation standards compliance, making rehabilitation grants (4 grants made already), processing several loan applications, negotiating with rehabilitation contractors, inspecting the work of those private contractors and performing surveys of the residents' housing needs (those residents in 1969 clearance areas.). Three of the 4 rehabilitation grants amounted to the maximum of $3,000, and the other came to approximately $2,800 . Over 700 appraisals were made by independent, professional appraisers. Regulations require 2 such appraisals on each of the 378 parcels scheduled for 1969 clearance. The sur vey of cle~rance area r esidents ' hous ing needs was performed by approx imately 4 r e location wor kers. A. 3.b . An Urban Design proposal for t he Mode l Ci ties area was formulated which wou l d us e Mode l Cities supplement a l funds . However, be cau se of the delay i n HUD's appr ova l of the impleme nta tion contract , other f und ing pos sibi lit ies were t e nta t i ve ly explor ed . The Ur ban Design proposal wou ld · seek t o combine t he disci p line s o f architecture, lands cape architecture and city planni ng in mak i ng the ar ea mor e attractive . A.3.c. Along the line s of the Ur ban Design propos a l,Model Cities staff met wi t h the Atlanta Hous ing Author ity to di scus s the rol e o f consultants h ired by AHA. Such consultants would attempt t o obtain residents' input into t he design pl an . A. 3 . d. Meetings were he l d with AHA and t he Ci ty Bu i lding Department to coor dina t e policy making on ins pection procedures. It wa s decided, among o ther thi ngs, t hat AHA would perform nearly a l l i nspect ions in 1969 c l earance and rehabil i t ation are as and the Building Department would inspect the other par ts of Model Ci tites. The Bu i l d i ng Department would al so inspect in 1969 c learance and rehabilita tion are as upon . r e ce iving complaint s or upon noticing obvious violations of Mode l Citie s project rehabilitation standards compliance·. Other matters di s cussed with the Bui lding Department were procedures regarding building pennit issuances and informing residents about bu ildings r egulations, benef its, etc . �-5- A.3.e. Approximately 4 meetings were held on establishing a nonprofit rehabilitation corporation (under HlID' s 235-J pr ogram). The program would find residents needing housing rehabilitation, and have the corpbration buy the house, rehabilitate it and sell it back to the c;:iginal owner. One problem encountered has been finding a sufficient number of residents who need such rehabilitation and who mee t the minimum income requirements. Black contr actors wou ld be used wherever possible. A.3.f. Generally related to the above was a city-wide me e ting atte nded by Model Cities staff. The purpose of t he confab, which sponsored by the Ford Foundation , was to discuss m8thods of encouraging the development of bl ack c ontractors thr oughout the city. A.3.g. A meeting was held with r esidents of the Sugar Hill community in Model Cities. They had been concerned that the ir land l ords would sell their dwell ing units because t he prope rty was zoned industrial. Appr oxima tely 150 people live in that community, which is alre ady heavil y indus trialized. The residents want the a r e a rezoned res ident ial. Mode l Cities began researching the area's land use h i story and othe r related matters to determine t he proper course o f ac tion . A.3.h. A meeting was held with FHA off ic ial s , who had expressed a desire that Model Cities should do everything poss ib le to u s e the 100 units a llocated t o the area in 1969 under HUD's 235 programs. The 235 program encourages the construction of low · and moderate income housing. Mode l C:i.ties s a i d it was studying the matter intensively . A. 3. i. Discussions were eld with AHA to d<= termi ne co what extent it would be feasible and/or neces sary to provide social services to residents of clearance a nd rehabil i tat ion ar eas. A.3.j. Model Cit ies in 1969 will have 5 bu s es (4 regul a r, 1 reser ve) circling t he area to provide i nner- neighborhood publ ic trans portation. The project wi ll cost $205 ,000 in Model Citie s supplemental funds , which will he lp pay for most of t he operational costs. During this reporting period, 2 of the 5 buses were painted the Model Cities colors (blue & white ) . �-6A.4. Economic Development (Employment and Industrial-Commercial Development) A.4.a. One of the major efforts in this section was the recruiting of residents for the approximately 400 full-time and 190 part-time jobs directly resulting from the 1969 programs. Nearly 10,000 newspapers were distributed in the area to inform resident s of job descriptions. As a result of the newspapers and other methods of communication, 279 persons applied during pre-established interview times in the 6 neighborhoods composing Model Cities. In addition, some 300 active applications in the 3 area EOA Neighborhood Service Centers were placed into consideration, as were nearly 120 applications from professional workers in various fields.Georgia State Employment Service (GSES) handled the interviewing and provided the other aspects of coordination during the 8 interviewing days. In the next several weeks, Model Cities and GSES are expecting to hold additional interviews, possibly even a few night interviews, for -people who had to work during the regular interviewing schedule. A.4.b. Several meetings with trade union officials produced no significant advance into placing ghetto residents with the unions. AFL-CIO representatives participated in the discussions. The only verbal commitlment obtained from the unions was that they would work to improve .the skills of lower-level worlcers already employed in industry. They said these workers could be shifted to jobs in housing rehabilitation, etc., given training and accepted into the unions if they met the requirements. The positions they would leave in f)T'i.v.ate industry would then be filled by disadvantaged r e sidents. But, importantly, the unions did not agree to ~ring their e ntrance requirements. Further discussions were still being planned by GSES~ Madel Cities am:l. the unions. A.4.c. There has been union involvement in the Atlanta Urban League's LEAP proposal (Learning Education Advancement Program). This plan would give individuals possessing certain basic educationa qualifications the necessary training to help make them more compe titive when appearing before the various union apprenticeship boards. But eve n this program fails to include the large portion of Model Cities who are educationally disadvantag, A.4.d. The Model Ci ties Director continued to particupate actively in CAMPS (Cooperative Area Manpower Planning System), which coordinates all public manpower programs in the area. In December, ·1968, Model Cities presented its employment plan to CAMPS. The l a tter approved it and included it as an addendum to its 1969 program. The Model Cities - GSES staff planner also submitted to CAMPS Part A of the Fiscal Year 1970 Model Cities plan (general information on programs available, suggested changes to existing programs, suggested new programs , etc.). �-7A.4.e. Discussions continued among representatives of the Model Cities Employment Task Force. In addition to Model Cities representatives, other agencies involved on this committee include the following: Vocational Rehabilitation; Vocational Education; Economic Opportunity Atlanta, Inc.; and GSES. During this reporting period, 2 residents were added, bringing total representation up to 20 people. One of the main efforts of this Task Force is to effect the best coordination of available manpower programs. A.4.f. Discussions continued with the President of the Citizens and Southern National Bank. The institution decided to participate in the Peoplestown neighborhood in a clean-upi paint-up campaign, but not in a more extensive ca~paign because of the delays necessary while Model Cities and housing officials decide ~hat will be involved in intensive rehabilitation, clearance, etc. The Bank will also be involved in a ma jor development corporation geared to increasing ghetto home and business ownership. A.4.g. Increased e f forts by the local cha pter of the National Alliance o f Businessmen continued to have ramifications for Model Cities. The NAB plans to devote extensive empha s i s t his ye ar on obtaining increased female employment, improving transportation to job locations, improving the attitudes of 1st and 2nd line supervisory levels, and obtaining additional job commitment s. 'l'he GSES-Model Cities employment representative presented a speech on Model Cities a t a mee t ing of t he Georgia Chapter of the Interna tional Association fo r Personnel i n Employment Services. The confab also included a s peech by the Local NAB Director stressing emphasis on above s ubjects. A.4.h . The GSES-Model Cities Employment Coord inator dealt with at least 4 major firms ,,,hich had expressed interest in hiring Model Cities area workers. The J.C . Penny Co . agreed t o h ire some 35 residents in its warehouse operation. Hiring i s expected to be in the period July-September 1969. Model Cities attempted to work ou t a trans portation plan assuring easier access to the warehouse, located several miles away. A.4.i. Dixisteel, a subsidiary of Atlantic Steel, expressed an interest about phasing in more women in its galvaniz.ing department, positions previous ly considered male-only jobs. Certain success has been experienced by the company in the 5 positions opened through the NAB program last year. A.4.j. Southland Engineers and Surveyors, Inc., appeared to be optimistic about the possible placement of 5 residents at a time in a training situation which would pay $1.70 an hour and which would lead to some interesting future employment possibilities. The training was expected to take 6 months for someone with an 8th grade education. �-8- A.4.k. The Best Manufac tur ing Corp . (Menlo, Ga .), said it was definitely intere sted i n placing a plant in Model Cities which would empl oy some 200 - 500 r e s i dents i n a glove sewing operation. However , a great deal of adminis trative paperwork must be accompiished t o overcome cer t ain pol ic i es which previous ly have exc luded sewi ng ope rations from heing eligible for Manpower Development T-r.aini ng Act funds (HDTA). Negotiations will conti nue furthe r wi t h t he company if and when such a bottleneck can be overcome . A.4.1. Model Cities-GSES staff began exa'ln.m.ng the approx i mate l y 78 projects which will nse supplemental funds to l earn if there are a ny salary i nequit i e s among positions having simi l ar responsibil i t ies. A.4.m. Model Cities began intensively r e viewing t he Atlanta Busines s School proposal to train i ndiv iduals having a 10th grade education or better . The training would take approximate ly 9 months. A. 4.n. The GSES-Model Ci.ties staff assis ted a n area candy manufacturer to obtai n managemen t and engineering a s sistanc e. A.4.o. Review was given to t he proposal submit ted by t he Golden Age Employment Service to develop job-openings and to p l a ce some of the hard - to-a ss ign people ( seni or citizens, the handicapped, and the you t h) . The Se rvi ce is spons ored by t he National Counc il o f Jewisl Women. A. 4 . p . GSES continued to provide 3 f u l l -t i me employe es, 1 part - time e ~ploye e and one New Careerist. All of them have been provided free o f char ge to Model Cities; but when the At lanta-HUD contract is s igned, Model Cit i e s will cont r act with GSES for a p1 r ox imate l y $27, 000 to de fray the 1969 GSES costs. A. 4 . q. The GSES-Model Citie s represe ntat ive bega n wor k'i.ng with the Phys i cal Pl anning Director on a program which wou ld provide training for residents in painting , sheetrock work , paperhanging, light carpentry 9 e tc. Mo s t of thi s work wou ld oc cur i n housing rehabilitat i on projects . A.5.a. The State Depar~ment of Fani ly and Chi ldr en Ser vices agreed to reproduce a reprinting of the one-year and five -year document. A.5 . b. GSES continued t o provide 2 planner3 a nd a s e cretary . In addition, it t empora r ily loaned a n i nterv iewe r and a ssigned a New Career s' t r ainee. A.5 �-9- B. C. Data ColleillQ.n B. 1.a. Discussions intensified with the Urban Observatory. The Observatory, one of 6 in the nation, will be operated by Ga. State College. The main paint of discussion with the Observatory concerned establishing an evaluation program for Model Cities. Observatory funds, as with Model Cities supplemental funds, had not been granted by the end of the reporting period. B.l.b. Eric Hill and Associates, Inc. presented its report on residents' housing preferences, resources and needs which will be involved in the Model Cities housing component. B.1.c. Contacts were made with the Bureau of Labor Statistics concerning its census of the area. BLS said the initial statistics would be available sometime within the next f;ew· · months. The entire census will be completed ·approximately in October, with final tabulations being made available in late 1969 _or early 1970. This census is e~ected to provide the base data for the Model Cities program. B.l.d. The social services and resident involvement components started a 11 100 questionnaire survey on housing and other aspects concerning Old Age Assistance residents of the area. (See Social Servi'ces section) B.l.e. The Atlanta Housing Authority surveyed all of the residents in 1969 clearance area s. The data obtained was on general family characteristics, housing conditions , and housing preferences. B.1.f. A rodent control program,using EOA funds, began in the Pittsburgh neighborhood. During the re.p orting period, the main emphasis was on surveying the rodent population. Eventually this year, an eradication phase will be effected . B.l.g. Fulton County Juvenile Court gathered data on Model Cities area juvenile offenders. The statistics were categorized according to census tract, offense , age , sex, race, school. attended, and certain other categories. B.1.h. The Atlanta Police Department continued to supply data on Model Cities area adult offenders. This information was categorized under each of the 7 major offenses. The statistics were only on crimes committed in Model Cities. Problems C.1 \ The major problem was the delay in signing the implementation contract. This delay caused scheduling adjustments to be made by the approximately 38 delegate agencies which will use supplemental funds. �-10- II. ADMINISTRATIVE STRUCTURE A. B. Policy and Advisory Group~ A.1.a. One new member was added to the 14-member Executive Board Walter Mitchell, County Commission Chairman, who took the place of Charlie Brown, the former Commission Chairman. The other policy and advisory groups recorded no changes. B.l.a. There were 24 staff members as of the end of this reporting period; in addition, there were many on-loan assignees and consultants. B.l.b. Several other staff members were expected to be hired in the beginning of the next reporting period. Staff III. RESIDENT INVOLVEMENT A. Activities A.1.a. Incorporation procedures were initiated for Stadium Heights, Inc., the new name for the resident organization. Charter calls for 15 members. Several meetings of residents, attorneys, and Model Cities ~taff were held in formulating the charter and by-laws. A.l,b. One meeting was held in each of the 3 1969 rehabilitation areas to inform residents of the grant or loan procedures, and involvement of the C & S National Bank. A total of approximately 225 persons attended the meetings. A.l.c. The resident involvement staff arranged for 200 free Alliance Rasident Theatre tickets each week to be given to Model Cities residents (mostly school children). A.l.d, Two issues of the Model Cities newspaper were distributed, The issues concerned housing and employment. Some 10,000 copies of each issue were distributed. A.1.e. Model Cities staff met with residents of the Sugar Hill community (See Physical Section). IV. FEDERAL ASSIS~ A.1.a. Continuous contact was made with HUD regional officials on various aspects of the program. Program �C TY OF A.TLANT.A CITY HALL March 3, 1969 ATLANTA. GA. 30303 Tel. 522-4463 Area Code 404 IVAN ALLEN, JR., MAYOR R. EARL LANDERS, Administrative Assistant MRS. ANN M. MOSES, Executive Secretary DAN E. SWEAT, JR., Director of Governmental Liaison MEMORANDUM To: Mayor Ivan Allen, Jr. From: Subject: Dan Sweat 6<1 Grant Review Board - Model Cities Attached are the minutes of the Grant Review Board meeting of December 31, 1968. The recommendations set forth in this document were accepted by the Model Cities Director and have resulted in much better lines of communications between the Model Cities program and the various City departments, other governmental agencies, and private organizations who are involved in the execution of the Model Cities program. The Grant Review B o ard on February 27, 1969, discussed the curr ent status of the Mo d el Cities program and the resolution for approval for the first year program which will be brought before the Board of Al de rmen on Monday, March 3. Collier Gladin, the City I s Planning Director, felt that the approval of th e resolution should be initiated jointly by the Planning and Development Committee and the Finance Committee and should not imminate from the Al dermanic representatives on the Model Cities E xe cutive Board. It was the concensus of the Grant Review Board that the resolution for approval should come from the E x ecutive Board and that it is the responsibility of each Aldermanic C ommittee chairman to insure that his committee has given proper attention to the program. It would be desirable for each committee involved to give its approval/disapproval on any paper coming from the M o del Citi e s E xec utive Board prior to its being introduced in the Al d ermanic Board. Such Aldermanic Committee expre