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Home My WebLink About4186 , RESOLUTION NO. 4,186 A RESOLUTION AUTHORIZING THE CITY MANAGER TO SUBMIT THE CITY OF LITTLE ROCK' S PLANNING WORK PROGRAM FOR MODEL CITIES TO THE DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT AND OTHER RELATED FEDERAL AND LOCAL AGENCIES IN ORDER TO FACILITATE IMMEDIATE ACTION THEREON. AND FOR OTHER PURPOSES. WHEREAS, the City Demonstratioq Agency has drafted a Planning Work Program for submission to the Department of Housing and Urban Development in accordance with applicable guidelines and comments made in the Discussion Paper received by the City: and WHEREAS, the City has discussed with several groups in the Model Neighborhood the Planning Work Program and Citizen Participation Structure to be designed under Model Cities , and the concepts and ideas of these groups have been considered in the preparation of this document' and WHEREAS, approval by Housing and Urban Development of the Planning Work Program is a prer4quisite to contract execution; and WHEREAS, it is the desire and commitment of the City Board to proceed with Model Cities planning ?.s rapidly as is possible in order that the problems of the Model Neighborhood can be solved expeditiously; and NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE CITY OF LITTLE ROCK, ARKANSAS . SECTION 1. The Board of Directors hereby authorizes the City Manager to submit the City' s Planning Work Program to Housing and Urban Development and other federal and local agencies in order to facilitate planning as soon as possible. SECTION 2 . The Planning Work Program shall be in form and substance as follows : ,.,. ..,, n.-� ^� �s-�,• �r }. l'. 1.:►� �'.7 4.:':,+a lusrs � i E.w........_. A ur ..... uutltYl1i11WtJiltl:in!il�a.7• • CITY MANAGER ' S OFFICJ:_ CDA BUDGET SUMMARY NON FEDERAL FEDERAL TOTAL I . Salaries $87, 100 $31 , 190 $ 118, 290 2. Consultants 28, 000 -- 28,000 I 3 . Travel 3, 500 1,000 �0 4, 5� � 4 . Other 13, 400 5,000 18,400 A. Postage 500 -- B . Printing 1 ,000 -- C . Office Supplies 1 , 500 1 ,000 D . Office Equipment 4, 500 1 ,000 E. Space 1 , 600 3,000 F. Data Processing 500 -- i G. Staff Development 500 H . Telephone $00 -- I . Neighborhood Expenses 2, 500 -- 5. Total Expenses $ 169, 190 6. Federal Planning Grant $ 132,000 7 . Local Non-Federal Matching Share 37, 190 Non-Cash Contributed Services 32, 190 Cash Contribution 5,000 • 8. APPROVAL: DATE : (Authorized City Official ) (Authorized HUD Official ) John T. Meriwether G . A. Parker City Manager ARA Model Cities • CITY OF LITTLE ROCK '' ' 7'1 7"111 -773 *9 DM MU Zig! ffillit • , CITY MANAGER ' S OFFICE CDA BUDGET (FEDERAL SHARE) I . Salaries $ 87, 100 2 . Consultants 21 ,000 3 . Travel 3 , 500 4 . Other 1 ,3, 400 A . Postage $ 500 R . Printing 1 , 000 C . Office Supplies 1 , 500 D . Office Equipment 4, 500 E. Space 1 , 600 F. Datd Processing 500 G. Staff Development 500 H . Telephone 800 I . Neighborhood Expenses 2, 500 TOTAL $ 132,000 -2- CITY OF LITTLE ROCK r ..y.C! 'u" to wwJll - 'S.iev?iu4.CC,.`L"�6ro CITY MANAGER ' S OFFICE CDA BUDGET (NON-FEDERAL SHARE) I . Salaries $31 , 190 2. Consultants 3 . Travel 1 , 000 4 . Other 5, 000 A . Postage $ -- B . Printing -- C . Office Supplies 1 , 000 D . Office Equipment 1 ,000 E. Space 3,000 F. Data Processing -_ G. Staff Development -- H . Telephone _- I . Neighborhood Expenses -- ! r(t tl TOTAL $37, 190 -3- CITY OF LITTLE ROCK :..._:Wry J M Lm trm Inilli; ivri F9N Flil Uri OM MM n1 UM E;.,`.. . 4 4 CITY MANAGER ' S OFFICE- SALARIES : CPA STAFF PER CENT NUMBER SALARY TITLE SALARY TIME MONTHS COST ASSIGNMENT Director $ 1 , 250 100 8 $ 10,000 Core Staff (C MO) Assistant Director 1 ,085 100 8 8, 680 Core Staff For Organization (CMO) Administrative Asst . 750 50 8 3,000 Core Staff I & S Cente. (CMo) Neighborhood Planner 700 100 8 5, 600 Com. Dev. Federal Programs 729 40 8 2, 333 Core Stair Coordinator (CMO) Planning Assistant - 500 100 8 4,000 Health Dew Planning Assistant. 