ATTITUDES AND UNDERSTANDING OF
CITIZEN PARTICIPANTS AND COMUNITY
INFLUENTIALS ABOUT THE
MODEL CITIES PRDGRAM
LANSING, MICHIGAN

Thesis for the Degree“ of M. A.

MICHIGAN STATE UNIVERSITY

SANDRA ARLYN WASHINGTON
1972

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ABSTRACT
ATTITUDES AND UNDERSTANDING OF CITIZEN PARTICIPANTS
AND COMMUNITY INFLUENTIALS ABOUT

THE MODEL CITIES PROGRAM
LANSING, MICHIGAN

BY

Sandra Arlyn Washington

This thesis has sought to determine whether effective
channels of communication exist in the Lansing Model Cities
Program. A survey conducted by students in 1969 about the
attitudes and understanding of citizens about the Model
Cities Program indicated that communication within the pro—
gram and between the program and community was fundamental
to the successful operation of the program. All findings
of this survey were reported to the Director of the Model
Cities Program.

Utilizing the above statement as a basis the author
attempted to study whether changes had occurred that would
enable the effective flow of communication to the intended
audience.

Persons elected and appointed to the Model Cities
Policy Board and Task Forces were selected as the sample
population because it was believed that they would best be

able to provide facts about their understanding and opinions

Sandra Arlyn Washington

of the Program, if in fact communication to the people had
been improved. Individuals from the community-at-large
were also part of the sample pOpulation. One of the aims

of the Program is to involve persons from the total commun—
ity into the planning of the activities and projects.
Therefore, it appeared necessary to determine if the Program
had been presented in such a way that the community as a
whole understood the objectives and would offer their
assistance in helping to plan the Program.

Two parallel questionnaires similar to the ones used in
the 1969 survey were developed: one for Policy Board and
Task Force members and the other for individuals from the
community-at-large.

After two years of Operation, inadequate communication
of the facts about the Program still exists, and attitudes

that were evident during the initial survey have endured.

ATTITUDES AND UNDERSTANDING OF CITIZEN PARTICIPANTS
AND COMMUNITY INFLUENTIALS ABOUT
THE MODEL CITIES PROGRAM

LANSING, MICHIGAN

BY
Sandra Arlyn Washington

A THESIS

Submitted to
Michigan State University
in partial fulfillment of the requirements
for the degree of

MASTER OF ARTS

College of Social Science

1972

ACKNOWLEDGEMENTS

I extend my sincere appreciation to Dr. Christopher
Sower and Mr. Sanford Farness for their guidance and review
of the development of this study.

The encouragement of my parents has been strengthening
throughout my formal educational experience, especially as
I embarked upon the Master's Program. John Hearns' under-
standing was most timely as I pursued completion of the
thesis.

Under the protection of the Heavenly Father I was able
to maintain good health and mobilize my energies, for which
I am appreciative.

I am thankful for the assistance from Mrs. Jacqueline
warr, Director of the Lansing City Demonstration Agency and
Staff; Mr. Richard Letts, Director of the Lansing Human
Relations Commission and Staff; Messrs. John Duley and
Harold Johnson, instructors; Miss Judy Knight and Mr. Jack
Dmochowski, students, all of Justin Morrill College at
Michigan State University.

I am also grateful for the cooperation I received from
the Policy Board and Task Force members of the Model Cities
Program, and citizens-at—large.

The advice from my friends could not have been more
genuine. ‘

 

ii

TABLE OF CONTENTS

CHAPTER Page
I. INTRODUCTION . . . . . . . . . . . . . . . . . l
1.1 Impetus for the Model Cities Program. . . l
1.2 Interest in the Study . . . . . . . . . . 4
1.3 Objectives. . . . . . . . . . . . . . . 4
1.4 Value of the Study. . . . . . . . . . . . 5
1.5 Procedures. . . . . . . . . . . . . . . . 5
1.6 Elements Constituting A Good Model Cities
Program . . . . . . . . . . . . . . . . . 6
II. REVIEW OF LITERATURE . . . . . . . . . . . . . 8
Preface to Concepts of Communication . . . . . 8
2.1 Visualizing Communication . . . . . . . . 8
2.2 Barriers to Communication . . . . . . . . 13
2.3 Four Aspects of Communication: Informa—
tion, Influence, Impact and Empathy . . . 14
Preface to Concepts of Citizen Participation . 21
2.4 The Values of Citizen Participation . . . 22
2.5 Degrees of Citizen Participation. . . . 24
2.6 Relationship of Citizen Groups to Public
and Private Sectors . . . . . . . . . . . 28
III. METHODOLOGY. . . . . . . . . . . . . . . . . . 33
3.1 Type of Sampling and Characteristics of
P0pu1ation. . . . . . . . . . . . . . . . 33
3.2 Description of Instrument . . . . . . . . 36
3.3 Number of Responses . . . . . . . . . . . 43
3.4 Differences Between Surveys . . . . . 44
3.5 Results of Survey Conducted by Students
at Justin Morrill College of Michigan
State University. . . . . . . . . . . . . 45

iii

TABLE OF CONTENTS--C0ntinued

CHAPTER Page
IV. RESULTS FROM QUESTIONNAIRES. . . . . . . . . . 47
4.1 Analysis and Discussion . . . . . . . . . 47

4.2 Comparison of Surveys . . . . . . . . . . 47

V. SUMMARY AND RECOMMENDATIONS. . . . . . . . . . 65
BIBLIOGRAPHY. . . . . . . . . . . . . . . . . . . . . 69
APPENDIX A. . . . . . . . . . . . . . . . . . . . . . 73
APPENDIX B. . . . . . . . . . . . . . . . . . . . . . 74

iv

LIST OF TABLES

TABLE

1.

2.

10.

11.

Responses to Question (What is the Model Cities
Program?). . . . . . . . . . . . . . . . . . . .

Responses to Question (Do you feel that wide—
spread citizen participation is a reality?). . .

Responses to Question (You are probably aware of
problems facing the City of Lansing. Will the
Model Cities Program tend to aid or hinder the
solution of these?). . . . . . . . . . . . . . .

Responses to Question (What kind of influence
should residents living outside the Model Cities
Neighborhood have in the Program?) . . . . . . .

Responses to Question (Can the Model Cities Pro-
gram succeed? Where do you see difficulty?) . .

Responses to Question (How do you feel that the
resources of business and industry can be uti—
lized in helping the Model Cities Program?). . .

Responses to Question (Which of the nine problem
areas do you feel is most important?). . . . . .

Responses to Question (To what problems do you
feel Lansing needs to give the most attention?).

Responses to Question (What is your role in the
Model Cities Program? How are you helping your—
self, how are you helping the peOple you repre-
sent?) . . . . . . . . . . . . . . . . . . . . .

Responses to Question (What changes in the basic
structure and Operation of the Model Cities Pro-
gram would you like to be made?) . . . . . . . .

Responses to Question (Do you have influence in
the decision—making process in the Program?) . .

Page

48

50

51

52

53

54

55

56

57

58

59

'EIST OF TABLES——Continued

TABLE

12.

13.

14.

Page

Responses to Question (What kind of assistance
do you think your organization will be able to
give the Model Cities Program?). . . . . . . . . 60

Responses to Question (To what degree do you
feel Model Cities residents should participate
in the decision—making process of the Program?). 61'

Responses to Question (Do you think the Model

Cities Program is worth the time and effort you
have given to it?) 0 O O O O O O O I O C O O O 0 62

vi

CHAPTER I
INTRODUCTION
1.1 Impetus for the Model Cities Program

In recent years, the federal government has taken
steps to support cities in their efforts to provide more
and better services. Nevertheless, these efforts have not
produced the results that were anticipated in the neighbor-
hoods--the central part of the older and larger cities-—
where conditions were the worst. One reason is that
federal grants for subsidized mortgages, highway construc—
tion, hospital construction, aid to schools, and other uses
have been spent in the suburban fringes, where most of the
economic growth has been taking place. The central cities
have not had a large share of federal expenditures and tax
subsidies. Also, the use of federal monies requires ad-
herence to so many rules and regulations that frustration
often results, and cities find they can get money that can
only be spent for things which are relatively low on their
priority list. .Rules and regulations not only specify what
money can be used for, but how a program will be organized
and managed. This stifles the ability of cities to create

organizational structures typical of their style and

capacities. It was these problems, among others that
initiated the Model Cities concept.

In the fall of 1966 Congress enacted legislation,
Title I of the Demonstration Cities and Metropolitan
Development Act, to launch the Model Cities Program. The
Program under the auspices of the United States Department
of Housing and Urban Development is intended to increase the
potentiality of cities to attack their social, economic and
physical problems; to coordinate the activities of public
and private agencies on the local, state and federal levels;
and, to develop plans and projects that emanate from the
ideas of the citizens residing in the Model Cities Area.