ssion attached to a M odel Cities paper would certainly strengthen the paper and result in much better communications of the entire Model Cities program. �Mayor Allen Page Two March 3, 1969 In the final analysis, whenever a paper is introduced, it should be the responsibility of each member of the Board of Aldermen to ask that it be referred to the particular committee if there is some question about its contents. The Model Cities organization should continue to seek prior approval of City departments and Aldermanic committees prior to introduction of a resolution or ordinance for approval by the full Aldermanic Board. DS:fy �- ·' T MINUTES GRANT REVIEW BOARD DECEMBER 31, 1968 The City of Atlanta Grant Review Board met in the office of the Director of Governmental Liaison at 9: 30 a. m. on December 31, 1968, to review the Atlanta Model Cities Program application to the U. S. Department of Housing and Urban Development for Supplemental Funds. In attendance were: Dan Sweat, Director of Governmental Liaison, Chairman, Grant Review Board Collier Gladin, Planning Director, Member, Grant Review Board George Berry, Deputy Comptroller, Member, Grant Review Board Johnny Johnson, Director of Model Cities George Aldridge, City Planner Carl Paul, Deputy Director of Personnel Jay Fountain, Senior Accountant The Grunt Review Board discussed with Mr. Johnson several major points of concern, primarily procedures for approval by responsible City departments and agencies; administrative organization; and personnel requirements. In view of the complexities of the Model Cities Program and the need for full understanding by all responsible City officials, the following concensus of the Grant Review Board membership is hereby presented: The Model Cities Program as established by the President and Congress of the United States is perhaps the most comprehensive and optimistic grant-in-aid program ever offered to America I s cities. · The concept and intent of the Model Cities Program is good . It provides for the legally responsible local governing authority to e xer cise its authority and influence in d emonstr ating bold new techniques of urban planning and development . It provides maximum opportunity for real involvement and participation by citizens of neighborhoods in the planning and execution of programs which effect their daily lives. �-. ~I I ' Page Two And it promotes coordination among local, state and national agencies and departments of the limited resources which are available. The successful planning and execution of a Model Cities Program can be a valuable experience for any city in its search for orderly and timely solutions to its multitude of urban problems. Atlanta's City Demonstration Agency has attempted to meet the challenge and intent of the Model Cities legislation. Citizens of all six neighborhood areas encompassed by Atlanta's Model Cities Program were actively involved in organizing and planning for Model Cities more than a year in advance of the beginning of the City's formal planning stage. Local, state and federal public agencies and numerous private groups participated in the preparation of the required planning grant application. The Mayor and Board of Aldermen endorsed and supported the planning effort. The Model Cities planning staff worked long and hard to prepare the documents necessary for successful funding of the first year program. The final documents detail a bold and innovative plan of attack on the major problem areas in the Model Cities neighborhood. The Model Cities staff has m .c1.tle an admira ble attempt to live up to the concept of the Model Cities program. To a great e x tent the y have met both the needs and wishes of the citi zens of the ar ea and the r equirements of planning and administration of the City and federal governments. The Model Cities Program also places on all City departments and agencies the requirement for cooperation, coordination and approval of program compone nts. The r e are i ndications tha t thi s r e quirement h as not b een met. Where it has not done so, each d e p a rtment and agency is obligated to r evi ew and pas s on the specific components of the program which assigns execution res ponsibility to that departme nt. Each committee of the Board of A lde rmen should review and approve/disapprove each p rogram component which falls within the responsibility and autho rity of the committee. The Planning and Development Committee should exercise its responsibility for overall planning of the city by reviewing the Model Cities plan and making �Page Three the determin ation as to the compatibility of the Model Cities Program with overall city plans. The Finance Committee should dete rmine the fin a ncial feasibility of the program and the capability of th e City to m e et the requirements placed upon it by the program. The full Board of Aldermen should carefully consider the priorities involved in the Model Cities e x ecution, its impact on the area served and the entire city as well. The Grant Review Board believ e s these a pprovals should be given before Aldermanic' sanction is granted. I I We feel that if the provisions of the Model Cities application are und e rstood and accepted before final approval is granted a much stronger progr a m w ill result. It should be understood that this is not intended as criticism of the planning grant document or the w ork of the Model Cities staff, but is an effort to gain full understanding and support of the strongest program in the b e st interest of all citizens of Atlanta. It is the refore recorrune n d ed that the Mayor and Board of Alderme n require written accepta nce or de n ial of each cornpone nt of the Model Cities plan by the dep a rtments and agen cie s responsible for the execution of each component before final approval of the grant application is given . ~;J:tDan S w eat Chai r man DS :fy ~1 . KMen:~~ Px G ~?fi~t,:y, ~t~C)~~c~ C o llie r Gladin, Memb e r f. IJ. .~ ~ { . M- O-Ge E . H. Underw ood, Member �The following is the motion proposed by Alderman Millican at the Executive Board meeting on February 10, 1969. The motion was referred to the City Attorney for legal opinion and action. MOTION: WHEREAS, the E xe cutive Board of the Model Neighborhood Program was created by resolution adopted and approved November 20, 1967, by the Mayor and Board of Aldermen to administer the planning phase of the program conducted un<ler Title I of the Demonstration Cities and Metropolitan · Development Act of 1966, and WHEREAS, the planning phase of the Model Neighborhood Program has ended and an appllcation has been prepared and submitted to the U. S. Department of Housing and Urban Development for first year action funds, IT IS, THEREFORE, MOVED that: 1. The e xi stence of the Model Neighborhood Executive Board be continued until further action by the Mayor and B 0 ard of Aldermen for the purpose of administering the first year action program and budget and/ or other funds for this program derived from Federal grants; 2. That the membership of the said Executive Board remain the same as it now is composed; 3. The Model Neighborhood Executive Board shall h ave all the powers and responsibilities granted to it heretofore and especially those listed in said resolution of November 20, 1967, and shall have the responsibility for recommending to the Board of Aldermen the allocation of grant funds :received for this program from the Federal Government together with the responsibility of administering the first year action program and funds allocated; ·4. That the City Attorney be requested to prepare a resolution for submission to the Board of Aldermen which embodies the contents of this motion. ' �CITY OF ATLANTA PLANNING DEPARTMENT OFFICIAL POSITION PAPER RELATION OF PLANNING AND DEVELOPMENT COMMITTEE AND PLANNING DEPARTMENT TO MODEL CITIES EXECUTIVE BOARD AND STAFF PROBLEM STATEMENT AND RECOMMENDATIONS- - Re spe ctfully subm itte d , ~G~d~~ Planning Dire ctor February 13, 1969 �The ·purpose of this paper is to identify certain problems which have arisen in the comprehensive planning process in Atlanta over the past year. The problem centers around a misunderstanding of the responsibilities of the Mode I Cities Program staff and Executive Board in relation to the responsibilities of Planning and Development Committee and its professional staff arm, the Planning Department. In November 1967, the Planning and Development Committee of the Board of Aldermen sponsored and recommended -· approval of a resolution establishing the Model Cities Executive Board. This resolution was subseque ntly adopted by the Board and approved by the Mayor on November 20, 1967. The resolution specifically stated that 11 the Model Neighborhood Executive Board is hereby created for the purpose of administe ring the planning phase of (the Mod e l Neighborhood) program . 11 The Planning Department invested a great deal of time and effort both in preparing the Model Ne ighborhood Application and subse quently in assi sting in de ve loping the Mode l Ne ighborhood Plan. In fact, mu ch of the mate rial c ontained in al I the Model Cities re ports and applications originate d and was refined in the Pla nni ng De pa rtmen t by its sta ff personne l . It was and st i ll is our intention to work c lose ly wi th the Mode l C it ies staff in a ssur ing the success �-2- of th is program. There appears now to be a lack of understandi ng on the part of the Model Cities staff as to the role and responsibility of the Planning and Development Committee and !he Planning Department. The committee, using the department as its staff arm, is charged wi th the responsibility of reviewing al I plans and programs concerne d with urban growth, development, and redevelopment throughout the city. The Model Cities Program, on the other hand, is a spe cial purpose six neighborhood demonstration program primar ily concerned with one te nth of the city's residents and less than five per cent of the city's area . For consiste ncy sake , obviously the Planning and De velopme nt Commi ttee should review the physical programs, plans and proposals developed by this age ncy for the Mode I Neighborhood area as it wou Id review plans and programs of any other are a of the city for conformance with ove rall city po li cy and goals . The Planning Department's concern is no t control over th e Model Citie s Program. Instead, the department is simply exercising those functions for whi ch it is respo ns ibl e a s sta ff a rm to the Pl anni ng and Deve lopment Committee and as set forth in the Code of the City of Atlanta. The depar tme nt, a s a ge ne ral planning age ncy , mu st have the opportunity to rev iew plans. When in the de partmen t 's professiona I judgme nt inadv isab le proposa ls have bee n a dvoca ted that lack a ny justific ati o n in view of ex isting city po lic y, the n th e department must have the o pportunity of reporting such situations with positive re comme ndations for improve me nt to th e Planning and Deve lopm e nt Committee �-3and eventually the Board of Aldermen. We had assumed at the beginning that conflicts could be resolved through a close inter··staff relationship between the city planning agency and the Model Cities agency. Unfortunately and frequently, because of conflict commun_ications have broken down and th is has not been achieved. The source of conflict has been a disagreement over the necessary degree of conformity between Model City plans and programs and City overall goals and objectives. The Planning Department has attempted to explore and resolve this problem with the Model Cities staff. However, the Model Cities staff seems to interpret this action as a Planning Department attempt to run their program. An analysis of their lack of understanding indicates no apparent realization of the fact that the planning effort for a portion of the city should be coordinated with the city's overall planning effort. It is important to point out here that we ore not attempting to stiffle the Model Cities Program or to prevent innovative approaches to problem solving. To take such a view ignores the fact that through the leadership and effort of the Planning Department, with much assistance from oth er agencies, Atlanta was awarded one of the first Model Citi es Grants in the nation. Perhaps this whole misunderstanding is based on the Mode l Cities staff's perception of the Planning De partme nt as a I ine department. Planning transcends traditional departmental lines, is a staff function, and established responsibilities as de fined in the Code of th e City of Atlanta must be met. One of HUD 's under lying goals for the Mode l Cities Program was to bring into clear focus �-4problems in governmenta I organization. The department has been we II awa re of such prob le ms in th e Atlanta gove rnm e ntal system as witnessed in the PAS report, a product of th e Cl P and pl.anning. Though that report found fault with the governmental system, it indicated that the present system has worked very well, primarily on the basis of mutual trust and cooperation. In order to avoid further conflicts it is imperative that such a cooperative atmosphere be established. It is inadvisable that the aldermanic committee system be used at times and ignored at others, depending on which happens to serve one's purpose best at a particular time. It is difficult enough to make the system work now. The proposed approach being offered by the Model Cities Program (which is to ignore the aldermanic committee system} would invite chaos, unless a suitable and acce ptabl e ove ral I re form is accomplished. The Planning and Development Committee expressed its concern over this problem in its meeting of January 17, 1969. Chairman Cook asked the Model Cities director several questions concerning the role of the Planning and Development Committee , other aldermanic committees, and city departments in the Model Citie s Program. Mr . Johnson took the position that the Mode l Ci tie s Executive Board would report to the full Board of Aldermen through the two alderman ic membe rs of the Exe cutive Board. Th is procedure , in effect , bypasses the Planning and Deve lopment Committee and to a large extent ignores the a ldermanic standing commi ttee conc e pt unde r which the Atla nta City Government presently operates. In effect, the Model Cities area is th us �-5treated as a separate entity, apart from the total city. It offers no opportunity for the Planning and Development Committee to review Model Cities plans and to make recommendations to the Board ol Aldermen concerning plan conformity with city general plans. Chairman Cook further indicated that the Planning Department had certain reservations about physical plans for the Model Cities area and asked what role would be played by the Planning Department in further testing plans for the area. Mr. Johnson stated that he felt the physical plans for 1969 required no change. Here lies the crux of the problem. Mr. Cook stated that the Planning Department was responsible for al I planning activities throughout the city, therefore, the Planning and Development Committee has the responsibility to review and evaluate physical plans developed for the Mode I Cities area. This paper deals with a confrontation in responsibilities between the Model Cities staff and Executive Board, the Planning Department and Planning and Development Committee of the Board of Aldermen. We strongly suspect that the fundamental problems and issues involved here cou Id spread. Thus, other confrontations could develop between other departments and their aldermanic committees and the Model Cities staff and Executive Board. In this light, we offer the following recommendations: The adoption of a formal review procedure by the Boa rd of Aldermen that is consistent with the existing aldermanic committee system is warranted. In other words, every resolution, ordinance, etc ., when introduced into the Board �-6· of Aldermen meeting, must be referred to a standing committee of the Board of Aldermen unless such a rule of procedure is waived by majority vote of the full Board of Aldermen. A time I imit on the period of review by the standing committee of the Board of Aldermen could be specified. As with all issues concerning the city, the matter will eventually be resolved on its merits by the full Board of Aldermen. The value of such formal review procedure by the Board of Aldermen should be fairly apparent. It keeps the appropriate aldermanic committees end department staffs informed of proposals and offers an opportunity for reviewing, making recommendations and achieving coordination. As mentioned earlier, to ignore the aldermanic committee system is to invite chaos, unless a suitable and acceptable overall reform is accomplished. A second alternative approach to the current situation would be to immediately move toward es tab I ish ing a Department of Administration in the Mayor's Office as recommended by the PAS Report. Such a department would include the following functions: Planning, Budgeting and Management, Personnel, Public Information, and Data Processing. The Model Cities Program, with its innovative approaches and demonstrations, would serve as a testing vehicle for administrative and technical purposes and would be responsible to the Mayor and Board of Aldermen through the Department of Administration. �- EXHIBITS �. f -·. J - I ~ Chapter 32 URBAN RENEWAL* Sec. 32-1. Sec. 32-2. Sec. 32-3, Sec. 32-4. Sec. 32-5. Sec. 32-6. Sec. Sec. Sec. Sec. Sec. Sec. Sec. 32-7. 32-8. 32-9. 32-10. 32-11. 32-12. 32-13. Duties of planning department. Duties of planning engineer. Determination of phasing and of allocations to be devoted to project areas. Dekrmination of locations of projects. Rezoning recommendations. Processing· applications embracing subdivisions, requests for building permits. Commitments by builders. Minimum structural requirements. . Varying specifications in description of materials.

