Box 21, Folder 20, Document 11

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Metropolitan areas in the country have mushroomed in the 20th
Century unrestrained by local political boundaries. The in-migration of rural
inhabitants to urban centers, accompanied by the exodus from core cities and
into suburbs of central city residents is well documented. Local government
on the fringes of the core city is characterized by a multiplicity of govern-
mental units incapable of providing effective administration in zoning, policing
and in other municipal services. The core city and fringe units are often
hostile in their relations. $0 each other. Problems of area-wide concern are
not disposed of by common effort because of the inability of all the varying
units of local government to effectively cooperate. This picture is further
complicated by the fact that metropolitan areas have inherited to a large
extent the problems caused by comparative neglect in raising the standard of
living of the poor and integrating them into society.

The need for changing the geographical jurisdictions and powers of
county and municipal governments in many of our metropolitan areas is increased
by the growing maladjustment between what these governments are called on to
do and their ability to perform. More specifically, the present powers,
jurisdictions, and structures of local governments, and the status of inter~-
governmental relations in the metropolitan areas, make it increasingly difficult
for the local governments to perform independently many functions which are

inevitably area-wide in nature.

The Atlanta area is not unique in its crying need for more
effective area-wide government services. The need has been demonstrated in
a great number of metropolitan areas of the country. A number of different
approaches to governmental reorganization have been attempted with varying
degrees of success. Foremost of these are:

* Municipalities’ use of extra territorial powers

* The urban county.

* Metropolitan special districts including multi-purpose districts.

* City-county separation.

* Federation.

* Intergovernmental agreements for functional and programatic

* Voluntary metropolitan councils of governments.

* Transfer of functions te the state government.

* Annexation and consolidation of municipalities.

* City-county consolidation.

A number of generalizations can be drawn from the different approaches
emploved and review of the success -- or absence of pucdeas -- experienced.
Among these undoubtedly should be:

* There is no best single approach to governmental reorganization
applicable to all conditions and times.

* ‘The numerous approaches are not mutually exclusive.

* Use of limited approaches may prove adequate to meet the need for

governmental reorganization in some metropolitan areas.

* Annexation, although continuing to show vitality in emerging
metropolitan areas, has Lost much of its usefulness in larger, older metro-
politan areas.

* Limited-purpose metropolitan special districts have attributes
which seriously undermine vigorous local government.

* City-county separation and city-county consolidation have shown
limited recent potential.

Arrangements for intergovernmental cooperation or implementation
of projects of common concern within the five-county Atlanta region are not
highly developed. The arrangements that exist do not satisfy the growing
demand for area-wide government and area-wide services. Accordingly, the
City of Atlanta and Fulton County have expressed a desire to study the ad-
vantages and disadvantages of consolidation. The Economic Development Division
of Midwest Research Institute is well qualified to assist in such a study
and desires to do so. plcertiigiy, some general susiaeriae information
about the Institute and extracts from resumes of key professional staff
personnel that could be expected to participate in a study of governmental
consolidation follow:

Midwest Research itagedeute is an independent, not-for-profit center
devoted to research for industry, government and the general welfare. The
Institute was founded in 1944, by a group of civic, industrial and technical

leaders who were convinced that the application of scientific research
to industry would rapidly become a critical factor in economic and social
growth. This expectation has become a fact -- as the growth of MRI testifies.

Today, the Institute has a total staff of over 400 and conducts
research covering the entire spectrum of modern science. The dollar volume
or research conducted by the five scientific divisions -- Economic Development, |
Engineering, Mathematics and Physics, Chemistry and Biological Sciences --
exceeds $6 million annually.

In support of its professional activities, the Institute has over
150,000 sq. ft. of laboratory space and maintains a comprehensive Library
with those of the adjacent Linda Hall Library of Science and Techology -- an
institution with over 300,000 volumes and more than 9,000 technical Seyi cal eat
publications of national and international origin.

Midwest Research Institute's research staff has had considerable
experience in evaluative and planning efforts for government agencies at all
levels, and in the development of new organizations and institutional concepts
to carry forward various objectives. In recent years, the Institute and,
particularly, its economic development division, has devoted a growing portion
of its effort to urban and social problems which go beyond the scope of conven-
tional economic deve lopment concepts.