The purposes of this comprehensive program are:
1) to rebuild or revitalize large slum and blighted areas;
2) to expand housing; 3) to expand job and income opportuni-
ties; 4) to reduce dependency on welfare payments; 5) to
improve educational facilities and programs; 6) to combat
disease and ill health; 7) to enhance recreational and
cultural opportunities; 8) to reduce the incidence of crime
and delinquency; 9) to establish better access between
homes and jobs; and 10) in general, to improve living con—

ditions for the people who live in these areas.1

 

1United States Department of Housing and Urban Develop-
ment, Improving thegguality of Urban Life, December, 1967
(Washington, D. C.: Government Printing Office, 1968),

p. 3.

Selected cities are given grants which can be used for

more purposes than other grants had afforded. The local

office, City Demonstration Agency, in consultation with the

citizens of the Model Cities Area and the local government

develop the comprehensive pIan for dealing with some of the

problems over a five year period. The citizens set their

own priorities without regard to the many restraints that

usually accompany federal grants, and the City Demonstration

Agency is encouraged to attempt innovative activities that

could not be done under the existing grant-in-aid programs.

The comprehensive plan, called the action plan, con-

sists of an analysis of the Model Cities Area problems, their
causes and the interrelationship of the causes; definition
Of long—range goals; and, specific program proposals that
will reduce or eliminate the problems and the costs of the

Proposals. When the action plan is approved by the citizens,

City Demonstration Agency and local government, the Model

Cities Administration of the United States Department of

Housing and Urban DevelOpment reviews the plan. If approved.

the City Demonstration Agency receives funds and technical
support; with which to establish the Model Cities Program.

It is conceived by the Model Cities Administration that
such a comprehensive program should substantially improve
the quality of life for” persons living in the Model Cities
Area. It is also anticipated that with such dynamic

potential in the Program, local chief executives will give

more attention to the problems of the poorest neighborhoods;

will organize the local governing structure with more effec-

tive planning and administration; and, will eliminate obso-

lete programs. Lastly, it is anticipated that the Model

Cities Program will strengthen the position of the local chief

executive in coordinating state, local and federal activities.

1.2 Interest in the Study

I have had the Opportunity of working with the Model

Cities Programs in two Michigan cities, and I realize the

Program has great potential. Reactions by citizens partici-

Pating in the Program and by citizens viewing the Program
from the ”outside" are of concern to me.
MY survey is similar to the one conducted by students

of Justin Morrill College at Michigan State University during

the Spring of 1969.1 I feel that review of the reactions to

determine if changes have occurred will be of benefit to
the Lang ing City Demonstration Agency, and will verify or

refute certain assumptions I hold about the Lansing Model

1.3 Objectives

1° To determine the existence of effective channels
of communication.

 

 

1
I'Iazlz'old S. Johnson and John S. Duley, Instructors.
"Program in Urban Development," Justin Morrill College.

Spring 1969.

2. To enlarge and update the survey of understanding
and attitudes of citizen participants and commun-
ity leaders about the Model Cities Program
conducted in the Spring of 1969.

3. To compare the findings of the Spring survey with
the current survey.

1.4 Value of the Study

Information derived from this study will provide the
Model Cities Staff, Policy Board and Task Force members
with an indication of how the residents and community
infhunltials View the Program. The study will indicate where
changes are necessary and wiIl also provide recommendations

for change .

1.5 Procedures

Irl order to determine attitudes and understanding of
eitiZens, it was necessary to conduct a survey similar to
the one executed by the students at Justin Morrill College
of MiShigan State University in the Spring of 1969. Policy
Board and Task Forces members were selected as the test
case because they are the individuals who are to represent
the Viefivs, needs and desires of the Model Cities residents.
It was Einticipated that the representatives would have
insight; into the attitudes expressed by the Model Neighbor-
h°°d reeidents, as well as their own about the Program.

BY condIJcting the survey, respondents would indicate whether

there had been any remarkable change in outlook about the

Program since 1969 .

Also, persons selected as influentials from the Lansing

community-at-large were surveyed. It was felt that responses

from this group would indicate how well the Model Cities

Program had been received by the entire Lansing community.
The questionnaires were passed out at the regular meet-

ings for the Policy Board and Task forces, except in the case

Of the Economic Task Force due to the fact that it did not

hold its regular meeting in June, 1970. Questionnaires were

mailed to the members of the Economic Task Force. Question-

naires were also mailed to the Community Influentials.
As soon as the questionnaires were received and back-

ground reading completed, development of this text was begun.

1.6 Elements Constituting A Good
Model Cities Program

Inasmuch as the Model Cities Program is a "people's
PIOgram' " it appears as if a good program would possess the

following:

a. almost total support of residents; support from the
local governing body as well as from agencies in
the area. In this way, Model Cities would have

influence in accomplishing its aims;

b~ understanding of activities, procedures, etc., by

residents;

c. 'knowledge on the part of the elected representatives
(Policy Board and Task Forces) of their responsi-
'bilities in their respective roles;

knowledge of how to critically analyze activities,
proposals, and projects;

knowledge on the part of the elected representa—
tives to negotiate with the local power structure,
and public and private agencies;

concentration of efforts on specific issues or
priorities;

consultation with existing advisory committees who
have had experience in negotiating with the groups
mentioned in (e);

encouragement of true youth involvement;

establishment of committees that will keep abreast
‘with issues (quality education, parks and recreation,
for examples) and make their views known after the
.Model Cities Program has expired; and

Operation of activities in such a way that expected
'benefits are passed on to the residents.

CHAPTER II
REVIEW OF LITERATURE
Preface to Concepts of Communication

It is difficult to visualize anything taking place

without some form of communication. The Model Cities

Program is dependent upon communication because of the

need to inform the residents of the Model Cities Area what

the PrOgram is established to do. Also, the general public
must be informed of the aims of the Program.

Lansing Model Cities officials and representatives
realize that transmittal of information has not reached a

subStantial number of the residents. In some instances it

appears as if there is a breakdown in communication for some
residents do not know what Model Cities can do or have con—

fused Model Cities with urban renewal or an existing state

highway project .

2'1 Vi\sualizing Communication

ScDeiety exists in and through communication. Communi-

cation is the art of transmitting information, ideas and

attitucies from one person to another.1 Transmittal can be

 

 

1Edwin Emery, Introductpn to Mass Communication
(New York: Dodd, Mead and Company, 1970), p. 4.

 

Verbal or non-verbal (gestures or symbols). The words

selected in speaking or writing convey the message to be

transmitted, the tone of one's voice indicates feelings

ranging from tenderness to surliness, and a smile or the

wave of a hand can communicate friendliness. Meaning of

the communication is understood when the words or gestures

are effectively selected. From the recipient's point of

View, the communication must be understandable, consistent

with the purpose of the source from which the message

originated, compatible with his personal interests and

capable of being executed.2
Communication is a process and is the medium of social

interaction. There are four aspects of the process: the

cCDmmunicator, the message,” the channel and the audience.

An experienced communicator understands his role and the

Ineesage he wants to communicate. The communicator under-

s‘tands the channel paths along which information flows from
0time person or group to another, and the diversified inter-
eSts and understanding leve‘I§ of the people who constitute
but not

the audience. Channels of communication can be,

limited to, the television, radio, newspaper, exhibits,

books, neighborhood meetings, pamphlets, mail circulars or

films.

 

2Amitai Etzioni, Comparative Analysis of Complex
gsganizations (New York: The Free Press of Glencoe, Inc.,

1961), pp. 92—93.

10

An organization is modified by the location and control
of communication channels. The sections or divisions of an
organization are influenced as much by withholding informa-
tion as by injecting it into communication channels. The
power to exert influence is directly proportioned to one's
access to communication channels and information.3

Organizational theory comprises two different views of
systems of bureaucratic authority. Max Weber is an avid
proponent of one which is a power structure operating in a
quasi—judicial fashion. Such a structure is run by trained
experts, rational values justify it, the principle of
hierarchy suggests a positive relation between the rank of
a unit and its power defines the shape of that structure.

In the other system, developed mainly by Chester Bernard,
communication processes are the main elements. These pro-
cesses function to inform decision makers of relevant
matters of fact and to inform those who execute the decision
of their responsibilities. Neither legitimacy nor hierarchy
play a focal role in this system. Both are present and in-
dividual self interests instead of shared moral commitments
provide the main motivation.

Organizational communication systems consist of two
quite different networks, characterized by the substance of
the communication transmitted. One network conveys instru-

mental communications, the other transmits expressive

 

3Ibid., p. 378.

ll

communications. InstrumentaI communication distributes
information and knowledge, and affects cognitive orienta-
tions. Blueprints, technical textbooks and directives of
experts are typical examples. Expressive communication
alters or strengthens attitudes, norms and values. Examples
are preaching, praising and expressions of acceptance.
Direction of the flow of communication is the other
characteristic of networks. Communication flows vertically
or horizontally. Vertical communication can flow upward or
downward. Vertical expressive communication is limited
because participants of the organization tend to develop
horizontal expressive communication networks. The extent of
horizontal expressive communication depends on the existence
of peer relationships with the organizations and the degree
to which participants are members of the same outside inter—
est groups. These external connections act as channels of
horizontal communication and enhance communication within the
organization by providing a shared frame of reference.
Utilitarian organizations stress vertical instrumental
communication as a condition of effective production. An
utilitarian organization is the most rational of the three
types of organizations. The other organizations are norma-
tive and coercive. In normative organizations, stress is
placed upon downward expressive communication, whereas in
the coercive type emphasis is placed upon expressive hori—

zontal communication.

