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A PROPOSAL FEO:M THE DEPARTEBIT OF C0}iHUNITY AFFAIRS STATE OF CONNECTICW TO DEPA.~NEN'l' OF .HCUSING .AND URBAN D.t.V hiLO?~·iENT TO DEMCNSTR..<\.TE AH EX? ..A.NDED STATE ROLE IN THE MODEL CITIES FROCEW1 �r A PROPOS AL TO DEMONSTRATE AN EX PANDED STATE ROLE I N THE MODEL CITIES PROGRAM .I ntroduc tion page 1 Expand e d State Ro le i n Model Ci tie s page 4 Rela t i onsh i p of Mo de l Cit i es to CDAP p age 7 Rel at ionshi p of Mo del Cities t o Communit y Re lations Team page 8 Relationship o f Mod e l Cit ies Pr ogram t o co :zi. , t o Mun icipal Gove ~nme nt t o Ne ighbo r h ood page 1 0 St a t e Pr og r am Impl icat i ons page 14 a. Corr.munic ations page 14 b. Orig ination o f Progr am s p age 16 c. Ec onomic Devel opme n t Te ru~ page 1 6 d. Discretionary Funds p age 19 Administrat ion pag e 21 �A PROPOSAL .AN EXPAl.~ DED STATE ROLE IN THE MODEL C I'i" :i:C:S ?RC..;?-~·i Introduction Early indications se e m to point to a new promin e nce tor the Model Cities concept .in the new administration's approach to federal participation in ~rban oriented pru grams. Since such a change may require extenstve administrative and policy restruc- turing on the fed e ral level, the DPpartment of Housing and Urban Deve lopmPnt will need to have before it a maximum of experience in dealing with the administration of the Model Citis program at all levels, in order to develop that structure which will most effectively achieve the objectives of the Model Cities Program. It is becoming in- creasinqlv c~ear that such a structure must include a greater role for state governments in effectuating the program; howev er, outside of Connecticut there is a paucity of hard information concerning possible constructiv e roles states can play . To help provide such information, we propos e that the Connecticu t Depa rtment o f Community Affairs (DC A) b e designated to carry out a d emonstration p rogr am intended t o test the thesis that ·an integral role for state gov ernments with the B.111 coopera- .-- t ion of the f ede ral government can greatl y i ncre ase th e effect ive ness of the Model

Cit i es P.r ogr:a m, and e nhance the deg r ee to which its object ives are a c t ua l ly reali zed in the local mu nicipa l i ties . There are s evera l r eason s why Connec t icut i s uniquely p r epared t o execut e such a demon s tration with maximum r esul t s . Conne c t icu t n ow has operative a n e xte ns ively de- veloped Department of Cow~un ity Affair s , an Agency with ability and e xperience and charged with the responsibility of dealing with a v.ide spectrum of urb a n life. The Commun fty Develo;r.,.ent Action Plan (CDAP), through which oc.; affects the total com prehensive planning and execution functions in Conpe cticut communitie s , is a Program with import-:1nt relationships to the Madel Cities Prog ram. Each of Connectic .1t ' s :-tod el 1 �2• . Cities Cotr.munities is also engaged in CDA? planning. Geographically, Connecticut is a compact state and therefore cond'.lcive for a centralized state agency to decentralize when necessary in ord& to maintain close contact and coordinate developments in local communities. Since Connecticut's model cities range from small to medium in size, they constitute a manageable laboratory for e x periment in urban change . The numbe:-of these cities, fiv e , is large enough and the 'problens in each varied enou:;h to provide a productive sample for the demonstration; yet their size and variety certainly fall within DCA's demonstrated capacity. The whole compl ement of urban ills exists in Conne cticut, but in a magnitude which is not overwhelming and which will yield to creative planning and judicious admi~~tration more readily than in larger cities where conditions are more u<:.. t,pei. ....... -.. • Consequently DHUD should anticipa t e early reports, prelimina r y e valua tions, and the nec es sary fle x ibility of DCA to adjust to possible federal policy change s within a reason able d e ~onstration period. Conne cticut ' s al ready adv a nta g e ou s s i tu atio n shoul d b e come e ven b ett er during the present session of the legislature, since that session is expected to adopt legislation codifying t h e state's role in Model Cities, provid i ng discretionary Program funds , and o f f e ri ng n ew p o ssib i lities fo r community d evelo pme nt. Finally , a nd of most im9ortance, Connecticut has amassed valuable e xperi e nce in ways in which state government c an p romote and enh anc e the Hodel Citie s Program, t h r ough the a ::tivities since June o f 1968 of.it s four Model Cities Coord i nators. This Demon- stration was made possible when Connecticu t r e ceiv~d the initial 7 01 grant to derr.o:i.strate potential state coordin ation of t h e Model Cities Program . The coo:cdinators , working under and through the Governor s Inter-Ag ~nc y CoIT'.:nittee on Mode l Cit ies , has sought wa ys by whic h the re s ources of f edera l and state, public and 9rivate agencies �3. can be most effectively mobilized to the benefit of the State's model cities One significant result of the team's work has been to demonstrate that a state agency can maintain a much closer relationship to a local program (and thus be more able to appraise it accurately) than can a federal regional office. Most signifi- cantly, this proximity to the local program can be seen in the fact that the coordinators have developed a close rapport with Model Neighborhood residents and grou~s. They are thus in a position to evaluate and influence programs from a perspective not often achieved by government agencies. Our proposal not only calls