D~signation of chang es in "description of materials".

Restriction on issuance of building permits. · Technical committee. Reserved . "'- .Sec. 32-1. Duties of planning department. Urban renewal activities of the city shall be conducted in the department of planning under the general supervision of the mayor and board of aldermen through the planning and development committee. The department of planning shall study the urban renewal requirements of the city, to determine ways and means for their accomplishment, and to promote and facilitate timely coordination and orderly development of urban renewal plans, projects and other related activities throughout the city. (Cum. Supp., § 56A.3; Ord. of 6-1-64, § 2; Ord. of 12-21-64) Editor's note-The planning and development committee has been substituted for the urban r enewal committee in §§ 32-1, 32-2 and 32-13, pursuant to Ord. of Dec. 21, 1964 aboli shing the urban r enewal committee and transferring its functions to the planning and development committee. Sec. 32-2. Duties of planning engineer. The planning engineer shall devote p·a rticular attention to the requirements and commitments of the "workable program", as defined in the National Housing Act of 1954, as amended, and shall call tipon the various departments, agen*Cross references-Minimum housing standards, § 15-21 et seq.; responsibility of department of -.building inspector relative to demolition of buildings,§ 8-12; director of urban renewal emeritus,§ 21-75(y). State law reference-Powers of municip·a Jities as to urban r enewal, Ga. Code, Ch . 69-11. Supp . No. 5 1617 .. ... •