600 100 7 4, 200 Fire Dept . I & S Cent ,./ (CMO) Planning Coordinator 1 , 200 100 8 9, 600 Core Staff (CMO & Com. Dev.) Training & Research 800 50 7 2, 800 Core Stall Coordinator (CMO) Community Developer 450 100 8 3, 600 Police Dept. & 1 & S Center (CM0 Community Developer 450 100 7 3, 150 Parks & Rec Secretary 375 100 8 3,000 Core Staff (CMO) Clerk-Steno 350 100 8 2, 800 I f& S Cent (CMO) Clerk-Steno 350 100 6 2, 100 Core Staff Organizer (4) 400 100 8 12, 800 Core Staff t Part-Time 2, 209 f Neighborhood Elected 325 50 7 6, 828 Core Stall Staff (6) $87, 100 *These salaries are ( Date) (City Manager) comparable and sub- stantiation is in CDA files. 1 -4- CITY OF LITTLE ROCK :a _T• _.............�,,,.,•,,,.,.„„w r.... .., . t ' u6d. y iattalx i . . _ Y a3"A f ZI 1:;71.1S1 i.71..-1 r3r1 ..� y" d L : y ii y 1:I k CITY MANAGER ' S OFFICF. 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NN —VN0000WNVNWCnCio -IA 5 a a, r a 0 CD = (D -33 Orabd 0 0 0 0 0 0-0 CDC-n0 0 O " a a 7- CO •s 7 3 3 a) 3 3 C a c+ 7 "3 — 3 ct (-t- 7 • Nb7r7- 3 3 - 3 3 0) 0._ 1 c+ r- (D -•3 `< `< D. Cf • (n (/) C C f C C - • 0 • • n C O Cl, 7- CD f./) = n = = = = U O (D 7 33 m C C a s .0 M et- et- 0 c+ c- C) a t� -h'o D ct 7 CD ct- •t) 0"77 r`o`< `< (D `< `< A 7'7 a (D `< a a X M 7 a h — O fD 7 C O 'II a -• n C 0 C7 a 0 rh 0 -• -•(-1- O� (D 3 3 1 = CD 1 Z CD (D 1 CD (D 7- — 7 7 3 1 0 1 7 rn r+ et- 0 CD CD < < r1• < < O a a (D c+ < Z 3 (n CD a s (D 03 CD (D , 0 7 3 7 3 CD a Cn -i a (D 0 (1- c+ — -- O — — -• it 00 (1- 0 — 3 -• S -• -• 0 0 3 O, O rt• (D CD 3 000 ct- 0 0 0 'O D (t•D b `• U) rt I) -h -h 0 a 0 3 3 3 3 3 3 0 7 (n • (D (D (D C C) CD -- -- 7 0 o c+ et- r} et- a c+ CD CD 0 O 3 T -5- CITY OF LITTLE ROCK ,? 1 r l �.,.J 171;4. .Ht�:il'G"A ! - .�. ' '>t�°�� Mi•��'�'�. .�v,.�"u"'4u Mt ,'�,�".`r� iWF r1 Oa .... .g , T CITY MANAGER ' S OFFICE BUDGET DETAIL I . Salaries : See Salary Sheets 2. Consultants : See Consultant Sheets 3 . Travel : $ 4, 500 A . Interview Travel 5 interviews at $200 each $ 1 ,000 B . Operational Travel 15,000 miles at 7¢ per mile 1 ,050 C . Conference Travel 5 conferences for 2 staff members at $ 100 each 1 , 000 D . Moving Expenses 3 staff members at $500 each 1 , 500 4 . Other H, 400 A. Postage: based on experience 500 B . Printing: based on experience 1 ,000 C . Office Supplies: based on experience 1 , 500 P . Office Equipment : 4, 500 I.-Executive Desk at $ 175 . . . $ 175 3-Secretary Desks at $ 175 . . 525 6-Admin. Desks at $ 125 750 7-Executive Chairs at $50 350 3-Secretary Chairs at $50 150 3-5 drawer file cabinets at $ 135 405 I -set of dictating machines at $600 600 I -Drafting table at $ 125 125 I -Drafting Chair at $60 60 I -Drafting light at $35 35 I -Drafting gear at $4S 45 2-Electric Typewriters at $475 95o 12-Side Chairs at $ 15 180 5-Folding Tables at $50 150 E. Space: 3,000 Rental : Site office at $200 . per month 1 , 6►1►1 -6- CITY OF LITTLE ROCK .'. "au ..,,,,isti .x, wit...ic...a:r�,,A,..::r:MUadid: • uL ug•Lgadf,rihkluAtUn.tn,utrrnp ryi.R_ _Hc-eu:;:A. grml 0074 13.7%!9 IP,^17 i71 ... . • CITY MANAGER ' S OFFICE. BUDGET DETAIL (Continued) Contributed: 1400 square feet at $ 1 .00 $ 1 , 400 • F. Data Processing: based on experience . . . . $ 500 G. Staff Development : 500 Subscriptions, training courses, etc. H . Telephone : based on experience 800 I . Neighborhood Expenses . 2, 500 Expenses of participants in Program Subcommittees . will be provided at a rate of $2.00 per meeting. It is anticipated to have enough . meetings and participants to account for the budgeted figure . CITY OF LITTLE ROCK eN11 ETTi GM MS um us • CITY MANAGER ' S. OFFICE CONSULTANTS ( I ) CROUP RELATIONS TRAINING $ 2, 500 NUMBER TIME SESSIONS EACH Board of Directors 4 4 Hrs . School Board 4 2 Chamber of Commerce 2 2 City Boards & Commissions Water Works 2 Housing Authority 2 City Beautiful l 1 Citizens Traffic Safety I Others 10 10 ( 2) STAFF TRAINING 14, 500 (A) Establishment of in-service training center (B) Establishment of planning process requi-rements (C) How to deal with groups (D) How to organize (E) Plan skeleton development ( 3) SLIDE PRESENTATION $ 3,000 (A) Financing City Government (B) Relationship to Model Cities (4) CONTRACTS WITH OTHER LOCAL AGENCIES $ 8 000 TOTAL CONSULTANTS $28, 000 _8_ CITY OF LITTLE ROCK MI ems MO mnn rpm 771.1 rm y a t:^'Y4i7.7 CITY MANAGER ' S OFFICE CONTRACTS WITH OTHER LOCAL AGENCIES I . School Board or Consultant : Use of Videotape Equipment for "See- Ins" $2,400 It is anticipated to execute a contract to use existing school board equipment to test the efficacy of the technique . If not possible, a lease arrangement will be executed with a distributor with an option to purchase upon evaluation . 