12

Coordination, planning and centralized decision making
are important to an utilitarian organization and upward
instrumental communication, especially of information, is
needed as much as downward instrumental communication. If
the “center" does not Obtain performance reports, or if
these are delayed or distorted, the effective Operation of
the organization is impaired.4 "Red tape" exists mainly in
utilitarian organizations and indicates extensive instru-
mental communication.

The effectiveness of an organization is determined by
the direction of flow and the amount of each kind (instru-
mental or expressive) carried by the various networks.

When the networks of communication have been established
effectively and given factuaI information inputs, individuals
of the organization are expected to move toward their goals.

Illustration of mass communication for a given message

is as fOllows:

 

 

 

 

“131*

4 ————— a [<‘\‘

‘

 

 

“-—--‘

Feedback

 

Source (S) has his message reported by communicator (C)

in channel controlled by editor (E); some audience members (A)

 

‘Ibid., p. 138.

13

receive the message directly, others indirectly, but some
are inattentive; feedback interactions may occur along the

communication route.5

2.2 Barriers to Communication

Variables which contribute to blocking the flow of
communications are: channel noise, semantic noise and
stored experience. Channel noise can be described as any—
thing which interferes with the fidelity of the physical
transmission of the message (such as static on radio or type
too small to be read easily); but broadly speaking, channel
noise may be conceived of as including all distractions be—
tween source and audience.6

Another type of interference is semantic noise which
occurs when a message is misunderstood even though it is
received exactly as it was transmitted.7 The communicator
might use words too complicated for the audience to compre—
hend or the words used might have one meaning for the com—
municator and another for the audience.

The receiver interprets a message in accordance to what
is relevant to his way of life. Each person has a stored
experience, consisting in part of his individual, ego—related

beliefs and values and in part of the beliefs and values of

 

51bid., p. 9.
6Emery, Introduction to Mass Communication, p. 7.

7Ibid., p. 7.

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14

the groups to which he belongs. A message which challenges
these beliefs and values may be rejected, distorted, or
misinterpreted.8

Another barrier presents itself when the communicator
evaluates a message, that is, judges a statement from his
own viewpoint. This tendency to evaluate erects a blockage
to the gateway for listening with understanding for the
audience.
2.3 Four Aspects of Communication:

Igfprmation, Influence, Impact

and Empathy

Discussions of information must be considered in the
context of who is doing the communicating. The amount of
information must be viewed as a relationship between what
is said as compared to what could be said. Also, who is on
the receiving end of communications is important for the
redundancy of what is already known is worthless as informa—
tion. Communication can be thought of as a flow in the
direction of high information or knowledge, to low informa-
tion or ignorance.

Influence must be viewed as an aim of communication.
The concept and function of influence guide a person's
actions. The public relations man is aware when influence
can be used, for what purposes and how different publics

will react to it. The mass media has been viewed as

 

8Ibid., p. 8.

15

influences working among other influences in the universe.

Impact concerns itself with what communication or the
lack of it accomplishes. A basic premise of public rela—
tions suggests that communication satisfies a purpose while
the lack of communication satisfies no purpose.

Empathy is the ability of one person to identify with
the thoughts, feelings, and attitudes of another person.
In communication, there must be a link between the mind of
the sender and the receiver.

According to Anatol Rapoport in Information Influence
Qnd Communication, "quantity of information" is vastly
important to the theory of communication. As stated earlier,
amount of information is related to what could be said; not
what is said. This reIation links the amount of information
in a message with the amount of preconceived knowledge about
its content (recall the intuitive relation between the
amount of information and how much we already know or can
guess).9

If one answers only yes or no, then all that is ever
expected is yes or no, so that the audience has 50 per cent
knowledge of prospective statements. Therefore, a great
amount of information can not be given if one is two-valued
rather than multi-valued. If you selected your messages

from ten possible ones, all equally likely, then one could

 

‘9Otto Lerbingen and Albert J. Sullivan, Information
Influence and Communication (New York: Basic Books, Inc.,
1965). P- 227.

16

hope to guess what you are going to say only once in ten
times, instead of every other time, and your information
giving capacity would be considerably increased.10

Images are cogitations of reality. They are informa-
tion carriers that place the messages in the judgment center
of the mind. The messages concern some aspect of reality
outside the mind, and the judgment center decides whether
the information is a true likeness of the outside reality.
The notable point is that images reproduce reality in the
mind.

There are other kinds of images, as well as mental ones;
any representation of a reality not physically present is an
"image". Much of the information presented to the human
senses comes through these external images. Their nature as
images lies in the quality of indirectness; and public rela-
tions obviously deals as a large part of its function with
these indirect representations of reality.11

There are qualities of images which effects the validity
of information: partial, cOIored and inaccurate.

Any message about a program or activity only purports
a fraction of the message, which indicates what the program“
or activity can do. The pitfalls of partialness include
compression, inference, emphasis and segmentation. In com-

pression, the communicator tries to condense into a few words

 

1°Ibid.

111bid., p. 241.

17

the meaning that holds true for all that was omitted. As
may be imagined, inference denotes establishing conclusions
whether there is information to support the conclusions or
not. Because the whole image can not be presented, frag-
ments must be selected. The question then becomes what
parts, the successes, the good parts, or the mistakes, should
be selected.

Each fragmented message is separated in time from the
one that precedes it and the one that follows it; these seg-
mented scraps add up, by accumulation, into what is hoped
might become adequate information about the institution.12

In the context of external images, colored refers to
the fact that the meaning of the image is altered by contigu-
ous messages because any given message is surrounded by
competing messages.

An image can be inaccurate simply by losing its intent
through the communication process of encoding, sending mes—
sage through a media(s) and finally decoding.

It can thus be seen that information must be presented
in such a way that it leaves no opportunity for suspicion
about its validity.

There are various ways of gaining control over people.
Economic power, political power and dictatorial power are

examples. Influence provides still another means of gaining'

 

121bid., p. 243.

18

control. Influence is the process of affecting a person or
a group in some manner without offering money or some other
object of value and without applying any apparent power.13

Attempts to influence others are made daily by reveal-
ing certain statistical information, by indicating the pros
and cons on a particular issue or item; by making promises
of intended tasks, and by making one feel indispensable.

The ways of influencing are numerous. Some type of communi-
cation is involved in the act of influencing.

One responsibility of the public relations worker is to
influence his audience. The public relations worker dis-
seminates information about the functions and activities of
an organization; programs the means by which an organization
should be able to impress the audience; and, advises public
officials how to impress certain groups of people.

Influence can be thought of as simplifying social
transactions; as convincing individuals toward some action
or inaction; and as establishing the values of products, men,
and~institutions.

To influence individuaIs, messages must be significant
and relevant to the attitudes and values of the individuals.
In other words, the messages must be received and accepted
so the individual identifies with the message. Presenting
both views or sides concerning an issue or product is of

utmost importance when it is known that the audience may

 

13Ibid., p. 255.

l9

disagree or learn the otherside from another source.
Messages are likely to be influential if the source of in—
formation is perceived as trustworthy or an expert.

Emotional or factual messages can persuade an audience
depending upon the needs and desires of the audience. Even
censorship represents influence, for an audience can be
persuaded by what they do not know as much as what they do
know.

The effects of influence should not be undermined in
as much as it does provide the environment in which an
organization, product, or men can prosper or perish.

In evaluating the impact of communication, thought must
be given to the function of communication as a carrier of
the social process. Communication enables individuals to
interact. Noncommunication is the antithesis of communica-
tion. Without communication, men could not pursue coopera-
tive ventures; increase knoWIedge about the many elements of
the universe; maintain contact with other individuals; under-
stand and perform the functions of their roles; or, predict
patterns of behavior.

The impact of mass communication was initiated about
the year 1450 in Mainz, Germany with the use of the wine
press, cast metal type, and paper and ink. Man's desire to
develop more efficient modes of communication led to the
discovery of the telegraph and cable, the camera and photo-
engraving, the telephone, the phonograph, movie camera and

projector, radio and television, and computers.

20

Mass media provide tremendous power to inform.

They have replaced the circumscribed world of the

town meeting, have made educational experience almost

universal, have provided new techniques of preserving

and transmitting culture, and . . . are a unique

source of entertainment.14
Consequently, information flows in one direction and face-
to-face communication is almost lost. In spite of the scope
of mass media, interpersonal communication still tends to
play an ultimate and powerful role in influencing opinion
and behavior.15 The impact of communication is reinforced
by one's affiliation with peer group, family, school and
church. Mass media prompts drives which already exist and
reflect the views and attitudes of the audience.

The relationship existing between society and the media
is one in which both reflect and influence each other and
the aspect of impact is one of dependency on some method of
communication.

Ability to empathize is best developed when one listens
to what has been said. Words have meaning when they can be
associated with the speakers, and when the people involved
in the communicative process are conscious of attaching
emotional as well as logical qualities to the words.

It may be necessary for the communicator to present a

message in such a way that the listener actually imagines

that she or he is the person being portrayed in the message.