�',, § 32-2 . § 32-5 ATLANTA CODE cies and agents of the city, as required, to carry out their responsibilities thereunder to include annual revisions for recertifications of th~ "workable program". The planning engineer shall ins ure coordination of capital improvement projects with urk.n renewal project plans in order to obtain the best possible advantage for the city. H e shall frequently consult wit h the mayo:;: and chairman of the planning and development committee of the board of aldermen and keep them informed as to urban renewal requirements and the state of development of the city's urban renewal plans, a nd shall make recommendations thel'eon for facilita.ting progress of urban · renewal in the city. ( Cum. Supp., § 56A.3; Ord. of 6-1-64, § 2; Ord. of 12-21-64) Note-See editor's note following § 32-1. Sec. 32-3. Determination of phasing and all allocatior:~. to be . devoted to project areas. The planning department, in coordination with the housing authority of the city, will determine the phasing considered desirable for construction of F.H.A. 221 housing allocations and what portions thereof, if any, should be devoted to urban renewal project areas, and shall make recommendations accordingly to local F.H.A. officials . .(Cum. Supp., § 56A.4; Ord. of 6-1-64, § 2) r . ' .,,.,., I Sec. 32-4. Determination of locations of projects. The planning depa1tment will study proposed loca tions for such projects and determine those considered most suitable from the city's standpoint for 221 ho•.1sing projects and shall coordinate thereon with local F.RA. offi cials. (Cum. Supp., § 56A.5; Ord. of 6-1-64, § 2) Sec. 32-5. Rezoning recommendations. The Atlanta-Fulton County joint planning board will make timely recommendations to the zon ing committee for rezoning such areas as it considers appropriate in order to facilitate the 221 hous ing progn1m. (Cum. Supp., § 56A.6; Ord. of 12-21-64) -:·, Editor's note- Ord. of Dec. 21, 1964 r edesignated the planning· and zoning committee as the zoning committee. ·Supp. No. 5 J 1618 '\ • �·• J - § 2-39 ATLANTA CODE § 2-40.i recommendations with references to civil defense ; to supervise the expenditure of appropriations made to civil defense by the city for civil defense purposes, and to hand]€ all matters in connection therewith. (Code 1953, § 28.11; Orel. No. 19GG46, § 2, G-20-GG) Amendment note-Ord. No. 19G6-46, § 2, enacted ,Tune 20i I96G, an_d effective Dc,cember 31, 19GG, amended § 2-39 to add the prov1s1ons codlfied herein as subsection (b). Cross references-Duty to grant permits to places selling sandwiches, soft drinks, §§ 17-159, 17-lGO; duty to formulate rule? and re_gulations for police departm ent, § 25-l(a); duty to pass on pernuts and licenses, § 25-l(b). Sec. 2-40. Special duty of finance committee relative to annual tax ordinance. In addition to the powers, duties and authority set forth in sections 2-29 and 2-31, the finance committee shall ·prepa re and report to the m ayor and board of aldermen the anm1ai tax ordinance. (Code 1953, § 28.12) Cross references-Duty of building and electric lights commi~tee to supervise department of building inspec tor, § 8-3; power of t2:c committee to cancel business license penalties and fi. fa. costs, § 17-24; petitions for license to peddle articles not enumerated in annual tax ordinance to be referred to finance committee, § 17-323. . . ~ D - Sec. 2-40.1. Planning and development committee. (a) Creatio·n. A committee of the board of aldermen is hereby created to be entitled the planning and development committee. (b) Me1nbershs-i1J. The planning and development committee shall l;>e composed of six members and a chairman (total of seven) to be appointed by the mayor. The mayor shall appoint the planning and development committee so that a representation is obtained of alctermanic committees concerned with community development, redevelopment and impro v"'ments. ~ (c) Functions, responsibilities. This planning and development committee shall have the primary responsibility to review and coordinate the long range plans and programs of all city efforts in the fields of community development, redevelopment, facilities and improvements, and to make suggestions to other appropriate aldermanic committees or recommend actions and policies for adoption by the board of alciE:rmen to Supp. No. 4 52 • �·• J - § 2-40.1 ADMINISTRATION § 2-41 insure maximum coordination and the highest quality of urban community development. This responsibility shall in~ elude the review and evaluation of the ele)11ents of the comprehensive (general) plan development by the planning department with guidance from the Atlanta-Fulton County Joint Planning Bo~rd; this comprehensive plan to be composed of at least a land-use plan, a major thoroughfare plan and a community facilities plan with public improvements program. The committee shall further be responsible for developing policy recommendations on all other matters concerning the planning and coordination of future city developments including, specifically, the community improvements program (CIP), the 1962 Federal Highway Act, the workable program for community improvement, urban renewal preliminary and project plans, and other related urban renewal matters. (Ord. of 12-21-64) Editor's note- Ord. of Dec. 21, 19G4, from which ~ 2-40.1 is derived, did not expressly amend this Code, hence the manner of codification was at the discretion of the editors. That part of said ordi!!ance abolishing the urban re newal committee and providing· for transfer of its functions and activities to the planning and development committee, has riot been codified as part of this section. Sec. 2-40.2. Urban renewal policy committee; membership. There . is hereby established a standing committee of the board of aldermen to be known · as the urban renewal policy committee, to consist of five (5) members of the board of aldermen, to be appointed by the mayor, including the chairman, the vice-chairman and one other regular member of the planning and development committee, and two members to be appointed by the chairman of the Housing Authority of the city. (Ord. of 1-18-65) Editor's note- Ord. of J a n. 18, . 1965 did not expressly amend this Code, h ence the manner of codifica~:on was at the discretion of the editors. The preamble to said ordinance recited the f ;:~t that said committee, pursuant to resolution, is c::::::rdinating urban renewal activities and programs between the city and its urban renewal agent, the housing authority. I , Sec. 2-41. Duties of zoning committee. The duties of the zoning committee shall be to hold any public hearing required to be held by the provisions of the Zoning and Planning Act of the General Assembly of Georgia approved January 31, 1946, and contained in Georgia Laws Supp. No. 6 53 • �., • ,f' 0 \ TCE OF c1n -CLF.RK ----- - --- · --- r. CITY HALL A\ .MITA., CEDRGIA.. A RESOLUTION BY PLAN r--JIN G AND DEVt . ':> PMENT COMM ITTE E WHEREAS , pu rsu~· t to a re solution a dop ted by the Boord of Aldermen on Morc'i 6, 1967 , th e City of \ Ionto has subm itte d on opp l ic.o t io n to the Federa l • Deportment of Housing a nd Urba, 1evelopme nt for a ~ode i Cities pla nning grant under Title I of the Demonstrat i on ·. i• ie s a nd M etropo l i tan Ot>velopme nt Act of 1966 and, WHER EAS, the an noun_e · 11t of those cities .,.,h:c h ho ve bee n chosen ' to re,:ei v., ~vc'i grants was made Nove ·_- '6, 1?67 anrl WrlEREAS, Atl anta i.-. an ,A stortec ri~REAS, it is impo , to • f.!d 1otely ~ince th1; pl,,-,,, Jr•;• H,J, r1 o:,6