James Alcott: He has-directed the Economic Development Division
at Midwest Research Institute since 1965. During this time, his Division has
completed research projects for over 100 clients varying from public agencies
such as the Iowa Development Commission and private firms such as Standard

Oil Company of New Jersey. He has been active in a number of projects relating

to the needs and problems of state and local government in meeting major
public requirements and public policy. Mr. Alcott's participation is free
quently sought in various groups concerned with public policy issues. He
currently is a member of the Commission for Organization of Jackson County
Government, a citizen group charged with the responsibility for recommending
alternative forms of county government in Jackson County, Missouri, a county
which includes Kansas City and Independence.

James A. Smith: Mr. Smith's experience includes major emphasis in .
regional economics, industrial development, and public affairs. While at
MRI, he has directed or participated in : HUD sponsored study of federal aid
programs involving a 1lO-city survey of user requirements; several projects
for municipal governments such as the Johnson County Library Board, Kansas City
Community Service Department and City Planning Department; and studies for
the Commission for Organization of Jackson County Government.

Prior to joining MRI, Mr. Smith was employed in Florida where he
directed or participated ina number of studies concerned with the public
interest such as a study of emerging political leadership in a metropolitan
area, media impact on voter behavior, and county/city relationships. He also
performed during this time studies for public groups concerned with public
service aspects of television programming and media influence on determination
of public issues. His experience includes 18 months concentrated study of
Dade County metropolitan government problems under a Ford Foundation Grant.
Included were inquiries into the role of special tax districts and special

service districts.

John QO. Wilson: Dr. Wilson's principal areas of snecialization
are public finance, quantitative analysis, and regional planning. His
experience includes long term involvement in a Large scale tax otructure
evaluation study for the state of Missouri; develoorent of a technique of
capital allocation for alternative investments projects -- part of a long
range capital improvement program for Washington County, Michigan; and as
a staff member of the Institute of Public Administration, University of.
Michigan. His Ph.D. dissertation dealt with the development of a mathematical
model for optimization for investment decision making by local government units.
William Munson: Mr. Munson is an intergovernmental relations
analyst with MRI with primary areas of interest in governmental programs
that require cooperation and coordination across political boundaries and
between state, local, and federal government levels. Prior to joining MRI, .
Mr. Munson served on the Task Force on Criminal Justice for the United States
Department of Justice and was responsible for advising the Department on how best
to administer the Law Enforcement and Criminal Justice Act of 1967. For
five years, Mr. Munson served as a midwestern representative of the Council of
State Governments, a joint agency of all 50 states which provide research,
oublishing, and secretarial services to national and regional associations
and state officials. Mr. Munson has worked closely with commissions on inter-
state and intergovernmental cooperation, the Midwestern Governor's Conference,

the Interstate Conference on Automated Data Processing, the Committee on

Information Systems of the Council of State Government, and the Midwestern
Legislative Committee in the fields of transportation, taxation, ati higher

Robert Boyd: Mr. Boyd is Assistant to the President of MRI. Since
“coming to MRI he has been involved in analyzing the opportunities for contract
research with state and local governments. He participated in the research
project completed for the Federal Housing and Urban Development Agency con-
sisting of an in-depth study of 10 cities in the United States to analyze
the management information problems, oarticularly as these problems relate to
Federal, state and local relationships.

Prior to joining MRI, Mr. Boyd was Executive Assistant to
Oxlahoma's Governor Henry Bellmon. In this capacity he was primarily
resnonsible for coordination and planning, particularly in the areas of
economic and industrial develonment, and intergovernmental relations.

In addition to these staff members, MRI would utilize the services
of other eminently qualified aoneattante to particivate in a study such as
in being considered. Foremost of these is Dr. Thomas P. Murphy, Director
of Public Administration, University of Missouri at Kansas City. Dr. Murphy
is Director of the Commission for Organization of Jackson County Government.

Prior to his appointment to the University of Missouri faculty,

Dr. Murphy was Staff Assistant to James Webb, Administrator, NASA; and later
Deputy Assistant Administrator for legislative affairs of the same agency.

His academic background includes MA and Ph.D. degrees in Political Science.

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