 

14Charles Steinberg, The Communicative Arts (New York:
Hastings House, Publishers, I970), p. 261.

151bid., p. 264.

21

In order for the communicator to know what the thinking of
the listener is, he must listen to pronouncements of what

the views, attitudes and needs are of the listener.
Therefore, listening is an essential tool. Listening is

just as important as sending a message, for the effectiveness

of the words depend on how the message is heard.

Preface to Concepts of Citizen Participation

In recent years, citizens have expressed a growing desire
to be involved in planning and implementing programs that
affected their lives and communities. It was quite evident
to federal officials that citizen support of programs was
necessary, and one of the most important features of urban
renewal, model cities and antipoverty programs, is citizen
participation. However, the fact that citizen participation
is a novelty and the role of citizen participation in decision-
making has not been concretely established, this form of
involvement leaves much to be desired.

Agencies directing projects requiring citizen partici—
pation should design (along with the citizens) a component
unique to the needs of that particular community, and the main
factor must be for citizens to have maximum influence in the
decision-making.

A federal program such as Model Cities has begun at a
time when Lansing citizens are suspicious and apathetic about

the validity of the Program. These factors combined with the

22

realization that in nearly three years the only outputs of
the Program seem to be in the form of written documents,
which adds to their skepticism.

Projects under the sponsorship of Model Cities have
been implemented but benefits have not been substantial
enough to make a remarkable impact on the quality of life
of persons residing in the Model Cities Area. Consequently,

widespread citizen participation has not materialized.

2.4 The Values of Citizen Participation

Planning to combat the urban crisis of citizens can
not be done unless the power to be heard, to challenge and
most of all, the power to decide is given to the individuals,
to the neighborhoods, to the communities where the plan is
to be implemented. With the emergence of citizen groups in
the 1960's for the Community Action Programs, Urban Renewal
Activities, Community RenewaI Programs, Model Cities Programs,
Special Task Forces and others, it appears that enormous
strides were being made and that changes for the better were
being achieved. However, the belief that you can not fight
City Hall is still widespread. Blacks, Chicanos and Indians
feel outside the system; bureaucratic procedures of the
government are still tremendous; and, national priorities
have not been reordered markedly.

Nevertheless, some planners and citizens are intent on
having citizen participation become a natural part of local

government structures. For them, the assets of citizen

23

participation can be cIESsified as:

a. a mode of organizing unutilized skills and talents;

b. a store house of knowledge; and

c. a confirmation of democracy and end of alienation.

In regards to the first asset--democracy can not sur-
vive without concurrence and active support of its citizens.
The scope and implications of poverty are such that anything
short of full utilization of human resources will be futile.
The government must work with the citizens in order to main—
tain their interest in programs. More importantly, the
government must be relevant to the citizens so that they
can identify with the aims of the programs.

Secondly, only those persons who live in blighted hous-
ing, attend schools with obsolete equipment, or maintain a
household Off public assistance can inform the government
what their plight is. Furthermore, it is this same person
who can tell of the limitations and deficiencies in the
welfare programs, in relocation benefits and other subsidies.

Most comprehensive plans are formulated by professionals
and taken for granted by the political, educational, economic
and social institutions. ‘These plans depict the thinking and
support of empiricists for a particular theory and do not
reflect the thinking of the person who must live with the
results of the plans. To deny critical examination and dis-

sent by persons with a different outlook is to fail.

24

The third and last asset of citizen participation
results from its own nature as an affirmative activity--the
exercise of the very initiative, creativity and self—
reliance that specific programs in education, job training,
housing, urban renewal, health consumer education and others
seek to instill. Participation is in fact the active
expression of our faith in the dignity and worth of an indi—
vidual. To deny effective participation, including the
opportunity to choose, to be heard, to discuss, to criticize,
to protest and to challenge decisions regarding the most
fundamental conditions of existence, is to deny the indi-
vidual's own worth and to confirm his impotence and

subservience.16

2.5 Degrees of Citizen Participation

There are notable degrees of citizen participation and
the level at which citizens function determines the type of
power vested in the citizens. The level determines what rOle
the citizens have in causing change in the structure of the
institutions, whether it is the school system, government,

church or antipoverty programs.

 

'16Edgar S. Cahn and Barry A. Passett, eds., Citizen
Participation: Effecting Community Change (New York:
Praeger Publishers, 1971), p. 31.

25

Eight Rungs on the Ladder of Citizen Participation
by
Sherry R. Arnstein17

Citizen Control

 

De rees of
Delegated Power ——>- Cigizen Power

 

Partnership

l { —
I W --——--I

Placation

 

Degrees of

 

 

 

Consultation __>. Tokenism

Informing
I \\\\\ \\\\\ ' ""

\
h ...u -flvnm“ __
Therapy
—-)- Non-participation
Manipulation

 

 

 

 

17Cahn and Passett, ibid., p. 70.

26

Manipulation.--This rung exemplified the type of citi-
zen participation wherein members of advisory committees or
boards simply rubber stamp prOposals and/or other documents.

"Grassroot" involvement is required by federal guide-
lines, but in actuality it is the officials who persuade and
advise the citizens, not the reverse. A typical example can
be described as: a team of planners (physical, social and
economic) describing at a meeting the possibility of having
a multiservice center which would be the "umbrella" agency
for doctors from the health department, workers from the wel-
fare department and specialists from the employment commission.
The concept appears to be good and so the citizens sign off
this prOposal which must be submitted to the Department Of
Health, Education and Welfare within the following two days.

Therapy.--At this level citizens can be seen engaging
in group sessions conducted by social workers or psychiatrists
whose intentions are to cure the citizens of their pathologies
instead of changing the racism and victimization that created
and perpetuates the pathologies.

In public housing programs, tenants meet with residence
advisors who are content onflhaving the residents adapt their
attitudes and values to those of the larger society while
pressing matters such as arbitrary evictions, inadequate
utilities or broken fixtures are not handled.

Informing.--Acquainting citizens with their rights,
responsibilities and alternatives can be advantageous to

good citizen participation. Opportunity for citizens to

1

1

in

go

.‘5?

c D—

(Y

27

respond, question or negotiate. Informing must not be open
to just officials expounding the facts, and information
must be presented so that citizens have time to discuss

and think about all the materials.

Consultation.-—Which is similar to informing is bene—
ficial only if citizens concerns and ideas are put into
practice. Well-known means of inviting citizens' opinion
are done through public hearings, attitudinal surveys and
neighborhood meetings.

P1acation.-—At this level, participants begin to have
some influence. An example of placation would be the
selection and appointment Of hand-picked persons to
decision-making bodies, such as the Board of Education,
Police Commission or Housing Commission. If the power elite
constitute the majority of votes or if members do not relate
to the needs of their constituency, the have-nots have no
recourse.

In the Model Cities Programs, planning committees con-
tinuously advise and plan, but the decision of legitimacy
and practicality is determined by the deciSion-making board.

The extent to which participants are propitiated depends
on the quality of expertise in verbalizing their priorities,
and the extent to which the community is adamant in demanding
that action be taken toward their priorities.

Some consider many of the Model Cities Programs to be
at the placation level, and the manner in which the guide-

lines were established, citizen power is stifled. All Model

28

Cities Grants must be channeled through the local governing
body, thus giving the local executive final veto power over
planning and programming.

Partnership.--At this level power has been redistributed

 

between citizens and powerhoIders through agreement to share
the planning and decision-making. Joint policy boards,
planning task forces and special problem committees are
created and once by-laws are established, one factor does not
attempt to usurp the other.

This type of participation is most effective when
citizen leaders are responsive to a power base in the com-
munity; when participants are paid (either in money or
recognition) for the time and effort expended; and when
participants can hire their own technical assistants.

Delegated Power.-—At this level citizens have achieved
dominant control and the program is definitely accountable
to them. This power forces powerholders to do the negoti-
ating.

Qipizen Control.--At this level citizens have full
power over the management of a program or institution.
A neighborhood corporation that has no accountability be—
tween it and the source of funds is the most characteristic
example.
2.6 Rgiationship of Citizen Groups to

Pubiic and Private Sectors

As connoted in Citizen Participation: Effecting Com—

munity Change, citizens have focused their attention on

29

public agencies designed to provide education, welfare,
assistance, police protection, health care, housing, sani—
tation, recreation, manpower and economic develOpment pro—
grams. If noticeable change is to be realized, energies

must be directed to change the ordinances or laws, the
administrative interpretation of the ordinances, the thinking
of the administrators who enforce the ordinances, and the
thinking of the communityeat-Iarge.

Legislation governs the functions, scope, financial
resources and goals of most programs. Congress establishes
the laws and to alter their aim requires a concerted national
effort. The functioning of citizen groups is not concretely
established to the point where coordination and cooperation
on a nationwide basis is feasible at this point in the history
of citizen participation. VHowever, as the number of groups
increases and the goals of the groups are clearly defined,
concerted attacks to bring about change can be initiated.

Administrators find they have a great deal of latitude
for interpreting the broadly written legislation. Therefore,
eligibility requirements for certain types of assistance may
vary from state to state. Interpretation of the laws are
dependent upon the Opinions and beliefs of the administrators;
availability of resources; and, administrative capability of
local agencies to provide services. Therefore, citizens must
realistically evaluate the resources and capacities of
administrators to perform certain functions before changing

administrative ordinances.