it

th, F 1 --., i te j t I ~ , !l ~,/',; , ·, t~ ,. In on E.l(e 1.- '1·. e Boo rd com p:::>,;e 1i •r ' 1 1\t ... I },*"1Qd t•.J · 'a •f,a J C:' A;! O'l l u of this p1og rom be ·v, and, the auth o rity n~mbers of th e Boord .,, (li a1 rman of th ~ Fu l ton Cou;-;ty (._ ..,, to ssiu ,. ) ll' member tor.,.

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' e rn or; an d th ree members I repre:,e ;' he private sector of the (Ommur ,ity, en .. :•o - .,e g en e ra l pub lic , one from c.•o'·g the City ' s Negro 1-?adtrship a ·,d Are11 re~iaf:' r,Jr, •I-, .,. Mode l N e ighbor hood 1•s. "~aw , THEREFORE, Alde rme:-- rhut th e ~ode I I BE Ir RESO LI· Nej gh92 ho.:>d E..<ec e!lrpose of adminis tering the pl unde r Title ,-p Jt:. r · c 30<.• ~ 1,:-:1or and Board of 1$ iereby c re a ted fo r the n n ing phase of sJct !' ,~ yr ... hi.c h is conduc ted of the Demonstra t ion Ci t ies a nd Me tr0pu' 1ta11 Develo pm ent A ct o f 1966 , common ly known as the Model Citie s Program , and for wh ich fe de ra l financial ass istance js cc:se ixerl THAT the Model Neighborhood Execut ive Boord shol I be composed of the Ma yo r of th e City of Atlanta, who shall serve a s Cha irma n; two members of the t I �~· , ... .• ... · - .. ~ .. .i ...... ~ l' t • -2.. ' Boord of Aldermen, to be se l c ted by the me mbersh ip of that body, one of which .. . shall be from among those mem\ rs representing th e first and fourth wards; the President of the Atlanta School \1oard; the Chairman of th e Fulton County Commissicn; . one member to be appo inted by the Governor; and th ree me mbe rs to represe nt th e private sector of th e communi ty , ,,e to be appointed by the Mayor from th e .genera l public, one to be appointee. by the Mayor fro'm among the City•s Ne gro leadership, and one to be selected b> and from the mem be rshi p of a committee to be forme d repr esenting the citizens of the Model Neighborhood Area (Model Neighborhood Area Cou nc i I) . THAT the Model Ne ig hb9rh ood Exec u tiv e Boord sh all have th e authori~ and responsi b jlity for admin is tering the planning phase o f th e Cityts Model by the project staff a nd th e re conc i I inu f c on fl ictiqg plans, goals , progrgijl s, priorities and ti me schedu le s oft the re spo nsjbi l ity for recommendin g to the Board o f Aldermen the gJ location of crggt ~ s recei ved for th is program from the Fe de ra l Gove rnmen t . THAT the Mayor is re quested to ma ke such , ppoi ntments as he is a u thor ized to make under th e above provisions and is furthe r requested to contact th e Fu lton County Commission, the Atlanta Board of Educa ti on and the Governor of Georgia, and to request that they make appointments to the Model Neighborhood Execu t ive Boord in conformance with the above prov is ions. ADOPTED BY BOARD OF ALDERHEN NOVDiBER 20, 1967 APPROVED ~OVF.MBER 20, 1967

- ·- · --- - - --- - - · 1':. �- ------,

/.