2. Metroplan: for use of urban planning expertise $2,000 3 . Graduate School of Social Work: for providing expertise in field of aging and social problems $2.000 4. Unallocated But Anticipated: $ 1 , 600 Other agencies have expressed interest with the City, but until firm, no funds will be specified. • CITY OF LITTLE ROCK 1 MA . 4�:d..l1f .,''.:': tMp .•F11�LlI'��{}uii1i111Y.YYl .....tl e1t4; pal 1 n-----,---- cITY MAN \GFRGFFIC1�IRECTOR: Responsible for coordinating all Core Staff activities with City Manager 's Office and other community activities. Works with Planning Coordinator to prepare document and com- i plete planning function . .Coordinates and develops early action impact projects . PLANNING COORDINATOR : Responsible for preparing plan document, coordinating staff activities with Director to meet deadlines. Directs activities of other agencies for consistency with plan . TRAINING AND RESEARCH COORDINATOR: Develops City Employee in-service training program, supervises training function . Guides and directs staff data gathering; directs analysis of data and data manipulation . Designs system for gathering, retrieving, and using available data . COMMUNITY DEVELOPER : Assists in organizational efforts in Model Neighborhood. Works with departmental planning: communicates to Model Neighborhood Residents Departmental Policies and communi- cates to Department Model Neighborhood Residents ' perspec- tives . PLANNING ASSISTANT: Works with Department in data gathering, development of Model Neighborhood plans of functional interest to department . Assists in organizational activities. Acts as communications liaison . - I0- CITY OF LITTLE ROCK :,r.P..,a ++ f•,.., ypdYrW+anE:l�yrlWxEt tWu .n�x', N@I'da'4'u`6�i`u��•fi�v ?its"�iCtk.�i' CITY MANAGER ' S OFFICE NEIGHBORHOOD PLANNER : Supervises Planning Assistants . Works with Model Neighborhood residents in developing plans for improvement . Assists Department of Community Development in making Functions more relevant to Model Neighborhood. ASSISTANT DIRECTOR FOR ORGANIZATION : Functions as Coordinator of organizational activities . Assists Director in administrative detail . Assists in scheduling coordinated activities of Core Staff with community organizations. Assists Planning Coordinator, Training and Research Coordinator, and Director in coordinating activities . ADMINISTRATIVE ASSISTANT: Supervises information and service center, following-up and insuring service to Model " Neighborhood residents and Cify residents. Prepares administrative reports for City Manager ' s O FI'i c&' , HUD, Board ' and others as directed. Assists in administrative detail . - II - CITY OF LITTLE ROCK .. ... -- ..� 0704 fITTIJ AA ""' ..IIYiIYN ,_-vtlu�.aldSVwd31N�u:lrrr - ityrl�tl� �v uL. :i��"":.+4..t.i i Ctn. I?i a to F,!;..L T 0. d.74 romf gl:In4 C I TY NIANACi R ' OFF I CF SEE- INS A major innovation in the planning process is to purchase or lease videotape equipment and train neighborhood residents to operate the equipment at both program subcommittee and n;' ; ,il; borhood subdivision meetings For showing to other groups. Audio- tape has been used in other model cities quite successfully dur- ing the planning period. It is anticipated that each NS meeting will be taped, then shown to other neighborhoods . It may be possible to work out a linkage of news media to view highlights . Officials of the City and other agencies will view these tapes and will develop in house training programs around them. A major communications improvement from the ground up will be achieved. In a community the size of