30

Citizens must realize that many administrators feel

threatened by any change and will attempt to oppose sugges-
tions from citizens. Thus it is necessary to work with
administrators in guiding them to see how their agencies

can be more effective if changes are made. Administrators
and citizens have to realize the results of effectiveness
will not be overnight changes but a process that may take
several years to recognize.

Negative attitudes toward public housing and other
issues are evident when citizens of the community-at-large
Vote against construction of public housing. Stigma has
been cast upon public housing and the persons who would
rent the units. It is imperative that citizen groups aim
attention to the segment of the population that stereotypes
each family on welfare assistance or each family in need of
Puhlic housing.

In the private sector, citizens will come in contact
with local businessmen and health and welfare councils.
Moat businessmen really have no desire to become involved in
economic development programs expounded by citizens. This
results from the fact that the small businessmen have been
Very Successful in communities predominantly inhabited by
Per-sens of low-income on” welfare assistance. To have coopera—
ttive .. . . .

Stores owned by the c1tizens of a part1cular ne1ghbor-
hood w . . v , .

ould be detrimental to the local grocer s bu31ness.

- Initial contact can be made with the local chamber of

Co
m1fierce by having representatives of this organization as

M" '
hip.»

:5
r).
'rJ

10 TC

CEIZI

0"
I

. ,
-~-.

.d...

Ii
He

at

-e

l-(-

31

members of the citizen group. In this way the chamber of
commerce will help to pIhn economic development programs,
and possibly individual businesses will then see the need
to work with the citizens.

Health and welfare councils are those agencies con-
cerned with alleviating and eliminating problems that
families are confronted with in areas such as: child care,
family life, health care and religion. In the past, these
agencies have been virtually autonomous, and citizens have
little, if any, faith in their effectiveness.

Citizen groups will build and structure relationships
that will foster confidence, responsibility and reform.

The agencies and citizens do not trust one another, there—
fore it is imperative that agencies demonstrate trustworthi—
ness by (but not be limited to) informing citizens of new
proposals (before decisiOns are made); by adhering to
guidelines, codes or ordinances; by developing plans that
will benefit all segments of the population; and by appoint—
ing lay persons to various policy-making boards.

Integral to confidence is development of responsibility
by the agencies to the segment of the population they are
to represent. Plans to revitalize the central business
district or to conduct‘a clean—up campaign may very well be
needed, but if deteriorated housing is a major concern,
action should be directed'to eliminating the structural

eyesore.

32

Through participation citizens will influence the
thinking of administrators and sincere commitment and reform
should result. The pattern of priorities should be reversed
and activities intended to improve standards for quality,
programs to meet these standards, and methods for evaluating

performance, should be established.

CHAPTER I I I
METHODOLOGY

3.1 Type of Sampling and Characteristics
of Population

Nonrandom sampling was employed in this research to
obtain information. The purposive sample is a sample
selected as representative of the population, such as a
presumably typical city, town, school or family.1

The Model Cities Policy Board, Social, Economic,
Physical Task Forces and Lansing Community Influentials were
selected for study purposes. Persons on the Policy Board
and Task Forces were selected because they were elected by
the citizens in the Model Neighborhood to represent their
views and concerns.

Community Influentials were selected by utilizing a
device put into practice by Professor William H. Form et al.
.of Mighigan State University in a 1960 study of community
influentials in Lansing. This selection process involved
asking executive directors of public and private agencies,

industry, labor and officiators of religion who in their

 

1R. Clay Sprowls, Elementary Statiptics for Students
of SociaiiScience and Busine§§ (New York: McGraw-Hill Book
Company, Inc., 1955), p. 129.

33

34

opinion are the community influentials.2 The names given
most frequently were then chosen for the survey. Consider-
able overlap was found, i.e., persons influential in
education or business were also identified with social
services, etc. In most cases the classification was
directly related to the individual's occupation.

Ten persons on the Policy Board are to be appointed by
the Mayor to acquaint and represent the community at large
about the Model Cities Program. At the time of this
research, eight persons had been appointed, seven of which
were participating. One individual is appointed by the
Lansing City Council. Sixteen persons are elected by the
Model Cities residents.

Composition of the Policy Board is as follows:

 

 

Elected:

Eugene Loyd Area 1 (Appendix A) Theodore Davenport Area 6
Evelyn White Area 2 Lee A. Canady Area 7
Philip Coleman Area 3 Louise Rhodes Area 8
Lois Vanegas Area 4 P. J. Merchant Area 9
Gerritt Heuer Area 5 William Smith Area 10
ElectedrAt-Large:

Charles Anderson , Jane Loyd

Elizabeth Dorty Beverly Puffer

Keith Johnson Rev. Charles Tolbert
Appointed:

Antonio Benavides Pat Kelley

Cullen DeBose Ann Kron

David L. Froh Clarence Rosa

Rev. J. E. Graves

 

v2William H. Form, class notes, 1960.

35

There are approximately ninety persons on the three
Task Forces. Elected members are chosen by residents at
area meetings. Appointed members are asked by Model Cities
if they would be willing to serve on the task force. In
some instances, appointees represent various agencies or
industries in the city.

The following is a composition of task force members:

Physical Elected

Ethel Burton Blanche Lock
Gerald Bump Thelma Osteen

Ben Cash Alfred Rivas, Sr.
Carlyle Cromwell James Roach
Margareta Dart Bernice Shetterly
Howard DeWolf Elsie Smith

John Driver Jeanette Snyder
Billie Fase Dennis Stepanovich
Ester Flores Jewell Thomas

Dale Hitchcock John Wade

John Houston
Robert Kuehne

Appointed
Robert Boatman Allen Maar
John Bunday Phyllis Maner
William Dickens Harold Mondol
Jack Drew Edward Remick
William Lontz Shirley Slicker

Economic Elected

Doris Austin Sarah Magana

Clara Beard Edward Morris

Pauline Bernal Mattie Nelson

Jesse Bustillos Warren Nelson

Fulton Chinn George Pruitt

Vincent Czecha Sherry Shaw

William Hicks Hazel Siemon

Hattie Houston Bacilio Tijerina, Jr.
Sue Lagios Rev. Samuel Washington

Lois Leak

by the influentials are:

solicit opinions,

36

Appointed

Robert Bright
Jan Danford
Fredrick Hanses
R. W. Hoelzle
Gilberto Ibarra

Social Elected

Louwillie Baugus
Dorothy Bobier
Gertrude Brown
Myrtle Buckner
Gertrude Bump
Carmen Bustillos
.Helen Davis

Alba Decker

Rev. Ferdinand Fritz
Rev. J. B. Green
Florence Hollingsworth
Karen Houghtaling

Appointed

Charles Anson
Donovan Dosey
Marson Johnson
Bernard Kazyak
Sharon King
Gilberto Martinez

Hugo Lundberg
Tom O'Brien
Henry Reniger
Ray Steeb
William Wellman

Loraine Kowatch
Bill Logan
Martha Morales
Barbara Roberts
Bernice Shetterly
Joyce Swan
Fredrith Taylor
Idessa Williams
Joy Wooten

Bruce McComb
David Sanders
Thomas Scullion
Dr. Donald Weston
Robert J. Williams

Persons selected as community influentials were told

their names would remain anonymous.

services, government, real estate,

education,

The fields represented
religion, community

labor and industry.

3.2 Description oi Instrument

Two parallel questionnaires were utilized in order to

identify attitudes,

priorities and rela-
tionships within and toward the program by the Model Cities

representatives and community influentials. It was felt that

H

\ e.

37

the questionnaires would be an objective indicator and

‘would present particular aspects of the Program regarded as
significant to the purpose of the study. It was presumed
that the questionnaires would provide information about which
the respondent had knowledge. Also, the questionnaire was
used due to the fact that the researcher was unable to
personally see all of the people from whom responses were
desired.

The questionnaires were similar to the ones used by
students of Justin Morrill College at Michigan State Univer-
sity, Spring 1969. Integral to the study conducted by the
students was a survey of understanding and attitudes of
community leaders and participants concerning the Lansing

Model Cities Program.

Questionnaire for Model Cities Policy Board and Task
Forces:

1. In the list below, please check 10 out of 15 responses
to the following question: What is the Model Cities Program?

a. a preventive to social unrest

b. urban renewal

c. five year demonstration program

d. program to improve physical, social and economic problems

e. an overnight cure for all the problems of the city

f. an opportunity for development

9. supported completely by Federal funds

h. innovation in the community

1. program for citizens to voice their opinions

j. coordination of Federal, State and local public and
private resources

k. gives money directly to citizens to improve their condi-
tions

1. establishes foundation for continued progress after five
years

an the local government (Mayor and City Council) is responsi-
ble-fer the Program

38

n. uses supplemental money to finance experimental projects

0. Department of Housing and Urban Development (HUD) with
other agencies like the Department of Health, Education
and Welfare, Department of Agriculture, Commerce Depart-
ment and the Office of Equal Opportunity (OEO) administer
the Program.