.. ., ,.. OitFICE ·oF CITY ·CLEifJ( _____ . CITY HI\LL ATLANTA, GEORGIA - -· ·---- - - - - - --- -- ---·- --· .. . . ·--· - ·- ·- - ·--- -···--· ·· ·- ·-·- ··- - - -· - . A RESOLUTI or BY PLAN !'~ !~ G ·. ND DEVELOPMENT COMMITTEE WHER i. ,\S, pursuant to a resolution adopted by tl: e Boord of Alde rmen on March 6, 1967, ; 1e City of Atlanta has submitted on application to the Federal I Departm e nt of Housir' _\ and Urban Development for a ~ode I _ Cities planning grant uncle( Title I of the De,·. onstration Cities and Metropolitan Development Act of 1966 and, WHEREAS, tt 1° announcement of those cities which have be~ ,1 chosen to receive such grants was , ·:::ide November 16, 1967 and, · WHEREAS, Atl c ,~a is among thos~ cii ;es c i··;-~e . · and, WHEREAS, it is ir-, pc, rtant that the plc nro ing ph a~ of this program be started immediately since this ( -. -:ise ;, limited to a cn e year ~riod and, WHEREAS, in its opf. !icotion the City pr c;.:,0s~d ~fiat the o u tb.,osl.!Y in an Ex ecut ive Board composed ::,f the fv',::J /Or of Atlant ,. ~ t-....,:, memben .::,f the Board ~,:,:.~ of Alde rm en. the Pres ident of th,; Atlanta Sc hool Soc rd, County Com m issio n; one membe r to be oppr.·;n te d b:, tr-,, ,.. C~o irm ,rn of ~he Fulton Nern,::, r; and three members to represe nt the private sec tor of the c omm uni ty; o n e f rcn, + e generci pub li c, one from am o ng th e City•s Negrc le a dership end one fr v r : -,e Model !'fo ighbo rhood Area resid ents. NON, THEREFORE, BE IT RESOL V ED t.: 1 ;; , ':! t .~o yor and Soa rd of under Tit le I of the D e monstra tion Cities and Merro.t..---· o0 ! :ic::·, o~._"~l o;:;,m;:.• -, r _A. c t o f .__.._____..._ _ _ __ .._,..,,_,_

I

--- _ _ _commo ____

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_ _ _a_ _ __ _ __ -« · - a r.d fo r whi c h -- -~ ~ "c " ial ""' 1966, n ly nown s_ th e_M ode l Citie s Program, fo-J ~r.JI firon -- assistanc e i.u:e..--e i,),le.d . THAT th e M cx:.le l N e i ghborhocd Ex ecutiv e ecc .- 3 shall b e c om?Os:-! d of th e M ayor of the "City of Atlanta, who shall serve as Choi rmo n; t,.vo m em~'·~rs o f th e ·, _) �,, -: ·.-1, --·· --.. , ,">-'- ·

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, ,_ '· ·": \-·, ~--. ..--~~r-.. i ·~/;~!·_ ,r:i : Boar d of A! df:rrn e n, to be selected by the member ), shall b::,c /, one of which be fr om am ong those members representing t~ e f; : :::·.d fo,;rth words; the t!11: Presid ent of the Atlanta School Board; the Choirmori Fulron County Commissic-n; l one member to be appointed by the Governor; c:··,• ·, ,:-- :-1, '-• ,11\.:.,~ rs to represent the private sec to~ of the commu_n ity, one to be opp<., : ' , ,.,! • .. ge ne ral p .J b !;c , one to be appointed 1 .i ~'/ •h,- Mayor from the C· ,l

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by the .~.,k 1 , '.rorr, C ' )!c:f'. 9 the City's Negro leodershi i-,. and one to be se lected by a nd fr c rr i; ,_. T«.'"lLt · ~!, ,p c,f a committee to

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be as he is Fulton C c !; ' ry Comrn;ss ion , the At !.; _· 1 -:J . Boord __r

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),

m d_J_he G overnor

of G eers · .: . .ind to request th c t the ;, ,,a!..:e op p-:-- -, t,.,_,. ~ ~: ~'-- e .V .,)de I Neighbo rhood -I - ·· -., ADOPTED BY BOARD CF .:,lt Ef..~J:\' r-.-CYE.'<BF.R 20, 1967 -¼/'· ·~.true APPROVED ~OVEHBER 20, 1967 - , ,/ '· ..:, .- it . ,: ,. ' -t f~· J. e:/" · ·- - . ,.',. ·.-' ···- - -- --- ----- - -- �MINUTES GRANT REVIE W BOARD DECEMBER 31, 1968 The City of Atlanta Grant Review Board m e t in the office of the Director of Governmental Liaison at 9: 30 a. m. on December 31, 1968, to review the Atlanta Mode l Cities Program application to the U. S. Departme nt of Housing and Urban Development for Supplemental Funds. In attendance were: · Dan S w eat, · Director of Governmental Liaison, Chairman, Grant Review Board Collie r Gla din , Plan ning D i r e ctor, M emb e r, Gra nt R e view Board George Berry, Deputy Comptroller, Member, Grant Review Board Johnny Johns on, D i rector o f Model C i tie s George Aldridge, City Planner Carl Paul, D e puty Dir e ctor of P e rsonne l Jay Founta in, S e nior Acco unt ant The Grant Review Board discuss e d with Mr. Johnson several major point s of concern , _E)rimarily p rocedur e s for approva l by responsible City d e partments and age ncie s ; a dmini stra tive or gani zation; a nd personne l r e quir e m ents. In view of the comp lexities o f t he Model Cities Program and the n eed for f ull understanding by all responsible City officials, the following concensus o f the Grant R e view Board m e mb e rship i s her e by pr esente d: The M ode l C i t ies Pro gram as establi s h ed b y t he P r es ident and C ongress of the Unit ed Sta t es i s perhaps t he mos t c omp reh ens ive and opt imis ti c grant-in-ai d p rogram ever offered t o America ' s cit ies. The c o n c_e pt and i n t ent of the Mod e l Citie s P r o g r am i s good . It p r o v i des fo r the l egally responsib l e local g overning aut h o r i ty to exercise its auth ority and influence in demonstrating bol d new t echniques o f urban planning and development. It provides max imum opportunity for real involvement an<;l participation by citizens of neighborhoods i n the planning a nd execution o f programs which effect their daily lives. �Page Two I' And it promotes coordination among local, state and national agencies and departments of the limited resources which are available. The successful planning and execution of a Model Cities Program can be a valuable e x perience for any city in its search for orderly and timely solutions to its multitude of urban problems. Atla·nta' s _C ity Demonstration Agency has attempted to meet the challenge and intent of the Model Cities legislation. Citizens of all six neighborhood areas encompassed by Atlanta's Model Cities Program were actively involved in organizing and planning for Model Cities more than a year in advance of the beginning of the City's formal planning stage. Local, state and federal public agencies and numerous private groups participated in the preparation of the required planning grant application. The Mayor and Board of Aldermen endorsed and supported the planning effort. The Model Cities planning staff worked long and hard to prepare the _documents necessary for successful funding of the first year program. The final documents deta il a bold and innova tive plan of attack on the major problem areas in the Model Cities neighborhood. The Model Cities staff has made an admirable attempt to live up to the concept of the Model Cities program. To a great e x tent they have met both the needs and wishes of the citizens o-f the area and the requirements of planning and a dministration of the City and f e deral governme nts. The Model Cities Program also places on all City departments and agencies the requirement for cooperation, coordination and approval of program compone nts. There are indica tions tha t thi s requirement h as not b een met. Where it has not done so, each department and agency is obligated to review and pass on the spe cific compone nts of the program which assigns e xe cution res ponsibility to that d e p art ment. Each committee of the Board of A ldermen should review and a pp rove/disapprove each program c omponent which fa ll s within the responsibility and authority of the committee . ' The Planning and D evelopment Committee should e xe rcise its responsibility for overall planning of the city by r ·e vi ewing the Model Cities plan and making �Page Three the determination as to the compatibility of the Model Cities Program with overall city plans. The Finance Committee should determine the financial feasibility of the program and the capability of the City to meet the requirements placed upon it by the program. The full Board of Aldermen should carefully consider the priorities involved in the Modei Cities execution, its impact on the area served and the entire city as well. The Grant Review Board believes these approvals should be given before Aldermanic sanction is granted. We feel that if the provisions of the Model Cities application are understood and accepte d before final approval is granted a much stronger program will result. It should be understood that this is not intended as criticism of the planning grant document or the work of the Model Cities staff, but is an effort to gain full understanding and support of the strongest program in the best interest of all citizens of Atlanta. It is thP-"t"efore recommended that the Mayor and Board of Aldermen require written acceptance or denial of each component of the Model Cities plan by the departments and agencies responsible for the execution of each component before final approval of the grant application is given. DS:fy f. tJ. Ltv~ ct_~~ E . H . Underwood, Member �·. ,. § 2-39 ATLANTA CODE § 2-40._i recommendations with references to civil defense; to supervise the expenditure of appropriations made to civil defense by the city for civil defense purposes, and to handle all matters in connection therewith. (Code 1953, § 28.11; Orel. No. 196646, § 2, 6-20-GG) Amendment note-Ord. No. 1966- 116, § 2, enacted .Tune 20, 1966, and effective December 31, 19GG, amended § ·2-39 to add the provisions codified herein as subsection (b)·. . Cross references-D uty to grant permits to places selling sandwiches, soft drinks, §§ 17-159, 17-lG0; duty to formulate rul e~ and re_gulations for police department, § 25-1 (a); duty to pass on pernuts and licenses , § 25-l(b). Sec. 2-40. Special duty of finance committee relative to annual tax ordinance. In addition to the powers, duties and authority set forth in sections 2-29 and 2-31, the finance committee shall prepare and repoi't to the mayor and board of aldermen the anniial tax ordinance . . (Code 1953, § 28.12) Cross references-Duty of building and electric lights committee to supervise departm ent of building inspector, § 8-3; power of tax committee to ca ncel business license penalties and fi . fa. costs, § 17-24; petitions for license to peddle articles not enumerated in annual tax ordinance to be referred to finance committee, § 17-323. D Sec. 2-40.l. Planning and development committee. (a) Creation. A committee of the board of aldermen is hereby created to be entitled the planning and development committee. (b) Membershs-izJ. The planning and development committee shall be composed of six members and a chairman (total of seven) to be appointed by the mayor. Tbe mayor shal! appoint the planning and development committee so that a representation is obtained of aldermanic committees concerned with community development, redevelopment and improvements. (c) Functions, responsibilities. This planning and development committee shall have the primary responsibility to review and coord-inate the long range plans and programs of all city efforts in the fields of community development, redevelopment, facilities and improvements, and to make suggestions to other appropriate aldermanic committees or recommend actions and policies for adoption by the board of aldermen to Supp. No. 4 52· · '• •