Little Rock, all residents of the community cannot get the exposure to the residents that is needed for understanding: ( I ) the extent of the problems, (2) the intensity of the resident 's concern, or (3) the need for change to occur. It is felt this See- In procedure will enable an expansion of the numbers of people able to view the situation realistically . In turn, official discussions of model cities by public agencies may be able to be taped spontaneously and viewed by the residents, again providing a non-existent channel of communication . Further, one problem of organization in the south is the involvement of people of different racial backgrounds together. This problem has been caused partially by a lack of understcrndiwi generated by a lack of communications . Most organizational efforts require an individual to overcome. his attitude which makes him } reluctant to participate before he can participate. If he parti - cipates, his attitude will likely change . But, there is a sub- stantial hurdle to overcome before he will get involved. - 12- fr CITY OF LITTLE ROCK . nu.r u:nrwu::e, 1y1131Y:LYMtN1L�i►}L'e:]u:/11'faw..WfKMMN ;"rvPa. �)� ,� .,.. 1..a T7.t � �p�p „!� Eat . Ll. �i.:,..w�;: ,:,.,,,:"; k" :Slfl &V% 1540 PT IT CITY MANAGER ' S OFFICE. SEE- INS (Continued) The See- In procedure allows part i c i pat i on before attitudes are changed. Participation itself will change some attitudes, but this procedure will enable participation to take place before attitudinal change. rF I . - CITY OF LITTLE ROCK fi';'1.J1 lon ,,,...,j l l �- � '----�..—�.............. ...,.,....... r,...,. -.,......,.aruus.::.:. EMI Fprw .1 w�1r�, �/rt�•n ��yx L Y"! ... ..;....1 1. �.VIN RITE ..I"•ill L'L'd...i 1 W.5. IAn 4'� 14.:ll I"7 ' CITY MANAGER ' S OFFICE CITIZEN PARTICIPATION - PLANNING WORK PROGRAM BOARD OF DIRECTORS INVOLVEMENT The citizens participation structure outlined herein includes substantial involvement of the City 's Board of Directors . It is felt that this involvement is a necessity to assure the City 's con- tinuing commitment to the program at all stages including planning, implementation, and evaluation . It is also felt that involvement of the Board better enables change to occur throughout the City and the Model Neighborhood as a result of the program. Upward and downward communication between the Directors and Model Neighborhood residents has been provided for in this plan of involvement and is a necessity inasmuch as final decision-making authority and total responsibility for the program rests Finally with the Board of Directors. THE MODEL CITY COORDINATING COMMITTEE The Model City Coordinating Committee is composed of 22 people . Two from each of the six subcommittees as Model Neighborhood repre- sentatives, one from each of the six subcommittees as a representative of the entire city, and four from the committee of organizations. Eighteen of the people on the Coordinating Committee must be elect- ed by the six subcommittees; four will be elected directly by the committee of organizations . The Chairman of the Coordinating Com- mittee will he the Mayor. The Coordinating Committee will meet twice a month. Each month an open public hearing will be held in the Mod 4. 1 Neighborhood to review progress, to test the citizens participation structure, to measure the reactions to participation, to consider development of the program, and overall progress. This monthly open meeting will he held by the Coordinating Committee and chaired by P the Mayor. p. - 14 - . CITY OF LITTLE ROCK 1 ° CITY MANAGER ' S OFFICE. CITIZEN PARTICIPATION - PLANNING WORK PROGRAM Each member of the Coordinating Committee will receive $2 per meeting for attending . PROGRAM SUBCOMMITTEES Each of the six program subcommittees will be composed of 24 members, I8 of which will come from the Model Neighborhood, six of which will come from the rest of the City. Of the IS Model Neigh- borhood representatives, three on each subcommittee will be elected from each neighborhood subdivision, and six will be appointed by the Board from the rest of the City. Each