The purpose of this question was to find out if the
representatives perceived the Program as written in "Questions
angiAngwergf published by the Department of Housing and Urban
Development.

2. Do you feel that widespread citizen participation is
a reality? Why or why not?

Title I of The Demonstration Cities and Metropolitan
Development Act of 1966 requires that a Model Cities Program
provide for "widespread citizen participation in the program."3
Therefore it was necessary to determine if the representatives
felt participation was a fact.

3. You are probably aware of problems facing the City

of Lansing. Will the Model Cities Program tend to
aid or hinder the solution of these? Please explain.

The Model Neighborhood should not be treated as an en—
clave, separate and apart from the rest of the city, county
or other geographical area which contributed to or exerts
influence upon the problems of the area.4 The intent was to
determine how the representatives visualized Model Cities

complying with the overall functioning of the City and

County.

 

3U. S. Department of Housing and Urban Development,
Improving the Quality giiUrban Life, December, 1967
(washington, D. C.: Government Printing Office, 1968), p. 20.

‘Ibid., p. 6.

39

4. What kind of influence should residents living out-
side the Model Cities neighborhood have in the
Program? '

Some citizens residing outside the Model Neighborhood.

resent the fact that certain services and opportunities are
offered only to Model Cities residents. The aim was to

determine how the representatives felt.

5. Can the Model Cities Program succeed? Where do you
see difficulty?

The purpose of this question was to obtain views as to
whether their endeavors, coordination with various agencies,
and implementation of projects indicated the success of the
program. If obstacles were hindering success, what was fore—
seen as the difficulties, was the purpose of the second half
of the question.

6. How do you feel that the resources of business and
industry can be utilized in helping the Model Cities
Program?

Many debates have occurred dealing with the responsi-

bility of private industry aiding cities with their social,
economic and physical problems, thus the aim of this question

‘was to learn how industry and business of Lansing could be

helpful.
7. Which of the nine problem areas do you feel is most
important?
a. Education f. Environment and Design
b. Employment 9. Crime and Delinquency
c. Housing h. Transportation
d. Health 1. Relocation

e. Social Services
A committee of task force members was selected to rank

the areas of concern according to priority, and this question

251'

vaqf

n ii.
A

.1";

3"qu

W
I’GLC
I‘\

I
.
”3!.
N

P:
= \
I‘ qr‘
§

40

‘was intended to determine if there was consensus from
representatives on the area of top priority chosen by the
committee.

8. What is your role in the Model Cities Program?

How are you helping yourself by participating in
the Program? How are you helping the people you
represent?

The aim was to determine how the representative per-
ceived his role and its affect upon his life and the lives
of the constituents.

9. What changes in the basic structure and operation
of the Model Cities Program would you like to be
made?

Guidelines and recommendations for establishing the
Program were made by officials of Housing and Urban Develop-
ment. It was thought the representatives might WHnt to
suggest changes that would relate more to the needs and

resources of Lansing.

10. DO you have influence in the decision-making process
in the Program? Please explain.

As representatives voicing their opinions and making
suggestions, the purpose of the question was to determine

how they felt about their decision—making power.

Questionnaire for Communitinnfluentials:

1. In the list below, please check 10 out of 15 responses
to the following question: What is the Model Cities Program?

a. a preventive to social unrest

b. urban renewal

c. five year demonstration program

d. program to improve physical, social and economic problems
e. an overnight cure for all the problems of the city

f. an opportunity for develOpment

g. supported completely by Federal funds

h. innovation in the community

41

i. program for citizens to voice their opinions
j. Coordination of Federal, State and local public and

private resources .
k. gives money directly to citizens to improve their condi-

tions
1. establishes foundation for continued progress after five

years
m. the local government (Mayor and City Council) is

responsible for the program
n. uses supplemental money to finance experimental projects
0. Department of Housing and Urban Development (HUD) with
other agencies like Departments of Health, Education and
Welfare, Agriculture, Commerce and the Office of Economic
Opportunity (OEO) administer the program

The intent was to determine how knowledgeable the influ-

entials were about the Program.

2. You are probably aware of problems facing the City
of Lansing. Will the Model Cities Program tend to
aid or hinder the solution of these? Please explain.

The intent was to determine how the influentials

visualized Model Cities complying with the overall function-
ing of the City, County and State.

3. How do you feel that the resources of business and
industry can be utilized in helping the Model Cities
Program?

Support is anticipated from business and industry,
therefore the aim of this question was to obtain facts of
what the businessmen believed they could offer to the Program.

4. What kind of assistance do you think your organiza—
tion will be able to give to the Model Cities
Program?

This question was Optional if number 3 did not apply.

The various agencies represented were to list what they

could offer to the Program.

42

5. What changes in the basic structure and operation
of the Model Cities Program would you like to be
made?

The purpose was to determine if the influentials also
felt changes were necessary to make the Program relate more
to the needs and resources of Lansing.

6. To what degree do you feel Model Cities residents
should participate in the decision-making processes
of the Program?

The aim was to determine if the influentials felt the

residents should have more decision-making power or if the
residents presently had enough influence in the Program that

affects their lives.

7. What kind of influence should residents living out—
side the Model Cities area have in the Program?

The intent was to determine how the influentials felt
about what part persons residing outside the boundaries of
Model Cities should have in the Program.

8. Do you think the Model Cities Program is worth the
time and effort you have given to it? Why?

This was an optional question. Some of the influentials
participate in the Program and this question was intended to
find out how they viewed their activity with the Program.

9. Can the Model Cities Program succeed? Where do you
see difficulty?

What possibilities did the influentials visualize and
'what might hamper the possibilities of success was the pur—

pose of this question.

43

10. To what problems do you feel Lansing needs to give
the most attention?

This question was intended to determine if the influ-
entials would list any of the problems Model Cities repre—

sentatives had ranked in their First Year Action Plan.

3.3 Number of Responses

Twenty-three questionnaires were distributed to the

POlicy Board on May 5, 1971 at a special meeting. Nelve

questionnaires or 52.1% were completed and returned. On

May 17, 1971, eleven questionnaires were distributed to the

Physical Task Force at the regular meeting of the Task Force.

Nine or 82% were completed. May 25, 1971, twenty-two ques—

tionnaires were distributed to the Social Task Force; ten

or 45.4% were completed and returned. Due to the fact that

the Economic Task Force did not hold its last scheduled

meeting, thirty questionnaires were mailed to members of this

Task Force on June 22, 1971. Nine or 30% were completed and

rEturned .

Twenty-three or 43.3% of the fifty-three questionnaires
mailed to community influentials were completed and returned.
Three letters were received from persons who did not fill

OUt the questionnaire due to lack of knowledge about the

MOdel Cities Program .

44

3.4 Differences Between Surveys

In the survey conducted in May 1969 students of Justin
Morrill College interviewed members of the Task Forces,
Policy Board and community leaders. Three parallel question—
naires were used——one for each group mentioned above (see
Appendix B). Since no appointments had been made to the
Task Forces, interviews were directed toward the elected
members. The final list of interviewees included thirty—
five community leaders, seventeen members of the Policy
Board, eighteen members of the nine Task Forces and one City
Councilman.

Interviewees from the Task Forces were selected at
random, desiring at least two representatives from each task
force. Only partial consideration was given to a representa-
tion of the ten areas.

The questionnaires for Policy Board members and commun-
ity leaders overlapped to some degree, and the questionnaire
for Task Force members only overlapped with the one for the
Policy Board.

The number of questions on the form for the Policy
Board was eight; for the Task Forces, six, and eleven for
Community Leaders.

This survey, as mentioned was conducted in May and June,
1971. Two questionnaires, which overlapped were used.
Persons completing the questionnaires included both elected

and appointed members of the Policy Board and Task Forces.

45

At the time of this survey the nine Task Forces had
been consolidated into three major categories: Social,
Physical and Economic.

Attempts were made to contact all members of the Policy
Board and Task Forces keeping in mind the ten areas to be
represented. Ten questions appeared on the forms for the

Policy Board, Task Forces and the Community Influentials.

3.5 Results of Survey Conducted by Students at Justin
Morrill College of Michigan State Universipy

At the time the survey was conducted, Mayl969, initial
stages of establishing the PrOgram were beginning. Some
appointments to Task Forces had not been made, therefore
final conclusions were not made. However, based upon the
responses received, certain comments seemed relevant.

A general lack of understanding among community leaders
was evident, particularly among the industrial and business
leaders. It was inferred that support from this group would
be less likely if they were disregarded in the phases of
planning. Also, it was suggested that the industrial and
business communities were not planning to lend financial
support to the Program.

The general nature of the Program was misunderstood,
but the better informed citizens did realize that the thrust
of the Program was in the area of citizen participation.
They recognized that the gOaI was to organize involvement of
the residents, and to select problems of the areas or neigh-

borhoods.

46

On the contrary, where this goal was recognized by
community leaders, it was frustrated by the moderate and
often weak interest of the representatives on the Task
Forces.

Partial disagreement among the appointed and elected
members on the objectives of the Program was indicated.

Some elected Task Force members resigned from their
assignments for various reasons. They did not seem in—
formed of the progress of the Program, or understand the
phases through which the Program must advance.

