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Box 6, Folder 1, Document 9

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_001_009.pdf
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  • Item Type: Text
  • Title: Box 6, Folder 1, Document 9
  • Text: ATLANTA-FULTON COUNTY EDUCATION COMMISSION PROVISIONS FOR CREATIHG AN ATLANTA-FULTON COUNTY SCHOOL DISTRICT The General Assembly of Georgia at the request of its representatives from Fulton and DeKalb counties created a Local Education Co1mri.ssion in 1964 and charged the Commission with responsibility: To study the desirability and feasibility of combining the school systems of Fulton County and the City of Atlanta, including the portion thereof lying in DeKalb County; to provide that said Commission may draft a plan or plans for the combining of such school systems and submit same to members of the General Assembly from Fulton and DeKalb Counties. The Commission was appointed and conducted the requested study, releasing its report in February, 1966. The report reconnnended the dissolution of the Atlanta and Fulton County School Districts and the creation of a new district in their stead. A plan for creating the proposed new district was included in the report which outlined the steps necessary for carrying out this recommendation. The report of t he Commission was accepted by the legislative delegation representing Fulton and DeKalb counties. After due deliberation of the recommendations, the legislative group secured approval for continuation of the Commission and reque sted it to carry out the steps which it had defined as being necessary for dissolving the present school districts and creating the proposed new district. This memorandum outlines the tasks involved in creating the proposed new district and suggests how these steps may be executed. Five distinct but related tasks are essential in carrying out this latest charge to the Connnission. They are: �1. Legal work which is necessary in order to dissolve the two present districts and to create the proposed new district. 2. Educational planning necessary to assure orderly and effective transition from the present two districts to the proposed single district. 3. Suggestion on the initial role of the new board of education. 4. A program for developing public understanding of the proposed new district and the reasons which support its creation. S. Allocations of responsibility fQr getting done the necessary tasks. Each of the five steps is outlined briefly in the following pages. The assumption is made that the plans for the proposed district and the characteristics of the district included in the 1966 report of the Commission are acceptable. They are, therefore, reported in this doc1.nnent where appropriate. LEGAL WORK Substantial legal tasks must be undertaken and completed in order to establish the proposed new school district. It is not possible to define with certainty all of these tasks at present because there is no existing overview of legislation and court decisions affecting the present Fulton Cot1nty and Atlanta School Districts although major task areas can be defined. These follow: 1. Compil e and analyze the legi slat ion and court decisi ons whi ch curr ently affect the Atlanta and Fult on County School Districts. Since thi s has never been done , ther e is no way of knowing at present t he pr ecise dimensions of this t a sk. 2. Prepare the legislation which must be adopted in order to abolish the Atlanta and Fulton County School Districts. Until the necessary �research has been completed, there is no way of knowing just what this step involves • . Whether a .single piece of. legislati on general in nature ,rill suffice or whether specific measures repealing separate ~a~s relating to such subjects as taxation, bonding capacity, and so forth, are required remains to be seen. 3. Provide for meeting present a~d future unfilfilled legal and moral commitments of the Atlanta and Fulton County School Districts. ' . Indebtedness, outstanding bonds, retirement provisions and tenure rights are examples of such cormnitments. Current welfare provisions for personnel may be continued or provisions can be made in new legislation to protect earned rights of present personnel through incorporation in any new welfare provisions which might be created for the school district. Establishing eligibility of the new school district for s t ate funds is an illustration of another type of protect ion, as is assurance that current salary levels ,rill not suffer in the transition. 4. Arr ange f or the transfer of propert ies of present school districts to t he proposed new distr ict. 5. Prepare a cons titutional amendment f or creati ng the new school di strict. This is an essential st ep under Geor gi a l aw. The amendment should be expres sed in gener al t erms insofar a s feasible, leaving as many of the speci f i c provisions concerning t he district a s possible to be taken care of outside the frame,rork of constitutional mandates. The amendment would necessarily specify the boundaries of the district, define its basic structure, and outline its powers. Such would be done within the limitations of other constitutional pr ovisions affecting schools and school districts. For example, the_ �amendment would have to be consistent with the constitutional definition of the State's r~sponsibility for public schools. '! Legal provisions to be made either by constitutional amendment or statutory acts incl~de creation of a board of education of seven members elected at large for terms of six years, one from each .of seven subdivisions of the district of approximately the sarae number of persons. The amendment or enabling legislation should prescribe how the subdivisions are to be formed and how they are to be redivided as population changes dictate. Provisions should be made for the initial board to be elected as follows: three members to serve the full six-year term, two members to serve fouryear terms, and two members to serve two-year terms. Thereafter, the board members would be elected as existing terms of members expire. Vacancies should be filled by appointment of the board until the next election at which time unexpired terms will be filled by the voters. It will also be necessary to make provisions for a referendum to determine whether or not the amendment is to be approved (approval of voters of both districts is thought to be necessary). Provisions should be made in the event the constitutional amendment is approved for the board members of the Atlanta and Fulton County Districts to serve as the board of education for the new district until the new board is elected and can talce office. A schedule should be worked out, if needed, for shifting to the seven-man board elected as herein prescribed. �Board members should serve without compensation, receiving pay only for necessary expenses incurred in carrying out their duties as members of the Board of Education The proposed new district should consist of the present At lanta District, including the part which is in DeKalb County, and the present Fulton County District. A fundamental task is providing for a sound fiscal base for the proposed school dist rict. Establishing eligibility for St ate funds, I establishing eligibilit y for Federal funds, and providing for sound local support are necessary considerations. f The school board should be authorized to determine ~he property tax for supporting the school i syst em, as the Atlanta Schopl Board does at present. Furthermore , a uniform property assessmen~ plan for the entire district should be adopted and homestead exemptions eliminated. Sources of local school suppor t i n addition to the pr operty tax should be found. 6. If the pr oposed new school district is ·approved by t he voters , a transition committee should be es t ablished immediatel y to work out the many plans and details essential t o an or derly transition from two districts t o one. The transition committee should include the two superintendent s of school s , the chairman of each board of education, the fiscal officer of each s chool system, the assistant superintendent for instruction of each school system, and such other individuals as may seem appropriate. This committee should be r esponsible for the detailed transition plan to be appr oved by each board of education. 7. If the single school district is approved, the two present school systems should continue as at present for the balance of the s chool �year in which approval occurs and an additional full year in order to allow time for completion of needed transition plans. 8. The board of education for the new district should be elected as soon as possible after the approval of the constitutional amendment and should formally organize itself without delay and proceed at once with the selection of a superintendent. A superintendent should be employed and he should .begin his work as far in advance of the creation of the new school district as is possible . 9. EKecute any other legal assignments which are appropriate in the light of the analysis of pertinent legislation and court decisions and necessary provisions to assure creation of a school district conforming to recommendations of the Commission in its 1966 report. EDUCATIONAL PLANNING An enormous volume of work must be completed before the proposed school district can go into operation. I1any policies must be decided upon and much specific and detailed planning completed in order to assure the proper functioning of the new district. Hajor categories of policy development and needed provisions for operational guides under each are listed below. As is true of legal aspects described above , a precise definition of all of the steps necessary in this stage of planning is not possible presently and must await further exploration of current policies and practices of the tlro school systEIIIS. Finance 1. Develop guides and procedures for making the annual school budget. 2. Develop plans and procedures for purchasing. �r 3. Develop plans for necessary and appropriate financial accounting. 4. Develop a budget for the new school district. Personnel 1. Develop a system of personnel records for professional and other school personnel. 2. Develop salary schedules for professional and other personnel. 3. Develop a retirement system or systems. 4. Develop policies concerning employment practices for both professional and non-professional personnel. S. Develop policies regarding tenure, sick leave, vacations, leaves of absence for prof essi onal growth, and others as needed. 6. Propose a method of combining the two central office staffs. 1. Develop a system of r ecords f or pupil accounting. 2. Make r ecommendations concer ning the visiting teacher pr ogram. Pupils Administrative Structures and Regulations 1. Develop a plan for the internal organization and administration of the new school district incl uding appropriat e policies and definitions of responsibility. 2. Reach decisions on administ rative and supervisory services to be provided. 3. Develop policies regarding the size of schools. 4. Develop general school regulations such as length of the school day, ntm1ber of days in the school year, and designate holidays. �5. Develop a school calendar for the first year of the new system. 6. Reconnnend the future of the Metropolitan School Development Council. Curriculum 1. Determine the curricula to be offered. 2. Develop plans for kindergartens 'in schools now in the Fulton County District. 3. Develop policies for selection and distribution of instructional materials. 4. Determine the special professional personnel to be provided such as librarians, school psychologists, counselors, and reading specialists. 5. Ascertain the curriculum adjusnnents which are necessary in the transition period and suggest how they are to be made. 6. Recorrnnend policies regarding expansion of school programs with special reference to junior colleges, vocational and technical education, and adult education. 7. Hake recommendations concer ning t eacher loads, including pupilteacher ratios. Services 1. Reach decisions on services to be provided by the school districts such as transportation, food, and health services and how they should be provided. 2. Determine the non-professional personnel to be provided such as �.,. lunchroom workers, custodians, and secretaries. 3. Reconnnend plans for st oring and handling textbooks and other instructional supplies. · Maintenance i!:m! Operation 1. · Develop policies regarding kinds, numbers, types, and levels of competence needed by personnel ~n Maintenance and Operation. 2. Develop policies and procedures on the maintenance and operation programs. 3. Develop policies and procedures concerning work assignments and responsibilities of personnel. Other 1. Make reconnnendations concerning organizations which should exist i n the new s chool districts such as Parent -Teacher Associ ati ons, local t eacher s associations, and the various student organizations . INITIAL ROLE OF THE PROPOSED N:Bv BOARD OF EDUCATION Just how specifi c a bluepri nt f or transit i on should be is t o a considerable extent a matter of def inition. At one extreme is a plan which provides only the basic legal provisions necessary for bringing the new district into being. At the other extreme is a plan which includes the multitude of basic policies, operational procedures and allocations of responsibility essential to the effective functioning of a school district. The plan presented in this document embraces the first extreme and also the second to the extent that the Connnission accepts responsibility for the essential educational planning which must precede the operational phase of a �new ~istrict. As already indicated, this planning consists largely of d~yeloping reconnnended policies and procedures consistent with the basic charter of the proposed new district as outlined above and decisions of the , Connnission with respect to the nature and quality of programs and services it thinks the new district should provide. However, only that which is man- dated by law will be binding on the new Board of Education. In a sense, the Commission is acting in these matters as an agent of a school district which is yet to be created and what it proposes in the realm of educational planning is for study and action by the ne,v Board of Education unless areas are involved where decisions have been made already. PUBLIC UNDERSTANDING OF THE PROPOSED NEW DISTRICT Since public schools are the business of the public, every opportunity should be seized upon to help the public keep as fully informed as possible on school problems, issues, needs, and the nature of good schools. A well informed public is essential to successful decision making on educational policies and plans. Therefore, a major task in considering the proposed basic shift in the educational structure of Atlanta and Fulton County is developing and distributing among all citizens adequate information on the proposed change and the reasons which lead to the proposal. The report of the Corranission with its treatment of both sides of the issue of a single school district should be made available to all citizens and its contents should be widely publicized. Therefore, if the proposed constitutional amendment is adopted and a referendum is held, the referendtun should be preceded by a systematic and well organized public information program. �11Ia.ss media of commu..,ication should be employed to develop interest and public understanding. Newspaper coverage should be stressed. and television should be used extensively. 30th radio The pros and cons of the pro- , posed district reorganization plan should be presented through all three media. In addition, presentations to civic clubs, Parent-Teachers Associa- tions, and other formal groups should be stimulated. should be used in this program. Uany informed citizens Among such citizens should be leaders from all walks of life, especially school leaders, including Joard of Education members. Dy the time the election is held, all citizens should be fully informed on the issues at stake. In no other ,ray is it possible to reach an adequate decision on the school organization issue. GETI'ING THE JOB DONE It is the responsibility of the coordinator appointed by the Commission to prepare and submit to the Commission the transition plan as outlined above. An adequate plan requires bringing into play an array of specialized competence beyond the ken of any single individual; therefore, extensive use should be made of carefully selected consultants. The legal work should be entrusted to Mr. Pete La.timer, Attorney for the Atlanta Doard of Education, and Hr. Jaraes Groton, Attorney for the Fulton County 3oard of :Education. Dr. n. L. Johns, University of Florida, or some one of comparable stature in school finance , should be sucured as a consultant on all planning involving finance, purchasing, and accounting. Dr. Willard Elsbree, Emeritus Professor of Education, Teachers College, Columbia University, or some other authority in personnel, should be secured �as a consultant on policies and procedures concerning all categories of personnel. This assignment would include proposed salary schedules and wel- fare provisions. Curriculum authorities should be consulted as needed. A committee of leading citizens should be appointed and given responsibility for conducting an adequate public information program. The Commission should appoint this committee upon recommendation of personnel by the Atlanta and Fulton County school superintendents and approval by the two boards of education. Appropriate professional personnel should be available to the committee. Appropr iate personnel from the two school systems should be involved i n t he development of proposed policies and procedures, especially in infor mation and eval uation r oles. THP:jp 8/12/66 �
  • Tags: Box 6, Box 6 Folder 1, Folder topic: R. Earl Landers | Local Education Commission | 1964-1969
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 1, Document 11

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_001_011.pdf
  • Result Type: Item
  • Item Type: Text
  • Title: Box 6, Folder 1, Document 11
  • Text: MINUTES LOCAL EDUCATION COMMISSION MEETING September 22, 1966 The Local Education Commission met in the Conference Room of the Administration Building of the Atlanta Public Schools at 10:00 a.m., September 22, 1966, with the following in attendance: Commission Members ' Hr. P. L. Bardin Hr. J. H. Cawthon Dr. Rufus E. Clement Mr. F.d S. Cook, Sr. Mr. Alan Kiepper Dr. John W. Letson Mr. Thomas Hiller Mrs. Alan Ritter Mr. l-'!. L. Robinson Mr. William 11. Teem, III Hr. Fred J. · Turner Dr. Paul D. West Consultants and Staff Dr. Mr. Mr. Dr. Truman Pierce James Groton A. C. Latimer Curtis Henson Minutes of the April 27, 1966 meeting were unanimously approved. The EKecutive Committee reconnnended :Ur. Martha.me Sanders to fill the unexpired term of Hr. James White. Hr. J. H. Cawthon made the motion that Mr. Harthame Sanders be appointed to the Commission. The motion was seconded by Mr. Fred Turner and passed unanimously. A letter of resignation was read from Dr. James L. Miller, Jr. The mot ion made by Hr. Tom Miller that the resignation be accepted was seconded by Mr . W. L. Robinson and passed unanimously. Dr. Pierce reported on the proposed plan of work entitled "Provisions for Cr eating an Atlanta-Fulton County School District". He stated that the section dealing with the legal work had been discussed in some detail with Mr. James Groton and t hat the steps as out lined seemed to be adequate at this time . Following Dr. Pierce ' s presentation, Mr. Robinson made t he motion that the report be received. I t passed unanimously. Mr. Robinson stated t hat the met hod of electing school board members for the new district should be clearly defined. He made the motion that the report state that board members are t o be elected on a school districtwide basis by the qualified voters in a special, non-partisan election. The motion was seconded by Dr. Clement and passed unanimously. Dr. Clement made the motion that the proposed new 3oard of Education consist of nine members - one member from each of nine subdivisions of approximately the same population - all elected by the total electorate. The motion was seconded by Mr. Ed Cook, Sr. and passed unanimously. Dr. Clement made the motion that the wording in the plan of work be changed to read, Board Members will be compensated at the rate of $300 �per month with the chairman being paid an additional $50 per month. motion was seconded by Hr. Robinson and passed unanimously. The It was suggested that the report contain the statement that any seat on the Board of Education vacated for any reason will be filled by appointment by the Board until the seat can be filled by a regular school board election which will be held every two years. - How the length of office for the initial Board will be determined was discussed. Hr. Robinson made the motion that a committee of five members be appointed to make a reconunendation to the full Conunission on how the length of term for each Board Member of the initial :9oard will be determined. I1r. Bardin, Dr. Pierce, and three other members appointed by Mr. Bardin are to serve on this Conmittee. The motion was seconded by Mr. Tom Miller and passed unanimously. Mr. Fred Turner made the motion that the plan of action -as amended be adopted by the Conmri.ssion. The motion was seconded by Hrs. Alan Ritter and passed unanimously. Mr. Cawthon made the motion that Dr. Lyle Johzis:, Univer.si ty .of Florida, be . employed to ·make the necessary . s.t udy in the area of f inanc·e. 'lhe ·motion was seconded by Mr. Tom Miller and passed unanimously. Mr. Tom Miller made the motion that Dr. Willard Elsbree, Emeritus Professor of Education, Teachers College, Columbia University be employed to conduct the necessary study in the area of personnel and that if he is not available, the Executive Corrmittee have the authority to select a substitute. The motion was seconded by ~fr. Fred Turner and passed unanimously. In all cases, the rate of remuneration for each person who works for the Conunission and the tasks to be accomplished will be approved in advance by the Executive Committee. It was agreed that a copy of the amended Plan of Action be sent to each member of t he two school boards. Mr . Groton and Mr. La.timer outlined ·the work to be accomplished in the legal area . The Conunission agreed that the l awyers be given the authority t o st art work as outlined in t he following three areas: General Power s Revenue from sources other than Local School Tax 3. Power t o Incr ease Bonded Debt and As sumpt ion of Bonded Debt The lawyers are t o keep the Conunission informed about pr ogress, costs , and proposed next steps . The Conmission will sel ect and appr ove each additional . item to be studied before act i on i s taken by the lawyers. 1. 2. It was suggested that Dr . Pierce and the lawyers proceed as expeditiously as possible and that the Conmission meet again in approximately 30 days to hear progress reports. At the October meeting, plans for an interim report will be discussed. The meeting was adjourned at 12:45 p.m. Approved By: _ _ _ _ _ _ _ _ _ _ __ Chainnan - 2 - Recording Secretary �
  • Tags: Box 6, Box 6 Folder 1, Folder topic: R. Earl Landers | Local Education Commission | 1964-1969
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 1, Document 15