�··. I • § 2-40.1 ADMINISTRATION § 2-41 insure maximum coordination and the highest quality of urban community development. This responsibility shall include the review and evaluation of the eleh1ents of the comprehensive (general) plan development by the planning department with guidance from the Atlanta-Fulton County Joint Planning Board; this comprehensive plan to be composed of at least a land-use plan, a major thoroughfare plan and a community facilities plan with public improvements program. The committee shall further be responsible for developing policy recommendations on all other matters concerning the planning and coordination of future city develop_m ents including, specifically, the community improvements program (CIP), the 1962 Federal Highway Act, the workable program for community improvement, urban renewal preliminary and project plans, and other related urban renewal matters. (Ord. of 12-21-64) Editor's note- Ord. of Dec. 21, 19G4, from which § 2-40.l is derived, did not expressly amend this Code, hence the manner of codification was at the discretion of the editors. That part of said ordinance abolishing the urban renewal committee a11d providing for transfer of its functions and activities to the planning and development committee, has not been codified as part 9f this section. . Sec. 2-40.2. Urban renewal policy committee; membership. There . is hereby established a standing committee of the board of aldermen to be known as the urban rene,\'.al policy committee, to consist of five (5) members of the board of aldermen, to be appointed by the mayor, including the chairman, the vice-chairman an d one other regular member of the planning and development committee, and two members to be appointed by the chairman of the Housing Authority of the city. (Oi:d. of 1-18-65) Editor's note- Ord. of Jan. 18, 1965 did not expressly amend this Code, hence the manner of codification was at the discretion of the editors. The preamble to said ordinance recited the fact that said committee, pursuant to resolution, is coordinating urban renewal activities and programs between th€ city and its urban renewal agent, the housing authority. Sec. 2-41. Duties of zoning committee. The duties of the zoning committee shall be to hold any public hearing required to be held by the provisions of the Zoning and Planning Act of the General Assembly of Georgia approved January 31, 1946, and \!Ontained in Georgia Laws Supp. No. 5 53 .r--· • \ r �FEB 7 196!f 2/h/69 .. •.·

RESOLUTION WHEREAS, l-~. J. C. Johnson, Director Atlnnta Hodel Cities Prograi:1, has requested the Atlanta Housing Authority to enter into a lease agree.i""llent for certain propsrties within Project GA. R-10, Rawson-Washington Project (identi- . tied on attached map); and