subcommittee will meet twice a month. Each member will receive $2 for every meeting attended. The six subcommittees will be Health, Housing, Education, Job and Economic Development, Environment, and Income Maintenance, Crime and Recreation . NEIGHBORHOOD SUBDIVISIONS Each Director of the City Board is an Ex-Officio member of six geographic areas called Neighborhood Subdivisions. Each of the geographic areas ►.. ill be permanently organized as the resi - dents within that geographic area see fit . The City will encourage permanent block organizations . Each neighborhood subdivision organization must meet at least once a month . • An interim Neighbor- hood Subdivisions procedure is proposed by the CDA, until such time as the Neighborhood Subdivision decides on its own. TECHNICAL ASSISTANCE POOL It is proposed that a technical assistance pool (TAP) be established to provide communications and assistance at the sub- committee level as well as at the neighborhood subdivision level . This pool is anticipated to be composed of 300 people from the City at large . Approximately ten people would be assigned to each of the neighborhood subdivisions for each neighborhood subdivision meeting - 15- • CITY OF LITTLE ROCK l ; `�„�� a 1 iL.,«..« ..�'� .�`.._� !MI a�?L:� ?..«.�:� IX�,�(1li� �� ''a7 CITY MANAGER ' S OFFICE. CITIZEN PARTICIPATION - PLANNING WORK PROGRAM NEIGHBORHOOD SUBDIVISION REPRESENTATIVES ( I ) Each Neighborhood Subdivision will be divided into "Blocks". ( 2) Each "Block" is defined as a contiguous collection of 20 households. (3) The CDA will ask one resident of each block to act as convener for the purpose of organizing to elect a representa- tive to the Neighborhood Subdivision. (4) The convener will call all members of block households over 14 years of age together for an election of the representatives (5) Each block will elect, by majority vote, one representative to the NS . This representative will have voting power. All other members of blocks may participate in NS activities, though without a vote. (6) Any representative not adequately serving the block may be removed by a 2/3 vote of all eligible block members . PROGRAM SUBCOMMITTEE REPRESENTATIVES ( I ) Each Neighborhood Subdivision will thus be composed oI block representatives with voting power and all other indi - viduals living within the geographic area. (2) Each NS will elect three representatives to each of the program subcommittees, by -majority vote . (3) Program subcommittee representatives may come From all residents of the NS . (4) Program Subcommittee Representatives may be removed by 2/3 vote of NS .- FASIC STRUCTURE The essential components of the citizen participation structure are: ( I ) Board of Directors r' (2) Model City Coordinating Committee - I6- CITY OF LITTLE ROCK CITY MANAGER ' S OFFICE CITIZEN PARTICIPATION - PLANNING WORK PROGRAM ( 3) Six Program Subcommittees a . Housing b . Health c . Education d. Physical Facilities e . Income Maintenance, Law, Recreation f . Job and Economic Development (4) Committee of Organizations (5) Neighborhood Subdivisions (6) Neighborhood Blocks The chart following this page illustrates the horizontal and vertical relationship of the structure . - 17- 'CITY OF LITTLE ROCK 4n+iryv. $400 -•NJiKiJS. Ea MN �_. CITY MANAGER ' S OFFICE CITIZEN PARTICIPATION - PLANNING WORK PROGRAM held. These ten people would be rotated so that at the first meet- ing ten TAP members would attend; the second meeting of the same subdivision would have five new TAP members in attendance and five TAP members from the last meeting. This procedure would continue through the planning year, involving each of the 300 people several times, and in several different neighborhood subdivisions. It is felt desirable to have substantial at- large citizen participation in order that the program would not just be identified by City officials and staff, but to be identified by the City as a whole. In order to achieve this level of involvement, participation on a truly widespread basis is a necessity. Thus TAP members serve on Subdivisions. On the