for the team's present · functions to continue but for them to be expanded and intensified. In summary, we propose that Connecticut's Department of Community Affairs be designated HUD' s agent in managing the Model Cities programs in the St.a te, and be granted adequ~te funding · to provide additional staff and equipment necessitated by this expanded role. The proposal ·which follows will explain in detail how this can be done, and why Connecticut is in a particularly advantageous position to carry out such a d·emonstration. It will also examine some implications for specific programs. �4_. That the Nadel Cities team has a::coCT\plished since its inception nine rr'.Onths ago is a matter of record, and appears in the two quarterly reports which have been su~mitted to hlJD. It is no~ perfectly clear that those acco~plishments could have been more significant had certain problems been more clearly foreseen and more a~e~uate provisions been m2.de to de2.l •,1ith them. ~rese~t proposal. These shortcomings are corrected in the Some are dealt with later in the section on program implications, but the mcst serious inability which the staff ex9erier.ced arose from the St2.te's anomalous position in the ~-Iodel Cities P.::ograra~ Lacking both authority and respon- sibility in the federal Program, t..11.e S_t ate was nevertheless asked tq exert a constructive influence on that P::-ograr., 's .::::-eception in the cities. nine .nom:as e - erience, _ is_ t ~ ductive state parti';=ipat~ e s ire he given a full share of a thor.-it1""- an· responsibility in s, --- The inescapable conclusion, after

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that the state fec.~al t-!odel Cities cture. Connecticut is particula::-ly well prepared to denonstrate such a new role, not only by its unmat::hed experience with Hodel Cities, but al·so by its own State programs in the cities, the cost ioportant of which is CDAP. The Model Cities ?rogra.-:1. and the CDAP Progra~ are inextricably tied together in· the Connecticut model cities. Both progr:ms have a five year tL.ie s_chedule; bot.li. de!:!and citize!l participation; bot.:7. call for comprehensive pla~ning and execution; path focus qn the social aspects of physical rene~,al. In fact, the primary differe:1ces between t.~e two Progra~s a:::-e that CDAP enco~passes the entire cor.~unity inste=c of designated target areas, has a possi~le two ye=r plannir.g r;eri:::d insteac. of one, and evaluates t ·.,elve mu ::li::ip-3.l functions r athe:::- than the te:1 suggested in the Model Cities ?rcgra.--n. 1 that the y be ar:::::.ins~ere-i :,·ith t;-,.2 rn a.:<is•.lr:i. possible cco.:-:::: i""a t:..0::1.. ·-:-he l ocal p:::::grc::-.3 lof t.:, ese t·...-o, CJ.=-.? ex:~:::ines :::u::i.ici?al gc•1e!":":..-:-ent2.l e ffe-:ti-v·e~ess a~::! is the~e!:c!:2 r:~':. ~irectl"! ;.?p.lic~!J:!!e to tte ~:o·=. -=l Ci ti es ?=c·;-:-::-:1. ':~: ot!ler, rnt ~~!."~ ~==-:;= r.J..1 cc~.::-.·~ ~ic=tiort s , ::'liq'?".t ·~=11 be a ?art of ~-~odel Ci ti-:!= , since its ~c:1= -: ~n c : rt~i:::~!- i s 3. ::-e~~i 5it : of citizen 9a":"ti.ci~atio:-:. �s. r ·s t i ntegrate planning and action und ertaken in.the Model Neighborhood into the d c sig :1 f or the total community which the CDAP will acccmplish, _ allo_c ating priorities, staff and budgets fro;n a perspective which takes full account of r_equirements of both Progra~s and which seeks to mesh them for the most efficient possible amelioration of the city's problems. Th~s is a process which ·demands care in administration at the local level, since the inter-relatedness of the urban complex is such that a decision in either Program inevitably has immediate ~d far-reaching i~plications for ti·,<i:! otho2i.· , r-,ecessi i::ating · new adjust!"'.le!"lts and coordinations. The review process by which the fede r al and state concerns in the Programs are protected, are equally complicated, and must be carefully coordinated if they are .to be of maximum effectiveness in yielding information to state and federal agencies and guidance to local Model Cities and CDAP agencies. This coordination, difficult at best, will b e best accomplished when DCA, which bears responiibility for leading a municiE,ali ty through a ·successful CDAP, plays a similar role in coordination with HUD in the r1ode l Cities Prograr:l. DCA' s Model 'cities staff and CDAP evaluation staff are already in daily contact, anci can now formulate the processes and guidelines which will most e ff iciently lead to optimal results in both programs . The experience accumulated· by DC.!\' s Model Ci ties staff provides an excelle.nt foundation for devel oping this coordination. Each coordinator has assumed primary responsibility for a particula!:" model city, and has become extremely familiar with the realities of urban life in his city. Each has revie,ved Hodel Citie s applications, has served on local task forces, and has initiated s:.ibstan-tive progra'T'.S and follo~ved them through·to their realization. Each has attenJed CDA? review meetings, and ~as pre ssured and cajo'.l.ed rr-.ur-,:.~ipal officers and citizen groups to wed( togethe:::- to el(- , ped:j..te - t..'1-ie t:.-;o Programs in a cooperative effort. E:ach has attended local CDA meetings on a regular ba.sis and ha s ,.-;ork2d directly with neighborhocd groups - so~e direct �6. ou tg r owths of the Model Cities Program. AD have, in short, been directly involved in b Gt h Programs. In both structure and function, DCA is well equipped to assume added Hodel Cities authority. The field offices and review staif of the CDAP Program ar.e in daily contact with the Model Cities team, and the director of the Model Cities team is in daily contact with the Com.