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_001_015.pdf
  • Result Type: Item
  • Item Type: Text
  • Title: Box 6, Folder 1, Document 15
  • Text: A PROGRESS REPORT to the LEGISLATIVE DELEGATION FROM DEKALB AND FULTON COUNTIES by the LOCAL EDUCATION COMMISSION OF ATLANTA AND FULTON COUNTY November, 1966 �Tentative THE LOCAL EDUCATION COMMISSION OF ATLANTA AND FULTON COUNTY Purpose This document reports progress made by the Atlanta and Fulton County Education Commission in developing detailed plans for creating a new school district to take the place of the Atlanta and Fulton County districts as instructed by the General Assembly of Geor~ia when it extended the life of the Commission in 1966. The document consists of decisions and plans which the Commission has made for creating a single school district, an outline of remaining tasks of the Commiss i on, provisions which have been made for completion of these tasks, a statement of budget needs , and a time schedule. Background Ref erence to the previous work of the Commission is nece s sar y f or the purpos e of under stand i ng proper ly thi s repor t. The commission was created by an ac t of the Gener a l As sembly adopted by t he 1964 s ession which gave the Commi ss ion r espons i bility "to study the desirability and feasibility of combining the s chool sys t ems of Fulton County and the City of Atlanta 9 including the portion thereof lying in DeKalb County ; to provide that said Commission may draft a plan or plans for the combining of such school systems and submit same to members of the General Assembly from Fulton and DeKalb Counties. " �The tasks assigned to the Commission turned out to be difficult and complex requiring studies involving law, economics, public finance, school costs 9 population analysis, school personnel, welfare provisions, school district structure, educational needs, existing educational programs, and curriculum development. These studies analyze current status and project probable future developments. · The studies provided the information required by the Commission to execute its assignment. The first report of the Cotmnission ; an interim one , was released in January of 1965. It briefly reviewed the substantial history of local concern for how education should be organized in the AtlantaFulton County area as reported in various studies, some essentially educational in nature while others dealt broadly with problems and issues faced by the growing Atlanta metropolitan area. The major con- tribution of this report was the careful identification , description , and analysis of advantages and disadvantages of a single school dist rict i rt place of the Atlanta and Fulton County districts. The report poi nt ed out the dif ficulties to be overcome in creating a s ingle d i st r i ct . I t also de scribed the proposed single district and s uggested a t enta tive budget for completing the assignment of the Commission . In Februa ry of 1966 , t he Commis s i on r e leased a report entitled, "District Reorganization f or Better Schools in Atl anta and Fulton County." Building on the int erim report summarized above, this docu- ment inquired into the effect on educational programs of transition to a single district, the effects on financing education and listed a number of important questions concerning the proposed district for which answers were provided. With the background thus developed , the -2- �r. Conunission was in position to reach a decision on whether or not it should recommend a single school district . The decision of the Commission was that a single district should be created to take the place of the present Atlanta and Fulton County districts. It found that the consolidation of the Atlanta and Fulton County districts was less desirable than dissolving them and creating a new district in their stead inasmuch as the disadvantages of neither district would need to be perpetuated, wpile the advantages of each could be retained. The report included seventeen other recommendations which defined required legal steps to be taken in creating a single district , described how the new district should be organized, and suggested financial provisions. The report then defined t wenty-nine transition tasks to be undertaken concerning primarily school programs of the present districts. A Public Inf ormation Services Program was suggested to help achieve broad public understandin~ of the proposed new distr i ct. The report ended with an analysis of recent develop- ments of significance to the school district reorganization issue. The repor t was presented to the Legislative Delegati on of DeKalb and Ful ton count i es befor e it was released . The Delegat i on accepted t he r eport and requested additiona l information on current and proj ected s chool r evenues fo r t he At l anta and Fulton Ccunty School districts , a f urther analys is and comparison of expend iture patterns of the two districts, a projection of s chool revenue and expenditure patterns for the two districts, and comparisons of projected revenue patterns and expenditure patterns of the two dis tricts with the proposed single district. Requested also was a comparison of current - 3- �educational programs of the two districts and the comparison of these programs with those projected for the new district. Finally, the Delegation asked that the necessary steps for establishing and placing in operation the proposed district be spelled out in a definite nattern which would serve as a blueprint for transition. A report issued in January of 1966 provided the requested information except for the actual transition blueprint. The latter is the major concern of this report. The first phase of the work of the Commission for the present year consisted of defining and outlining as specifically as possible the various tasks which should be undertaken and completed in establishing the proposed district. Responsibilities for completing these tasks were allocated and necessary authorizations were made accordingly. Using this outline as a guide , the Commission has reached important decisions and made substantial plans for creating the proposed new school district. These decisions and plans are presented in the re- maining pages of this report. Decisions and Plans Once the Commission dec ided t o recommend a single district, it then turned its attention to the tasks which would have to be completed in carrying out this recommendation. These tasks may be cate- gorized as follows: 1. The legal work required to dissolve the p~esent districts and to create the proposed new district. - 4- �2. The educational planning necessary in order to assure effective transition from the present districts to the proposed new district. 3. Suggestions on the election, terms of office of board members, and initial role of the Board of Education for the new district. 4. A program for developing adequate public understanding of the proposed new district and the reasons which support its creation. 5. Allocations of responsibilities for getting done the necessary tasks. _L egal l-Jork Mr. A. C. Latimer, Attorney for the Atlanta Board of Education, and Mr. James P. Groton , Attorney for the Fulton County Board of Education, have been retained by the Commi.ssion to be responsible for the necessary legal work . The log:J.c of this decision is obvious since their experience and present responsibil i ties will ser ve them well i n t his undertaking . Ext ensive r e s earch for t he purpose of identif ying, ana lyzing, and clar ifying a voluminous body of legisla t i on of both general and l ocal dimensions regarding educat ion in the Atl ant a and Fulton County s chool districts is underway. Relevant court dec isions are be ing subjected to the same type of study. There is no other way to ascertain the requirements for dissolving the two pre s ent distri.cts. When this has been done , legislation will be prepared for dissolving the districts. - 5- �7 Then , new legislation essential to establishing and maintaining the proposed district will be prepared along with required constitutional provisions. Attorneys Latimer and Groton have prepared a detailed outline of work which must be done before the new constitutional provisions and legislation can be drafted. This outline consists of fourteen different subjects which are being considered separately. The study of each subject involves : 1. identifying and analyzing existing laws and regulations µertaining to the Atlanta and Fulton County school systems which will have to be considered , amended , or repealed; 2. determ:f.ning the legal problems which reQuire special attention , and 3. establishing the end results to be accomplished by the new legislation. The fourteen subjects and a brief paragraph on progress achi eved follow: 1. Gener al powers. --Present statutes, regula tions, and cour t decision s t o be considered , amended , or r epealed have been i dentif ied as have problem ar eas t o be considered . The new l egislat i on i s t o cover powers general ly appropria te to school systems under the Georgia Constitution and such other powers as are required t o borrow, to contract with other governmental bodies , to sue and be sued, to operate school buses, to accept donations, bequests, and so forth, to operate educational programs from kindergarten through college, including vocational schools, relationships with adjoining school systems , and -6- �to establish a new district that is a political subdivision of the State. 2. Local taxation for schools.--Present statutes, regulations , and court decisions to be considered , amended, or repealed have been identified as have problem areas to be considered. The new legislation is to cover uniform property tax assessments throughout the district, provide for elimination of homestead exemptions, establishment of annual millage , tax levies , tax collections, and tax sources other than the property tax . 3. Revenues from sources other than local school tax.--Present statutes , regulations, and court decisions to be considered, amended, or repealed have been identified as well as problem areas to be considered. The new legislation is to cover authorization of appropria- tions from city and county governments , intangible taxes, transportation funds , and escheats. 4. Power to increase --12.onded debt and assumption of bonded debt. -- Present statutes, regulations, and court decisions to be considered, amended, or repealed have been identified. to be dealt with have been defined. Problem areas which have New legislation is to cover power to levy property tax, millage limitation , restrictions on retirement of debt , assumption of county school debts , and assumption of city school debt s. -7- �5. Repealer.--Present statutes , regulations , and court decisions to be considered , amended, or repealed have been identified, areas to be considered have been defined. Problem The new legislation is to repeal or amend the Fulton County one and one-half mill constitutional amendment and Fulton County constitutional amendments on millage limitation, bonded debt limitation, and pensions. 6. !1ethod of adoption.--Questions to be considered include whether or not a single constitutional amendment will suffice or if multiple amendments will be required; provision for courses of action if multiple amendments are required and some are adopted while others are not,·, whether the amendment(s) is to be general or local, what vote is required, who is eligible to vote, and how the ballot should be worded. 7. Succession ~o school property and contract rights.--Present statutes, regulations, and court decisions to be considered, amended, or repealed have been identified . been defined . Problem areas to be considered have New legislation is to cover .the transfer of county s chool properties to the new distr ict and the transfer of city pr oper t i es to the new dis tr ict. 8. Assumpt i on of l i abilities and cont r a ct obl iga tions . --Present sta tutes, regul ations , and court deci sions t o be con s i dered . amended, or repealed have been ident i fied . It ha s been a scertained that no notable problem areas exist under this subject . New legislation to be passed is to cover debts other than bonds , obligations, liabilities. and State School Building Authority lease payments. - 8- �9. Personnel.--Present statutes, regulations, and court decisions to be considered, amended, or repealed have been identified. It has been determined that no notable problem areas exist under this subject. New legislation is to cover contracts, pay scales , tenure, and fringe benefits. 10. Boundaries of the new district.--Present statutes, regulations, and court decisions to be considered , amended, or repealed have been identified. It has been ascertained that· no notable problem areas exist under this subject. The new legislation is to provide that all of Fulton County and the part of Atlanta which is in DeKalb County are to be included in the new district. Provision for the addition of new territory and other schools is to be included. 11. Board of Education.--The present statutes, regulations, and court decisions to be considered, amended , or repealed have been identified. Problem areas to be considered have been defined. The new legis- lation is to cover composition of the Board , eligibility for Board membership , term of office , election districts , powers, duties, responsibilities, compensation, and changes in composition and s i ze of election distr icts . Provision is to be made for terms of office of init i al boar d members. 12 . Superintendent of schools. --Present statutes, r egulat ions , and court decisions to be con s i dered , amended , or r epealed have been identified. It has been e s tabli shed t hat no notabl e problem ar eas exist under this subject . New legisl ation i s t o cover criteria of e ligibility, pro- vide for appointment by the Board , determine the term of office, and enumerate powers , duties, and responsibilities. - 9- �13. Transitiong_rovisions. --New legislation is to provide for an interim board of education to consist of the Atlanta and Fulton County boards, interim administration provisions, and an effective date for the new district to become operative. The legislation is to prescribe a schedule of steps to be taken if the constitutional amendment(s) is adopted. 14. Pensions.--Present statutes, regulations, and court decisions to be considered, amended, or repealed have been identified. areas which must be considered have been defined. Problem New legislation is to prescribe for either a new pension system or membership in the State teachers' retirement system s merging of the county school pension system into the new system, transition of city school employees from the city general pension system, and authority to receive contributions for pension funds from city and county governments. Educational Planning Necessarv to Assure Orderly and Effective Transition from the Present Two Districts to the Proposed Single District The transition from two districts to one is to be as orderly and systematic as is possible without interruption or dislocation of educational programs and personnel (student s professional, and other). To achieve this purpose requires a great amount of planning involving the development and approval of new policies and procedures. Major areas of decision and policy development have been defined as outlined below. It should be noted that much of this planning is to be expressed in the legal framework of the proposed 11-ew district, some of which is - 10- �l reflected in the legal work as reported above. Certain other aspects of planning and policy are not necessary for the legal framework, some of which appropriately wait until a decision is reached on whether or not the proposed district is to be established. If voters reject the new district~ this planning will not be necessary ; if they approve, there will be time to complete such planning before the new district becomes operatiye . The areas for policy and procedure development and achieve- ments under each area are listed below. Minor repetition occurs because of the need to give direction to the legal work already described. District organization and administration.--The new district is to include all of Fulton County and that part of Atlanta which lies in DeKalb County. The district is to have a board of education of nine members elected at large by the qualified voters of the district in a non-partisan election for terms of six years, one from each of nine subdivisions pf the district of approximately the same number of persons. The legislation is to prescribe how the subdivisions are to be formed and how they are to be re-divided as population changes require. Three members of the initial board shall serve full six-year terms, three members shall serve four-year terms~ and three members shall serve two-year terms as determined by the Fulton County Grand Jury. Thereafter , board members are to be elected for six-year terms in regular school board elections as existing terms of members expire. Vacancies i n board membership are to be filled by appointment of the board until the next regular school board election at which time unexpired terms will be filled by the voter s. - 11- �In the event the constitutional amendment(s) is approved , the Atlanta and Fulton County School District board members are to serve as the board of education for the new district until the new board is elected aad can take office. Board members are to be paid $300 per month with the chairman being paid an additional $50 per month. Provision for transition.--If the proposed new district is approved by the electorate , a transiti on committee is to be established immediately by the Atlanta and Fulton County School District boards acting as a single board upon the joint recommendation of the superintendents of the t wo districts. Thi s committee is to be responsible for the many plans and procedures concerned with education programs which a smooth transition will require. The committee is to include the two superintendents of schools ~ the chairman of each board of education , t he fiscal officers of each school system, t he assistant super i ntendent for i nstruction of ea ch school system and such other individua ls as may seem appropriate. The transitiou plans worked out by t his com- mit t ee are t o be approved by t he boar ds of educa t i on . If the s ingle school d i str i c t i s appr oved , the t wo school systems are t o continue a s at pr e s ent for t he balance of the school year in which approval occurs and an additional calendar year in order to allow time for completion of needed t ransition plans. The board of education for the new distri.c t, if approved, is to be elected as soon as possible after approval and should formally organize itself without delay and proceed at once with the selection of a superintendent of schools. The superintendent is to be employed and is to - 12- �begin his work as far in advance of the creation of the new school district as is possible. The superintendent of schools.--The superintendent is to be appointed by the board of education and given such powers a s are necessary to act as the chief executive officer of the school district. His term of office, compensation, and other benefits shall be established by the board of education. Financial provisions.--The proposed new district is to be fiscally independent. While major local support is to come from the property tax, provision is to be made for local support from other forms of taxation. Bonding capacity of the new school district is to be 10 per cent of the assessed valuation of taxable property. The homestead exemption in Fulton County is to be abolished. Assessments of property for school tax purposes is to be uniform and in accordance with legal provisions. Legal provisions and policies of the new school district are to permit full utilization of financial support from state, federal, and other sources. Dr. R. L. Johns of the University of Florida has been employed to recommend provisions for financing the proposed new school district and to develop guides and procedures for purchasing and financial accounting and for preparation of the annual school budget. is now working on this assignment. - 13- Dr. Johns �Personnel . --Dr . Will ard S. Elsbree, Teachers College, Columbia University , ha.s been employed to develop salary schedules for professional and other personnel of the proposed school district, a retirement system or systems 1 policies regarding tenure , sick leave 1 vacation , leaves of absence for professional growth and others as needed, develop a system of personnel records for professional and other personnel, and propose a method of combining the two central office staffs. Dr. Els- bree is working on this asaignment. Curriculum. - -It is necessary to determine the va rious curricula to be offered by the proposed school district , develop policies for selection and distribution of instructional materials , recommend policies regarding expans ion of s chool programs with special r eference t o junior colleges , vocational and technical education, and adult educat i on, determine the special professional -personnel to be provi ded such a s school l i brarians , schl)ol psychologi sts , couns elors, and reading s pec ial ists, develop plans for kindergartens for schools now in the Fulton County District and make recommendat ions concer n ing teacher l oads, including pupil-t eacher ratio . Work in this area has not gone beyond definiti on of what is to be undertaken . Pupi ls . --A sys t em of records for pupil accounting is t o be developed for the proposed di strict and recommenda tions concerning the visit i ng teacher program . These t asks are yet t o be undertaken . Serv ices . --Decisions a re to be made on the kind s and amounts of services to be prov ided by the school district in areas such as transportation, food and health. How these are to be provided is to be -14- �suggested. The number and kinds of nonprofessional personnel to be employed by the new school district such as secretaries, lunchroom workers, and custodians is to be determined. Plans for storing and handling textbooks and other instructional supplies are to be worked out also. This is another area of planning which, except for definition and direc~ion, can await a decision on the fate of the proposed district. Maintenance and operation.--Policies are to be developed regarding kinds, numbers, types, and levels of competence needed by personnel in maintenance and operation ; policies and procedures concerning maintenance and operation programs : policies and procedures concerning work assignments and responsibilities. These policies and procedures can await development until the fate of the proposed district has been established. Initial Role of the Proposed New Board of Education Early responsibilities of the new board of education have been touched on in the section above. The new board is to be elected as soon as possible and is to begin functioning as a board immediately thereafter. As indicated previouslys its early major responsibility will be the selection of a school superintendent for the new district. When this has been done, the superintendent is to assume responsibility for recommending the many policies and procedures which must be worked out before the new district becomes operational. The transition com- mittee referred to earlier will have done much preliminary work along -15- �these lines and will undoubtedly recommend to the superintendent many of the needed policies. Developing Public Understanding of the Proposed New District A well-informed public is essential to reaching a wise decision on the school district issue. Therefore, a systematic, comprehensive, carefully coordinated program to develop and distribute among all citizens adequate information on the district reorganization plan and the reasons which support it is needed. The Commission report which develops the arguments for and against a single school district should be made available to citizens and its contents widely publicized. Mass media of communication are to be employed to assist in developing inter.est and public understanding . Newspaper coverage is to be widely employed. Both radio and television are to be used extensively. Arguments for and a gainst the proposed district should be presented through these media . Pres entations to civic clubs , parent-teacher associations , and other formal groups are to be stimulated. Many informed citizens are to be employed in this program, citizens repr esenting all walks of life . A committee of leaders in communi ty affairs is to be charged with responsibility f or organizing and coordinating this program. The com- mit tee is t o be appoi nted by the boards of education upon r ecommendation of t he superintendent s of schools . Remaining Tasks The major unfinished task is completion of the necess ary legal work. While a great deal of this has already been done , the needed legislation - 16- �remains to be drafted. This cannot be done until the extensive research on existing statutes, regulations 9 and court decisions bas been completed and questions arising therefrom have been answered. Roughly one year is needed for finishing this task. The work in finance which Dr. R. L. Johns is doing should be completed within six months . · Retirement provisions, tenure 9 sick leave, leaves of absence, salary schedules 1 personnel records 5 and a plan for combining the two central office staffs being developed by Dr. Willard Elsbree should be I completed within six months. Curriculum studies, developing pupil accounting provisions , deciding on transportation , food , health , and other services to be provided. and provisions for maintenance and operation need not progress much beyond the present planning stages until it is known whether or not the proposed district is to be created . As indicated above, the machinery for discharing these steps has been def ined and can be put in mot i on on s hor t no tice . Budget To be deve loped. Motivating Assumpt i on of the Commission The first decis ion of the Commission was that the sole criterion by which it would determine its recommendation on the issue of school district organization in Atlanta and Fulton County is what will best serve the educational welfare of those to be educated in Atlanta and -17- �Fulton County? Adhering to this fundamental guide has provided a source of confidence to the Commission. TMP ~jp December 2 , 1966 -18- �
  • Tags: Box 6, Box 6 Folder 1, Folder topic: R. Earl Landers | Local Education Commission | 1964-1969
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 1, Document 22