Social service personnel of the community felt alienated
and wanted to participate as consultants.

Generally, the majority of citizens whether classified
as participants or leaders were supportive of the Program
goals. However, they were not inundated with optimism.
Communications within the Program, between the Program and
community, between citizens and local government was denoted

as being highly essential.

CHAPTER IV
RESULTS FROM QUESTIONNAIRES
4.1 Analysis and Discussion

The analysis and discussion of the results from the
questionnaires is given in the following Tables 1 through

14, pages 48 through 62.

4.2 Comparison of Surveys

In the survey of 1969 it was noted that "communications
within the program and between the program and the community
seems essential." In 1972 this remains of utmost importance.
Much of the misunderstanding existing in the city as a whole
would be eliminated if communication channels were established
and utilized.

There seemed to be a general consensus among respondents
that the Program would aid the solution of problems.

However, difficulties foreseen two years ago are still fore-
most in the minds of the representatives and influentials.

Policy Board appointees were more Optimistic about the
success of the Program in 1969 than were elected members.

.At that time task force members believed the Program would

succeed. Today, optimism is high among all respondents.

47

48

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49

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mH OH mH «H p p emumoum ms» umumHaHspm romeo

muHCCuHommo OHEOCoom mo 00Humo one pCm

OOHOHEOU .mHCuHCUHHm4 .OHCMHOZ pCm

COHHCUCUM .suHmom mo mucmauummmn oxHH

mmHOCOmm Honuo nqu Amaze quemoHo>oa
CCHHD pCm OCHmsom mo quEuHmme .0

HH NH mH OH N OH muowfloum HCUCOEHHOQxU
UUCCGHM on thOE HCUCOEUHQQDC mend .G

50

TABLE 2. RESPONSES TO QUESTION

 

 

 

 

 

 

 

 

 

 

gpestion Sample Population
Policy Board Task Forces
Questionnaires Questionnaires
2. Do you feel that wide- S R NR S R NR
spread citizen partici- 23 12 11 63 28 35
pation is a reality? No No

Yes No Re§i_ Yes No Res.
4 6 2 ll 17

 

 

Ngte: The majority feel widespread citizen participation
is not a reality. Lack of intbrest on the part of Model
Neighborhood residents, suspiciousness of the program, and
local political unresponsiveness attribute to the minimal
participation. Poor communication to the residents and
lack of accomplishment by the program in the areas of
social, physical and economic betterment also act as a de-
terrent to participation.

One of the main Objectives of the program is to foster citi-
zen involvement—-allowing the citizens to decide what his
problems are and what methods would best alleviate and/or
eliminate the problems.

51

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52

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hDHCCEEOU
COHDmHsmom oHQEom COHmeme

 

 

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53

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moOCmeCHn onD .mmoHonDHo>oz .Hsmmmooosm on Coo Emnmoum onD mo mDHommo one uoDoz

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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54

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mDHCCEEOO

 

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55

TABLE 7. RESPONSES TO QUESTION

 

 

 

 

 

 

 

 

Question Sample POpulation
- Policy Board Task Forces
Questionnaires Qpestionnaires
7. Which of the nine S R NR S R NR
problem areas do you 23 12 11 , 63 28 35
feel 1s most 1mportant? Number of Number of
Responses Repponses
a. Education 3 10
b. Employment 1 6
c. .Housing 5 3
d. Health 0 0
e. Social Services 0 0
f. Environment and Design 2 2
9. Crime and Delinquency 0 O
h. Transportation 0 0
i. Relocation 0 0
j. All Nine 0 2
k. No Response 1 3

A

Note: During November of 1969, the priority ranking commit—
tee of the Lansing Model Cities Program selected Education
as being of tOp priority. Employment and Housing received
second and third priority respectively. One reason for this
selection was that once the Model Cities community became
better educated they could demand better jobs, afford health,
care, etc. However, it was the contention of some represen—
tatives, both elected and appointed, that without a sound
roof over one's head, food and income for the family, one
could not begin to think about education.

It can also be thought that the citizens were indirectly
asking for something "visible" that Model Cities could pro—
duce to demonstrate their ability to improve neighborhood
conditions.

Presently, Policy Board members feel Housing is most im-
portant, and the Task Forces feel Education is of t0p
priority.

56

TABLE 8. RESPONSES FROM.QUESTION

 

 

 

 

 

 

 

gQuestion ‘ Sample POpulation
Community Influentials
Questionnairep,
8. To what problems do you feel Total Not
Lansing needs to give the Sent Returned Returned
most attent1on? 53 23 30
Number of
Responses
a. Housing 1
b. Environment and Design 1
c. Racism l.
d. Inner City Exodus “ 3
e. Education 3
f. Crime 2
g. Health Care 5
h. Employment 7
1. Personal Motivation 1
j. Equitable distribution of Money and
Power 1
k. Institutional Change 1
1. No Response ' 4

 

Note: This question was specifically for the influentials
to determine if their responses corresponded with those of
Model Cities representatives. Employment, health care and
education respectively. Racism, personal motivation and
institutional change were listed indicating an awareness
that in order to bring about total change, these aspects
must be integral to the overall efforts for change.

57

TABLE 9. RESPONSES TO QUESTION

 

 

 

 

Question Sample Population
Policy Board Task Forces
9. What is your role in the Questionnaires Questionnaires

 

 

. . ,
fifiieiri'Eéfishii3223m9...- 2g 13 fifi 6g 2g g:
self, how are you helping
the people you represent? Number of Number of
Responses Responsepi,

 

a. encouraging citizen par— V
ticipation 3 0
b. gaining knowledge and
making decisions that
will help the peOple in
my area 5 22
c. relating the advantages
of the Program to City
Council
d. providing transportation
for peOple in my area
e. do not know
f. no response

NOH l-'
UII-‘O O

 

Note: Model Cities representatives feel that they are
representing their constituents. Yet, if they are truly ful-
filling their role, they would also attempt to foster more
citizen involvement. Holding neighborhood meetings would be
one way of prompting citizens to come out and voice their
opinions about issues important to them.

58

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mH Emumonm moHDHO Homo: onD Ho COHmH>HQ COHDCNHCCOHO hDHCCEEOO one .DCCDHOQEH DmoE
mH COHDCQHOHDHCQ CoNHDHO DmnD Doom onD OD oOCommo once mono OHnB .Duommsm DmOE onD
OCH>HoooH Doommo onD mH DCoEoHo COHDCNHCCOHO hDHCCEEOU HoOCOHDm o OCHmoHo>oQ "oDoz

 

 

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n O O MEOCODCC HHmDm HoDooum .x
H O O Eoumonm onD mo COHDHHonm .n
O H. O moHDHU Homo: Ho mHoom onD OD ouoo
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IHCCOHO MDHCCEEOO HomCOHDm COHo>oc .p
O O N nuo3uomom oomonuoo .o
O O m mDCoEo>oHnom oon .
Coo OOHDHO Homo: DonD ooo Coo
mCouHDHo Om mmCHnD anHmEooom .n
o o H ansmo o DcooHoou noHHonm .m

 

momCommomeo Honadz

 

 

 

 

 

 

 

 

 

 

 

Om MN mm mm ON MO HH NH mN Noose on OD oxHH
mz m m mz m m mz m m so» oHso3 smnmoum moHDHO Hocoz
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ADHCCEEOU -
COHDCHCQON OHanm .COHDmosm

 

 

onemCoo OB mumzommmm .OH mHmCe

59

TABLE 11. RESPONSES TO QUESTION

 

 

 

 

 

 

 

 

 

(Question Sample POpulation
Policy Board Task Forces
11. Do you have influence Qpestionnaires Questionnaires
in the decision-
making process in the 2: 1% g? 63 22 g:
Program?
No No

Yes . No Res. Yes No Res.
12 0 0 24 3 l

 

Note: All Policy Board members feel they have influence in
the decision~making, that much deliberation is invested in

the decisions, and that the final outcome will benefit the

residents.

Task Force members feel they only have decision-making
power at the task force level, and some feel that the
Policy Board does not consider their recommendations. The
role of hierarchy is apparent, because task force members
realize that the Policy Board does not have to really con-
sider their suggestions since the power of decision rests
with the Board.

60

TABLE 12.

RESPONSES TO QUESTION

 

 

12. What kind of assistance do
you think your organization

Qpestion

will be able to give the
Model Cities Program?

Sample Population
Community Influentials

 

Questionnaires
Total Not
Sent Returned Returned

 

 

 

 

53 23 30
Number of
Responses
a. in-kind services 2
b. liaison 2
c. providing health services 1
d. technical assistance 10
e. employment and training 1
f. public relations agent 2
9. financial ’ l
h. none 1
i. no response 3
Note: This question was designed for those influentials

who were not associated with either business or industry.
Responses were similar to the kind of assistance business
and industry could render.

Employment and training did not receive a high rating per-
haps indicative of the fact that the community service
agencies and churches are not financially able (at this
time) to train and hire individuals.

61

TABLE 13. RESPONSES TO QUESTION

 

 

 

 

 

 

 

Question ' Sample Population
Community Influentials
13. To what degree do you feel ,Questionnaires
Model Cities residents Total Not
should participate in the gent Returned Returned
decision-making process of 53 23 30

the Program?