~issioner of DCA. DCA's team of urban specialists are available to both the CDAP and Hodel Cities teams. DCA has effective liaison with other state departtents an~ agencies through the State Interagency Model Cities Cormnittee, created by the Governor and established as the State's Model Cities authority. This committee is operatioff3.l and includes with DCA as coordinator the respective commissioners and their delegate agents from each of the major State agencies involved in urban matters; i.e., health, education, housing, mental health, crime and delinquency, finance and control, labor and welfare. In light of the above, DCA propos e s the following: by contract, HUD shall dele- gate to the Commi ssioner of DCA for a period of no less than t we lve months joint authority over the Connecticut Model cities Program. This authority will include joint federal-state review of applications and requests for release of funds; the negotiation of planning' grant contracts; the review of work progra ms and re vi sed work programs; the authority to recommend terminating a city's Model Cities status; and other authority incidental to and logically flowing from these functions. 2 2 This would involve joint HUD-CCA staf f meetings on ~!odel Cities matters, inclusion of DCA in federal ~olicy ~aking meetings, attendance of DCA staff at regular conferences, etc . �7. Relationshin of Model Cities to CD~P it has e~rlier been stated that in Connecticut's Model Cities there is ihevitably a close relationship beb:eeP. the Model Cities Prog::::-am and the COJ>.P P::::-ogran. This was noted as re~~i~ing coo::::-dination i~ overse~ing the t\,O P::::-cgraws, which, it was said, could best be accomplished if OCA were to enjoy a partnership role with mp) in managing this State's Model Cities Programs. Now it is important to note certain benefits which can be expected to accrue to both Programs as a re~ult of their being carried out in concert. Administratively, this would have the obvious advantage of preventing duplication of effort, shariP.g costs of overlapping programs, sharing staff capc;ibilities, preventing conflic:ting '\ plaru.ing, =I.ficiently pro1} iding information developed by each program to the other, and expediting early action programs. But, more important thanthis, CDAP is a comprehensive program in which successful Model Cities innovations can immediately be implemented in a city's other problem areas. Discretionary administrative control exercised by the Cowmissioner will require that joint Model Cities-CDAP guidelines be prepared, and techniques of joint review developed, at both state and local levels so that the coordination will be guaranteed. �8. Relat 5.onshio of Model Cities to co·mmunit y _Relations Team What happens in a central city affects every corr.:.,unity contiguous to the city, and-m,:i.ny which are fc:1.r:the.!'." removed from the city ii...self. In the same way, the -;.:iod or ill health of the city favorably or unfavorably influences the fortunes of every bus i n e ss and co~.!ners ial or industria l ente rpr i se in the r e gion. It follows, then, that any concent:;:·ated attack on urban probler.1s (such as is envisioned in the Model Cities Program) and any rr,obiliza!=ion of .availabl.e resourc-es to neet such problems can ill aff or d to ove rlook r e source s exi s ting in suburban and exur b a n - communities, and also must endeavor most assiduously to enlist all possible help from the private business and industrial communities. This, the Connecticut Model Cities staff, will seek to accomplish. One important reason for the relative failure of such atte~pts in the past has been a break-down of communication. Suburban governments, r e pre sent i ng resid e nts wno a r e in the subur b precisely becau s e they sought to escape b eing p l agued with urban problems, are not likely to respond to appeals to help t h e cities until and unless the i r cons titue nts are full y convinced tha t they have an urgent conc ern with the we ll -being o f the core-c i t y which i s t h e heart o f the region wh lch they inh abit . In the s ame wa y , busine sse s and indus tries in the r egion have i n t h eir accoun ting procedure s no e asy indicator of what blighted human exis t en~e in the ghetto c o sts them each yea r in lost production, theft, v andalism, r .estri.cted. market, etc. Someone must tell them, if they are to . have a significant role in bettering the cor,di tions of life in our cities. The Connecticut l·!odal Citias team will have at its disfJCSal ir:tporta...11t assistance. as it seeks to overco:ne this co:c,rr.unications barrier. oc.:; has under way a · community relations project, in ·w hich a five-nan team are seakir.g to ~='··~lop ways to r.>.a)._e residents of non-urban regions mor~ : \var~ of their de9en.::~r...ce on the c°i ty, and to �9. bring them to accept a more proper share of responsibility for ·improving urban life. This demonstration program is being undertaken pursuant to a grant from HUD (Title IX I of the Demonstration Cities and Hetropolitan Act of 1966). Interestingly, this is - the only progra.