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_001_022.pdf
  • Result Type: Item
  • Item Type: Text
  • Title: Box 6, Folder 1, Document 22
  • Text: ), '/ SCHOOL DISTRICT ORGANIZATION FOR EDUCATIONAL ADVANCEMENT IN ATIANTA AND FULTON COUNTY Report of the Local Education Commission of Atlanta and Fulton County Georgia �LOCAL EDUCATION COMMISSION OF ATLANTA AND FULTON COUNTY ~- L. Bardin, Chairman Thomas M. Miller Otis M. Jackson, Vice Chairman Mrs. A. L. Ritter W. Kenneth Stringer, Secretary & Treasurer Wallace H. Stewart Dr. R. H. Brisbane William M. Teem, III J. H. Cawthon Fred J. Turner Dr. Rufus E. Clement James White, Jr. Dr. James L. Miller, Jr. EX-OFFICIO Dr. John W. Letson Dr. Paul D. West Oby T. Brewer, Jr. W. L. Robinson Earl Landers Alan Kiepper STAFF Dr . Tr uman Pierce , Coordinator Dr. Curtis Henson, Recording Secretary �TABLE OF CONTENTS I. II. III. IV. v. VI. VII. VIII. IX. x. XI. INTRODUCTION. .... ...... 1 WORK OF THE COMMISSION 2 REVIEW OF PREVIOUS STUDIES 3 ADVANTAGES OF A SINGLE DISTRICT 5 DISADVANTAGES OF A SINGLE DISTRICT DECISION OF THE COMMISSION. NEXT STEPS. .... IMPORTANT QUESTIONS .... 16 .... ....... ...... AFTER THE REFERENDUM? 21 22 30 . 32 ................... 34 DEVELOPMENTS SINCE CREATION OF THE COMMISSION APPENDIX . 20 �SCHOOL DISTRICT ORGANIZATION FOR EDUCATIONAL ADVANCEMENT IN THE ATLANTA AND FULTON COUNTY SCHOOL DISTRICTS INTRODUCTION The present generation is witnessing a revolution in education. Underlying causes of this revolution include social and economic changes of unparalleled speed and magnitude,- the development of an increasingly complex society and a rapidly accelerating accumulation of useful knowledge. The necessity for all persons to secure more education of higher quality than ever before and to continue the quest for learning throughout life becomes more apparent with each passing year. No useful role for the uneducated remains and the cost of ignorance is more than society can afford. Major characteristics of the educational revolution follow: enrolling children in school at an earlier age, extending the upper limits of formal schooling, providing education programs adapted to the cultural background of the student in order to equalize educational opportunity, an enormous increase in the kinds and amounts of instructional materials , in school use of a larger number and variety of specialists, technological advances which enhance the effectiveness of teaching, improvement in organization for teaching and improvement in the quality of teaching . Fast growing d:i.men~ sions of modern school systems include junior colleges, vocational-technical schools, early childhood education progr ams and adult education programs. Additions and improvements in schools are increasing greatly the cost of education. Upward trends in cost will continue into the indefinite future if schools are to meet the demands placed upon them by the public . �The revolution in education places a premium on wise, long-range planning by school districts. Because of population growth and diversity of educational need, metropolitan areas pose difficult educational problems which require much study. Careful, long-range plans for educational advancement are essential in these districts, as in others, if schools are not to suffer in the future. School personnel, members of boards of education and other citizens in the Atlanta and Fulton County school districts are well aware of these conditions and are giving thought to the future advancement of education in the area. Such planning for the f uture was given official status by the General Assembly of Georgia in 1964 when it created the Local Education Commission of Atlanta and Fulton County. The Corrnnission was authorized, To study the desirability and feasibility of combining the school systems of Fulton County and the City of Atlanta, including the portion thereof lying in DeKalb County; to provide that said Corrnnission may draft a plan or plans for the combining of such school systems and submit same to members of the General Assembly from Fulton and DeKalb Counties. WORK OF THE COMMISSION The tasks assigned by the General Assembly to the Corrnnission were complex and formidable. After considerable study, the Corrnnission adopted a plan which, if followed, would enable the Commission to discharge its responsibilities. This plan was revised from time to time as the study progressed and as modifications which would improve the study were identified. The .work of the Corrnnission consisted of completing the steps described below. 1. A review of previous studies which gave attention to the same problems the Corrnnission was ask~d t o study. 2. A study of social, economic and educational trends in the met r opolitan area of Atlanta. - 2 �3. A study of developing educational needs and programs. 4. A study of the Atlanta and Fulton County schools with particular attention to finance. 5. An analysis of the educational reasons which support the creation of a single school district . 6. An analysis of the disadvantages of a single school district. 7. The identification and description of steps which would be necessary to create a single school district. 8. Tasks which would have to be completed in effecting a transition from the present districts to a single district. 9. Deciding on whether to recommend a single district. Throughout the entire course of the study the overriding concern of the Commission was to reach the decision that would serve the best interests of those who are to be educated in the Atlanta and Fulton County school districts. The deliberations of the Commission and the information considered in these deliberations, relevant to the purposes of the study, are sununarized briefly in the following pages. REVIEW OF PREVIOUS STUDIES The char~e of the General Assembly to the Commission springs from a background which spans years of citizen concern for good schools in the Atlanta metropolitan area . During these years, several special studies of the metropolitan area have paid attention to the schools and their problems of advancement. The Local Government Commission of Fulton County recommended in 1950 a Greater Atlanta Development Pr ogram. - 3 - The report of the Commission included �reference to the schools and the possibility of merging the Atlanta and Fulton County school districts. The report took the position that, ultimately, merger was desirable, but not ·at that time because of differences in expenditure levels and in school programs of the two districts. The General Assembly created a Local Education Connnission in 1958 to study the two school systems and to submit a plan or plans for their improvement to members of the General Assembly from Fulton and DeKalb Counties. This Connnission also sttrlied the question of merging the two school systems and concluded that while this would be desirable in the future, it was neither desirable nor practicable at that time. The Connnission recommended the creation of a Metropolitan School Development Council which would make it possible to achieve some of the advantages of consolidation. The proposed council was established and has become an effective instrument for carrying out joint programs of the two school systems. These programs include the Juvenile Court School, Educational Broadcasting, Public Information Services and In-Service Education. The Fulton County Board of Education appointed a study commission in 1963 to seek ways to overcome the financial crisis in which the Fulton County Schools found themselves because of a City of Atlanta annexation program. The annexation program was recommended by the Local Government Connnission in 1950 and was carried out in the early fifties. As a result of this program, 72 percent of the taxable wealth of the Fulton County School District and nearly 50 per cent of its s tudents were annexed by Atlanta. The repor t of this Connnission also took the position that the school districts should undert ake merger when fea sible and recommended t hat steps be taken to determine what would be invol ved in bringing about a singl e district. - 4 - �All studies, since 1950, which have concerned themselves with education in Atlanta and Fulton County have given serious consideration to the creation of a single school district in place of the two existing districts. These studies have taken the position that consolidation should be undertaken when feasible. The two districts, meanwhile, have grown closer together in levels of financial support and in educational programs. Furthermore, there has been a marked increase in the number of cooperative undertakings in pursuit of connnon interests. However, differences remain which would have to be reconciled if a single district is created. ADVANTAGES OF A SINGLE DISTRICT Major advantages of a single district over the two present districts number fifteen. These advantages are concerned with the basic structure for education, adequately financing the schools, equalizing educational opportunities, and improving the quality of education. Actually, all concerns of the study focus on the improvement of the schools. There follows a statement of each advantage and a brief discussion of its meaning. ! Better School District Will Be Provided Adequate criteria for determining the soundness of a school district have been developed by educational authorities. These criteria are con- cerned with such things as a sufficient number of children in the district in order to make possible rea sonable educational effectiveness and cost economy, adequacy of the district as a unit of local government, availability of an adequate local tax base, adequate bonding capacity, reasonable tax leeway and some degree of fiscal independence . When these criteria are applied to the present districts of Atlanta and Fulton County, neither is - 5 - �revealed as a satisfactory district. six criteria: Fulton County meets only one · of the the number of children to be educated. bonding capacity. Atlanta lacks adequate If the two districts were combined, the resultant district would be more adequate, primarily because of fiscal resource, than is either when considered separately. Educational Opportunities Can Be Equalized Morg Easily The right of every indivi dual to secure an education is inherent in a democracy. The modern definition of this right is that every individual must secure an education appropriate to his purposes, interests, abilities and needs. Equality of educational opportunity, therefore, does not mean the same education for all, but it does mean the same level of quality for all insofar as this is possible. The extreme diversity of cultural in- terests and backgrounds which are found in the metropolitan area of Atlanta, and i n any other metropolitan area, require a wide range of educational programs adapted to these basic differences in people. The current nation- wide interest in providing more realistic educati onal programs for children in slum areas is an indication of concern for this kind of need . The Atlanta district is heterogeneous in composition while the Fulton County district is more homogeneous. Combining the two would make it possible to provide in a more economical and efficient manner the variety of educational programs which are needed. The equalization of educational opportunities in Atlanta and Fulton County is virtually impossible under the present district organization. A single district would contribute much to making this a manageable task with minimum difficulties. - 6 - �N.ew and N.e eded Educational Programs Could Be Provided More Economically Neither school district has yet provided post-secondary education programs for which there is great need. Perhaps the fastest growing trend in American education is the development of comprehensive junior colleges. These institutions provide two years of academic work either for terminal purposes or for transfer to a senior college. They also usually offer pro- grams in vocational-technical education and in adult education. It is in- creasingly clear that continuing education is a must for the adult citizen of tomorrow. of education. The kind of world in which we live requires increasing amounts A recent Educational Policies Commission report takes the position that two years of education beyond the high school should be provided at public expense for all high school graduates. Fulton County is not financially able to provide junior colleges under its present tax structure. It would not represent the best economy for each district to provide its own junior colleges. A program to serve the metro- politan area would provide the best means of meeting this growing educational need. The two districts have already found it profitable to cooperate in the provision of vocational and technical education as shown by a new vocationaltechnical school which is to serve both districts. Plans are in the making for construction of a second institution of this type. More Adequate Curricula for Special Student Groups Can Be Provided The variety of curricula needed to meet the diverse educational needs referred to above requires special education programs for small groups of selected students . These programs serv~ children with serious physical - 7 - �handicaps, those suffering from severe mental retardation, children with extreme emotional difficulties, the exceptionally bright, and those with unusual talents. Since such programs are needed for only small numbers of children, they can be provided more economically if the student population to be served is drawn from both the Atlanta and Fulton County districts rather than for each school district to offer its own programs. Furthermore, the educational quality of offerings can be improved more readily in a unified district. Certain Educational Programs and Services Can Be Pi·ovided More Satisfactorily The richness and depth of both teaching and learning are being enhanced by new discoveries concerning human growth and development. The contributions of science to the effectiveness of teaching and learning processes are increasing at a rapid rate. Integrating into curricula the accelerating flow of new and useful subject matter which the modern school program must offer if it is to remain effective is an increasingly difficult problem. The modern school must be staffed by professional personnel who keep up with these continuing developments that affect their productivity. System- wide and continuous career development programs for personnel have become a necessity . This educational service can be provided better on a larger district basis rather than in terms of the present separate districts. The development and use of various learning resources and the appropriate utili zation of technological advance s in teaching can be stimulated and fostered better thr ough a single school district. - 8 - �Needed Improvements in Educational Quality Can Be Achieved More Readily The search for better schools is a common thread running through all considerations involved in deciding the consolidation question. Unless the ultimate consequence of unifying the two school districts is a better quality of education, there is little need to pursue the issue. Changes in financing schools, in administrative and supervisory services and in the scope and variety of educational offerings can be justified only if they bring about better education. The educational advancement which is essential to sound progres~ of the Atlanta metropolitan area requires a unified approach and not a series of separate and structurally unrelated school programs. The search for educational quality is now both universal and continuous. The pursuit of quality is complex because it is concerned with everything that has a bearing on educational programs offered by a school district. The unification of efforts to improve quality would certainly maximize both opportunities and resources for enrichment of educational offerings. Comprehensive, Long-Range Planning Can Be More Effective The increasing magnitude of educational responsibility has been stressed in earlier statements. The quantitative demands as well as the qualitative demands of this responsibility will continue to increase. Projections which have been made through the next several years show no letdown in the rate of population growth in the Atlanta metropol itan area . The indicated increase in the educational load calls for the most intelligent planning of which the people respensible are capable . Since this growth ignores school district - 9 - �• lines, · adequate planning for new enrollment also must ignore these lines insofar as actualities permit. Comprehensive, long-range planning cannot be satisfactory if it is segmented on the basis of school district lines which have no constructive significance in the context of the metropolitan area as a whole. For the same reasons long-range planning for improvement in the quality of education can be more effective if done for a single district rather than the present separate districts. More Effective Solutions to Connnon Educational Problems Are Possible Educational problems are not confined to areas marked off by school district lines. Some educational problems are unique to certain types of districts, as is true of Fulton County and Atlanta. But many such problems are connnon to the school districts of an area , state , region or nation. problems which are common seem to be on t he increase. Those The school district which embraces as nearly a self-sufficient socio-economic unit as is possible provides the best structural framework for t he consideration of educational problems . Solutions to thes e pr obl ems should not be restricted by ar ti- f icial distr i ct l i ne s which ignore t he facts of l ife . A uni fi ed district would pr ovide for a mor e constructive approach to problem s oluti on than does the present dual appr oach. This is all the more important s ince most of t he educational problems to be face d are common t o t he two districts. More Effective Research Programs Can Be Stimulated and Executed As good schools have become more central t o personal and connnunity - 10 - �advancement, the place of research in education has become more apparent. Sound analyses of existing programs, the identificat~on and description of strengths and weaknesses, and the determination of grounds for change require research. Planning ahead to be sure there will be adequate classrooms and teachers for the children in school at the beginning of a given year rests on research. School systems without strong _research programs cannot achieve their maximum effectiveness. The complexity of a metropolitan area and the interrelationships of roles of its _different segments require comprehensive research programs based on trends and needs of the entire area rather than of sub-units such as separate school districts. Furthermore, economy and wise management dictate a metropolitan-wide approach to research. Needed Experimentation and Educational Invention Can Be Achieved More Readily Major advances in our society depend heavily on invention and experimentation. nology. This fact is well recognized in the world of science and tech- The role of invention and experimentation in the improvement of social institutions such as schools is equally important. Schools, like the communities in which they exist, must change as society changes. New curriculum materials should be developed and tested on experimental bases. New knowledge of human growth and development should be applied to teaching and learning on experimental bases. New teaching procedures and methods should be tested through tryout and evaluation. Heavy reliance upon invention and experimentation are crucial to needed educational advancement. There is no need for the school systems within Fulton County to engage in separate programs of this nature . - 11 - The interests �of both districts can be served better by unified programs, to say nothing of economies which could be effected. More Extensive Use of Selected Educational Facilities and Learning Resources Is Possible Centers for acquiring, creating, distriputing and servicing curriculum materials such as publications, filmstrips, video tapes, films and the necessary equipment for appropriate ~se of these materials are becoming common. The creation of teaching materials for local use and on the basis of needs unique to the local situation is an important function of these centers. The use of television in teaching and in professional development programs is increasing. The needed facilities for extensive television programs in the metropolitan area can be centered easily in one location. It is not necessary to duplicate the facilities and resources mentioned above in different school districts serving the same metropolitan area. A single center can provide a constant flow of materials far richer and more comprehensive than would be possible if available financial support is used to provide centers in the separate districts. Equity and Balance in Financial Effort and Support Can Be Achieved An axiom of educational finance, which is accepted universally, is that wealth should be taxed where it is in order to educate children where they are . The most glaring deficiency in the structure of public education in the Atlanta area violates this axiom. is the City of Atlanta. The center for commerce and industry ·C ontributions of most Fulton County citizens to - 12 - �the economy of the metropolitan area are made largely in the City of Atlanta where they do their work. This wealth enriches Atlanta primarily, although earnings paid to the individual may be spent wherever he chooses. The City already recognizes these facts of the economy of the area by helping to support schools in the Fulton County District through al½ mill countywide property tax. The industrial wealth of the metropolitan area which is a major source of school revenue lies largely within the City of Atlanta. No equitable system of financ~al support and effort is possible which does not take into account these economic facts. A single tax program for the metropolitan area with the revenues distributed according to educational need is the only available satisfactory answer to the problems of providing adequate support for the schools. This is Atlanta's problem as well as Fulton County's problem because of the highly complex interdependence of the economy of the two districts. A single school district would be the most simple and prudent way to achieve the goal of equity and balance in financial effort and support. Greater Financial Stability is Possible The disadvantages of heavy reliance on the property tax for the support of schools are well known. The primary advantage is that revenues from property taxes fluctuate less than do revenues from more sensitive barometers of economic health. Desirable stability in the financial structure of a · school system in the final analysis is related to the soundness of the economy of the district and the fairness of its system of taxation . The better balanced the tax program, the more stable the financial base of the schools. The more complete the area served by the school district is as an - 13 - �economic unit in its own right, the more stable will be the local tax base for schools. It is obvious that combining the Atlanta and Fulton County districts into a single school system would provide a far sounder economic base for year-to-year stability in school support. Economies Are Possible Consolidation cannot be justi~ied solely as an economy measure, if this is defined as an actual reduction in expenditures. Any plan for inrrnediate unification of the Atlanta and Fulton County School Districts would cost more than the sum of the current budgets of the two systems because, assuming that the same quality of education is to be provided in the entire district, costs would need to be equalized upward instead of downward. Nevertheless, some financial economies are possible because of the elimination of duplicate programs and services which can be handled better through a single system. In this connection, special reference is made to experimentation, invention, research, certain district-wide programs and services, specialized curricula for small student groups and others enumerated earlier. These programs could be provided at higher quality levels and at a lower unit cost on a unified basis than would be possible in dual programs. However, the greatest economic gain to be derived from consolidation would be in the creation of opportunities to purchase more with the edu- _ cational dollar rather than in the utilization of fewer dollars. This kind of economy is of much greater importance than is the mere saving of money. One good test of a school district is not how little money it spends , but how much education it buys for its exvenditures . - 14 - �New Educational Developments Can Be Better Accommodated As shown earlier, the revolution in education which is underway is composed of both problems and opportunities. A large school district is in better position than a small district to stay abreast of such developments because of its more complex and varied interacting elements. Problems and needs often fall into sharper focus in a large district where the dynamics of change appear to express themselves with greater vigor. Opportunities for new developments in education to be put into practice prevail to a greater degree in the large district. Many resources not for- merly available to improve schools are now being made available. The major source of this new support is the Federal Government through numerous pieces of legislation. It is much easier to take full advantage of the funds thus made available if a single district is created. The complexities of govern- ment relations to education are rapidly increasing. It would be more satis- factory to handle these relationships for the Atlanta and Fulton County Schools through a single agency than through two agencies. Assumptions The above identification and description of advantages of a single school district ar e predicated on certain as sumptions concerning the propos ed new dis t rict . Among these a ssumpt i ons ar e the f ollowing: 1. An adequate legal base for the new district wi ll be pr ovided . 2. An a dministra tive structure which will make pos s i ble the necessary leadership for educational advancement in the metropolitan ar ea will be created. ~ 15 - �3. An adequate plan for financing the new school district will be adopted. 4. Emphasis on continuously improving educational quality and extending educational services will be ·continued. Conclusion Consolidation as such is of no value. It is valuable only as it results in educational advancement, improve~ educational opportunities for children, youth and adults; however, it will not guarantee such advancement. DISADVANTAGES OF A SINGLE DISTRICT The Commission was as much interested in identifying and analyzing the disadvantages of one school district as it was in identifying and analyzing the advantages. Without the weighing of advantages and disadvantages against each other, no objective way of making a decision was open to the Commission. Major concern was with both real and possible educational disadvantages of a single district rather than with problems and issues which would have to be faced if the two present districts are dissolved and a new one is created in their stead. However, the latter problems and issues are also important and they were studied extensively. this report. They are reviewed in a subsequent section of Possible disadvantages of the larger district are presented nex t. Difficulties in Providing School Programs Needed Because of Differences in Attendance Areas The capacity of schools to make adaptations which take into proper - 16 - �account the educational needs of their neighborhoods is related to the size of districts. Considerable uniformity of educationa~ programs in the various attendance centers within districts has been traditional. Because of the range of socio-economic conditions which exist in metropolitan areas a greater variety of educational needs is present in metropolitan school districts. Thus, greater variations are required in school programs than are needed in smaller more homogeneous districts. Current efforts to develop more realistic school programs for _children in slum areas of cities is an example of the need for different kinds of progr ams according to community backgrounds. A reasonable degree of control must be vested in the local school community if these variations in educational needs are to be met. Neighborhood control generates local responsibility, interest and initiative which are essential to good schools. Unhealthy Reliance £ill Bureaucracy Wher e at least some degree of local control is not pre sent , decisions are necessarily removed from the local scene. Instead of the healthy exer - cise of community responsibility for schools , directives from a centr al of f i ce removed fr om the community may t ake the place of l ocal initiati ve . Thus, bureaucratic controls may grow up whi ch inevitably stress unif ormity and discourage the community autonomy whi ch has been one of the major strengths of public education in Ameri ca. There is evidence to show that the larg~r the district t he greater the likelihood that a ut hority over the neighborhood school will be central ized in administrative offices which are usually too far removed from the local school to be responsive to local interests and needs . - 17 - �Inadequate Invention and Experimentation - Historically, many very large school districts have been notably lacking in educational invention and experimentation. Some of the major current educational ills of our country are found in the slums of large city districts where until recently little effort has been made to develop school programs which would serve these areas realistically. Innovation is difficult in situations which do not encourage the exercise of individuality. Uniformity and invention are not compatible. ulations Excessive use of rules, reg- and directives inhibit creativity. Problems unique to large school districts in metropolitan areas have been the subject of much study in recent years. Experiments with new methods and procedures for utilizing the interests and abilities of citizens in neighborhood school centers have been successful. At present, the nature of educational needs of the culturally deprived and the curriculum materials and teaching procedures which are adapted to their backgrounds are subjects of important research and experimentation. The Elementary and Secondary Edu- cation Act of 1965 provides more than one billion dollars to improve education programs for socially disadvantaged children. Current trends are pointing to ways of stimulating innovation and experimentation in all school districts. Poor Conununication The difficulties of maintaining satisfactory channels of conununication increase with the size of a school district. The threads which hold a school system together become tenuous as the district grows larger. Greater depend- ence must be placed on formal and impersonal means of conununication in large districts. Opportunities for misunderstanding and conflicting opi ni ons are - 18 - �greater where personal and informal contacts are missing. Too Much Centralized Decision Making The disadvantages of bigness in utilizing democratic participation in reaching decisions stems partly from the lack of an adequate structure for such participation and partly from the slowness of action characteristic of large units of government. The fact that both the soundness of decisions and an adequate understanding of thejr meanings are enhanced by participation in their making is of great importance in education because of the nature of teaching and learning. It has been difficult for large school districts to avoid making many decisions in central offices which might be made more satisfactorily in local attendance areas. Loss of Personal Identity Many studies have shown that a close relationship exists between the productivity of a person and the degree to which he feels himself to be an integral part of the enterprise which provides his employment. The more he is made to feel that he is but a mere cog in a machine, the more he acts as though this were true. There is no substitute for warm personal re- lationships in achieving satisfaction and success in one's work. The kind of environment which encourages such relationships is very hard to maintain where large numbers of persons are involved. Conclusion The Atlanta and Fulton County school districts, if combined , would be about eleventh in size among all districts in America . - 19 - In 1964- 65, the �total regular day school enrollment in the two districts was 150,218 plus special schools and adult programs. This is about one~sixth the enrollment in New York City which has more than one million pupils and enrolls more pupils than any other district in the Nation. Both the Atlanta and Fulton County districts have reached already the size of school systems which have suffered from the ills described above. -Therefore, if the proper safeguards are observed in the creation and establishment of the new district, combining the school districts would. scarcely create problems of bigness beyond those which already exist. Just as creating a single school district would not guarantee the educational advantages discussed in this document, neither would the ills described inevitably follow. Knowing the disadvantages to avoid should be sufficient forewarning to assure the provision of an adequate legal base for the new district, satisfactory administrative leadership and sufficient financial support. DECISION OF THE COMMISSION After carefully balancing against each other the educational advantages and disadvantages of one district in place of the two existing districts, the Commission then defined and examined the steps which would have to be taken in order to create a single school district for Fulton County and the tasks which would have to be completed in the transition . Neither set of undertakings appeared to be faced by insurmountable barriers ; hence , the Commission was free to make its decision on strictly educational grounds . The evidence before the Commission scarcely permitted a recommendation other than the creation of one school district for all of Fulton County. - 20 - �This is the reconnnendation. The Atlanta and Fulton County school districts should be dissolved, not merged . An entirely new district should be created . In this way none of the limitations of the present districts need be preserved and the advantages of both can be combined in the new district. Furthermore, desirable features of a school district not currently present in either Atlanta or Fulton County can be incorporated in the new di st rict. NEXT STEPS The foregoing presentat ion outli nes some of the steps taken by t he Commission in reaching a decision on the question of merger. Having de- cided that, in its opinion, the educational programs needed by the children, youth and adults of Atlanta and Fulton County can be provided better by a single district, the Commission turned to a study of the actual steps which would be necessary to achieve merger. The legislati on creating the Connni ssion, in addit ion to directing the Commission 11 To study the desirabi lity and fea sibility of combining . . . 11 (the Atlanta and Fulton County School Systems), stated that the Commission 11 may draft a pl an or plans f or the combining of such school systems . 11 The decision on whether there will be a s ingl e di st r ict will be made by the voters of the present districts. Hence , i f the member s of the General Ass embly from Atlanta and Fult on County accept the Commis sion's reconnnendation, thei r next s tep would be to dr aw up a nd submit f or passage necessary legislation for holding a referendum on the issue. Since the voters ar e enti tled t o a ll informati on that can be provided in order for them to make the best decision, legislation authorizing the referendum should also spell out the essential characteristics of the pro- - 21 - �posed new district. The Commission reconnnends that this legislation include the following: 1. A definition of the necessary legal basis for dissolving the present districts and creating the new district. 2. A description of organizational, administrative and tax structures of the new district. 3. Provisions ior safeguarding present commitments and obligations of the two existing districts. 4. The date on which the new district would come into being. 5. Provision for setting up the machinery required to make the transition from the two present districts. Should the majority of votes cast in the referendum in each of the two existing districts favor the single district, the proposed school district would then be created in accordance with the specifications of the legislation. : (It is assumed that voters in each district would be required to approve the single district before it can be created.) The transition from two school districts to one school district is complex and requires careful planning~ to be resolved can be foreseen. Problems and issues which will have Their exact nature will depend to some extent on the specific provisions made for dissolving the present district and creating a new district. But the following questions may be anticipated, and satisfactory answers to them are possible at this time. IMPORTANT QUESTIONS Since merger of the Atlanta and Fulton County school districts has been discussed from time to time during the past twenty years , opinions - 22 - �already have been formed on both sides of the issue. It may be assumed, however, that the vast majority of citizens have had ~o opportunity to become properly informed on the basic facts needed in order to reach a wise decision. Much public discussion of the facts concerning the present districts and the proposed new district is essential to reaching a sound decision. These facts should be made available to all citizens. questions will be asked and properly so. possible answers to these questions, Many Citizens are entitled to the best It is, of course, impossible to foresee just what all of these questions will be, but it is safe to assume the following will be of interest. Answers to these questions are given in light of known facts. What Would the New District be Like? The Atlanta district consists of 128,395 square miles of which 8.420 miles lie in DeKalb County. The Fulton County School District includes 420 square miles of territory. Therefore, the two districts, if combined, would make a single district of 548,395 square miles of which 539.975 square miles would be in Fulton County proper. The proposed district would have had a total population of 632,600 on April 1, 1964, including 126,400 in the present Fulton County district and 506,200 in Atlanta, of whom 43,900 were in DeKalb County. On October 1, 1964, the total school enrollment for the regular day program, including* kindergartens, would have been about 142,000 pupils . Professional personnel in the new district would have numbered nearly 5,500 individuals, and other school employees just under 3,000 persons. There would have been 170 elementary schools, 35 high schools and two night high schools in the district. - 23 - The schools are now located as �follows: 118 elementary and 24 high schools in Atlanta, 52 elementary and 11 high schools in the Fulton County district. - The school budget for 1965-66 would have been slightly under 61,500,000 dollars, with expenditures equalized by raising Fulton County School District expenditures up to current Atlanta levels, including the provision for kindergartens. The 1965-66 budget for the Atlanta schools is $46,713,124.92; the Fulton County school budget for the same year is $13,891,184, making a total of $60,604,308.92. The school tax digest for the 1965-66 school year is $1,448,147,960 at present assessments. This is divided as follows: $167,691,000 in the Fulton County district and $1,280,456,960 in the City of Atlanta. What Will be the Name of the New District? The Atlanta-Fulton County School District is an appropriate name. Enabling legislation would specify the name of the district. What Would Happen to the Properties of the Two Present Districts? Properties of the two districts would become the property of the new district. These assets belong to the people and are simply held for the people by the present districts. The new district would hold them in the same way, and their value would be unaffected by the transfer . Buildings and equipment would serve the same people they now serve and in the same ways . Children would attend the school they now attend and would be taught by the same teachers . - 24 - �What Would Happen to Debts of the Present Districts? Nothing. Debts of the Atlanta district amount to $41,894,556, and for the Fulton County district, $18,100,444. These are bonded debts incurred primarily for the construction and equipment of needed school buildings. Provisions have been made already for retirement of these debts . These provisions would be as binding if there is a single district as they are at present. What Would Happen to the Teachers,. Principal s, and Other Employees of the Present Districts? All of these individuals would retain their present positions. The only exception would be among administrative personnel on the district-wide level. Some reassignment would be necessary but no one would be assigned to a posi tion of lesser rank than he now holds , with the exception that only one superintendent would be needed. What Would Happen to Salaries of Employees ? No one would take a cut i n salary. In f act, those teachers now in t he Fulton County schools would receive a small salary increase since the Atlant a salary s chedule i s slightly better than the Fult on County schedule. Two salary schedul es would be untenable, as would be any reduction in salaries of present employees. What Would Happen to the Present Teacher Retirement Systems? Each of the existing retirement systems would be retained for those - 25 - �who are now members as each system has provided a bind~ng contract to its members. No teacher could possibly lose in retirement benefits because of a single district. Some way should be found to provide a sound retirement system for the proposed district with each new employee enrolling in this system. Perhaps the present State system could serve this purpose. What Would Happen to the Tenure of Teachers? The proposed new district would not affect earned tenure of teachers in either of the present two school districts. All teachers would carry with them into the new district all of the years of service and all of the benefits of tenure which they have earned. What Would Happen to Positions Held !2y: Teachers in the Present Districts? Nothing. Teachers would continue their work in the same schools, in the same capacity, in the same school communities and with the same colleagues. Would the Singl·e District Cost Less Money? No. While various economies could be effected in a single district resulting in some savings fov the particular services rendered, the overall cost would be higher than the combined cost of the two present districts because the single system would provide for the e~tire district those programs and services which are now provided by only one of the districts. For example, the new district would provide kindergartens for all schools as are provided in the present Atlanta district . - 26 - Provisions for pupil �transportation would have to be uniform throughout the new district. If the Fulton County policy of transporting pupils who live one and one-half miles or more from school or from public transportation which is provided at a student rate were adopted for the new district, no additional cost would be necessary. Adding kindergartens to present Fulton County schools would cost approximately $400,000 per year. Capital outlay needs would be $1½ million for the construction of 60 classrooms for kindergartens. How Would ---the New -- School District be Financed? One of the major reasons for creating a single district is to provide a more equitable tax base for education. In view of the fact that Fulton County has reached the maximum tax rate for schools under present provisions and Atlanta is approaching fiscal difficulties because of the present tax structure, the new district would be timely in making it possible to work out -a more reasonable plan for f i nanci ng education in both Atlanta and Fulton County. A tax structure which differs from that of either present district should be sought. The goal sought by the new tax program would be to di stri bute among the people of the entire county the cost of education on a fair basis. A single district would make possible taxing the wealth where it is and applying it to educati onal need where it exists - - a longt erm guide to f inanci ng schools. A major source of school support should be f ound to take some of t he ' burden f r om the pr oper ty tax and to equalize responsibi lity for support. - 27 - �I Would School Taxes Paid .£Y the Average Individual Be More or Less Than at Present? An answer to this question is not possible without knowing the tax structure of the new district. However, it is safe to assume that the av~rage tax payer will be taxed more fairly in view of one of the main advantages of creating one district. A single tax system for education in the entire country would certainly be fairer than either of the present systems. These systems leave much to be desired. in particular is cumbersome and inequitable. The Fulton County plan Atlanta is now paying part of the educational bill for Fulton County as a result of annexing 72 per cent of the taxable wealth in the Fulton County School District and almost 50 per cent of the students. Should a tax be levied to broaden the base of support, the tax bill of the property owner could be reduced. Wouldn't~ Single District Be of Greater Benefit to the Fulton County District Than to Atlanta? Perhaps initially as Fulton County's school finance problems currently are more severe than those of Atlanta because of the city annexation program of the last decade. But, that which is Atlanta and that which is Fulton County as defined by existing boundaries is unrealistic. The economic life of the two is so interwoven that existing boundaries simply make no sense at all as taxing units. The two districts are now taxing themselves at r elatively the same rate in terms of real effort . - 28 - Partly because of the �= tax structure, Fulton County schools are in truuble fiscally. not far behind in this respect . Atlanta is Hence, both districts stand to gain from a single district if a sound tax structure is created. Can't~ School District Become Too Large? Probably so. The answer depends upon whether size is permitted to foster unhealthy bureaucracy. districts in the Nation. Atlanta is already one of the largest school The new district would occupy about the same position among large districts that Atlanta now occupies. Are There Examples of Similar New Districts? Yes. One of the latest to be created is the Nashville-Davidson County School District. All units of local government were merged in this instance. Charlotte-Mecklenburg County, North Carolina, is another fairly recent example of the same kind of change. Others could be mentioned. No failures of such mergers are known at present. Is There~ Trend in Metropolitan Government to Larger Units , Including Larger School Districts? There are some indications of such a t rend , pr obably because of a growing recognition of the need to streamline metropolitan goverrlments and minimize overlapping and duplication. No doubt , many additional questions will be asked concerning the proposed new district. Obj ective answers should be provided insofar as it is - 29 - �possible to do so. It is hoped that every citizen will familiarize himself with the facts concerning schools in the present districts and the arguments for and against creating a single district. AFTER THE REFERENDUM? If the voters approve a single district proposal, the time table defined in the enabling legislation would be set in motion. Much work would have to be done to effect the transition. The autonomy which local school districts in Georgia are free to exercise is considerable. The Atlanta and Fulton County school districts have freely exercised this autonomy. Being entirely separate districts, they have developed their own policies, procedures and operational patterns. While many similarities exist in these matters, there are also differences. Creation of a new district would require careful attention to such guides and practices. Changes which are necessary must not work injustices on school personnel or reflect unwisely on educational programs. Careful and tedious study are required which will result in the development of policies, procedures and operational patterns needed by the proposed new district and which may or may not exist currently in either of the present districts. Some of the several aspects of this problem are listed below with types of needed action indicated. Additions to this list are likely to be necessary in the event a single district is created . 1. Development of a system of personnel records for professional and other school personnel . 2. Development of a system of records for pupil accounting. 3. Development of necessary guides and procedures fior budgeting . - 30 - �4. Development of purchasing plans and procedures. 5. Development of plans for appropriate financial accounting. 6. Development of a salary schedule for professional and other personnel. 7. Development of a retirement system, or systems. 8. Development of policies concerning· employment practices, professional and other. 9. Development of policies regarding sick leave, vacations, leaves of absence, professional growth, etc. 10. Development of policies regarding size of schools. 11. Development of general school regulations such as length of the school day, number of days in the school year and holidays. 12. Development of a school calendar. 13. Reach decisions on the school program having to do with kindergartens, special education, vocational education and other program areas. 14. Reach decisions on pupil-teacher ratios to be established and maintained. 15. Reach decisions on services to be provided by the school district, such as food, transportation and health. 16. Reach decisions on instructional materials and supplies which are to be provided. 17. Reach decisions on special professional personnel to be provided such as librarians, school psychologists, counselors and reading specialists . 18 . Reach decisions on administrative and supervisory services to be provided. - 31 - �r 19. Reach decisions on non-professianal personnel to be provided, such as lunch room workers, custodians and secretaries. 20. Determine the curriculum adjustments which are necessary and suggest how they are to be made. 21. Recommend policies regarding expansion of school programs with special reference to junior college education, vocational and technical education and adult education. 22. Propose a method of combining the two central office staffs. 23. Propose a plan for the internal organization and administration of the new school district, answering such questions as: Will there be area superintendents? Will there be junior high schools? How many grades will be in the elementary schools? 24. Recommend the future of the Metropolitan School Development Council. Will it have served its purpose if the new school district is created? If not, should it be extended to include the entire metropolitan area? 25. Reconlmend plans for handling textbooks and instructional supplies. 26. Make recommendations concerning teaching loads. 27. Make recommendations concerning the visiting teacher program. 28. Make recommendations concerning organizations which exist in the respective school districts, such as Parent- Teacher Associations, local teacher associations and the various student organization~ . 29. Make a budget for the new school district. DEVELOPMENTS SINCE CREATION OF THE COMMISSION This document begins with a paragraph which states that a revolution - 32 - �in education is underway because of swiftly moving cultural changes of profound impact on all areas of civil~zation. During the course of this study several developments occurred which have major bearings on the recommendation for one school district to serve Fulton County. Among these developments are the following: 1. Mounting sentiment for a new Atlanta annexation program. Any such move could only aggravate further the already s·erious financial problems of the Fultorr County schools under the present district organization. 2. A statewide educational study has been completed which strongly recommends fewer, more efficient, school districts for the State. While main emphasis is on districts of sufficient enrollment to provide economically the wide range of educational programs and services needed, the basic concern is with sound districts. 3. The Federal Government has passed an education support bill for elementary and secondary schools. This seems to signal a new and far stronger role of the National Governemnt in education for the future. Other Federal legislation which influences schools supports this conclusion. The impact of this changing role on school dis- trict organization is not clear at this time. But present indi- cations point clearly to the importance of strengthening local school districts. 4. The proposed new Constitution for the State of Georgia, if passed, will encourage the consolidation of school districts and will make it easier for consolidation to be achieved. - 33 - �APPENDIX �TABLE I ESTIMATED TOTAL SCHOOL ENROLLMENTS IN REGULAR DAY PROGRAMS IN THE ATLANTA AND FULTON COUNTY DISTRICTS 1965-1970 Years Atlanta Fulton County Total 1965-66 119,204 35,020 154,224 1966-67 122,376 36,210 158,586 1967-68 125,548 37,441 162,989 1968-69 128,721 38,714 167,435 1969-70 131,893 40;030 171,923 - 35 - �• TABLE II ESTIMATED ANNUAL SCHOOL BUDGETS OF THE ATLANTA AND FULTON COUNTY DISTRICTS 1965-1970 Atlanta Years Fulton County Total -·· - - $46,713,125 $13,891,184 $60,604,309 1966-67 51,104,159 15,002,479 66,106,638 1967-68 55,907,949 16,202,677 72,110,626 1968-69 61,163,297 17,498,891 78,662,188 1969-70 66,912,647 18,898,802 85,811,449 1965-66 1!- ~!- Actual - 36 - �
  • Tags: Box 6, Box 6 Folder 1, Folder topic: R. Earl Landers | Local Education Commission | 1964-1969
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 2, Document 5