HER.EAS, the property is to be used for the location of

the Kodel Cities Offices, which is a civic and social c~deavor serving the needs of p~ople in the Urban Renewal Areas imr:mdiately adjacent; NCJ:l, THEREFGRE, BE IT RE.SOLVED BY THE BOARD OF CO~·!:.-!ISSIONERS OF THE HOUSil;G AUT:--IORITY OF THE CITY OF .ATLPJ--iTA, GSOrlGIA, that the Executive Director, after co:-...currence by the Renewal Assistance Administration and the Board of Aldermen of the City of Atlanta, is authorized to execute a L9ase .Agreer.:,:mt u...--ider th~ preva.ilL,g provisions of tha lrrt Handbook. I �·• I - I l Chapter 32 URBAN RENEWAL* Sec. 32-1. Sec. 32-2. Sec. 32-3, Sec. 32-4. Sec. 32-5. Sec. 32-6. Sec. Sec. Sec. Sec. Sec. Sec. Sec. 32-7. 32-8. 32-9. 32-10. 32-11. 32-12. 32-13. Duties of planning department. Duties of planning engineer. Determination of phasing and of allocations to be devoted to project areas. D etrrmination of locations of projects. Rezoning r ecommendations. Processing applications embracing subdivisions, r eques_ts for building permits. Commitments by builders. Minimum structural r equirement s. Varying specifications in description of materials. D esignation of changes in "description of m aterials". Restriction on issuance of building p ermits. Technical committee. Reserved. ,Sec. 32-1. Duties of planning department. Urban renewal ac:tivities of the city shall be conducted in the department of planning under the general supervision of the mayor and board of aldermen through the planning and development committee. The department of planning shall study the urban renewal requirements of the city, to determine ways and means fo1· their accomplishment, and to promote and facilitate timely coordination and orderly development of urban renewal plans, projects and other refated activities throughout the city. (Cum. Supp., § 56A.3; Ord. of 6-1-64, § 2; Ord. of 12-21-64) Editor's note- The planning and development committee has been substituted for t h e urban renewal committee in §§ 32-1, 32-2 a nd 32-13, pursua nt to Ord. of Dec. 21, 1964 abolishing the urban r enewal committee and transferring its functions to the planning and development committee. Sec. 32-2: Duties of planning engineer. The plann ing engineer shall devote particular a ttention to the r equi rements and commitments of the "workable program", as defined in the National Housing Act of 1954, as amended, and shall c_a ll upon the various departments, agen*Cross references-Minin1t1m housing st andards, ~ 15-21 et seq.; responsibility of department of · building inspector relative to demolition of buildings, § 8-12; director of urbari renewal emeritus, § 21-75 (y) . State law r efer ence- Powers of municip·a Jities as to urban renewal, Ga. Code, Ch. 69-11. Supp. No. 5 1617 • r . r �•• J § 32-2 § 32-5 ATLANTA CODE cies and agents of the city, as required, to cany out their responsibilities thereunder to include annual revisions for recertifications of th'3 "workable program". The planning engineer shall insure coordination of capital improvement projects with urban renewal project plans in order to obtain the best possible advantage for the city. He shall frequently consult with the mayo1· and chairman of the planning a nd developmen t committee of the board of aldermen and keep them informed as to urban renewal requirements and the state of development of the city's urban renewal pl ans, and shall m ake recommendations thel'eon for facilitating progress of urban · renewal in the city. ( Cum. Supp., § 56A.3; Ord. of 6-1-64, § 2; Ord. of 12-21-64) Note--See edito::-'s note following § 32-1. Sec. 32-3. Deter nination of phasing and all allocations to be devoted to project ar eas. The planning depa rtment , in coordination with the housing autho:·ity of the city, will determine the phas ing considered desirable for constrnction of F.H.A. 221 housing allocations and what portions thereof, if any, should be devoted to urban renewal project areas, and shall make recommendations accordingly to local F.H.A. officials. (Cum. Supp., § 56A.4; Ord. of 6-1-64, § 2) I I ' ' l--',/ Sec. 32-4. Determination of locations of projects. The planning depai-tment wiil study proposed locations for such projects and determine those consider ed mos t suitable from the city's st an dpoint for 221 housing projects and shall coordinate thereon with local F.H.A. officials . (Cum. Supp., § 56A.5; Ord. of 6-1-64, § 2) Sec. 32-5. Rezoning recommendations. The Atlanta-Fulton County joint planning board w ill make timely recommenda tions to the zoning committee for rezoning such areas as it considers appropria te in order to facilitate the 221 housing progntm. (Cum. Supp., § 56A.6; Ord. of 12-21-64) Editor' s note-Ord. of Dec. 21, 1964 redes ig nated the planning and zoning committee a s the zoning commit tee. -Supp. No. 5 1618 s- - · - - - '\ �August 6, 1969 MEMORANDUM To : Dan Sweat From : Ray Fleming The idea of management seminars for the concerned busi.nessm n (or those affected by relocation) in these re s i s an important idea . How ver, in light o! the languag of the p opl e , I think it may be still too "highbrow · It needs to be thoroughly orienteJ to the av rage busine smen in the area. It i folly to try to assume ~ /ii rket potenti l or training £or most of the e bu ines • Seminar cla see s}Jobld focu on busine pr ctic uch bookkeeping nd dev lopm nt of the neighborhood market. l would lso state that be ides simpl busin se skill • th definite stres ing of warene s of agenci s that can h lp in th relocation and new fac:ilitie exp nae • Th e g ncie , public or private, should b mor than . dvic giv ra. I believ that th s businesses cannot surviv the r loc tion mov if not given financi l help for th y are pr · tty close to marainal tat.us now. Cone rning reloc tion .... reloc tion should b and retranaition bould b d quickly a th lo s of acb bu in s ' narrow m rket. m de a clo ly aa poa ible pos ible o that to pr elude AU c nt r ahould also k ep n ongoing, fr dviaory geney for helping th ae m peopl nd ould ncour e "r habilitat d" bu in with their view nd opinion•. In ummary, I think th proj ct i useful for short t rm appro ch to k eping tbes RF:je om smen to help redir c:tion to exi ting smaller busine • s d contribute rd a liv • �CITY OF .ATLANT.A July 31, 1969 OFFICE OF MODEL CITIES PROGRAM 673 Capitol Avenue, S.W. Atlanta, Ga . 30315 404 -524-8876 I v an Allen Jr., M a yor J. C. Johnson, Director MEMORANDUM

TO: Mr. Dan Sweat Governmental Liaison FROM: James L. Wright, Jr. ~ a,.JAl,Q-. . Director of Physicallf>evelopment SUBJECT: Model Cities Meeting Will you please contact the following City Department Directors and their staff members for a meeting August 5, 1969 at 2 p.m. in City Hall: Ray Nix on Karl A. Bevin s Dorsey Brumbelow Robert C . Pace Paul Weir W. T. Bush Frank Br own George Timbert G. F . Steele Floyd E. Garrett J . W. Came ron Jack Deliu s A. P . Brindl e y Vi rg i n i a Carmi chae l Betty Ya rbrough Ruel Morrison Darwin Womack Dan John s on Public Works Department Traffic Engineering Sewer Division Sewer Division Water Department Water Department Water Department Street Lighting Street Engineering Street Engin eering Sidewalk Division Par ks Depa r tment Park s Depar tmen t Rec r eation Depar tmen t Rec r eation Depar tmen t Atlant a Public Schoo ls Atlant a Pub l i c Schoo l s Street Mai n t ena nce The purpose o f this meeting will be (1 ) to d is cuss the Model Cities Planning Work Program for 196 9 a n d the invo l veme nt of thes e Depart me nts; (2) to obt a in dat es for 197 0 proj e ct exe cution schedules and (3) to outline neede d non - cash credit information for the 1970 NDP applic a t ion . �l Mr. Dan Sweat Page 2 July 31, 1969 It is particularly imperative that the non-cash information be obtained quickly to meet 1970 NDP submittal targets , ~ ti¥, I.., .woul.d,__appreciate ~m..ur._pr_e.sen-G~-a:1:.- t..he-me-et±n---g-to assist in ' e~--s---i-z-ing_!J?.i s point ~ bah cc: Johnny C. Johnson Eric Harkness Collier Gladin Louis Orosz Howard Openshaw Torn Eskew Frank Keller �CITY OF ~TLANTA August l, 1969 CITY HALL ATLANTA, GA. 30303 Tel. 522-4463 Area Code 404 IVAN ALLEN, JR., MAYOR R. EARL LANDERS, Administrative Assistant MRS. ANN M. MOSES, Executive Secret ary DAN E. SWEAT, JR., Director of Governmental Liaison MEMORANDUM To: From: Dan Sweat Subject: Model Cities Programming Meeting On Tuesday, August 5th at 2 p. m. in Committee Room #1, a meeting will be held to reach decisions in the Model Cities Program which will have a significant effect on your department. The purpose of this meeting is to obtain non-cash information to m ee t 1970 NDP submittal targ e ts. I hope you can atte nd this m eeting so tha t w e might h a v e your recommendations. DS :j e �URBAN RESEARCH & DEVELOPMENT ASSOCIATES, INC. FULTON NATIONAL BANK BUILDING• SUITE 710 • ATLANTA, GA. 30303 • 404-523-2877 BETHLEHEM, PENNA. • DENVER, COLO. • SAN FRANCISCO, CALIF· July 29, 1969 Mr. Dan E. Sweat Director of Government Liaison 206 City Hall Atlanta, Georgia Dear Mr. Sweat: It was a pleasure meeting with you to review our work for the Atlanta Housing Authority as it relates to the Model Cities plans and the Stadium Authority• s future space needs. Our since re thanks for providing time from a busy sche d ule. Your comments were v e ry enlight e ning and we hav e since discussed the stadium activ itie s with the Chairman, Mr. Montgome ry and Mr. Scarborough, the Manager. Hope fully , w e we r e able to give you a bri e f insight into the work we ar e doing and our conc ern for the stadium 1 s n e ed for additional parking space. A plan must be de ve loped that will r ec o g nize t h e long ra nge ne e ds of both the stadium and the Model Cities N e ighborhood. This w ill not b e an e asy task , but afte r reviewing the existing c onditions w e are confid e nt that a w orkable plan can be achie ve d w hich w ould b e an asset to all people using the area . A g ain , thank you for you r aid and pleas e do not h e sitate to c all if we c a n b e of assista n c e. Ma rtin C . Gilchrist E xec utive V ice P resident cc: Mr. A rthur L . M o nt g omery Mr. Le s ter H. PerSclls Mr . Johnny C. Johns o n MCG/nh PLANNING THE TOTAL ENVIRONMENT FOR BUSINESS • INDUSTRY • GOVERNMENT �