-n of its kind in the country and offers DCA a unique opportunity to study under laboratory conditions the complex and perr.aps uncefir.able action-reaction relationship existing ·between urban and suburban communities throughout this country. The same team could carry out a similar communicating function with tne business and industrial communities. The increasing centrality of the Model Cities Program on the urban scene will mean that the Model Cities coordinators will be an indispensable resource for this Community Relations team: while the Conununity Re_lations team will in turn be · valuable to the coordinators' efforts to enlist the widest possible assistance in urban im- provement. �10. Relationship of State Model Cities ?rog!:"a.c-n to CiJA, to t-Iunicioal Gove r rrmea t:al Structure and to Neighborhood ~rouos The fac:j: that DCA has become HUD's delegate through- the process which has been suggested will immediately render DCA !:!Ore effective in dealing Hith t:iose local agencies which dete!:1!1ine the course of e•:ents in a Medel N'eighbo:::-hood. An agency possess- ing neither statutory nor administrative authority must rely only on persuasion to influence the program, and this alone is too often not enough to alter a city's pre·determined plans. This can . result, and ha·s resulted, in collisions between CDAs and the federal review team, with consequent delay in the local programs. These confronta- tions can be clearly foreseen from the State Hodel Cities staff's perspective, and could be avoided were-the . State staff accorded an appropriate degree of influence on local planning. The proposed DCA-HUD partnership will immediately increase DCA's impact on the local government, and will provide a new dir.1ension in the review and evaluation pro- . cess, since DCA's Model Cities staff personnel have close contact not only with the CDAs .but also with ne ighborhood groups in the Model Neighborhoods. Through this double insight and direct pe rsonal contact, a more balanced objective and complete evaluation of the Program can be made than would b e possible frcm ev en the best written reports. The DCA-HUD partnership will alsp make av ailable to CDAs and/or neighborhood groups a variety of tech..ri. ical assista nce av ail a l be f rom DCA ' s own st:a f f 3 and from the sta f fs of those state departments r e presented on the State Interagenc y Mode l Cities 3 Tha t part of DCA' s o rga~i zat i on throu g h whic~ se rv ices are d eliv ere J con sists o f two p a rts : Dis ;; ri c t Fiel d Opera t ion s a nd Su pportive Servic e s . Opera ting und e r its Di~ ec to r, each Distric t s taff ha s capab ili ty t o aid lo ca l gcvernme n t s , CAPS or oth er g ro ups i n prep a ring propo s a ls f o r s143.215.248.55e a s s i s tanc e , to r evie~ such progra~s ar.d to reccmm~nd acti0n on them to the Commi s siorrer. .~va.ilable through the Su~~,::i.::-ting Sen;ice s sta ff a re s pecialist s in hou s ing, urban rene~al, civil design engineer i ng, code enforc e Dent, s ocial servic e s, hum~~ resource development, we l f a re education, day care, city planning, recreation and l e is·..1re and manpm-;~r develop2ent. �11. C OTI"u'7\J..'t-'-'""'Ce 4 • It has b~cn t~e practice of t~e coorc~nators to maintain close contact with the all Model Cities-related developrr.ents, with a view to engac;ing statc:-offered technical assistance ,wherever this may be useful. When a need for such assistance arises, the coordinator acts as liaison between th~ CDA or the neighborhood on the one hand and the appropriate sta te agency on the other to insure maximum effP-ctiveness. In .the case of DCA' s own staff, thi~ means bring frig Distr:i ct strtff into contact with local agencies for program development and application processing in connection with projects in which DCA can offer support. It means similarly involving the Supportive Services staff in many evaluating, planning or training functions. case of other state agencies, it first means an inquiry directe~ In the tn +hat agency's contact pers on on the Interagency Model Cities Committee to establish what p e rsonne l are available for the needed function, follo wed by negotiation to make that personnel productive on behalf of the Mode l Citie s group. (a} Working wit h City Gove r nment s To insure smooth and prornpty delivery of such services, the coordinators will likewise maintain regular in-depth contact with those officials in each cit y r esponsibl e f o r t he. Model Citie s Program, t o r evi ew the p lanning being developed by CDA and .city staf f, to encourage explanation o f innovat i ve and experimental possibilitie s, to offer those kind s o f techn i cal a s sistance availabl e fr om the st ci.t e, a nd t o make sur e th a t ma.'<irnal c i t izen partic i pation is - included i n t h e planning at every step. They wi l l also regu l a~ly 4 Represented on t he co~~i ttee, o r read ily accessibl e to i t and t o the ~:odel Ci ties staff, are the state departments of: Consumer ?rotection; Corrections; Connecticut Develop~er.t Commission; Education (including dJvisions of vocational education a~d rehabilitatio~ ) ; Health; Labo~ (inclu~ing the Connecticut St at e 2:7\?loy.nent Service ); :·!ental Heal t h; ~-Ielfare (inclu_d ing Social S~rvices and Child :·: elfare); and the Governor's Cor:unittee on Crime and Juvenile Delinquency. �r 12. attend meetings of the cou;:i.cils and task forces representir.g resi.dents of the neighborhood, i.i order to provide similar stimulation and assista:ice in their ,-, ork. (b) Working with Neighborhood peoole One of the disadva1:t2.qes under which neighborhcod people labor is a lack of information about the programs of government, federal, state and local, which can be made to work on their behalf. This can lead to a reaction of hopelessness which cuts the tap-root of any possible citizen participation. Disillusionment which results when govern- mental promises seem to the residents not to be redeemed (even if the failure results fran the residents' own ineptness in dealing with governme nt structure) can have the same effect. For these reasons, it is important for the coordinato~s as soon as Fossible to those individuals and groups