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_002_005.pdf
  • Result Type: Item
  • Item Type: Text
  • Title: Box 6, Folder 2, Document 5
  • Text: Tentative ' i ONE DISTRICT FOR ATLANTA AND FULTON COUNTY SCHOOI..5? ,. t i i Studie~ of public education in the Atlanta and Fulton County school districts have been underway most of the time since the early years following the close of World War II. The continuous and rapid growth of the Atlanta metro- politan area and the character of this growth have focused attention on problems and issues many of which strongly influence the public schools. The desire of citizens to provide educational programs of high quality has stimulated constant concern for the satisfactory resolution of these problems and issues. The quest for better schools is a thread which runs through all of the various special studies of education during this period. Some of the studies were authorized by one or both of the local school boards, while others were authorized by the General Assembly of the State of Georgia. in The latest of those initiated by the General Assembly was authorized 1963. It created a Local Education Commission composed of nineteen citizens from the two school districts. The Legislature empowered the Commission 11 to study the desirability and feasibility of combining the school systems of Fulton County and the City of Atlanta, including the portion thereof lying in DeKalb County; to provide that said Commission may draft a plan or plans for the combining of such school systems and submit same to members of the General Assembly from Fulton and DeKalb Counties." This Commission can profit from previous studies by taking into account their findings and conclusions as they relate to consolidation. �2 BRIEF REVIEW OF PREVIOUS STUDIES The question of whether or not the Atlanta and Fulton County school districts should be combined into a single district has been debated for a good many years. The Local Government Commission of Fulton County gave considerable attention to the consolidation issue in a report of its studies which was issued in 1950. The Commission did not recommend merger of the two school systems be- cause of (1) the "huge cost that would be involved in raising the county system up to city salary and kindergarten standards", (2) the "vast physical job involved in consolidation." However, the Local Government Commission did not set forth educational reasons as a justification for not recommending consolidation. The report stated that its proposals should not stand in the path of ultimate unification of the two school districts and expressed the view that it would be easier to effect ccnsolidation after changes had been made which minimized the differences in the two school systems. The Commission f urther expressed the view that combin- ing of the schools would be made easier "if in the meantime the tri-ci ties and the rural areas would assume a larger share of their school costs." However, the Commission did recommend certain changes which have had a profound effect on education in the Atlant a-Fulton County school districts. The report, known as the Plan of Improvement, recommended greatly enlarging the city limits of Atlanta and the consolidation of certain city and county services. This plan, as later put into effect by the General Assembly, resulted in the transfer of about 40 Fulton County schools and nearly half of the school en- rollment in the County district to the school district of Atlanta. Furthennore, 72 per cent of the taxable wealth to support schools in the County district was included in the annexation. These changes took place in 1952. �3 Even though the two separate school districts remained in reality, a substantial step toward consolidation took place because of the reduction in the number of schools and in enrollment in the Fulton County district and the subsequent increase in the Atlanta district. Unfortunately, severe financial problems were created in what was left of the Fulton County school district because of the l arge proportion of taxable wealth to support schools which was · transferred into the city district. The financial woes of the Fulton County schools have increased steadily since that time. The General Assembly of Georgia created a Local Education Commission of Atlanta and Fulton County in 1958 to make a study of their educational systems and to draft a plan or plans for their improvement, submitting the plan or plans to the members of the General Assembly from Fulton and DeKalb counties. Act stated that 11 The such study shall give f ull consideration to the position of such systems within the total educational syst em of the State of Georgia, and t he plan or plans shall include any changes i n political and administrative and fis cal structure of either or both of such systems which t he Commission deems desirable and feasible. 11 Thus, concern for consoli dation appears in this legislation and in t he assignment of dut ies to t he Commis sion. This Commission first gave at tention to the legal problems which would be involved in consolidation. Mr. G. Stanley J oslin, Professor of Law at Emory Universi ty, was commissioned t o study the legal considerations which woul d be necessary if consolidation were undertaken. Mr . Jos l i n prepared a mem9randum for the Commission on t hese matter s . The memorandum emphas ized an important t echnical distinct ion between merger and consolidation, thus indicating two distinct ways in which unification might be achieved. Merger would involve one system becoming a part of the other, thus taking on all the powers and limitations inherent in the system which absorbed it. Consolidation means a completely new school system which would be �4 created from the present Atlanta and Fulton County districts. would cease to exist when the new district crune into being. These districts The newly-created district would be new in every respect, including provisions for a board of education, school truces, debt limitations, administrative officials, and operational procedures. Mr. Joslin stated that the new system could be constituted in a way that would permit the addition of other :.;chool systems or parts of such systems when ·and if the citizens affected so desi red. No major legal difficulties need be involved in consolidating the t wo systems according to Mr. Joslin. He r ecommended that if a decision is made to combine the two systems, consolidation would be better than merger. If merger were to be decided upon, fewer legal difficulties would be involved if the city system joined the county system rather than if the county system joined the ci ty system. The Commission then tUined its attention to other aspects of the consolidation i ssue . Considerable r esearch was conducted to deter mine the economic and financial advantages and disadvant ages of unifying the t wo dist ricts. The Commission becrune greatl y interested in the educational implicat i ons of consolidation. Thereafter, it viewed consoli dation primaril y in terms of opportuni- ties which could be provided for improving education in the met ropolitan area. After a careful study of the advant ages and disadvantages of consolidation, the Commission decided that "consolidat i on is neither desirable nor practi cable at this t ime . 11 I t went on to st ate that "consolidation will be much more feas- ible , in our judgment, if and when (a ) the two separat e syst ems have adopted s:iJnilar policies with respect t o kindergartens, (b) t eacher pay scales of the two systems are either ident ical or at l east much closer together than at present, ( c ) citizens of the Fulton County school district have voted to eliminate the Homestead Exemption for school operating true purposes, and (d) the Atlanta-Fulton �s County area has successfully passed through the impending school desegregation crisis. 11 Stated another way, the Commission found itself favorably disposed toward consolidation but did not believe the time was right for the transition which would be required. It stated that mere consolidation of the two school districts~~ would be neither good nor bad. The values of such a move lie in whether or not better schools could be provided for the metropolitan area than could be provided by two separate systems, and as economically. However, the Commission did not. drop the idea of improving schools in the metropolitan area by means of improved organizational arrangements. It concluded that a number of the advantages of consolidating the school systems could be achieved through the creation of machinery for joint action and for the development of joint programs by the Atlanta and Fulton County boards of education. Separate and independent action of the two boards on matters involving common interests lack the strength of joint action and would be less economical in cost. The search for ways to improve schools convinced the Commission that continuous research and experimentation were necessary if the improvement program it recommended was to be successfully executed. Furthermore, the demands on education are such that continuous research and experimentation are essential for a school program which is suf'ficiently up-to-date to meet current needs. These are examples of undertakings which would be more productive if engaged in j ointly by the school systems rather than if each system developed its own separate programs. To achieve these purposes, the Metropolitan School Development Council was created as a separate entity to serve both school systems and to be controlled jointly by them. The Council is the instrument through which many recommenda- tions of the Local Education Commission have been achieved in full or in part. Its success is a demonstration of the ability and willingness of the two boards �6 of education and their professional employees to work cooperatively for better schools. The Council was viewed initially as a poss1ble intermediate step toward eventual consolidation. This assumption is supported by the success of the Council. The financial position of the Fulton County Board of Education rapidly deteriorated following the annexation program .of greater Atlanta which was completed in 1952. After annexation was complete, only 28 per cent of the former taxable wealth remained for the education of Fulton County public school students, while the number of students remaining was nexation. 50 per cent of the total prior to an- School population in the County continued to increase at the rate of about 7 per cent each year, thus creating capital outlay problems as well as the necessity of increasing operational budgets. By 1963-64, the Board of Edu- cation found it necessary to reduce school support because there was no longer tax leeway for increasing the school budget. All bonding capacity for building p"rposes had been utilized, also. · This dire situation prompted the Fulton County Boa=d of Education to appoint a Study Commission of ten citizens of the County to find ways and recommend ways to the Board for alleviating the financial crisis whfoh gripped the schools. The Commissi on projected school enrollments, capital outlay needs, and operational budget needs for the Fulton County schools through the 1972-73 school year, assuming that schools of at least present quality were to be maintained. Eleven different possibilities of financing the schools were considered, all of which proved to be inadequate, if taken singly. It recommended a combina- tion of alternatives for financing the schools of Fulton County, but it expressed grave concern for the future and recommended that the "study of what would be involved in merging the Fulton County and Atlanta school districts should be continued with a view to effecting such a merger when it is feasible." �7 All of these· studies gave serious attention to consolidation and without exception th0y concluded that the directions toward which the two school systems should move lead to consolidation. As stated in one of the reports, the question seemed to be not whether there should be consolidation, but rather when should consolidation be effected. DIMINISIIDJG BARRIERS In the meantime, certain of the barriers to combining the t wo school districts which were identified earlier have been either overcome or minimized. The State Minimum Foundation Program has been modified in ways which will not require a .financial sacrifice in state aid should the two districts be united, as would have been t he case earlier. The only loss would be the state alloca- tion for the salary of one superintendent, about $6,700, and there may be gains which would offset this loss, depending on the kind of new district to be created . The level of financial expenditures of the t wo districts has been brought cl oser · together, although troublesome differences r emain. Questions concerning kindergartens are perhaps t he most difficult. The trends in school desegregat i on appear to be clearl y established. Whil e citizens generally seem to accept desegregation as a reality, pr oblems which accompany the actual integrat i on of schools a.re prof oundly complex and their solutions a.re unclear. However, whether one or two school districts exist in Fulton County may be viewed as largely immaterial with reference to desegregation. Perhaps the most important change is the growth of the two systems toward the same basic assumptions concerning education and the increase in productive cooperative efforts between the two systems. This is progress toward the kind of unity which is essential to physical consolidation. �8 NEW Il1PERATIVES Meanwhile, other transitions of great importance have been taking place. Foremost among these is the widespread recognition that the provision of education of increasingly high quality is an essential requirement of all districts if its people are to remain in the mainst ream. of modern civilization. Neither the schools of yesterday nor the schools of today will be adequate for tomorrow. Cultural transitions are taking place ~ta rate of speed which quickly render obsolete much of current education. Intensive efforts to find the best ways of providing the needed education are underway in many school districts. The national government is keenly aware of these needs as is evidenced by its increasing support of education at all levels. Education is now recognized as the only effective way of eliminating poverty, achieving worthy personal objectives, and developing more satisfactory communities, states, and nations. The continued rapid growth of the Atlanta metropolitan area is another major f or ce which deepl y i nfluences the schools and how they should be organized. A population of three mill i on people i s pr ojected for the area by t he year 2000. The basic structure of l ocal gover nment in t he area has thus f ar been relati vely unaffected by this growth, except f or t he annexation program completed in 1952. These units of government, including t hose f or schools, become increasingly archaic as the metropolitan area continues its growth and development . A major aspect of urbanization is the fact that as size increases so does cultural diversity. This complexity of interests and abilities necessarily in- creases interdependence because a metropolitan area permits many kinds of specialization which are supplementary to each other and when taken together constitute the entire area. the whole. Hence, the status of a given unit in such a complex affects �9 This is why no part of a metropolitan area can afford a second-rate school system. Therefore, the present fiscal condition of the -Fulton County school district is a concern of the entire metropolitan area and not simply of the Fulton County school district alone. As pointed out above, a major imperative is the inability of the present Fulton County school district to sustain an adequate progr am of education. Since nothing has been done to alleviate the crisis in school finance underscored in the 1963 study, this imperative becomes more compelling. THE IMPORTANCE OF A GOOD SCHOOL DISTRICT Before taking a closer look at the question of consolidation, a brief discussion of school districts and their proper functions may be in or der. The American concept of public education includes provisions for substantial control of schools by local communities. The local school district, a creature of the state, was invented to enable people s erved by the schools to have a voi ce in their purpose and government. dist ricts in America. There are thousands of local school These district s vary greatly in size and i n population. They are easily classified into different t ypes accor ding t o the kinds of schools they provide. Much study of school di stricts by authorities suggests the f ollowing criteria for an adequate district : 1. I t should have enough children to educate to enable schools to funetion effectively and economically. 2.. It should be a reasonably complete social and economic unit. 3. It should have taxable wealth adequate t o provide healthy .local support. 4. It should have adequate bonding power for needed and anticipated capital outlay. �10 5. It should have tax leeway for both current operations and capital outlay. 6. It should have reasonable fiscal independence. These criteria were applied to the Fulton County school district in the 1963 study. It was found that the district could meet only the first criterion. It, therefore, by no stretch of the imagination could be judged as an adequate school district~ On the other hand, the Atlanta school district meets all of these criteria to a reasonable degree. Atlanta has already recognized a degree of responsibility for the Fulton County school district by supporting al½ mill countywide 'tax for support of Fulton County schools. If the two districts were combined, the single district would be a sound and adequate district, if established on the basis of proper legal provisions. REASONS FOR CONSOLIDATION The foregoing discussion traces the historical development of consolidation as an issue and reviews the findings and recommendations of previous studies as they bear on the question. Current developments and trends are also identified and interpreted in relation to their impact on the structure of education in the Atlanta metropolitan area. These facts point clearly toward a single school district. But the really persuasive reasons which should be considered in making a decision a.re concerned with consolidation as an instrument for achieving better educational programs for the metropolitan area, a more equitable support basis for the schools, and the provision of structural and procedural arrangements which will facilitate the economic use of personnel and financial resources in the ongoing development of more adequate education, and finally with the provision and stimulation of the research and experimentation which a.re essential �11 in the continuous improvement of education in the metropolitan area. These educational advantages to consolidation are listed and briefly discussed in the following pages. A Better School District Will Be Provided The discussion above concerning the proper functions of a school district and the characteristics of a sound district clearly justify this conclusion. Furthermore., sound principles of political science as they relate to units of local government support this conclusion. In addition., maintaining and foster- ing good relationships with other units of local government would be enhanced by a single district. These factors are obviously related to the ease and conven- ience of governing the local schools. Educational Opportunities~~ Equalized~ Easily The American dream has long stressed the right of every individual to secure an education. We now believe that every individual has the right to an education appropriate to his purposes., interests., abilities., and needs. Equality of edu- cational opportunity., therefore, does not mean the same education for all., but it does mean the same level of quality for all insofar as is possible. The extreme diversity of cultural interests and socio-economic backgrounds which . are found in the metropolitan area of Atlanta., and in a..~y other metropolitan area, require a wide range of educational programs adapted to these basic differences in people. The current nationwide concern for providing more realistic educational programs for children in slum areas is an indication of this kind of need. The Atlanta district is vastly heterogeneous in composition., while �~ ,.. 12 the Fulton-County .district is more homogeneous. Combining the two would make it possible to provide the variety of educational programs needed in a more economical and efficient manner. The equalization of educational offerings in the present school districts of Atlanta and Fulton County seems virtually impossible. A single district would contribute much to making this a manageable taak· with minimum difficulties, ~ and Needed Edupational Programs Could Be Provided More Economically Neither school district has yet provided post-secondary education programs for which there is great need. Perhaps the fastest growing trend in American education is the development of comprehensive junior colleges. These institu- tions provide two yea.rs of academic ,-rork either for terminal purposes or for transfer to a senior college. They also usually offer programs in vocational- technical education and in adult education. It is increasingly clear that con- tinuing -education is a must for the adult citizen of tomorrow. Furthermore, the kind of world in which we live requires increasing amounts of education.. A recent Educational Policies Commission report takes the position that we must provide two years of education beyond the high school at public expense for all high school graduates. Fulton County is not financially able to provide junior colleges. It would not be tha most economical plan for each district to provide its own junior col• leges. A program for the metropolitan area would provide the best means of meet- ing this emerging educational need. The two districts have already found it profitable to cooperate in the provision of vocational education as reflected by the new vocational school which is to serve both districts and provisions for a second such institution. �13 ~ Adequate 0,irricula ~ Special Student Groups Can Be Provided The variety of curricula required to meet the diverse edu,ca.tjooaJ. needs referred to abov.e means special -educational offerings for -small groups of selected students. Reference is made to groups o! children with serious physical handi- caps, those suffering from severe mental retardation, children with extreme emotional difficulties, the exceptionally bright, and those with unusual talents. Since such programs are needed for only small numbers of children, they can be provided more economically if the student population to be served is drawn from the entire metropolitan area rather than if the two present school districts offer duplicate programs. Furthermore, the educational quality of offerings can be more readily improved in a unified district. Certain Educational Programs and Services ~ ~ Provided ~ Satisfactorily The richness and depth of both t eaching and l earning are being enhanced by new discoveries concerning human growth and development . The cont ributions of science to the effectiveness of teaching and learning processes is increasing at a r apid r ate. Integrating into curricula the accelerating flow of new and use- ful subject matt er which the modern school program must offer if it is to remain effective is an i ncr easingly difficult problem. The modern school must be st affed by prof essional personnel who keep up with these continuing developments that affect their pr oductivity. Systemwide continuous career development programs for personnel have become a necessity. This is one type of educational service which can be provided better on a metropolitanwide basis rather than in terms of the present separate districts. The develop- ment and use of various learning resources and the appropriate utilaation of �r· 14 technological advances in teaching can be stimulated and fostered better t hrough a single school district. Required Improvements in Educational Quality ~~Achieved~ Readily The search f or better schools is a common thread running through all considerations involved in deciding the consolidation question. Unless the ultimate consequence of unifying the two school districts is a better quality of education, there is little need to pursue the issue. Improvements in financing schools in administrative and supervisory services, and in the scope and variety of educational offerings can be justified only in terms of their educational impor t. The concept of a metropolitan area which is basi c to the considerations of this paper demand an educational program for the Atlanta metropolitan area and not a seri es of separate and structurally unrelated programs. The s earch f or educational quality is now both universal and continuous . The pursuit of quality is compl ex in that i t i s concerned with everything that has a bearing on t he educational programs offered by a school district. The unification of such efforts would certainly strengthen t he opportunities and resources for enrichment of educational offerings. Comprehensive, Long-Range Planning Can Be More Effective The increasing magni t ude of educational r esponsi bi lity has been st ressed. The quantitative aspects of t his problem will cont inue t o increase. Project ions which have been made through the next several years show no letdown in the rate of population growth. The indicated increase in the educational load calls for the most intelligent planning of which the people responsible are capable. �Since this growth ignores school district lines, adequate planning for new enrollment must also ignore these lines insofar as actualities permit. Compre- hensive, long-range planning cannot be satisfactory if it is segmented on the basis of school district lines which have no con.st.ruct.ive significance in the context of the metropolitan area as a whole. - More Effective Solutions to Common Educational Problems Are Possible Educational problems are not confined to areas marked off by school district lines, as has b~en emphasized. Some educational problems are unique to certain types of districts, a.sis true of Fulton County and Atlanta. But many such problems are common to the districts of a.n area, state, region, or nation. which are common seem to be on the increase. Those The school district which embraces as nearly a self-sufficient socio-economic unit as is possible provides the best structural framework for the consideration of educational problems. Solutions t o these pr oblems should not be restricted by artificial district lines which i gnore t he facts of life. A unified district would provide for a more construc- t ive approach to problem solution than does the present dual appr oach. This is all the more important since most of the educational problems to be faced are common to the two dist ricts . ~ Effective Research Programs Can Be St imulat ed and Executed As good schools have become more central to per sonal and community advancement, the place of research in education has become more apparent. Sound analyses of existing programs, the identif'ication and description of strengths and weaknesses, and the determination of grounds for change require research. Planning �16 ahead so that there will be adequate classrooms and teachers for the children in school at the beginning of a given year rests back on sound research. School systems without strong research programs cannot achieve their maximum effectiveness. The complexity of a metropolitan area and the interrelationship of roles of its different segments require comprehensive research programs based on trends and needs of the entire area rat.her than of subdistricts which are separate school districts. Furthermore., economy and wise management dictate the metropolitan-wide approach to research. Needed Experimentation~ Educational Invention~ Be Achieved~ Readily Major advances in our society depend heavily on invention and experimentation . This fact is well recognized in the world of science and technology. The role of invention and experimentation in the improvement of social institutions such as t he schools is equally critical. Schools like the world in which they exist must change as their clientele changes . New cuITiculum materials must be developed and t ested on experiment al bases. New knowledge of human gr owth and development must be appl i ed t o teaching and l earning on experiment al bases. New teaching procedures and methods must be t ested through tryout and evaluation. Heavy reliance upon invention and experimentation are crucial to needed educational advancement. There is no need for the school systems within the metropolitan area to engage in separate programs of this nature. The interests of both can be served .better by unified programs., to say nothing of economies which could be effected. �17 More Extensive Use of Selected Educational Facilities and Lea.zning Resources Are Possible Centers for acquiring, creating, distributing, and servicing curriculum materials, filmstrips, video tapes, films, and the necessary equipment for appropriate use of these materials are becoming common. The creation of teaching materials for local use and on the basis of needs unique to the local situation is an important function of these centers. The use of television in teaching and in professional development programs is increasing. The needed facilities for extensive television programs in the metropolitan area can be centered easily in one location. It would be foolish to duplicate the above in different school districts serving the same metropolitan area. A single center can provide a constant flow of materials far richer and more comprehensive than would be possible with duplicate facilities in the separate dist ricts. Equity and Balance of Financial Eff ort and Support Can Be Achieved An axiom of educational finance which is accepted universally is that wealth should be taxed where it is i n or der t o educate children where they are. The most glaring deficiency in the structure of p1;_b lic education in the Atlanta area violates this axiom. The center f or commerce and industry is the City of Atlanta. Contributions of most Fulton County citizens to the economy of the metropolitan area are made largely in the City of Atlanta where they do their work. This wealth enriches Atlanta primarily, although the earnings paid to the individual may be spent wherever he chooses. The contribution of the city to support of s chools in the Fulton County district is al½ mill property tax. The industrial �r 18 wealth of the metropolitan area which is a major source of school revenue lies largely within the City of Atlanta. No equitable system of financial support and effort is possible which does not take into account these economic facts. A single tax program for schools in the metropolitan area with the revenues distributed according to educational need is the only satisfactory answer to t he financial dilemma of the Fulton County schools. This is Atlanta 1 s problem as well as Fulton County 1 s problem because of the previously stressed interdependence of the metr opolitan area. A s ingle school district would be the most simple and prudent way to achieve this goal. It should be pointed ouG that a new tax plan would be needed, for Atlanta is approaching the situation of Fulton County under its present tax system. Greater Financial Stability is Possible The disadvant ages of heavy r eliance on the property t ax f or the suppor t of schools are well known . The primary advantage is that revenues from property taxes fluctuat e l ess than do r evenues f r om more s ensit i ve baromet ers of economic health. Desirable stability in the financial structure of a school system in the final analysis is related to the s oundness of the economy and the fairness of the system of taxation. The better balanced the t ax pr ogram, the more stable the financial base of the schools. The more complet e the economic district or area served by the school district as an economy in its oi-m right, the more stable the local tax base for schools. It goes without saying that combining the Atlanta and Fulton County districts into a single school system would provide a far sounder economic base for year-to-year stability in school support. �19 Economies are Possible Consolidation cannot be justified as an economy measure, if this means an actual reduction in expenditures. Any plan for immediate unification of the t wo districts would really cost more than the sum of the current budgets of the t wo systems because cost s would be equaliz.ed upward instead of downward, assuming the same quality of education is to be provided in the entire district. Neverthe- less~ some financial economies are poqsible because of the elimination of duplicate programs and services which can be handled better through single systems. In this connection, special reference is made to experimentation and invention, research, certain district- wide programs and services, specialized curricula for small student groups , and others enumerated in the listing above. These programs could be pr ovided at higher quality levels on a unified basis at a lower unit cost than would be possible in dual pr ograms. However, t he gr eatest economic gain to consolidation would be in the creation of opportuni ties to purchase more with the educational dollar rather t han i n the utilization of f ewer educational dollars. This kind of economy i s certainly t o be sought and is of much greater :importance t han t he mer e saving of money . A good test of a s chool district is not how little money i t spends, but how much education it buys for its expenditures. The above i dentification and description of advantages t o consolidation are predicated on certain assumptions concerning the new s chool district. these assumptions are the following : ~mong an adequate legal base for the new district will be provided; an administrative structure which will make possible the necessary leadership for educational advancement in the metropolitan area will be created; an adequate plan for financing the new school district will be adopted, and emphasis on continuously improving educational quality and extending educational services will be continuedo Consolidation as such is of no value. It �20 is valuable only as it results in educational advancement , but i t will not guarantee such advancement. EDUCATIONAL DISADVANTAGES OF CONSOLIDATION Educational reasons why consolidation is not desirable must be viewed against the backdrop of advantages. It will then be possible to weigh the two sets of reasons and detennine the course of action which offers the most promise for educational advancement in the metropolitan area. It will be noted that reference is made to educational disadvantages rather than to other disadvantages or handicaps .which might have to be faced in effecting consolidation. A careful study of the educational problems which might result from consoli~ dation indicates that such problems are related primarily to the factor of size of the district. Some of these problems are discussed below. Difficulties~ Maintaining ~ Contr ol The capacity of schools to make needed adaptations which t alce i nto proper account t he educational needs of their neighborhoods is related to the size of dist rict s. Considerable uniformity of educational programs ,n t bin districts has been traditional. As a rule, the l arger districts off er a gr eater variety of educational needs which r equire much variation in of ferings . uniformity particularly undesirable in t hese di strict s . This makes Current efforts to devel op more realistic school programs f or chil dren in slum areas of cities is an example of the need f or differ ent kinds of pr ograms according to community backgrounds . A r easonable degr ee of contr ol mus t be vest ed in the local school community if these variations in educati onal needs are to be met. Neigh- borhood control gener ates local r esponsibi l ity, inter est and initiative which are essential to good schools. �21 Unhealthy Reliance on Bureaucracy Where local control is missing, decisions are removed from the local scene . Instead of the healthy exercise of community responsibility for schools , directives from the central office take the place of local initiative. Thus , bureau- cratic controls a,row up which inevitably stress uniformity and discourage the community autonomy which has been one of the great strengths of public education in America. There is evidence to show that the larger the district the more · dependence is placed on unhealthy contr ol f r om central offices which are f ar removed from the people. Inadequate Invention and Experimentation Many very large school districts have been notably l acking i n educati onal invention and experimentation. Some of the major current educational ill s of our country are in the slums of large city distr icts wher e unt il r ecentl y littl e effor t was made to creat e and t ry out school programs which would s erve these areas more r ealist ically . Innovation is difficult in situati ons which do not en- courage the exercise of i ndivi dualit y . patible. Uni f ormity and invention are not com- Excessive use of rules , regulations, and directives inhibit creativity. Poor Communication The diff i culties of maintaini ng s atisfacto ry channels of communicati on increase with the size of a school dist rict. The threads which hold a school system t ogether become tenuous as the di str i ct grows l arger. Greater dependence must be placed on formal and impersonal means of communicat ion in large districts. Oppor- tunities for misunderstanding and conflicting opinions are greater where personal and informal contacts are missing. �22 - - ----- ---- --Too Much Centralized Decision Making - The disadvantage of bigness in utilizing democratic participation in reaching decisions stems partly from the lack of an adequate structure to permit such participation and partly from the slowness of action characteristic of large units of government. The fact that both the soundness of decisions and an adequate understanding of their meanings are enhanced by participation in their making is of great importance in effective teaching. ~£!Personal Identity Many studies have shown that a close relationship exists between the productivity of a person and the degree to which he feels himself to be an integral part of the enterprise which provides his employment. The more he is made to feel that he is but a mere cog in a machine, the more he acts as though this were true. There is no substitute for maintaining warm and personal relation- srips in achieving satisfaction and success in one's work. This kind of environ- ment is very hard to maintain where large numbers of persons are involved. The Atlanta and Fulton County school districts, if combined, would be about eleventh in size among all districts in America. In 1963- 64, the total school enrollment in the two districts was 157,140, about one- sixth the enrollment in New York City which has more thar one million pupi:s and enrolls more pupils than any other district in the Nation. Both the Atlanta and Fulton County districts have already reached the size of school systems which have suffered from the ills described above. Therefore, combi-:.t..ing the school districts would scarcely create problems of bigness beyond those which already exist, if the proper safeguards a.re observed in the creation and establishment of the new district. �23 Just as creating a single school district would not guarantee the educational advantages discussed in this paper, neither would the ills described inevitably follow. Knowing the disadvantages to avoid should be sufficient forewarning to assure the provision of an adequate legal base for the new district, satisfactory administrative leadership, and sufficient financial support. DIFFICULTIES IN ACHIEVING CONSOLIDATION Transitions in political and civil structures are painful and tedious at best. Existing systems cling to life tenaciously and carry with them the strong support of tradition and custom. Creating a new school district is simple com- pared to abolishing existing districts. Basic difficulties fall into three classes: standings, and operational. legal, attitudes and under- There may be numerous variations in each type of difficulty in a particular situation where consolidation is undertaken. Legal difficulties inhere in the necessity for making changes within the limits of legal freedom to dissolve a given district and to create the necessary legislation for establishing and setting into operation the new district. This problem is one which members of the legal profession must solve with the aid of the General Assembly of the State in passing the legislation which has been determined as being necessary. The handicap of conflicting attitudes and understandings is probably the most difficult to overcome. The question of consolidation must be resolved by the electorate, in the final analysis. Any move to consolidate will be inter- preted in many different ways by citizens who already hold varying points of view on the issue. Any plan advanced to effect consolidation will be subjected to abuse without understanding by interests who think their purposes will be served best by maintaining the status quo. Consolidation will be viewed as a �• scarcely know the difference after consolidation is achieved. Children~ attending the same schools, which will be operated essentially as before and ~ taught by the same teachers. Overcoming handicaps of this nature depends largely on the widespread dis- ,. seminatioh of ad.equate information and the stimulation of discussion and examination of relevant facts. One of the great strengths of our democracy rests in the fact that people when properly informed on problems and issues will make wise decisions. Therefore, major tasks, if consolidation is undertaken, will be the -- planning and carrying out of public information programs and arranging __for public,.___ . ._ _____ ·---. discussion of the advantages and disadvantages of the proposed plan. The third difficulty is creation and implementation of needed operational plans and procedures for the new school system. The responsibility for this phase of consolidation necessarily lies with the prof essional staf~ of the school system and t he boa.rd of education. The function of t he board of education will be t o provide adequate pol i ci es f or bringing the new dist rict into full bl oom and continuing its operat i on on a sound basi s . The professional staff will have many separate but related tasks to undert ake in effecting a smoothly functioning new \ district where two separate districts existed before. While the two districts have drawn closer together in recent years and have worked cooperatively on numerous projects and programs, there are still differences in operational patterns and policies of the two school systems: Some differences a.re in pension systems, retirement provisions, leave provisions, sick leave policies, employment practices, salary schedules, pupil-teacher ratios and, as pointed out earlier, differences in educational programs and services. The new district would have ·to develop new policies on these and many other matters. These policies would have to be put in.to practice before the \ \ ', �consolidation move is completed and a success. This constitutes a -tremendous- professional job for the staff and requires ..infinite patience and careful planning. None of these difficulties are insurmountable. Good will, good judgment, an<;l hard work are the essential ingredients of success, CHARACTERISTICS OF THE NEW DISTRICT The Atlanta district consists of 128.395 miles of which B. 420 miles lie in DeKalb County. territory. The Fulton County school district includes 420 square miles of Therefore, the two districts, if consolidated~ -would make a single district of 548.395 square miles of which 539.975 square miles would be in Fulton County proper. The new district would have had a population of 632,600 an April 11 1964, of whom 126,400 were in Fulton County and 506,200 in Atlanta, including 43,900 who live :in DeKalb County. School enrollment for the f all of' 1964 would be about 145,000 pupils. Professional personnel in the
  • Tags: Box 6, Box 6 Folder 2, Folder topic: R. Earl Landers | Local Education Commission | 1964-1967
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 2, Document 13