other hand, to avoid giving model neighbor- hood residents the appearance that the entire City will control the program to the exclusion of the meaningful involvement of the model neighborhood residents, the number of people in attendance in any one neighborhood subdivision meeting should be held to a small num- ber. Thus the rotation of TAP members is necessary. Technical assistance in the form of professional expertise will therefore be provided to the model neighborhood residents in the following order: ( I ) Citizens at large on TAP. ( 2) CDA Staff. (3) Other Public and Private Organizations ' Staffs. (4) Consultants. ELECTION PROCEDURE Initially, Neighborhood Subdivisions will come together to elect representatives to the program subcommittees. In order to facilitate representation and democratic processes, the following election procedures have been established for the interim period. — 18— r' CITY OF LITTLE ROCK ^ ....., = .._ _...�—..--.....�:....a.. ..�......�,c rwru.M�r .. .. . . , ' . ^e''�..C.fF!I .Ki:• 7 r-T 1 + O :. ..'.. •- .r�!'1113U YtLMYlY.1 Y.4:ylf� CITY MANAGER ' S OFFICE BOARD MODEL CITY 4 COMMITTEE OF I 06 COORDINATING COMMITTEE li ORGANIZATIONS 22 SUBCOMMITTEE 24 HEALTH 3 ELECTED REPRESENTATIVES HOUSING FROM EACH PS TO THE EDUCATION MCCC MANPOWER ENVIRONMENT RECREATION CRIME, WELFARE NEIGHBORHOOD SUBDIVISION 3 ELECTED REPRESENTATIVES I FROM EACH NS TO EACH PS SUBDIVISION 2 SUBDIVISION 3 SUBDIVISION 4 SUBDIVISION 5 SUBDIVISION 6 TECHNICAL ASSISTANCE CITY AT LARGE CDA STAFF OTHER ORGANIZATIONS ' STAFF Iwl CONSULTANTS e: — 19- t k s CITY OF LITTLE ROCK 4 .�.... .v ^..u:.:.y:w..-•r r. NrN,«• ,«««. .yr- .i ;YEI1LL(%N14i1YriM .^�, v S L-L . CITY MANAGER ' S OFFICE II CAA INVOLVEMENT: RELATIONSHIP The CAA will be involved in coordinating the planning efforts of the community. Responsibility rests with the CDA, of course, but recognition is explicit that the CAA must be closely entwined in all activities including organization, planning, implementing, and evaluating. CAA staff is presently involved in providing technical assistance to residents involved in Neighborhood Action Councils and CAA programs. This is expected to continue . However, organi - zations and individuals not involved in CAA activities, whether voluntary or involuntary, must have an opportunity to participate and a chance to be heard. The citizens participation structure is designed to facilitate and encourage this involvement. Existing organizations of the model neighborhood are provided for as bodies and as individuals, through the Committee of Organizations and the Neighborhood Sub- divisions respectively. The CAA as well as the Neighborhood Action Councils will have representation on the Committee or Organizations (C00) . Each individual living in the model neighborhood will be able to participate as an individual , as a member of another organi - zation, or as both. Clearly the CAA will be directly and completely involved in this structure, as it is the agency having the greatest degree of organization in the model neighborhood at present. Individuals elected by NAC 's as representatives for NAC or CAA purposes will most likely be re-elected as Model City representatives. Staff sharing between CDA and CAA is anticipated; although • • no agreements have been discussed in detail . • The first step should be through staff sharing of some VISTA 'S with technical assistance pertinent to planning. The Core Staff concept envision- ed for administrative functioning and planning makes possible, -20- .;a 'r. CITY OF LITTLE ROCK I1 YY.'LJfeigfy YM1 CITY MANAGER ' S OFFICE CAA INVOLVEMENT: RELATIONSHIP and in fact encourages staff sharing . Overall strengthening of local government including quasi -governmental agencies should be a real factor considered in Model Cities planning. Little Rock 's anticipated mechanism considers this factor of paramount im- portance. The HUD - OEO checkpoint procedure for coordination between agencies facilitates the level and degree of coordination required as a minimum. The City and CAA have discussed the procedure