in the Model Neighborhood which re.f leet validly and attitudes existing in the neighborhood and/or exercise or have the potential to exercise leadership. When these key persons ?nd groups are . found, con- tinuing contact with them wust be maintained, in orcer that the coordinator may have a.realistic picture of the Modcl Ne igbborhood in all its dimensions, in or d er that I he may inform residents of the new po.ssibili ties the Model Cities ·Prog:r:-am opens to them, and in orde r that he may enlist their p articipation in the fullest and most ·produc-· tive wa y. Succ ess i n establishing , maintaini ng and using such rapport with neighbor hood peop l e has be~n a signal ach ievene nt o f the Connec t i cut Model Cit i es sta f f in their first year o f existe nce under the 701 gra nt. This kind of concern with the e xisting viable structures in t h e Model Neighbo:-hoods has in many cases led to the establishment ot mutually bene=icial liaiso'.i with the �l 13. Community Action Agencies, through which the CAAs and Model Cities programs have achieved an important working relationship. This emphasis·on neighborhood liaison at the state level gives to the Connecticut Model Cities operation a balance which cannot be duplicated, and which has great promise for the success of the demon~tration being proposed. Important as the achievements in thi~ .regard have· heen to date, they can he magnif?_Pd and enhanced if the items proposed are granted, since each coordinator will have more time to devote to the city which is bis essential responsibility, and because he and the staff of which he is a part will have the capability to exercise a greatly intensifi~a i.mpact on the local program and thus to produce positive results on behalf of neighborhood residents. �L

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Scace ?ro2r2m Imolic acions In the ligh t ·ol: DCA ~s e:-:?e rie.:-.ce .,.,ith Con.necticut' s Nadel Cities Programs, there are certain items of progra~~ing which already reco-:n.~end themselves as desirable .for irr~.ediate. implementation. Specifically these are: improver.tent of the communication flow, added emphasis on innovat_ion in 1-~odel Cities planning and a program to foste r the development of indigenous economic competence. · lJ'hile ~e pro~ose that an early star t on these is necessary~ we forsee that there ¥ill be others -which will become important during the period· covered by this proposal, so th cit it is necessary that there be maximum flexibility in the State's }lodel Cities function to allow for implementing these new high-priority items. Communications There are four ways in wh i ch the communication flow in our present program ·m ust be improved for maximum effectiveness to be achieved; (1) access by the Connecticut Model Cities Office to federal and other pla~nini concerning Model Cities; (2) intra-department communications; (3) communication with other departments of state government; and (4) cotni."tlunication with local CDAs and ne.ighborhood groups. 1) DCA's Model es office must be re all _federal conferences dealing with Model Citie s, a·nd at many such spon-sored by private agencies. · This is a must if the c.oordinators are to be the productive, up-to-date res ource which is needed by the Hodel Cities programs. DCA, in such confer.ences can have a valuable input to federal thinking because -of its .unirue e:<perience: • Also, pro- I ~ision must be made for frecuent field trips to vtsit promising experimental programs I •• ~ • I. in other states which may be adaptable to meet Connecticutrs needs . Likewise, DCA must develop withi n its Model Cities office a resource library making as much infonnation as possibl e i::.:nedi-3tely avai'lable . �. "'--~ - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - ~ - -....__,_.____--=-- ~ -...---,11, -15. · 2) As the 'N0 del Cicies programs in Co.nneccicut move cowarci t he execution phase, th~re wtll be an i r: cre asing n~ed for close coo~dination of all DCA progra.'.1s in Nadel Cities cor...-:iunities . T' i s wi ll be par tly taken care of by the Director participating in regular meetings of the District DirectorsJ but will also. require the institution of a reporting _syst-;?m by which the Hodel Cities office rezularly receives status reports of all DCA programs in Model Cities QUnicipalities. Further, to improve intra-department communications, it will be urged that programs of sensitivity training be made mandatory for many DCA eraployees, aimed on the one hand to . sensitizing workers to each other, and, on the other, at ·sensitizing field workers to the pa_rticular communications problems of residents of Nadel Neighborhoods and other . ghetto corranunities • ... . 3) Since the developr:1ent of good communications with other departments of the. state government will play ·a major role in the success of the Model Cities staft's efforts, the approach will . be to make fuller use of the Inter-Agency Model Cities Committee. Their meetings must now be regularized; and the agenda must include full reports on the status of each city's pr~gram and a calendar of upcoming Hodel . Cities events to which other departments will be expected to make 4) Finally, a contribution. -- though the individual· efforts of the coordinators have established ·good relations between DCA and lccal· Model Cities groups, there remains new avenues through which communication can take place. a need for Fer this reason, DCA will ·sponsor regular state-~ide or even regional conferences for.local DCAs ana/or

neighborhood gr oups , at which information can be imparted and participants i n local programs can share idea s with each oth er .