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  • Title: Box 6, Folder 2, Document 13
  • Text: ..... . - - - ,_:-- 36 TABLE II ESTIMATED ANNUAL SCHOOL BUDGETS OF THE ATLANTA AND FULTON COUNTY DISTRICTS 1965-1970 Atlanta Years Fulton County Total . 1965-66 ~~ $46,713,125 $13,891,184 $60,604,309 1966-67 51,104,159 15,002,479 66,106,638 1967-68 55,907,949 16,202,677 72,110,626 1968-69 61,163,297 17,498,891 78,662,188 1969-70 66,912 , 647 18,898,802 85,811,449 -i~ Actual �
  • Tags: Box 6, Box 6 Folder 2, Folder topic: R. Earl Landers | Local Education Commission | 1964-1967
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 2, Document 16

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_002_016.pdf
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  • Item Type: Text
  • Title: Box 6, Folder 2, Document 16
  • Text: MINUTES LOCAL EDUCATION COMMISSION December 21, 1965 The Local Education Study Corrnnission met in the 3oard Room of the Fulton County Administration Building at 2:00 P.M. on Tuesday, December 21, 1965, with the following in attendance: Mr. Kenneth Stringer Dr. James L. Miller Dr. John Letson Mr. Tom },filler Mrs. Alan Ritter Dr. Rufus Clement Mr. Earl Landers Dr. Paul \'lest Mr. P. L. Bardin Mr. Alan Kiepper, {Proxy) Hr. Bardin called the meeting to order and asked for approval of the minutes of the August 23, 1965, meeting. The minutes were unanimously approved. He then gave a brief review of the work of the Commission since the last regular meeting and pointed out that a meeting was held with members of the Atlanta and Fulton County Boards of Education on September 21, 1965, and with the Representatives and Senators from Fulton and DeKalb Counties on September 27, 1965. The Legislative Delegation later developed a resolution outlining additional information which should be included in the report of the Corrnnission. Dr. Pierce then presented the addition to the report. Comments and suggestions offered during the presentation included the following: Assessed evaluation of property in Atlanta is approximately 70% of the 1956 reappraisal which in reality is about 30% of the current market value for the city and 20% for the county. Judge Wood's decision does not include independent school districts. Homestead exemptions will not be affected. The cost for putting Fulton County teachers on the same salary schedule as the Atlanta teachers should be included in the report. "New board members will be elected as vacancies occur" should be changed to "new board members will be elected as terms expire". The report should show that Fulton County's bonding capacity is 10% of the digest and Atlanta's bondi ng capacity is 4% of the digest. �Since board members in Atlanta have been elec t ed for four-year terms beginning January 1, 1966, would any legal difficulty be encountered by calling for a new election of board members in 1968? If so, could this be resolved by having current members of both boards compose the new board until terms expire and then elect only seven new members t o the new board? Wealth behind each child in Fulton County and Atlanta may change if portions of the county are annexed into the city. It should be stated that support to schools as stated in the report is predicated upon no changes in present tax structure. The report should include a s t atement ef ~how .the seven .district--s from which the board members will be elected are to be determined and how they will be readjusted as population changes . Since we now have seven senatorial districts it might be desirable to use them as the starting basis for the seven districts from which school board members will be elected. These districts will be amended as necessary so that areas within the city but which lie in DeKalb County will be included and so that other portions· of DeKalb County will be excluded. Fiscal independence for the school board should refer only to the property tax and not include the ability to set sales tax rate and other similar truces. The combined budget f or both school systems should be pr ojected. The Commi ssion accepted the repor t as presented with t he sugges ted change s present ed above . The lawyer s were i nstructed to draw up t he necessary pr oposed constituti onal amenclment for combining t he two sys tems . A copy of the amendment is t o be sent t o each member of the Conuni ssion for study before the next meeting of the Connnission. Copies s ent t o Commis sion Member s are t o be clearly marked Rough Draf t and Confidential. The Commission will meet again t o revi ew the proposed cons titutional amendment a s s oon a s poss i ble . The meeting was ad j ourned at 3:55 P,M. �
  • Tags: Box 6, Box 6 Folder 2, Folder topic: R. Earl Landers | Local Education Commission | 1964-1967
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 2, Document 18

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_002_018.pdf
  • Result Type: Item
  • Item Type: Text
  • Title: Box 6, Folder 2, Document 18
  • Text: MEMBERS OF LO..;AL GOVERNMENT COMMI SSION ATLANTA AND FULTON COUNTY Cha irman : Pope Br ock, Chairma n of the Board Ful t on Nat i onal Bank 2629 Ar den Road , N, W. At l ant a, Georgia Bus. Phone Home Phone 875-3411 355- 4496 Vi c e - Chairman ·ack W. West J ack w. West Cont r act ing Company P . 0, Box 6787 Atlan t a, Ge orgia 30315 577 - 2357 627- 8630 Sec r e t a ry- Treas urer : Mr s . Earl F . Ge i ger 4291 Eas t Brookhav en Drive, N, W, Atlanta , Georgia 231- 3264 Robe r t Earl Brown P . 0 , Box 20787 At l anta Ai.rp ort At l anta, Ge org ia 767- 7501 344- 6330 Dr . Samue l D. Cook, Chai rman Depa r tmen t of Pol itical Sc ienc e At l anta Unive r s ity Atlanta , Ge or gia 523- 6431 525-7512 Dr . I rving H. Gol ds t e in, DDS 826 Peachtree Street , N. W. Atlanta , Ge orgia 875-7034 872-6671 873 . 2777 J os eph K. Heyman, Senior Vic e Pre sident Trust Company of Georgi a Atlanta , Ge orgia 30303 .588- 7916 233-0747 355-3423 766-0594 344-3550 761-3775 378-0174 378-0174 Max Holt, Comptroll er Di ttler Bros . , Inc . 1375 Seaboard Industrial Boul evard J N. Atlanta, Ge orgia 30325 ErneAt w. Keappl e r 2266 Campbellt on Road, Atlanta, Georgia 30311 s. W. William T. Malone 774 Lullwater Road, N. E. Atlanta, Georgia w. �J o s eph M. Ma l oof , Ass i stant Vi ce Pr eside nt F i rst Fereral Sav i ngs & Loan Assoc i at i on 40 Mariet ta Street, N. W. Atlanta , Geo rgia Bus. Phone Home Phone - 525 - 7681 627 - 8405 William F. Methvin, Jr. W. F . Met hv i n ) J r. Lumber Comp any P . o. Box 8121, St a t i on F Atlan ta , Ge org i a 876 - 0300 876 - 0300 · . Y. More l and, Sr . , Principa l Booke r T . Washing t on High Schoo l 12 Chappel Road, N. W. Atlanta, Georgia 30325 758 - 8871 753 - 8276 525 - 3404 237 - 3900 233 - 7020 255 -1179 525 - 3404 622 - 0872 Cl i ff ord Oxf ord Hatcher, Meyerson , Oxf ord an d Irvin Fi rst Federal Buil ding 40 Marietta Stre et , N. W. Atlanta, Georgia 30303 E . Earl Patton Patt on Ass ociate s 38 Cld I vy Road, N. E. Atlanta) Geo r g ia 303 05 Paul E. Pressley Hatch e r, Meye rson, Oxford and I rvin Fi rs t F e d e r a l Building 40 Mari etta Street , N. W. 30303 Atlanta, Ge org i a J . W. Ste ph enson, J r., Manager Coll ege Park Branch Atlanta Fede r a l Savings & Loan Association 3581 Mai.n Street Coll eg e Park, Ge org i a 761-0153 Fr e eman Strickland 12C8 F irst National Bank Bui l ding Atlanta , Geo r gia 30303 588 - 6414 233 - 2445 Franklin Thomas, Exec utive Director Bu t l e r St r eet YMCA 22 Butl e r Stre et, N. E . At lanta, Georgia .524- 0246 344- 2685 524- 7731 231-4307 Counse l: J ames B. Pi l cher As soc iat e City Attorney 1114 Willia m- Ol iver Bu ilding Atla nt a , Georgia 30303 For further information contact: Mi s s Pe g Hendrix Room 336 State Capitol Atl a nta) Georgia 30334 572- 2661 �
  • Tags: Box 6, Box 6 Folder 2, Folder topic: R. Earl Landers | Local Education Commission | 1964-1967
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 2, Document 20