and are in general agreement . The City considers this procedure as an excellent beginning in formalizing coordinative communications . It is anticipated that improvements and local innovations can be made to the procedure to make CAA - CDA coordination a model for the nation . In the meantime, the checkpoint procedure assures a minimum level of coordination . f.ot�F IEF. "1: -2I - LI k 'CITY OF LITTLE ROCK - � da4 GUM Orin PT/ Inn n1 mu WWI IIMS 1130 PAM En ri, CITY MANAGER ' S OFFICI: EARLY ACTION PROJECTS There are a number of social , economic, and physical problems in the Model Neighborhood area that are widely recognized by the citizens of the community . Many of these problems will require a long-range projection of resources, and some could be solved by coordinating the resources of the community. It is recognized by both federal and local officials involved in model city planning that the lack of "immediate impact" projects generating support in the model neighborhood for the program hinders, in the critical initial stages, the involvement of people and the • organization of people so necessary for a successful program. Early action projects would enable people to be involved early and at a level unparalleled in their experience . The following summarizes these projects : EARLY ACTION PROJECTS I . Creation of a Service and Information Center 2. Creation of a Rumor Control Center 3 . Coordinate 0E0-City Summer Recreation 4. Creation of a Police-Community Relations Unit 5 . Improve Fire-Resident Communications 6. Improved Weed Lot Clean Up 7 . Creation of Model Neighborhood Instant Parks 8 . Creation of Model Neighborhood Temporary Community Centers 9 . Improve Junk Car Elimination 10 . Improve Housing Demolition Procedures II . Repair Selected Model Neighborhood Streets -22- CITY OF LITTLE ROCK gm f121 r"""''r'! 3.*'"771 g;,4F-7!. FT-pry 4 _. CITY MANAGER ' S OFFICE EARLY ACTION PROJECTS (Continued) 12. Improve Drainage Ditches 13 . Create a Mayor ' s Council on Youth 14 . Expedite and Complete Model Neighborhood Street Lighting 15 . Improve Rat Control 16. Create a Human Relations Commission -23- CITY OF LITTLE ROCK �Y: 0771 ! ri i. , a erm riii P/1547 .k..,1. [ tt{. �r.:,�r aY _.... ill Yi4;,.. MEti:Uf CITY MANAGER ' S OFFICE PLANNING STRATEGY MILESTONE DEADLINE Gather Data June I Draft Plan June 15 Present to Neighborhood Residents July I Hold Elections in Model Neighborhood July 10 Appoint OMN Involvement July 10 Re-Draft Plan Problem Analysis • August I Conditions Causes Goal Establishment August 15 Program Approaches September I Strategy October I 5-Year Forecast October 15 I -Year Action Plan November I Adoption By Neighborhood Congress November 15 Adoption By City Board of Directors December I -24- �`w P CITY OF LITTLE ROCK Il.r, OMB gyp? ...____..�.............u..,.............uu.auwty..i J/Y Y _. lU+Kr'`ll BBB Y I "�) � I /� k111�" �&WA !(y ZED 1a ■y am Y71t t.rr .L BBB 4 i � i:'iL ::Y & 1 ( T!l2 ) I.". ' ra tX CITY MANAGER ' S OFFICE JUSTIFICATION FOR CHIEF EXECUTIVE AND STAFF The unique staff organization contemplated by this work program - the Core Staff operating out of and as an adjunct to the City Manager 's Office - justifies the contribution of time anticipated by the City Manager and the Assistant City Manager. Secondarily, the City Manager ' s experience in a first- round model City, Texarkana , Arkansas, and the Assistant City Manager 's experience as CDA Director in another first round model city, Texarkana, Texas, supports the Core Staff concept as well as the expenditure of time on the project . CORE STAFF : AN ADMINISTRATIVE INNOVATION The Core Staff concept embodies the intent and the spirit of the legislation in attempting to devise a structure that allows maximum coordination from the top: the. Chief Executive. In Council -Manager government, the chief administrative officer is the City Manager, and his staff possesses that measure of authority voluntarily delegated. By providing that the major CDA staff serves on the City Manager 's staff, an unusual degree of coordinative authority is