major c omp on ent o f such conferences . . Sensitivity training ma y also becccie a �16. Since it will be a contiriuing concern of the Model Cities team in ricA to work ~ith agencies of municipal ~overnment and with neighborhood groups to encourage them to a maximum of innovation and experimentation in developing the components of the local Model Cities P-ogram, the team will work c~rsely with DCA's battery of ~~ban experts to originate new and imaginative attacks on urban problems. The team will also seek to enlist all possible federal ~ state, and local, public and private, assistance available, to local municipal agencies end neighborhood groups in putting such plans into .execution. The coordinators will further seek to acquaint themselves will new problem solving !=pproaches being tried in other states, ( e.e., Ne_w Jersey's guaranteec income, New York's Vest Pocket Housing, etc.) to determine wr: :--".he:- :·.. .h programs offer promise for meeting some of Connecticut's needs. In particular, the team will bring to bear on such problems the technical assistance available on DCA's own staff and the staffs of Departments represented on the Inter-Agency Committee, with a view to developing the full range of possibilities open to each Nadel Cities Agency in meeting its o-wn local situation. The emphasis will be on developing ideas and programs which establish new directions or concepts on an experimental basis. The team will then communic·ate these possi- bilities to the municipalities and the }!ode! Neighborhoods, and will assist them in translating such programs into action . Eco~omic Develooment Team It is ax iomatic that the standard of living of low-income urban residents i annot be raised unless they are allowed and encouraged to share in the total economic productivity of their ccnB1unit y. The history of urban development, ho wev er, has shown that the se progra'.r.s adver sel y affect the e~onoC'.'\ic destinies of the inhabitants . �17. It;: is not atypical to find that 40% of the businesses within a_ renewal area subsequently fail. This mortality rate reflects poor business practices that caused the operation to be marginal, personal service operations that were geared for a .particular area, and in most cases these smell business ventures had no direct relationship to the larger business col!lITlunity and therefore were strangers to the local Chamber of Corr.mere~ lending institutions, etc. For these reasons, it is necessary to employ all available governmental and private resources to provide imaginative Model Cities programming designed to save, support, and improve existing businesses and industries in Model Neighborhoods. In the same way, new businesses and industries must be created that are competitive an~ encuwpa ss new markets, new technology, and the assistance necessary to develop sound rr.anagerial skills and practices. Likewise, these new businesses will be influenced by Model Neighborhood residents and the City Demonstration Agency by virtue of their involvement in new manpower training and employment opportunities that must be developed. To this end, the 'Hodel Cities staff will establish an Economic Development Team possessing ext ensive expertise in all matters relating to economic development. It \Jill be this team's responsibility to provide technical assfstance to Model Neighborhood groups to enable ehem to develop a socio-economic barometer of the neighborhood and thereby to determine the number, size and kinds of busin ess enterprises which may be required in the redevelopment neighborhood and those ~hich have favora ble prospects for succ ess. The team will also assist the local group in surveying and consultin$ . with existing business in order to establish ~hich businesses ought to re~ain in the neighborhood, ~hether sone should relocate, ~hich -will beco?T,e red '.1Lcdar:.t, ~:hich should shift to a different type of operation, which should expand, etc. Sinilarly, the number and kinds of ne•,1 businesses ,;.,hich will �18. be needed ~us':: be est?.blished. 1i!hen su t:h det e!"mination h.as been made) the ·tec1rn will provide technical assistance t6 aid potential entrepren ~urs through the problems of establishing, funding and organizing new enterprises consonant with the community's socio-economic plan. In the same way, the team will assist with the reorganizing, reloc:-tion, ex pansion or conv·ersio ,:-:- process ~hich existing .busin;sses will ·h,we to undergo. / In addition to the full-time economic development person, who will be director I . of t'he tE:. au1, personnel for this ti:::am will be ~o-opted on a p2.1:t-tin1i::: basis from the staff of DCA and other relevant state departments, some will be available from private enterprise, some can be enlisted from federal agencies, and when necessary, because of highly technical situations, consultants will be engaged. DCA has already taken the legislative steps necessary to effectuate this pro- . posed program. They fall into two categories. First, in 1967, the Connecticut Legislature established a state funding program for small business development centers (P.A. 524). Unde~ this Act, the Connecticut Development Commission was empowered to make grants to an SBA defined small business development center or a municipally designated agency or organization approved by the CDC which "has as its function in whole or i n part the developing of local entrepeneurship through rendering of consultive, techn ical, educational, and financ i al assista nce". Th e s t ated pur pose of th i s Ac t was to establish and stimulate · t h e ·gr owt h o f · sma ll business en ter pr i ses particular l y a s r~l