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_002_020.pdf
  • Result Type: Item
  • Item Type: Text
  • Title: Box 6, Folder 2, Document 20
  • Text: ( COMMI TTEES OF LOCAL GOVER~ ENT ~ ATLANTA AND FULTON COUNTY STEERING COMMITTEE Pope Brock, Cha i rman Jac k w. We st Mr s . Ea rl F . Ge i ge r Jo se p h K. Heyman Cliffo rd Oxford J . Y. More l a nd ATLANTA CITY GOVERNMENT STUDY COMMITTEE Cli f f o rd Ox f o rd, Cha irman J ose ph M. Mal o of Dr. Samu e l D. Cook Wi l l i am F. Me thvin, Jr. Rob e rt Earl Brown FULT ON COUNTY GOVERNMENT STUDY COMMITTEE Dr . I rving H. Go l ds t e in, DDS , Ch a i r man Free man Str i ckl a nd Max Ho l t J . Y. Mo re l and Ernest w. Ke a pp l e r SUBURBAN AREA STUDY COMMITTEE Jos e ph K. Heyman, Chairman Pa u l E . Pres s l e y J . W. St e p h en s on , Jr . Willi a m T . Mal on e E. Earl Patt on F r ank l in Thoma s F o r f u rt he r informat i on cont a ct: Mi ss Peg Hendr i x Room 336 State Capit o l At l a n ta , Ge o rg i a 30334 572 - 2661 �
  • Tags: Box 6, Box 6 Folder 2, Folder topic: R. Earl Landers | Local Education Commission | 1964-1967
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 2, Document 25

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_002_025.pdf
  • Result Type: Item
  • Item Type: Text
  • Title: Box 6, Folder 2, Document 25
  • Text: REPORT OF THE CONSULTANTS on CERTAIN PERSONNEL PROBLEMS RELATING TO THE PROPOSED MERGER of the FULTON COUNTY - ATLANTA SCHOOL SYSTEMS JUNE 19, 1967 WILLARDS. ELSBREE and JOHN E. PHAY CONSULTANTS �Report of the Consultant s on Certain Personnel Problems Relati ng to the Propo3ed Merger of the Fulton County Atlanta School Systems, June 19, 1967 This report dea l s with the implications of merging the certificated and non-certificated per sonnel of the two current school systems - Fulton County and Atlanta . The question of the soundness of the merger itself was deemed to be outsi de the province of this study. The consultants have proceeded on the a s sumption that a merger is contemplated; that if - effected , it is essential to unify personnel policies and practices , and that specific procedure s for dealing with the employee groups in the two school systems should be spelled out. Perhaps the two most important personnel problems that must be resolved if a merger i s to be effected are the establishment of equitable salary and wage policies and the determination of how present and future pension and retirement provisions are to be administered. Certain other poli cie s and practices must also be unified if the merger is to deal f airly with the employed personnel. Sick leave , insur- ance provi s ions , and tenur e r egulations must somehow be brought into harmony - otherwise morale wi ll suffer and the objectives of the merger will not be fully r ealized . In or de r to obtai n the data and information needed to arrive at recommended pr ocedures the consultants assembled , with the help of the Coordi na tor of the Met ro politan School Deve lopment Council , pertinent published materi a l s f r om each of t he schoo l syst ems involved and they interviewed executives re sponsible f or the administration and supervision of the per sonnel poli cies. Included i n t he l ist of t hose int erviewed were : �the Executive Secretary-Treasurer of the Teachers Retirement System of Georgia, the Deputy Executive Secretary-Treasurer of the Teachers Retirement System of Georgia, the Director of Finance for Fulton County Board of Education, the Assistant Director of Finance for Fulton County Board of Education, the Controller of the Atlanta School System, the Assistant Controller of the Atlanta School System, the Superintendent of Schools in each system, the Assistant Superintendent for Personnel in Atlanta, the Coordinator of the Metropolitan School Development Council, the Director of Non-certificated Personnel in Atlanta, the Secretary for the Atlanta General Pension Fund, the Administrative Assistant to the Superintendent of Schools, Atlanta. Many official reports were examined together with policy statements in an effort to learn the basis for existing practices. The fact that salary policies were undergoing major revisions has been noted and the proposals contained in thi s report take full account of these changes . It should be pointed out that many personnel policies are subject to revision almost annually o Salary levels in particular are very unstable and inflation has forced boards of education and public boardsgenerally to boost salaries and wages more frequently than was true a few years ago . Because of this i nstabi lity any calculations of future costs are bound to be unreliable . The best that can be done is to make what appears to be �reasonable assumptions and show their implications . Salaries of Certificated Personnel With the merger of the Atlanta and Fulton County School systems an immediate concern of the several thousand individuals employed will be what will be my salary for next year? It is the opinion of the consultants that a basic salary schedule should be developed for the certificated personnel of the merged systems but that such only after the merger is consumated. a schedule should be developed The preparation of a salary schedule that has good possibilitie s of wide and enthusiastic reception should involve many people in its development. Representatives of organized pro- fessional groups, area specialists and supervisory and administrative personnel should have a part in the preparation of the basic salary program, Until the merger occurs , similar professional organizations will continue to exist for both Atlanta and Fulton County. After merger , many organiza- tions will be consolidated and at that time the new organizations may be appropriately represented . The same situation obtains for representatives of area specialists and the supervisory and administrative staff . A salary schedule that could be reconnnended by consultants prior to the merger of the systems and without the involvement of representatives from the new groups would be premature . Therefore, it is reconnnended that after merger �4 a salary study committee composed of representatives of all certificated groups and areas be appointed to consider salary schedules and salary policies for the new systemo With the decision reached that any new salary schedules should be developed only after merger of the systems, the consultants examined the possibilities of what salary provisions might be best for innnediate application following the merger and during the transition periodo The same treatment , salarywise, of all personnel in the new system is a prerequisite in determining salary policies for the new system. It was found that the two salary schedules could be merged and after careful review and examination the consultants came to the conclusion that retention of the salary schedules of the Atlanta System and the placement of the Fulton County per sonnel on the Atlanta schedules is the best solution possible with the merging of the two systems . To make such a t r ansfer from one salary schedule to another it is recommended that the following rules be applied : 1. No employee ' s s alary wi l l be reduced . 2. Teachers and other certifi cated per sonnel will be placed on the appropriate 1967-68 Atlanta School Sys tem' s sal ary schedule, on the step stipulating a salary t hat is equal to or next higher i n amount t o t he current s alary being paid . �5 3. Any Fulton County employee whose salary is higher on his present salary schedule than it would be on the same step of the Atlanta salary schedule will be paid this higher salary amount, but when and if eligible in subsequent years he will proceed according to the provisions of the appropriate salary scale. 4. For employees new to the merged system, a maximum of five years' service in other school systems will be accepted on a year by year basis . Such a person, with five years' experience, would enter on step 6 of the salary schedule. 5. Salary scale incentives applicable to the Bachelor's and Master's degree scales will be established following steps 4, 8, and 12. Teachers will be allowed to proceed on these salary scales only after completing six semester hours of approved college or university credit, or its equivalent, in in-service programs approved by the Board of Education . To make the salary changes by the application of the above rules it was estimated by the Coordinator of Metropolitan School Development Council that the cost increase will be approximately$ During the transition period there should be established a salary study connnittee, as indicated earlier in this section , to ascertain the adequacy of the salary schedules and policies in operation and to recommend any changes that promise to produce better salary arrangements . In addi t ion, �6 a review should be made to ascertain whether or not individual employees have been appropriately classified and -given correct placement on the salary schedules. Wages of Non-certificated Employees A similar approach is suggested for arriving at appropriate wage policies for the non-certificated workers in the county and the city school systems. Atlanta has recently adopted a classification plan recommended by the Public Administration Service. These schedules have been developed after much study and it appears logical to fit the non- certificated school employees from the county into the basic Atlanta pattern. ences in the length of the work year in some categories. There are differThis calls for minor adjustments but is not a serious obstacle to unifying the two groups. Bus drivers are employed in the county but are not employed by the Atlanta School System. The current wages paid bus drivers should be continued for the time being and the pay levels assessed when salar ie s and wage s gener ally are being reviewed . In the case of custodians it would be necessary to reclassify the Fulton County employee s in order t o achieve parity. This i s not a difficult t a sk and if the merger is voted , temporar y cl assifica t i ons could be made in tho se cases where t he job descriptions were not clear and final a ssignments made a f t er individual case s were reviewed. According to est imat es made by the Coor dinator of t he Metro politan School Development Council, the cost of bringing all the non-certificated employees under a single tent i f the At l ant a pay scales were applied is $543 , 756 . This assumes that no consolidation in jobs will be made and the same number of employees are retained . Retirement Provisions Both Fulton County and the City of Atlanta maintain local pensi on and �- I 7 retirement systems for their employees . This practice is of fairly long standing and, as ha s been the case in other Amer ican cities and counties, it arose because of the obvious need to provide employees with protection against the vicissitudes of advanced age and the local community against the inefficiency which results when workers, past the prime of life , are retained on the job . Unfortunately the history of local pension plans has not been too favorable . Even when· they have maintained a solvent position, which many have not, they have seldom pr ovided the pr otec tion to new members that was guaranteed by those established and administered by the State ~ As a result , they have rapidly diminished in number and state plans have supplanted them . The l atter because of l arger member ships , the spreading of risks, and greater resources , have supplied the certificated staff with superior protection . Mor eover , state employees' retirement systems are increasingl y providi ng coverage f or the. non-cert i f icated employees i n school systems . The pr oblem confr onting Fulton County and Atlanta with respect to pension and retirement is not unlike t hat f ound i n many other systems. The funds required represent a t remendous investment and the accrued l iabi l iti e s r un into milli ons of dollars, The ultimate so l ution in t he minds of t he consultants lies in moving the responsibility as quickly as possible from the l ocal system to t he St a t e and t he abandonment of any local ret irement for new cert ificated per sonnel . This cannot be achi eved quickly nor painlessly. While the pro- posal to merge the two school systems poses some knotty problems with respect to employee retirement , a reasonable solution can probably be worked out. 1 �8 With the merger of the two systems, it is recommended that the policies with respect to retirement and- pension provisions listed below be adopted by the various boards concerned : 1. All~ certificated personnel will secure membership under the Teachers Retirement System of Georgi a . 2. All~ non-certificated personnel wi ll secur e membership in the social security program provided under the Federal Insurance Compensation Act. 3. All certificated personnel who are members of retirements systems operated by either the Atlanta General Employees ' Pension Fund Board or by the Fulton County School Pension Board may withdraw their personal contributions to their pension fund if and when they become members of the Teachers Retirement System of Georgia. 4. Members of the retirement system oper ated by the Atlanta Pension Board who wish to continue to be covered by the provisions of such board may continue thei r member ship , and the Atlanta Pension Board will continue to administer and be r esponsi ble for all pension liabilitie s fo r such personnel as re quired by their current connnitments . Futur e change s i n pension benefi ts will be avai lable to such member s. 5. The Fulton Count y Boar d of Connnissioners will assume all obligat i ons , l iabili ties , and connnitments of t he Fulton "County School Pension Fund Boar d . 6. Member s of the r etirement sys tem oper ated by the Fulton County School Pension Board may at t heir option t r ansfer their member ship t o a new Fult on County pension system to be administer ed by the Fulton County Boar d of Connnissi oner s or i t s de signat e and retain �9 all of the rights and benefit s they held under the system operated by the Fulton County School Pension Board. 7. Commitment s for membe1s who have retired under the pension systems operated by either the Atlanta Pens ion Board or by the Fulton County School Peneion Boar d shall have all such commitments honored by the Atlanta Pension Board or by the Fulton County Board of Commissioners re spectively. Insurance The practice of providing group life a,_~d personal accident insurance for employees is connnendable and should be continued. I t is reconnnended that: 1. Employees of the At~anta and Fulton County school systems who have retained their school system sponsored insurance policies and who are retired will have their benefits and vested rights under their policy protected by the Atlanta City Board of Aldermen and the Fulton County Boar d of Commissioners, respectively, and such boards will manage and make any annual payments due i nsurance companies that exceeds the amount required of the employees under the provisions of the policy. 2. At the time of the mer ger , gr oup life and personal a ccident insurance contracts be cancelled and a new contract agreement be entered into with a commercial company t hat will pr ovi de the best policy at the l owe st rate. Tenure Joh security should not be placed in j eopar dy for an employee of the two sch•.iol systems because of t he merger. 1 .. Tenure policies for the new It i s recommended that : sys tem · be e tablished for the several classes of personnel employed and that the policies �10 fo r each clas si f ication be tho se now ex t ant in either the Atlanta School System or t he Ful~on County Schoo l System that are more generous to the i ndi vid .al employee. 2. Employees holding t enure in either of the t wo systems concerned at the time of merge r be automatically pr ovided t enure in the new systeltl. 3. Any probationary period served in the two systems concerned and prior to the mer ger of the two systems will be accepted at full value for tenure considerat i ons in t he mer ged system. Leaves of Absence and Vacat ions The emoluments and rights earned under provi sions that now exist for the personnel in the Atlanta and Ful t on Count y schools should be protected . It is reconnnended that the provisions tha t are most generous t o the employees , tha t now exist in ei t her of t he t wo school sys t ems concerned, be adopted fo r the new merged system with res pect t o sick leave , maternity leave , ber eavement leave, mi lit ary leave, pr ofessio nal study leave, emer gency leave and vacations . Records With the merger of the two systems, it is anticipa t ed t ha t changes wi l l be needed i n bo t h acc ounting and personnel r ec ords systems . With moder n office e quipment and el ectronic data proce s3ing 1nachinery, the wor k of business, acc ounting, financial and statistical offices ·can be handled with dispatch . Moreover, information on personnel can be secured i n a s many ways as ne eded in short periods of time. In order for t he new sys t em to be able to function efficiently, it is reconnnended that as soon a s the merger is voted, specialists i n systems data processing be employed to plan for the merging of data of the two school systems together with programs for fast retrieval of such data , �11 Combining the Central Office Staff Personnel A merger nearly always requires some consolidation of central office personnel . Hence, the pro cedures for determining how the unified system should assign the current centr al office employees needs to be spelled out . The two systems as might be expected have several comparable central office positions and in some instances the merger, in the interest of economy, might necessitate the assignment of certain officials to posts outside the central office. This fa ct together with the need to reassess existing assignments calls for the exercise of both judgment and diplomacy on the part of those charged with the r esponsibility of building a new central organization . The consultants believe that the wisest procedure to follow in merging the two central staffs is as follows: 1. The new Board of Education shoul d choo se a superintendent of schools for the system 2, and an associate superintendent. The Board of Education should appoint a connnittee to make recommendations as to the assignment of personnel to the new system central office positions , This connnittee should be composed of the super intendent of schools, who should act as chairman, the assoc iate superintendent of schools, and two officials currently responsible for the recruitment, selection and assignment of personnel in the two systems being merged. 3. The officials cur rently responsible for the recruitment, selection and assignment of personnel should make reconnnendations to the superintendent of schools regarding the assignment of secretaries, clerks and custodial workers needed for service in the central headquarters . �12 4. In making a ssignments , consi derati on should be given to the age , experience and personal fitness of the i ndividual employee for the job to be filled , 5. All central office employees should be housed under one roof and adequate fac i lities should be provided to facilitate the work . �
  • Tags: Box 6, Box 6 Folder 2, Folder topic: R. Earl Landers | Local Education Commission | 1964-1967
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 9, Document 2

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_009_002.pdf
  • Result Type: Item
  • Item Type: Text
  • Title: Box 6, Folder 9, Document 2
  • Text: PROPOSED EXPRESS TRANSIT SYSTEM r-7 I I r I I I .J I I L- 1, r' L __. _j - -\ \ l...______ LJ / ( '--- _J' FULTON CO ~ DEKALB_ _ CLAYTON CO. LEGEND ·0 V ••• BUSWA Y RAIL RAPID PERIMETER HIGHWAY �7 PROPOSED FREEWAY SYSTEM r;==~~ ~~==-=~==r;~=-=(-,-J==-=-;;;......;;.;;;=---=-7, -~ '"" 'I \ I \ ' I ~---- 1 I I I I ! !I I /8 ~I I ~ ••• '*rurlW ~c .... 1N --·-- _J_p_~ ClAY1 . I ~ 0 ' I@ 1- \ [b~~ 143.215.248.55----=-=~""!!'°"~'co=-=='b--=======~=~~--~-=--,.-=-=-=--~~=--~==-~ - ------ LEGEND NEW FREEWAYS - - RIGHT-OF-WAY FOR FUTURE FREEWAY 1968 FREEWAY SYSTEM OPEN OR UNDER CONSTRUCTION -=-==-= COMMITTED INTERSTATE PROJECT �PROPOSED IMPROVEMENTS FOR EXISTING FREEWAYS n I r-·JI ~ r I.... J ' -J" J ~ / Alli.MU. CITY r 1 r-..--J 1-- I I I ~ r r' I I I L-7 ·- ~ J 'II rJ r ___...J ~ ~41«1 I L nn $('Alf IN - ! I L .J HENI( co CO r·z >~~ /. J~\ -f \
  • Tags: Box 6, Box 6 Folder 9, Folder topic: Metropolitan Atlanta Rapid Transit Authority | 1969
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 9, Document 9

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_009_009.pdf
  • Result Type: Item
  • Item Type: Text
  • Title: Box 6, Folder 9, Document 9
  • Text: ALLEN J. ELLENDl!R, LA., CHAIRMAN SPESSARD L. HOLLAND, FLA. JAMES O. EASTLAND, MISS. HERMAN E. TALMADGE, GA. B. EVERETT JORDAN, N.C. GEORGE MCGOVERN, S . OAK . JAMES B. ALLEN, ALA. ' GEORGE D. AIKEN, VT• MILTON R. YOUNG , N. OAK. JACK MILLER, IOWA CARL T . CURTI S, NEBR . MARLOW W . COOK, KY. ROBERT DOLE, KANS . COTYS M . MOUSER, CHIEF CLERK COMMITrEE ON AGRICULTURE AND FORESTRY WASHINGTON, D . C. 20510 September 18, 1969 Honorable Ivan Allen, Jr. Mayor City of Atlanta Atlanta, Georgia Dear Ivan: Thank you very much for sending me a copy of your recent letter to the Administrator of the Urban Mass Transportation Administration. Your courtesy is indeed appreciated, and in an effort to be of assistance on the matter outlined in your correspondence , I, too, have contacted Mr. Villarreal. When I have received a reply, you will certainly hear from me again. With kindest personal regards, I am Sincerely, �
  • Tags: Box 6, Box 6 Folder 9, Folder topic: Metropolitan Atlanta Rapid Transit Authority | 1969
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 9, Document 10