vested in this staff. This serves also to strengthen local government the best way possible for leadership: from the top down . A concomitant innovation is the assignment of key professional expertise to various departments, dependent upon qualifications of staff and need of departments. This is consistent with the V Core Staff concept and also strengthens local government . The problems -of split authority are lessened by the Core Staff oper- ating out of the City Manager 's office. -25- CITY OF LITTLE ROCK .M . .._._...R .........._......,.. .... .._ ,,.. y�.s��.aurw.a.0trrt, i�4SH,�41ty'.L?i:✓:k"r"h tai Fit:`�rx' mill gtia fW:t F5,TYE . e`';77_,. �^ t c2er1 CITY MANAGER ' S OFFICE COMPARABLE SALARIES All salaries paid CDA personnel are comparable to other public employees ' salaries entailing comparable responsibilities and qualifications . NEIGHBORHOOD ELECTED STAFF It is anticipated that Neighborhood Subdivisions may wish , when organized, to elect staff representatives, or neighborhood advocates, to serve as liaison between CPA and residents . Not intended as the sole liaison, the neighborhood-elected staff would allow a greater measure of credibility to be created early in the planning phase . It is proposed that these staff members work part-time for the planning period. The final decision on the number of staff will be determined -by the number of Neighborhood Subdivisions . The CDA will divide the model neighborhood into logical subdivisions based on existing geographical or political bound- aries . Flexibility will be maintained so that a majority of residents may amend the boundaries to better meet their needs . LITTLE ROCK - NORTH LITTLE ROCK COORDINATION No formal coordinative mechanism is required between Little Rock and North Little Rock CDA ' s . The programs appear to be substantially individual in each city . But of greatest importance is the recognition that the natural geographic border - : rr. the Arkansas River - is not a border to be ignored. While the +T �sv ti river is the only object separating the two model neighborhoods, it separates them in such a manner and to such a degree that actual coordination does not at this time appear required on a -26- , CITY OF LITTLE ROCK 1J�rw {Ldi F 1F 4 1 ! 77.!j,'. - awus In'��' ' X. d T.I.rr. -,i.a 4YI �It..4,..,,�_ia y�, I R5. !74 gin t.�.tit a Q szll ...e�y( '''y .{�� ..._ .. . 74 ,�t !�3'�i ,.....M i ll::..Y k.if i. ...� Ff.r6!J t �.-.�•:% PLN'.5�./ $�tt 'L'1L (.i:1311 ..... �xA f CITY MANAGER ' S OFFICE LITTLE ROCK - NORTH LITTLE ROCK COORDINATION (Continued) formal basis . Clearly, though, ad hoc co r 9 o dinative bodies between the two cities meet frequently to discuss subjects of mutual con- cern . The mere establishment of a coordinating mechanism for the sake of creation is not a suitable raisin d'etre for such . Experience indicates that manpower planning will require .co- ordination in later planning stages . This will be done by a mechanism to be established. Some social services coordination may also be required. But, at this time, no continual coordination seems a necessity . CAMPS The penultimate meeting of the CAMPS Committee established a subcommittee for model cities coordination in the Little Rock- North Little Rock area . This committee is composed of ( 1 ) Mr. W. R. Halfacre, CDA Director, North Little Rock, ( 2) Mr. W. L . Walker, CAA Director, (3) Mr. Jason Rouby, Metroplan Director, and (4) Mr. J . E. Arnold, Assistant City Manager, Little Rock . • PROGRAMMATIC CONCERNS All programmatic concerns have been carefully studied and steps taken to ensure a systemmatic inclusion into the planning work program. Specifically, the CP structure is so designed to make certain the inputs of all agencies and individuals are represented and to provide coverage of all program areas . More than any structure and PWP viewed, this structure is strong in this area . -27 - CITY OF 1. ITCLF. ROCK -2- SECTION 3. This Resolution shall be in full force and effect from and after its adoption. ADOPTED : April 21, 1969 ATTEST: ey.d APPROVED: /C Acting City Clerk ayor