ated t o the low-i ncome gr oups wi th in the community . Th e 1969 Leg i slatur e has b efor e i t a DC A sp ons or ed Bi l l (S. B.3 83 ) , 1 which prop o ses that t h e CDC ' s · f uncti on be t r ansferred t o the Commi ss i on er o f DCA. is a~ticJpated that this 3ill will be passed int o l aw. The s e cond DCA s ponsored Bill empowers municipally designated non - stock corporations, cor.:posed of neighborh ood res.idents, to undertake programs for small It �19. rl_<;ve_op!:!e::.t, 1 • b usi-:-:esz · 1 · inter ,Lia (~ _ .B. 6.?4'1 ·- , . These tT,;o bills tie in directl~, T,;ith e:-:isti.':!.g pro;r:!Els administered by the federak Sillall Business Associatic~. The Econo~ic Oppo=t~~i:y ~o~ns to s~2ll Busi~ess Progra~ (Title IV; 42 USC2901-05); Loans to State and Local Development Compariies Prog~am (15 USC 661, 695 and 696); and the Procurement and Management Assistance to Small Businesses (78 Stat 526; Title IV; 42 USC 2901-07) all provide for financial and technical assistance to low-income persons, whether they be members of a corporation, community organization or acting independently, interested in becoming involved in private entrepreneurship. Further, there is the Department of·commerce administered Program (Public Works and Economic D~velopm~nt Program, 79 Stat. 552), ~hich aims at developing private enterprises in economically distressed areas. Ai ... L..11ese programs must be coordinated with the CDAP and Nadel Cities Programs to develop a comprehensive plan for redeveloping target areas. In this context, the Economic Development Team will seek to develop all possible wa y s in which the local Nadel Cities ?rogram.1 itself can be m2de to benefit local entrepreneurs, ex isting or ~otential. These might include funding neighborhood development corporations, giving pref erence to local developers, and according preference in bidding procedures to entrepreneurs based in the neighborhood and/or incorpor2ting training procedures intended to upgrade local skills. The team will then work .-..,ith lo.cal CDAs and Task Forces to implement such possibilities as fully as possible . Discretionarv Funds As has already been noted, it is not possible to forsee all the program iteffi s ~hi ch developing circumstances may render desirable , or even necessary, duri ng the grant period. The final val ue of the deGonst r ation which is proposed depends largely on the progra~ being designed with enough flexibility to allo~ the staff to respond quickl~ and .positively to unforseen needs or newly emerging opportunities . Thus it i s expected that there ~ill be added during the grant period a nurnb2r of new program �20. items beyond those which have been mentioned. For this reason, the grant should provide for cert2in flex ible funds which the Com.~issioner, at his discretion, could use for any r~del Cities related function to enhance the success of Connecticut's Hodel Cities Program. j ! �21. Administrative Procedures The ability of the Department of Co1mnunity Affai!'."s to administer the fede!'."al Model Cities Grant Program and supervise the activities allowed therein would enable the Department to m=.ximize utili.zatior: of r.esou!'."ces a:lc. ma."l.pcwer now existing as part of the agency's ove!'."-all prog!'."a~. At t~e pres2nt time the 701 Urban Planning Assistance Program, 701 State Advisory Program, the Title VIII program and Title IX progra~ as well as a nurr~er of other innovative type activities being funded through federal and state grants are housed under one administrative office within the Department's organizational structure. It is proposed that the Model Cities Grant Program be added to the office to assure not only coordinative activities but more importantly that the activities of the various programs are supportive to one another and will contribute lar~ely to a comprehensive approach to community development in all of Connecticut's municipalities. It is felt that the Model Cities Program and the exp3..csion of technical -assistance to municipalities on all total staff levels will afford the state the opportunity to provide advice ., counsel, and resources to municipalities qualifying for such assistance on a specific problem solving level. The combining of these activities will, on the most part, provide the coordinated services in keeping with the philosophy of the Department of Community Affairs, that is an outreach and community-oriented program. To demonstrate the practicality and feasibility of this effort it is estimated that we will require a considerable expansion of the present Hodel Cities Coordination Progran staff. The current coordination stuc1y term i nates on May 30, 1969. The four coordinators now functioning .as a Model Citie s Ccordina tio n Team ·· ,iould be ~etained and will become a part of the proposed ten person staff which is outlined as �Profession~l Positio~s 1 Director 15,530. 5 Coordinators: 1 Assistant Director 4 Coordinators @11,960 ea 12,760 47,840. 1 Economic Development Specialist 1 Corr~unication Specialist 2 Municipal Services Coordinators II @10,380 ea 11,560. 9,680. 20,760. 118,130. Clerical Staff 4 Stenographers and typists @5,040.ea 20,560. STAFF SALARIES Administrative Staff 1 Accountant 1 Clerk and/or machine operator Total Administrative Staff 7,500. 5,040. 12,540. Salary Related Costs 15,117. 166,347. TOTAL NODEL CITIES PROGR.