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_009_010.pdf
  • Result Type: Item
  • Item Type: Text
  • Title: Box 6, Folder 9, Document 10
  • Text: Rot-1~! ~1 JJ:c 2 f !: This ~e~orandu~ describes an action process for improvir.s :he transportation serving Atl2nta Ce::r,ter City ,.fr,ich n2s been developed jointly by Atlanta age~cies a~d che Ce~ter Gities Transpo=t2tion Project Team. T'he process is called O:?ER./1.TIO~ E ·::'f ;:RCi::?T ai1d wi ll hs.ve a r.umoer o~ steps, sta:c~ing wich initiatio~ cf a new shuttle bus service on Dece~ber 1, 1969, which ~ will lead in successive steps to the eventual develo?rnent of a complete trans~o rta tion syste~ for the center city as part of the region's basic tr~n s?or t a tion system . 'i'::..·0r·::,; tKn:- ta::i.or:. an . t;1ese past nir.. ve.:11,·s .,. c. e · almost eight million sa·uare f ee t of office spac e has been added co t he Atlar.ta Cent er Cit cent. .r u-' an increase of 175 per- The t rend i s expected to continu e , with both ple'1ners and dev e lopers fo~esceing rapid urban ~xpansion -- p~rhaps at a rate leading all o ther citi2s of compa rabl e si ze . Planners anticir~te that emplo y.~cnt in the centr a l city will doubl e within the next t wo decad es , a nd with redevelopment spa c e contiguo'-:1 s to the already hi~h2.y developed core, build ers a re actively keeping p2.ce ,,ith their -e--,. p f- ~ ~ "{1,-01J"$ -~·--=t .: 0!16. Sev e ral reasons for recent growth also insure it s ccntinuati6n. Atlanta o:: te:1 cor: s i cl 2red )< t he natior. ' s next frontier for accel e ~a ted deve l o p2ent and eco nomic growth . The city has beco~e the gatewa y to this rc g io:i. ' of vast potential,- a,1d. re·;, tain s a position unpa r a lleled, in fact unchalleng'2d, by other_ c:::;:-eas of u rba niz a tion. 1ore tha n four-fifths of the nation's 500 1-:: r gest ~orpora- tio ~, s r-,ave est a blish2.d b2. ses in At l anta for operc.tions i :l.. the So1..'.theast, --~ ... and a re. expecr: ed to incr ea s e 'their de;:1an~s for space as the r eg io:c ·dev_~-1:ops. •· As in the pa s t , location within th 2 reg ion ha s a posi t ive ef fect on gr6wth. The c~ty i s neariy mid-center i n the Sou thea st Reg ion, ~nd with the exc~~tion o i wat er, enjQy s exc e ll ent s e rvice by all fo rm s of t rans portation~ As a c ent er for t j~ di stribu tio n o ~ scrv ic es and t he rc:;ion. Unl ess unfo r2scea bl e ev en t s occur, i ts l oca t ion wi ll beco::-.e i nc~e2sing l y sig ~ific ant i n loc a tion d ec i sion s fo r bot h business a~d gov e r n·8ent growth ;)rog r ams . �, . ·t-. i::ost si<:nif ic«nt 0-:>:ro,;,,i t11· catal:,•st -·, tl1e r0 1 i.1L~ J..onsnip · · · or~ 1 oc;1:;_ bus :i i1L~.;s _ .L::; ancl gove:rn::-,ent 2.nd how they \-mrk together in direct i n~ cont:im.:~d ce~teT city ccv.:::::top~2nt . In &bstr.:1ct i on t:his is o f ten stated as the ,:busin0 s::; spi ...: rit o f . :.\tla'Qta . ' based on. ~ o pti~ism ste~:~1ing from a proud .ar1.C. S!)C:Ctcicula~ g:rl!;b"..:h record -- a ser..s-2 of certainty that ).tlanta h olds a key to the futu r e ·o ~ the Southeast. !ri reality this means a stro ng and 2r t ic u lite bcsiness Q-0\ CO:!'.:::t.:nity ,-mrking uitl: ~v erv.r:-.2nt to provid e _directio~ and coo :rdit:.aticn f o r ---._:nticip a ted l ev -2ls o: grm-1 th. No ~here is the bus i n2ss-2 overn~ent relati on- ,.___ ~ ip nor 2 e v i d e nt o r vi a bl e than in th e c e ~t e r cit f , f or a l l acknowledge tha t i f this are a is to ~bs orb a doubli~g in s iz e of th e alr6 a dy h~~ hly ci ,;:v2l op e: d core, st.:ch a pa :::-tnc:. s h ip is 1~2 q_t.::i.s it e fo-::: its prop e r g u i d e,!!~ . r esa i n th e e c onon ic Pl ac ning efforts a cce:pt thi s as a given . m0 t rooo li t a n re n ion. a n d h'O rk for it s continu ::it j_o r. with a n .'.lv o wecl d is tast e for a V.:ls tly d e ce n t ra l iz ed c i ty. The " Re:g io nal DC:!ve l o:_:;:,1e nt Pl an '~ (1962) c a ll s for a str-o :1g . r, cen :: ra l 2.r ea , wi t h th e City o f Atl 2n t a 's "1 98 3 Land Us e ? l a n" spe cii" ic a lly ci t ir,g the c 2n t:r al a r ea es 11 • so complex i t r e qu i r es a w2 ll con ceived, well d e v e l o ped, 2nd we ll execut e d p lan of it s O h'i:1. " S'.:) C:Cic:! l t rans? o r t at ion s t t.:dies h2.v e a l s o ackno,dedge d i:he c e :1ter ci ty as urri c u e &n d r e qu1t·ing ·-.__.; - .-2 c::. f ic d e t a i l ed enal ys i s o f it s o wn . To f u lf ill t hese spec i 2 l n eeds f o r c e ,1 '.:er c i ty ? l a r.n ing , a.n eL:bora tc stLldy de s ign ( t h e CQ-;-,cral are a st1.:dy) h a s ·c2c:1 cl e v e l oFed as a j oin t c ity- bes:;..,1cs s co r.-,r::u nit y atte:-;,p t to c h aY t th e· cou -::: s a 2~d needs o f center city gr o wt h ~ PRO:iT.:-:~,; O? CO:;Gf.STION A?( D ACC ESS Cente: r c ity growt h h as not, o f c o u rse, evolv e d wit t ~~ t c r e ating ? ro bl e~ s . . \ ' itb few c.:-:cept i o,1 s d c v c!lo1; i:1.::nt h;..is t 2 kC!lc pl a ce upo i1 ~ lit t: l e ch;, ;·::-c-e J i,1:d �sit r~EcrGndu~, agencies are busy at revising a plan which should win enthusinstic a2?roval. Mayor Allen perh2ps best sums up such concerns in his state:i:ent that, "We cannot accon..-.odate any ~ore traffic on our ·:.::·:isting street ~atterns. And there is not enough money on God's green earth to change st:rect patterns i:1 Atlanta." G.:=ri,.~ lo:--:; rc.:·.::;i-. :~l2.::-.::-.~.::..::,- :~r~- . efforts have no~ included coordinated interi=~steps for relief of center city conge:stio:L Such steps are critically needed, and this progra~, along with the Central Area Study, are designed for ju s t th~t purpose. ?rol>l e:'rr,s of co::g estion · a::d access are not jGst 2nticipat ed; there are s2v ere proble~ s now. A ;oo ili ty, u:1.d e r t his ove:.:-a l l poli cy fr ar,:2uork, f or t h e sp e: ci fic lo r:;_; rc.-,,is plan:1ir.g o f p ub l i c t rc::us p o :?'.' tc:tion fs c i l i t ies 2.:id se:.---v:::.ces z.s the y a ff ec;: ce~te= ci t y. .,f\~ OIJcra t ion I nt erce) t wi l l b e tied i n to ~, g oir:g pla ::1n i:.:g p rog r ~~s o f tnese ~gencies. 3.  :onito!:"i n '.!, - During Step µ of O;:i2.r2.tion Int2.:::ce pt , fr~2 CCT Tea::: -..,ill b e r es pc nsibl e: for the t e chnica l wa r~"( r e ~ui::ed to r.:on i tor ope rati on u·:-,d er ·t:2 d i r e c t io,1 of a Wo rki n:3 Co::·,mi t tee c 0t-:.sis ting o f t he Cicy o f A:.: l a nt a , ~-:ARTA , C2:.·,..::.·al _L..tlE:-,t a P rogr ess , a::.d the Atlant2.. T:::- 2..nsi t Co:;:~-:,2:;1y . In subsequ ent · s te?s , t h is tech:1ical worR wi ll oe 2.:0s orbsd by _·l o c2.l agE.nci.:::::;, r.--,os t ~ 4. likely b th e Ce:1 tr 2 l Ar -22. Stucy .:ecS!. Ini t iall y the City of At l a~ta will b2 t~e applicant ' f o r fade::al applications co~ing .. I· --¢~ c.irectly out of- Ope:c&:.:io:i Interc2? t, �• I:-"\ The AtL:nt a Trc:nsit Syste:-.: will opera te t he service in t Le. first step of Opera~ion Intercept. The OJ eration of subscque~t s~rvices will d~~en d . on the ~esponsibilities as s ~gned to v£~ious of the:: operating e.sen cies cm;,::.ng out of the b us ic tr 2nsportatio:1. plar:;.-.::.ng process. -... __ .. / �I. I. AC':.' I\iITIES 7.G DATE A. The idea for this projec t was generated out cf the in~ craction ~2twe en the Center City's Project Team and various groups _in Atlanta during Phase I of t he CCT Project. Officials of tte Atla~ta Transit Sys~e~s, the C),~l!f-5 Cer.:::r2l Atl..::nta ?:::-og-:-e.ss, the City Pla~n~ng Depart~en t, a::-..d 4"-~.;t..~ began --- to develop ideas on quick ac tion projects to hsln solve so~e of the center city's i r::o,edia te transportation ··. :.co~le::ls . B. W½e n Phase II of the CCTP ~es £nnounce d by Secretary Volpe in Se~Y~c~1ber 1~69, Atlc.nt.:?. was ready to r.,i:!ke 2. specific p:.-oposa l for 2.:1. i:,.;;-:c- dia tc ac tion prog r an to nrovidc ah nll-~uy shu ttle bus se rvic e connect ing ter to cli:iv e:!.-s o ff the c:<~n-essw;:y conr,e ctor- 2 n d downtm-m arteri2. ls before the y r22c~2d the mos t congest ed areas. The CCT Cafe Tea m me t 1~ Atla~ta on Se; ~2reb2= 24 , were present ed with t ~c p:.coj cct conc ept , made fi 2ld i nS'.)ec cio,1s o f the propo s c-d r oute , ri-.1d gen-2::-,:lly cc1dor s cd t he ;_:n:oJ c~t a~_4= suitable expe riment ·for Phase II of the CC~P . C. A ~orki ~g t eam from the Atl a~t~ 7 r a n sit Company , the Ci t y of Ac- · l a ~ta (?la~n i ng Department ) , Central Atlanta Progress, a nd the CCT? began to put tog2 thcr a co~pl ete progr~~ for thi s opera tion. 1. This inclu ded:. ?r0pa ration of an opcration2l plan by ATS f or a fiv2~bu s , a l l - day s ~ut t lc s e rvice, ope rat:.~g &t 10-~ i c ute headwavs l r om the t wo ?ark~ . .,16 ,: lo t s t h::-J ugh th e ho2art c £ the COi·rn t oi-; n a rea , includ i ng pl ans for �I ,.J ?3iking lo t operations, oper utinJ costs, fares, uua r ev e nue c s t~ 2a tos. 2. Cle arance by the city for use of the t ~o publicelly cwne::t· ·" J. • 1\ l1 ,I -- ,·1l]l. ·'t· I I :• ', Jt>J 11' l 0 J • 0 Assistance to ~:lanta in preparing applications ~or fE:cleral For this ,:i.on itori,,g opcratio:.1·, the CC'I' At lan-ta tear:1. h a s requested a bu-!get of $75,000 frc::-, the fl.!nds av ..: il2ble to the CCT Project for city ?'l'.'G~ ccts. C. Alo;:1g wi t~--. this ::-. onitorin~ effo :- t, Atlc:.nt a ho? es to have t he Centrel Area Study plann ing progra~ in full operation during De ce~bei. T~e st a rt-~~ of t~is proz r a~ is depend ent on the a pprova l of t ~e t e c~nic a l st udies gra~t a pplicu tion for $300,C JO ( $2CO,COO f rom i he fe d eral gov ern~ cossOnity through Cen: ra l At l ant a ? r o;~ess are co- spo~soring this p=ogra3 ,.,:,.ich i s €=:-: pec t ed , a long with t h2 ?L:nnin3 ac t :i.vit ic:.; of A:·S.P C, A).TS , .:..:-.d ~~R7A, to pr ovirl e the ov e r a ll plnnn i~z f r 2me~c=~ f or sub sique nt s t~ges of O?E:<...-:\.°J::IOX l);'.i.'ERCEPT . The CCT t 1::ai11 expc:: ct-s t o worl< along u i th tl'-.e CAS p::o- ---... prove3 e;:1ts :;_:1 Central Atlar...:a a~G t o develo? syst~ms to o!)t a i:i. b z.si .:L... ~--::-:abo~t t ne co~ditions af[ ~c ting i ts ? rc s2nt ar.d f uture dev elop~ent. 122 CCT Atla n~a t2a~ is re~uesting a t otal of $87, 0 00 fr om ~ ~e CCTP budg2t f or cit y project s f 9r this purpose . As s~~ing the gen2ra l endorser-.ent of [~ DOO - $1,500,000 3. Cnp:i.tal gru n t s $2- 4 r.:illion . �- ,·. T" A. Step II would j cgin wi:h :he acceptanc2 by U~~A of thc s 2 s up ple- mcntary or addi{ i on~l grant requests. This would start the process of des :.gnir.g and devclcpil:g nc:w v2hicl.2~, 9 .::: tt:ir.,; up c:,:clu si·Jc r::.3h::s o i: ,_.,;;,.y Ei:;: - . - tn::..s ' . ?roves Gc::Slrc. ' ~-· . bl_2 ) , putting . . st2 t 1-0;-., . J p_._c:.t·p:,;Jrr:i. , ~r. , 2na oc"e;r rc=:ciin s . -. - . antici:iar:2 Step II ,·7ill involve ::-.ore const::-uction 2nd invest2 ~:1t ::_n faci- Ti,e p;.·i:,.cipal .f ecitu:::-e c f Step II ,,~2-y be the . dcvel o;,:-:i~:,t o f r.:::~; vr:hi- cles esp2ci2.2.ly desi.~ncd for this servic2 -- 1:-1 ith lo,-,e r pl~tf oYins > r:~o r e s.2.-rvice tDc:. t fits i:: tnC:! o~s t ~tc., in ord e r to dev e lo? the kind I n add i t i on , we a~t i c i ?2 t e t ha ; -- ch&~~es mi ght b e made in sidew2l~s a~d s tre ~~s to pr ovide 3?2Ci a l t~ r~ou ts, 2r.d oth2r fc:. cilit i e s t ~a t n 2 y prov e ne c essa r y. B. During the d 2velop~ent and 0 ?2 r 2t ion of PHa se Il~ a ~onitor i ng - ·Th i s coul·d b e---:-- pro gra~ s imil ar t o tha t conduct ed in Phase I wil l g o on . th2 r esr,or1s i bility of th e CAS progr 2;-,1 ,.,:, i ch will have. b e en wo rkir.g wi:::h t ~e CC~ tea~ dur ir.; Step I. / C. D-..i-.:-ing t;, i s s ar:ie pe!: iod , AATS 2~,d ?·L-\RTA will be f i r:..in9 up the b asi c p la~ a nd p~ogra~ f or the reg io~a l ra?- . ~r ansit sys t em . sub- c:.:-ea pl 2r.:-_:!.c~ proce:ss wi ll b 2 c'. ev elo:)i-:1g the S?ecifics c~ty sys t c~ r equi red to suppl e~ent c ~2 0i: t he ce::. tc.r bas ::.c reg iona l s ys ~en. This wo=k w:!.11 TCGvide t he b2 sis fo r a s pecific l on~ te rm plan· ... .. . cS.i.1 G . . p::-ugra.m �l I c0:1t2::- city · circulation, which ':!ill inclucl~ t·J1c b2.sic p20?le r:over syste::,s to C:ist:ribut e trav2l .:.: rs within the do,, ntm-.1 r. are.:i to 0 , . par,o.nz and from rapicl transit stations , -:-· ':) .: l .; ~.; , c..., d - uC.J.._..:.,. .L _ _(:!:-' > (..i,.!1 -:cy · dow,,towr: cente-:..·s; 2nd pedestri2.n, goods, v.:.:hic.:lar · r,1ovc:.,C!r!t, and offstr e et pnrkin~ faci l ities. This system plan will also i~clude a specific ti~e phase action progr am for imple3 entatio~ and sp e cific plans fer organi.zation3l responsibility. D. This planning will result in about two-three years in re~uests to 1:-iTA for th e i::.::ile2 2ntation of v.::rious p<::.·;: s of Atl2r..t~' s basic plar! . This r:-.ight ir...:.:lude: 1. i CC~n i c a l s tudy gr c nts do de~ailed d2 s ~gn of s peci :: ::_c a cil:'..ties. 2. Cap ital gr2 ~ . . for co~~ t r uc:ic n b f these i a cilities. 3. ·Demo,.s t r 2. t i on graats fo r te s t i n~ out new "~ eople rr.over" faciliti es re cui r ed as ? c r t of the b ~s i c pl a n. -. . ._ ·---~ Thi s pE.ck~g 2: o f ir.prov2r.:Qn t s fo r a c ent e::- c i t y s yst e.n ( exc lusive o f the sys t en ) will proba b l y c o st in r;-, ill i on (,-.rhi c h sho ul d V. oe o:: che cke d ~vith :-~\:ZTA) . P'."I.,'.,_S::: :i: II OT<' OP2RATIC:-l I };TERC::PT i n to t h2 J2velopment p=o g:::-a,:: :Z or i r. pler. e:n tin3 ti,e h::,s ic pl ai1. 1·:e exp e c t the plc. ,, to b-2 i:,:pL:: :-.,on. t e:d �...... -·---··· ~· . ... .; . ·---~---;:-- 21 in a specif ~c tim~-?ha sed s ~~ucncc so ch2t there will be n conti nuous p::-o~r&!!l of p1:El.sin:-;; in n..3w e~er,,2nts to t he basic do~-;nto,;.;!", clistr ibut i c .·. sys-- · tc~ acd phasing uu t others, ~nclu -c:!7 J~:; e- 1972 .., _ _r Ste:p II I . . 0?..:··:.·~·,tio:: of per,1.1a·~~n~ sy ~te:~ ~or Cen- - At lants agenc i es car=y on with nonito :::.:.,:.i ectivities and interire pl &nning . . . ---... C1~S-~-:..~:..~~·~- d2cj_Q2 0:1 b2sic pl 2~ for Ce~~ ~il. Atla~ta, i~cluCing l in2 h~ul ~~d dist~ibut:ioi:1 syst2::: C:i.ty ( or ~1ARTA) r!1ctl-;.es ~~pl i c atio~ f or capitEl gran t s f or constrectio~ of Cent~al At lanta di strib~ tion syst2~ ( inclcding peopl e: .:::ov (:rs ) I •1-·-.J .. -· -: �. OPERA'l'IC:-;: I ~TERCEPT J t!/tJ &!/l1 C //c'7 P-7 1. Progri.'1.'. } :2rr.o outline s w~ole str2tegy for OPER.~L~J~ I~TERCEPT Xov. 2. m-:TA enclo!'."scs bc.1si~ progra:n ~ov. 10-20, 1969 3. ATS st;;r ts s h~:ttl e bu s s e rvice with currently SV 2. il& Ole e qu :!..p,,1ent Dec. l, 1969 CCT ~ea~ st s rts mo nitor ing opera tions (first )rejec t s in wo r k program) Nov. 24-~0c l, 1$ 69 4. 5. CAS p~c g r a n p=oc2ss o f deveJ.o?ing ba si c pla n and prog r a~ f or Cc~ tra l Atl a ~ ~a working with t e··.,-, ( l,s ·l'.°'\'i7 S r·, q--., .~ 'J_1'.._..;' l.,~1-: , : ; " ·\ T ~ i -:,.,T) (:.~T ._ ..:.;_J. :. l lJ.;.L .J ~1r...,;"'"'7 !.}.,_ F::: _ _. ._, G'~ .1,'. \_~:_'\ U 6. 7, 1969 .1. ; l.. 1 .. _ ... .... \..,e'.° ~ C~ ty reakc s a ; ?li c~t ion f or c u;i t a l and de~onst rs iion fo r Pha se I t o C~~A t o buy new bus e s (i"i1c:ludi:!g e:::~?eri:aent~:l vehic l e s > if -:.·a.;. SO -~, - ~ A de s ires ) 7 • D2 c . · 1969 . ,-ot1·1ci or ,.:; .,, -., ·,] r. --l ·:-·-o.~ " Cl l 1..::L ]111l .. '-- '-* ....._ s ~ud i es r eqJi r e t to p lan ~ ~ d ~c cid2 on b a s ic r :iJ id tr~"1s it sys t 2:n ( AS SC;:~i":: S U:-:T.-\. TECrl~I CAL · v",..,-" .\ .. ..... -1..\. .J. ... h1,..11..::. nr:-• ,:.:. i,· ~ ~ -.:-:- ? -n· - G'. 0 J... 1 \,,,,;, - ......,_.._ (._,. _ .1-.....\.... J z.n- ~1~r 1970 ST UD~ES GRJ:u-;;'i') 8. - As re s ul t o f. 6, ATS g et s deliv ery o f n2w bu s es ar..C :_:, u ts thi::~:1 :I.."r:to op er .::-~t i or.. 0~1 s :-..u ::t l e s cr- ·u..-~ .-i ~L.b0 v .:..L~~e (.;-- "Cl -- · 9. 10 . 1· - e s ~-; ,._ - -"" · .~ (!'·10 · ,.,._ "'" ~- 1 .'\. _ ,~ ..__ -i. i • . . IC l,.• ~ l.. <.;....._ ' V".._ " t.. 41 i· cl c ~~) ~fa r - :,:;, r 1 978 CC'!' c: 02.~ contir.uc s r::or,it oriug a _n d he l p s pre pz,.re b 2s ic pro,;ram for Phases II 2nc: III c..: 0:i?:ER...\TIO~ Ci t y ( o r :-IP.n.TA) r.cc:~""2s a pp l ic:::tion to 1I'.1TA f or . a 143.215.248.55ons trat i on proj e ct for ?~as e I I of INTERCE?T - - p r o;; r 2.:.1 invo l ves t 2 st s of n2u :,2.rdu2re , ro~tings, serv ic e expansion, i i f2asi~ le Jun2 197 0 11 . CC1 p:oj e ct e nds Ju::e 1 97 0 12. At:; (o:- NMff).. '.) c ,~:10.n d s shut t l e sc:r-v ici':! u pon rec e ip t of dcno~st!'."ation gran t , begins operat i ons wit h new feacu=es Jur.c I 13 . lL.-. 1970 t o Ju ~:e 19n An nro~riace Atlanta agencies ( CAS ) continue monitoring activ ities as par t of t he d c~o~stracio n project grant J t: ne 1970 to June 1$72 C.--'.S-~·fARTA co~:·!_)lete i-. .)rk on o ,, Ei.c pL.n, incl;.!ding· syste::1 for· Cc:1t~.:"!l ...:lantc=c 1-: i:::-1 line h .:::ul c:.. ;.1d d~s~ r~bJ ticn :eat~ ~2s (su~w~y , pe ople movers, J2.1:-Jun('! :'..972 �n2lls, street, pedestrian goods ~ov22ent systcns, 15~ 1.)';")onn ,,, ( ~-:..~ ~ l\. \..Ji\..c'-:1-'! appc::rt~:r.::;, etc.), incJ..udi:1g TI:·~E .L._., .. ~.:oval t,y loc&l 2.ut:10~:ities) .1. 15. 1 ,. _o. Ci-ty ?-!AR'I'A ;;;,::.:-:-:: c.!?plica::ion for C2'.")it..:: grants for constructio~ of basic Ccntrnl Atlancn distri-,-,, ~,., ·b <..:.!':iC'--6 - - ·· ·' o ,.... -·- C-:.' · "l)n,',G"' .< b .,-;on ~L..L ~./-..JI...Cf:1, ... T~~rr. _ _Li, JL "0 .... '~ l-C... U....J .. .1.\.\.J 1\....iU.l Jur:~ 1972 Operations bc;ia on con~truc~ion &~d operation of parts o~ system, incluciing p~ople movers~ etc. 1973-1975 -. . ._ ·---~ ' \, �
  • Tags: Box 6, Box 6 Folder 9, Folder topic: Metropolitan Atlanta Rapid Transit Authority | 1969
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 10, Document 2

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_010_002.pdf
  • Result Type: Item
  • Item Type: Text
  • Title: Box 6, Folder 10, Document 2
  • Text: . -~· .. J . , @143.215.248.55 15:21, 29 December 2017 (EST) ' ATLANTA, GEORGIA PHONE 522-4463 ~ Liada P,icc µ . L• ) - ( / / '---7 ~ N~~--~C ~ 58{ Cc_ } ~ -_ l u ruw "'303 l 'r- ( ~ ~ ~ T & '-- ~ ) FORM 25- 11 fJ ~ ~ ..,~-,) ~ ~ �ATLANTA , GEORGIA PHONE 5 22-4463 < Linda Price // )___,, (1 ~ · C-e, ~ 4J ~ ~ ( I (,,, ~ ~ ~ ~ / J ~ ~ ~ ~4. ~ ~ ~/ ( 1 1 c/' " r) ' 0' " ,s- " (y-----~ 0 1 _ __}- - �ATLANTA , GEORGIA PHONE 522-4463 Linda Price 0 FO R M 25- 11 �
  • Tags: Box 6, Box 6 Folder 10, Folder topic: Metropolitan Atlanta Rapid Transit Authority | 1966-1969
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 10, Document 4

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_010_004.pdf
  • Result Type: Item
  • Item Type: Text
  • Title: Box 6, Folder 10, Document 4
  • Text: ATLANTA, GEO AG IA ROUTE SLIP ~ \~ TO : ---v-143.215.248.55----t-~{b.._~~---------""---=--==---------FRO M: Da n E . Sw a t , Jr. D For y our informa tion 0 Please r e fe r to the a ttac h ed c o rres ponde nc e a nd ma k e th e necessary re ply . 0 Adv ise me the s ta tu s o f the a ttac he d . t F O R M 25-4-S �
  • Tags: Box 6, Box 6 Folder 10, Folder topic: Metropolitan Atlanta Rapid Transit Authority | 1966-1969
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 10, Document 8