&'1 STAFF Staff Responsibilities The administration of the ne·,;, Hodel Citie_s Program will be assi,gned to the Department's Office of Supporting Progr·arns for the reasons as explained above. The major responsibilities of the Director will be to supervise-the functions of all members of · the :Model Cities staff . He wiJ_l be directly responsible to the Commissioner in the latter's function as Coordinator for Model Cities and Chairman of the Governor's Inter -Agency Committee for Hodel Cities . Re will establish such working relat_onships �23. ~ith c~~er Civisior.s ~f t~2 Depart~~nt as ~e called fo~ i~ th~ p=8posal, p:rti~~- larly the ilh::~shing of. ,:.,oc1el Cities and CDA? fu .. ctio:1s ar,d coordinatL,g District functions. into the over-all Model Cities effort in Model Cities communities. For this purpose, he w_ill participate in the regular n,2etings of the District Dire .... --:ors. He will negotiate with the CD.AP Design and Review staff the policies and procedures which will most effectively assure that the two programs complement each other, and achieve maximum .e=fectiveness. He wili employ the talents of the Community Relations team in those ways which will best insure the greatest comnmnication and the most · response in support of Model Cities and other urban efforts. He will sit as ·chairman i"n all reyiews of Nadel Cities programs in Connecticut. The;; ~vvrdinators will each have responsibility for liaison with all Model _Ci ties functions in one of Connecticut's first and second round Mode 1 Ci ties programs, but will also have other res9onsibilities as well. They will be chosen for their .broad- guage qualities and experience, enabling them to respond effectively in a wide variety of situations, but they should aJ.so possess real expertise in one or more of the following categories: interpersonal r ·e lations, community organization, municipal govern- ment, and federal and state urban programs. The Coordinator named Assistant Director will supervise the work of all five Coordinators, to insure maximum effectiveness of the state's efforts, and to use the individual abilities and expertise of each coordinator wherever they may be call ed for in any of Connecticut's Hodel Citi~s programs. He may act on behalf of the Director in circumstances to be determined by the Director. - Each coordinator will be creo~red to lend that helo which he can most effectivel y ' ... - offer as part of the t ot al 1-!cdel Cities Coordinat±ng Tea".'. in whatever city the Direct.a:-and/or Assistant Dirc=tor ..1ay determine needs his aid. in All coordinators will pe.rticipate all Model Cities revie~s, with the coordinator assigne~ to the liaison function with �· the city under review acting as principal interrogatnr of CDA proced~res. to foster new or struggling business or industrial enterprises, and for his organizational ability. He ·;ill assembly from DCA, from ,t:.er Connecticut state and f.?.deral agencies, and from the ·private sector, the Economic Developnent Team, whose sole purpose will be to offer every needed assistance to Nod~l Neighborhood entrepreneurs, existing or potential, who wish to start, develop or improve their own commercial or industrial enterprise. He will ensure that this tea:n makes availabJe all technical assistance needed by such ventures, and will formulate guidelines by · which ·each Medel Cities pro~ram can support them. The Comunications Specialist will be chosen for his expe:•+;_se ! _-

eveloping

an efficient flow of informa,tion between government agencies and with neighborhood people as well as municipal agencies, and for organizational abilities. He will de- velop procedures and mechanisms by which the Model Cities.office in DCA can most efficiently trans~it relevant inforr.-,ation to other divisions of the Department and, in turn, receive such informat_ion from them. He will also develop similar mechanisms and procedures for communication with local Model Citie~ groups. He will develop the Hodel Cities Resource Library, and will organize whateverc-onferences er meetings the team may decide will be beneficial. The Municipal Service coordinators will be chosen for thei:::- knowledge of and e xperience in federal, state and local fisca,l processes. It will be their responsibility to facilitate the ::l o w of Model Cities funds into the l.ocal ~1odel Cities progr?-ms and to administer state and federal discretio~ary fund s available to the I Model Cities Team. They will functi on only within p olicy de~ined b y the Inter-agency ~-!odel Cities Comraittee and/or the Director, and will be directly responsible to the Director. The four Cleric3l positions should include on9 per so n with some bookkeeping abili ty, �25. to assist the Fir,3.nci?.l .r..dministrator s, and one pe!"scn ~·.'ith so::ne kno~i!.e-;e of library sci"er-.ce, to aid in the fcrr.iatior. o:: the resource library. All should be proficient in the usual s ecretarial skills. Space needs will include: one private office (for the Director) · with adjacent secr etarial space; office space for five coordinators, with so~e provisions for privacy, with one adjacent s e cre tar ial space, and with a small confere nce room near by and available; sufficient office space for the Economic Development Specialist anc the two Financial Administrators, with two adjacent secretarial spaces. The total cost of equipment required to make the program ooerational totals $16,840. This figure includes office space as well as transportation costs for the field ope rations segment of the program as well as a variety of furniture and equipment. As d e scribed and for the reasons stated above, the discretionary fund is a neces- s a ry item t o k eep the program on an a ction orie nted bas i s . It is r equ est e d t hat $50 , 000 be a llocated for this purpose . Total Operating Funds Requi red Based on the above proj ects , t he est imated total f unds required to make the pro g ram operational is a mi nimum of $233,187. �