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_010_008.pdf
  • Result Type: Item
  • Item Type: Text
  • Title: Box 6, Folder 10, Document 8
  • Text: METROPOLITAN ATLANTA RAPID TRANSIT AUTHORITY BUDGET REPORT JULY 31, 1967 BUDGET 196 7 Una ppro pri ated Sur plus ACTUAL J ANUARY 1, 1967 TO JULY 3 1 , 196 7 $128 ,2 81.64 $ 128,2 81.64 Appr opriations: City of At l anta Clayton Co un ty DeKalb Coun t y Fulton County Gwinnett County Sub-Tota ls $ 84,030 . 00 23 ,1 90 . 00 82 ,77 0 . 00 91,800 . 00 18,210 . 00 .§..300, 000 . 00 $ 63,022. 50 17,392.50 41,385.00 68,850.00 9,105 . 00 $1 99,755.00 Int erest Income $ INCOME 5,520 . 00 $ 2,7 92 .27 Federal Funds: 702 Loan Section 9 Grant Interest - Federal Funds Sub-Totals _$,371, 000. 00 $ 60,000 . 00 67,6 86. 12 597.46 $128,2 83 . 58 TOTAL INCOME $6 76, 520.00 $33 0 , 830.85 TOTAL INCOME AND UNAPPROPRIATED SURPLUS $804,801.64 $45 9,112 . 49 $ 95,000 . 00 276,000 . 00 0 EXPENSES Staff Cost: Sala ries Expenses Benefits : Socia 1 Sec- r ity Gua ranty Fund Health and Accident Insurance Retirement Workmen's Compensation Sub -To tals $ 68, 950 . 00 10,500.00 $ 35,~20.51 6,361.63 1,109.00 533 . 00 1,6-8 0, 00 10,000 . 00 99 . 00 $ 92,871.0 0 1 ,002 .7 5 400.00 640 , 67 300 . 54 104.00 $ 44,23 0 . 10 Board Meetings $ 3,150.00 $ 1, 900 . 00 $ 3,000 .00 2,000 . 00 2,0 00 . 00 3,600.00 1 ,000 .00 250 . 00 1,000.00 33,000.00 5,000 . 00 Administrat i ve and ffice Overhead : Rent Communicati ons and Postage Furniture and Equipment Supplies Printing Auditor Accountant Public Information Advisory Insurance : Public Liability Depository and Forgery Fidelity Bond Sub - Totals 72.00 56 . 00 199.00 51,177.00 $ 55.00 56 . 27 __ _l28.60 .§. 20,273.86 CARRI.ED FORWARD -~147, 198. 00 $ 66,403.96 $ 1, 750 . 00 1,101.21 411 . 97 1,214 .7 8 623 . 56 250.00 250.00 13,385.12 977. 35 �METROPOLITAN ATLANTA RAPID TRANSIT AUTHORITY BUDGET REPORT JULY 31, 1967 BUDGET 1967 TOTAL I NCOME AND UNAPPROPRIATED SURPLUS BROUGHT FORWARD ACTUAL JANUARY 1, 1967 TO JULY 31, 196 7 $804,801.64 $459,112.49 Brought Forward $147,198 . 00 $ 66,403.96 Counse l Consultant s: Atlanta Region Metropolitan Planning Commission Urban Design Study: Secti on 9 Match i ng _ Atlanta Transit Study : Section 9 Matching Parsons-B rinckerhoff - Tudor - Be cktel: 702 Loan Section 9 : Federal Matching Retainer Agreement Research and Technica l Servic es Sub-Totals $ 20,000.00 $ $ 31,250 . 00 $ 29,939.00 32,667 . 00 16 ,3 33.00 8,000.00 9,800.00 3 , 333.00 1,667.00 95 ,0 00.00 0 1,000 . 00 60,000.00 240,000.00 12 0,000 . 00 60,000.00 2,000.00 $602,250.00 60,000 . 00 100,000 . 00 21,8 59 . 05 1,595 . 84 $292,193 . 89 TOTAL EXPENSES $769,448.00 $366,356 . 46 SURPLUS s 3~, 353. Q~ s EXPENSES 7,758 . 61 22 ,Z56, Q3 �
  • Tags: Box 6, Box 6 Folder 10, Folder topic: Metropolitan Atlanta Rapid Transit Authority | 1966-1969
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 10, Document 12

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_010_012.pdf
  • Result Type: Item
  • Item Type: Text
  • Title: Box 6, Folder 10, Document 12
  • Text: HUC-6-66 MINUTES OF MEETING GEORGIA HIGHWAY USERS CONFERENCE MARRIOTT MOTOR HOTEL, ATLANTA, GEORGIA June 8, 1966 r bhose present were: o. C. Hubert, Chairman William Dal ton, Vice Chairman Charles Skinner, Vice Chairman Stephen Styron, Vice Chairman Harold Budreau A. R. Brickler W. B. Bryan Charles Clynick Tom Duncan George L. Evoy Harry Fox Elmer George Billy George Ed McGill James Golden Otis Hathcock Jack Houston George H. Jones Iverson H. Lord, Jr. Tom Patton Walter Phillips, Jr. I:I. Eston Reagan M. F. Smith Andy Springer H. c. Thompson W. M. (Bil l) Williams Georgia Motor Club (AAA) Georgia Rural Letter Carriers Assn. Georgia Motor Trucking Assn. Georgia Hotel-Mot~l Assn. Turner Advertising Company Portland Cement Assn. Southern Bell Telo & Tel. Co. Automobile Manufacturers Assn., Detroit Atlanta Journal Georgia Motor Club (AAA) Georgia Branch, Asso. General Contractors Georgia Municipal Assn. Visitor (son of member) Georgia Mobile Homes Assn. and Georgia Oilmen's Assn. Ford Motor Company Travelers Protective Assn. Georgia Assn. of Petroleum Retailers Georgia Tire Dealers Assn. National Highway Users Conference Georgia Oilmen's Assn. Georgia Automobile Dealers Assn. Atlanta Automobile Assn. Tr avelers Protective Assno Atlanta Traffic & Safety Council Georgia Assn. of Petroleum Retailer s State Representative, Hall County Introductions : The meeting was called to or der by Chairman Hubert, who i nt r oduced Iver son Lord, Regional Repr esentative of the National Highway Users Conference . Eleventh Highway Transportation Congress : Reports of committee re commendat i ons during t he Elevent h Highway Transport ation Congress in Washington, D. c., held in April, were made by members who attended. Rapid Transit: Charles Skinner, Chairman of the Legislative Committee, explained a resolupassed by the last Georgia General Assembly that proposed a constitutional amendment to allow the state to help finance rapid transit. The proposed amendment, to be voted upon in the next general election, declares public transportation of passengers for hire to be an essential governmental function. It limits the · state's participation to not more than 10% of the total cost. The resolution, as written, does not threaten gasoline tax funds, which by constitutional amendment must be used for highway purposes. �I ~- HUC-6-66-2 FEDERAL SAFETY STANDARDS Governor' s Safety Commit t ee I s Tes t imony.~ State Representativ-e W. M Bi ll) Williams ., Chairman of the Governor's Commit tee on Traffic Safety, repcr ·~ed en his commit tee's -t",estimony before a u. s. House Committee hearing on proposzd federal automobile safet.y legislation. 0 ( The committee hearing was told, Williams said, that a federal agency to lead the way for traffic safe t y is necessary for unifo~mity . How2ver, Williams added, Georgians do not want fo dGral con-::.rol; just federal l e adership. The federal legislators, Williams reported, were told that a cill submitted by Georgia Congressman James Mackay is superior to the administration measure. Williams added, however, that there are portions of the President's bill that the C~orgia panel agrees with. Industry's Position on Safety Bills: James Golden of Ford Motor Company, in Atlanta, predicted that compromise legislation would come out of u. s. Congressional proceedings on federal safety standards for automobiles allowing the states to participate in setting the standards. Golden said industry wants the states to utilize their know-how in the field of safety when standards are set and that federal authorities should supervise. Golden predicted, however, that t he Vehicle Equipment Safety Corrnnis s ion, which a lready has been setting standards, will not be utilized by t he fede r al gover nment. It is wrong to conclude that the s tates have done nothing in the field of auto safety, Golden said. Then he enmnerated many safety features now on automobiles tha t came about through states actions. It is also wrong to conclude that the industry has done nothing, Golden . said . Ther e would be many more deaths on the highways if industr y had not been attacking t he problem, he said. Other bus ine s s : Chairman Hube r t de clar ed that constr uction of per imeter r oads would be a good alternati ve to r apid t rans it . They would keep thr ough traffic off downtown s tretches, he s aid, and all ow l ocal t raffi c to f l ow mor e smoothly. He urged the conference t o cons ider three points f or f uture programs . They are (1) f i nish perimeter roads, ( 2) start pl anning mor e oute r perime te r r oads, and ( 3) plan f or additi onal traffic now on freeways, including overbuilding in downtown areas and extra lanes for other portions. The Atlanta Automobile Association was approved for membership by the Conference. �
  • Tags: Box 6, Box 6 Folder 10, Folder topic: Metropolitan Atlanta Rapid Transit Authority | 1966-1969
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 10, Document 13

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_010_013.pdf
  • Result Type: Item
  • Item Type: Text
  • Title: Box 6, Folder 10, Document 13
  • Text: METROPOLITAN ATLANTA RAPID TRANSIT AUTHORI TY GLENN BUILDING • A TL ANT A , GEOR GI A 30303 OFFICERS : April 18, 1966 Richard H. Rich,Chairman Roy A. Blount, Vice Chairman Glenn E. Bennett, Secretary MEMO TO : Members of MARTA Heads of Governments in MARTA Members of ARMPC FROM : Glenn E. Bennett, Secretary, MARTA SUBJECT : Report on Transit Authority Progress The Washington meeting was reported to y ou a week or so ago . Since then progress has been made in implementing agreements with the Department of Housing and Urban Development. 1. The 702 loan application has been revised to cover $125,000 worth of engineering. This will be used for a lump sum contract between the Authority and Pa rsons , Brinck erhof f - Tudor-B e chtel, to provide preliminary engineering data· on th e 1962 "Initial Sy stem" of 21 mil e s of rapid transit, roughl y b e tween Oglethorpe and Hapeville . Th is includes studies of e x isting c onditions , preliminary designs , methods of construction , soil conditions , mapping , e quipment t ype , t y pical structure , and preliminary e ngine e ring of rout e s and st a tions . Estimated time : J ul y 1 , 196 6 to J u ne 30 , 196 7 . 2. A 701 planning study h a s b e en outlined a nd p r ese nted to HUD , a mounting to about $1 8 7 , 500 . Th is invol ve s ab ou t $ 1 25 , 000 in gr ants fr om HUD and ab ou t $62,5 00 in Autho r ity ma t chi ng f und s . A lump s um c o n t rac t fo r about $100 , 0 0 0 wi ll be ma d e by ARMPC with Pa r son s Brinckerh o f f - Tudo r- Bech t e l fo r u p d a ting t h e entire 1962 r a p i d tran si t p l ans, devel oping new patr o nage and revenu e es t imate s , opera t i ng c o sts , and for preparing a comprehe n sive report on the entire project . I t will �Memo to MARTA - April 18, 1966 2 - include consideration of new and proposed development in all parts of t h e area as it relates to transit. A lump sum contract for about $ 50 , 000 will be made between ARMPC and Hammer , Greene & Siler Associates for economic and financial studies. Th is will include determination of all feasible methods of financing the system in stages , equitable formulas for cost-sharing among participating governments , proper allocations of capital costs, projections of tax digests, and the preparation of a comprehensive financial plan with appropriate reports. About $37, 000 will be for admi nistration, staff planners , audit , travel , and ARMPC overhead chargeable to the transit project. Th is is an eleven-month pro j ect , probably beginning in J une, 1966. 3. Th e Authority wi l l make a cost - plus contract with Parsons , Brinckerhoff - Tudor- Becht el to cover other continuing engineering services required ov er and above the two federall y- assisted programs. The amount of work to be done u nder this contract within about a year from J ly 1 , 1966 , is estimated at $1 00 , 000 , although the extent of work required cannot be determined e xa ctly . The financial position of t h e Authority at present is a s follows ~ Local p ledged money for 1966 ~ $ 91 08 00 Fu lton Cou nty Atlanta DeKa l b County Clayton County Gwinnett County Amount e xp ected from $ 3 0 , 000 30 8 2 , 77 23 , 190 18 , 210 84 , u. S . Go v ernment _e.0 , 000 $ 550 , 000 �Memo to MARTA - April 18, 1966 3 - Actual amounts received as of April 15 : City of Atlanta DeKalb County $ 21 , 007.50 20,692.50 $ 41,700.00 Total Amount disbursed for expenses to date 21,084.46 $ 20 , 615.54 On Hand Amount now due from local governments ~ City of Atlanta Clayton County DeKalb county Fulton County · Gwinnett County $ 21,007.50 11 , 595.00 20,692.50 45,900.00 9,105.00 $108,300.00 Summary of requirements for the $ 3 00, 000 local government funds : Disbursements to date for expenses of Study Commission Matching funds for 701 planning project $ 21 , 084.46 62,S0Q.00 Non-federal engineering contract 1 00,000.00 Authority staff , office o verhead , equipment, and items not chargeable to federal projects 116 , 415.54 Total $ 300 , 000.00 On April 14 , the Ch airman , Mr. Rich , and the Vice Chairman , Mr . Blount , reviewed the program with the Secretary, Mr . Bennett , the Legal Counsel , Mr . Etheridge , and representative s of the two consult i ng firms ~ Mr. W. O. Salter of Pa rs ons , Brinckerh off , Quade and Douglas ; and Mr . Alan Welty of Hammer and Company. �Memo to MARTA - 4 - April 18, 1966 Meetings have been held with the appropriate federal officials of HUD. The Chairman has sent letters to the participating governments requesting quarterly payments due on the 1966 pledges. It has been decided to call a meeting of the Authority for the first week of May. I would like to try May 3rd at 4:00 P. M. in the Glenn Building 6th floor conference room. Will MARTA members please let my office know if this is acceptable? For your information, I have been asked by Senator Harrison Williams (N. J.) to testify April 28 before the Senate Housing Sub-Committee relative to proposed new mass transit legislation. �
  • Tags: Box 6, Box 6 Folder 10, Folder topic: Metropolitan Atlanta Rapid Transit Authority | 1966-1969
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 10, Document 17

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_010_017.pdf
  • Result Type: Item
  • Item Type: Text
  • Title: Box 6, Folder 10, Document 17
  • Text: MINUTES OF THE EIGHTEENTH MEETING OF THE METROPOLITAN ATLANTA RAPID TRANSIT AUTHORITY AUGUST 1, 1967 The Board of Directors of the Metropolitan Atlanta Rapid Transit Authority held its regular meeting on August 1, 1967, at 3:00 P.M. in the Glenn Building Conference Room, Atlanta. Mr. Richard H. Rich, Chairman, presided. MEMBERS PRESENT: Robert F. Adamson (City of Atlanta) Sanford Atwood (DeKalb County) M. C. Bishop (Fulton County) Edgar Blalock (Clayton County) Roy A. Blount (DeKalb County) Rawson Haverty (City of Atlanta) K. A. McMillan (Gwinnett County) Richard ·H. Rich (City of Atlanta) MEMBERS ABSENT: L. D. Milton (City of Atlanta) OTHERS PRESENT: Metropolitan Atlanta Rapid Transit Authority H. L . Stuart, General Manager Glenn E. Bennett, Secretary King Elliott, Public Information Director Earl Nelson, Chief Engineer H. N. Johnson, Secretary to General Manager Joan Eschenbrenner, Secretary MARTA Advisory Committee H. Bo y er Marx, American Society of Landscape Architects Ro y J . Boston , P.E. , Georgia Society of Professional Engineers �Consultants W. 0. Salter, Parsons, Brinckerhoff-Tudor, Bechtel, San Francisco J. A. Coil, Resident Manager, Parsons, Brinckerhoff-Tudor, Bechtel, Atlanta Raymond O'Neil, Deputy Resident Manager, Parsons, Brinckerhoff-Tudor, Bechtel, Atlanta R. W. Gustafson, Supervising Engineer, Parsons, BrinckerhoffTudor, Bechtel, Atlanta Robert P. Barksdale, Project Estimator, Parsorts, BrinckerhoffTudor, Bechtel, Atlanta David McBrayer, Traffic Engineer, Parsons, BrinckerhoffTudor, Bechtel, Atlanta Louis Dismukes, Eric Hill Associates, Atlanta C. B. Cleveland, Eric Hill Associates, Atlanta Arden Brey, Eric Hill Associates, Atlanta W. Stell Huie, Huie & Harland, Atlanta Tom Watson Brown, Huie & Harland, Atlanta Others Joseph Errigo, Urban and Community Development Assistant, Department of Housing and Urban Development, Atlanta P.A. Springer, Atlanta Traffic and Safety Council Robert W. Roseveare, Traffic Engineer, DeKaib County J. B. Cooley, Planning and Research Engineer, Bureau of Public Roads Norman J. Van Ness, Bureau of Public Roads George B. Pilkington, Bureau of Public Roads Gerald L. Smith, Bureau of Public Roads Joseph E. Lay, Robinson-Hwnphrey Company, Atlanta William M. G. Fletcher, White, Weld & Co., New York Dick Hebert, Atlanta Constitution David Nordan, Atlanta Journal Art Schultz, WSB Radio Ken Goodnight, WSB-TV Abe Gallman, WSB-TV Harvey Kramer, Intern, Fulton County Comptroller's Office Al Barr, Intern, Fulton County Comptroller's Office Bill Hayes, Intern, Fulton County Comptroller's Office J . D. Wingfield, Jr . , Jerry A . Coursey, Mrs. Margaret C . Breland, Miss Claudette Parrish, Tim Urban, Atlanta Region Metropolitan Planning Commission - 2 - �The meeting was called to order by the Chairman. Minutes Upon motion by Mr. Bishop, seconded by Mr. Blount, the reading of the minutes of the July meeting was dispensed with and they were unanimously approved. Financial Report The General Manager presented the financial report as of July 31, 1967, which is attached hereto and made a part of these minutes. DeKalb County had sent in its second quarterly payment; Gwinnett County was the only one in arrears. Progress Reports General Manager Mr. Stuart reported on the two-week managerial seminar he attended at Kent State University, Kent, Ohio, sponsored by Kent University and the Department of Housing and Urban De velopment. The General Manager said Los Angeles, Seattle and Washington, D. C., were to have referenda during 1968 with regard to rapid transit. He pointed out that insufficiency of federal funds may be less important than the competition from these cities. Mr . Rich mentioned the importance of taking steps to hold a referendum in 1968. Mr. Stuart reported on meetings with Cousins Properties regarding MARTA ' s requirements. Cousins Properties were about to incur certain co n struction e x penses in the Air Rights area in their efforts to pro v ide for future rapid transit operations ; these were costs that could be charged to MARTA under appropriate agreements . Mr. Stuart requested the Board's approval to continue negotiations with Cousins . Costs involved had not been dete r mined ; howeve r, Mr. Stuart estimated them to be between $70 , 000 and $90 , 000 . The Ch ief Engineer was to meet with r epresentatives from Cousins P r ope r ties a n d r each ag r eement as to exact costs which would be eventuall y c h a rgeab le t o MARTA , when f u n ds we r e a v a i lab le . MARTA wo u l d be r es p o n sible for accr ued i nte r est as we l l . I t was mo v e d by Mr. Bis h o p a n d seconded b y Mr. Have r t y tha t th e Gen e r al Ma nag er continue n e gotiatio n s with Cousin s P r o p e r t i es with a n indi c a tion of inte nt o ~ the part of t he Au t ho r ity , p r o vide d a ll r e quir e me nt s were met . - 3 - �Mr. Stuart said the proposed subcontract between Parsons, Brinckerhoff-Tudor, Bechtel and Law Engineering Testing Company for test borings had been reviewed and found to be in order. Upon motion by Mr. Bishop, seconded by Mr. McMillan, approval was given to proceed with the subcontract. Mr. Rich suggested that in the future the General Manager prepare a brief write-up on each proposed subcontract prior to the Board meeting. Consultants Parsons, Brinckerhoff-Tudor, Bechtel Mr. Coil summarized the report given at the briefing prior to the Board meeting, which included parking layouts, patronage estimates, and parking lot requirements for the 64-mile system; work contemplated in connection with the soils engineer on the central and west lines which Law Engineering Testing Company was to do; as well as the work being done in San Francisco on central line alignments affecting the I-75/I-85 connector on West Peachtree Street. Hammer, Greene, Siler Associates In the absence of Mr. Hammer, Mr. Bennett said the report on financial feasibility was completed and that copies would be made available to the Board very soon. "Rapid Busways" Proposal As a result of a request from Mayor Ivan Allen, the Board had directed the MARTA staff to review tqe rapid busways proposal made recently b y the Atlanta Transit System. Mr. Stuart read the complete report of this evaluation, the summary of which is attached hereto and made a part of the minutes. In response to a question from Mr. Blalock , Mr. Stuart said the rights-of-way for rapid busways and rapid transit were not the same. The Chairman polled each Director for his reaction to the report. Mr. McMillan was emphatic in hoping that nothing would divert the Board from its efforts to bring rail rapid transit to metropolitan Atlanta. Mr. Bishop said he was concerned with the legal entangle ments involved in the busways proposal. Mr. Haverty stated he wouid be interested in the rebuttal from the Atlanta Transit System with regard to the report. Mr. Adamson felt the ~e were too many problems - 4 - �and that there would be a delay in rapid transit if the busways proposal were accepted. After discussion, it was moved by Mr. Blount, seconded by Mr. Bishop, and unanimously agreed that the Chairman forward to Mayor Allen MARTA's recommendation that the implementation of the "Rapid Busways" concept not be attempted. Other Business The Chairman introduced the following interns from the Fulton County Comptroller's Office: Harvey Kramer, Al Barr and Bill Hayes. Adjournment The Chairman adjourned the meeting at 3:50 P.M. Next Meeting September 5, 1967. - 5 - �
  • Tags: Box 6, Box 6 Folder 10, Folder topic: Metropolitan Atlanta Rapid Transit Authority | 1966-1969
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017

Box 6, Folder 10, Document 24

http://allenarchive.iac.gatech.edu/originals/ahc_CAR_015_006_010_024.pdf
  • Result Type: Item
  • Item Type: Text
  • Title: Box 6, Folder 10, Document 24
  • Text: M ETROPOLITAN ATLANTA RAPID TRANSIT AUTHO RITY GLENN BUILDING / ATLANTA, GEORGIA 30303 / AREA CODE 404 524-5711 OFFICERS: RichQrd H. Rich, Chairman Roy A. Blount, Vice Chairman July a, 1969 . Edmund W. Hughes, Secretory Henry L. Stuart, General Monogor MEMORANDUM TO HEADS OF LOCAL GOVERNMENTS AND FINANCIAL OFFICERS . In accordance with Section 16(b) of the MARTA Act of 1965, the Financial Statement for the second quarter of 1969 is attached and made a part of the enclosed Minutes. H. · L. STUART �
  • Tags: Box 6, Box 6 Folder 10, Folder topic: Metropolitan Atlanta Rapid Transit Authority | 1966-1969
  • Record Created: April 18, 2017
  • Record Updated: December 29, 2017