 

[Number of
Responses

a. 100 per cent 19

b. 90 per cent ’

c. 80 per cent

d. 70 per cent

a. 60 per cent

f. 50 per cent

9. 40 per cent

h. 30 per cent

1. 20 per cent

j. 10 per cent

k. 0 per cent 4

 

Note: Nineteen influentials feel residents should have 100
per cent participation in the decision—making; and four
feel that residents should hot have any decision—making
power. One of the four has stated that residents should
only review prOposals. This reiterates the Roman Empire
Theory.

62

TABLE 14. RESPONSES TO QUESTION

 

 

 

 

 

 

Question Sample Population
Community Influentials
14. Do you think the Model gQuestionnaires

Cities Program is worth the Total Not
time and effort you have Sent Returned Returned
given to it?

53 23 30

M
4 l

 

Note: This question was for those influentials who had
been participating in the program. Four out of five feel
their time and efforts have been well expended. Reasons
were: helping to solve the city's problem and striving
toward humanitarianism.

The remaining eighteen respondents who did not reply to
this question were the persons who had no previous working
relationship with the Program.

63

Policy Board members concur in both surveys that
financial aid; training programs and employment; and,
assistance in planning are areas in which business and
industry can help the Program. A willingness to conduct
jOb-training for available jobs; and to act as consultants
were cited most often by the influentials. A few felt
business and industry should play no role in the Program.

In response to which problem area is most important,
Policy Board members listed Housing, Environment and Design,
Education, and Employment among the tOp priorities for the
Program. Education, Employment, Housing are the ones
considered the most important by the Task Forces. The
influentials selected Employment with Health Care as the
second choice.

During the initial survey, Housing, Employment and
Education were checked as areas needing the most attention
by the Community Leaders. Policy Board members indicated
Housing and the Task Forces chose Education. The highest
ranking priority for the Policy Board and Task Forces has
not changed, but the highest ranking priority for the in—
fluentials has.

Many Policy Board members of the first survey felt it
was too early in the Program to suggest changes in its
structure and Operation. For the ones who decided changes
were necessary, their suggestions included hiring more

staff to work with task forces and shortening the planning

64

stage. Task Force members suggested that ideas become
action directed; more time be given for planning; and
citizens have the power of veto.

Two years later Policy Board members have recommended
that: paperwork be held to a minimum; a stronger community
organization component be develOped; and pressures of dead-
lines be removed. Task Force members have recommended that:
special interests groups be abolished; unproductive staff
members be dismissed; and, more and better training be
provided for citizens enabling them to perform their roles
effectively.

Influentials appear to be more confident in their role
with the Program and have broadened the areas of assistance
their respective organization can render. Presently the
spectrum includes: public relations agents; in-kind
services and liaison agents.

The degree to which Model Neighborhood residents should
participate in deciSion-making ranged in 1969 from minimum
to maximum according to the Community Leaders. Some felt
the residents were not responsible enough to make decisions
and should be taught reSponsibility and something about
governmental procedures before making decisions for the
Program. Others thought the citizens should be consultants
to the decision-makers. Presently the majority feel Model
Neighborhood residents should be totally involved in the

decision-making process.

CHAPTER V

SUMMARY AND RECOMMENDATIONS

I have attempted to explore the theory of communica-
tion in determining how communication affects an organiza—
tion. Theory indicates that an organization is modified
by the location and control of communication channels.
Divisions within an organization can be influenced as much
by withholding information as by injecting it into communi-
cation channels.

Conclusively, it is very evident that many attitudes
about the Program have not changed from the 1969 survey to
the present survey. Paramount is the inadequate communica—
tion of facts about the Program.

Both instrumental and expressive networks can be said
to pertain to the Model Cities Program. Instrumental com-
munication distributes information and knowledge, and affects
one's thinking. Expressive communication alters or
strengthens attitudes. 'Distributing information so resi—
dents can become knowledgeable about the Program is a fact
that can not be overlooked, and altering negative attitudes
about the Program is certainly an aspect the Model Cities

staff must undertake.

65

66

The Model Cities Program is a normative type of organi-
zation in which the representatives and staff are to
sponsor innovations which will keep the functioning of the
organization adjusted to changing needs and conditions.
According to theory, normative organizations stress downward
expressive communication. However, downward expressive com—
munication is not very apparent with the Lansing Model
Cities Program. Attitudes in the minds of the residents
are not changing.

Therefore, it is only apprOpriate that the following
recommendations be considered:

1. A public relations program be established that will
include but not be limited to:

a. determining what is being done in the Program
that would be of particular interest to the
Model Neighborhood residents and community-at—
large:

b. informing citizens about the facts of issues
with which they are concerned;

c. placing emphasis on making the citizen feel he
is actually portrayed in the communication;

d. posting announcements about Program activities
in places frequented by the citizens;

e. making use of graphic illustrations; and

f. sponsoring a joint newsletter (as often as needed)
between Model Cities and other agencies.

As far as the Lansing Model Cities Program is con—
cerned, citizen participation falls on the Placation rung
of the ladder (refer to pages 25 and 27). Citizens advise

and plan the projects and activities, but the Policy Board

 

67

has the power to accept or reject the advice of the divisions
down the hierarchy. Ultimately, the City Council must make
the decision to accommodate the desires and needs of the
citizens or reject those needs.

The citizens have not become independent or gained
enough knowledge to work with the power structure in bringing
about changes. The Program is not preparing the citizens to
work toward change in agency structures and procedures after
Model Cities is no longer in existence. (It is only a five
year demonstration Program.)

Consequently, the Model Cities Staff should direct a
great deal of its efforts in develOping the organization as
a base for knowledge by the citizens. One of the initial
outcomes of the Program is that politically unSOphisticated
community residents should gain political awareness through
citizen participation in the Model Cities endeavors.

It can not be assumed that agencies will voluntarily
change their structure and procedures to meet the future
needs of the peOple. Agencies for the most part are too
preoccupied with their "unique" services that they can not
envision why or how change can result.

As a final note, a Michigan State University experi-
mental research program is testing new ways of helping
citizens learn how to use knowledge in c0ping with the power
of agencies. It has been proved in the southwest and east—

side communities of Detroit, Michigan that citizens can gain

68

knowledge that will help them institute change in the police
department, public service department, and with the local
board of education.

In classes which offer college or high school credit,
the community residents learn to develOp knowledge and apply
it to the best of their advantage.

Results show the fOIlowing steps are effective in
initially develOping a knowledge base:

1. A university works with the local peOple and the
agencies to produce a small brochure containing
relevant information for their use.

2. The information is made publicly available to all
interested peOple.

3. The university provides technical assistance about
how this information can be used by the peOple,
the citizen's organizations and the agencies.

4. College and university personnel work with the
community in collecting information needed to base
map all organizations, businesses, and the leader—
ship structure of the community. This should
include compilation of information pertaining to
the structure and composition of each unit of the
base map. ”‘

5. College personnel work with community individuals
and groups and the city agencies in collecting
.information about one or more issues or questions
seen as problems and/or goals by peOple in the com-
munity. They may include: declining neighborhoods,
street crime and burglary, ineffective schools,
recreational problems and community beautification.

6. College personnel then work with the peOple and the
agencies in using the information to design and
test feasible changes for producing solutions.

The above steps have been initiated in the Lansing

community and could very easily be applied to the Lansing

Model Cities Program.

BIBLIOGRAPHY

BIBLIOGRAPHY

Adrian, Charles R. Social Science and CommunityiAction.
East Lansing, Michigan: Michigan State University,
1960.

Anderson, Stanford, Ed. Planning for Diversity_and Choice.
Cambridge, Massachusetts: The M.I.T. Press, 1968.

Baldwin, Sidney. Poverty and Politics. Chapel Hill: The
University of North Carolina Press, 1968.

Barnard, Chester I. Organization and Management. Cambridge:
Harvard University Press, 1948.

Blecher, Earl M. AdVocacy Planning for Urban Development.
New York: Praeger Publishers, 1971.

Bradford, Curtis, and Hazel Moritz. The Communication of
Ideas. Boston: D. C. Heath and Company, 1951.

Cahn, Edgar S., and Barry A. Passett, ed. Citizen Partici-
pation: Effecting Community Change. New York:
Praeger Publishers, I971.

Canty, Donald. A Single Society. New York: Praeger Pub—
lishers, 1969.

Caplow, Theodore. Principles of Organization. New York:
Harcourt, Brace and World, Inc., 1964.

Cutlip, Scott M., and Allen H. Center. Effective Public
Relations. Englewood Cliffs, New Jersey: Prentice—
Hall, Inc., 1964.

Duncan, Hugh. Communication and Social Order. New York:
The Bedminster Press, 1962.

Emery, Edwin; Ault, Phillip H.; and Agee, Warren K.
Introduction to Mass Communications. New York: Dodd,
Mead and Company, 1970.

Erber, Ernest, ed. Urban P1anning,in Transition. New York:
Grossman Publishers, 1970.

69

7O

Etzioni, Amitai. Comparative Analysis of Complex Organiza—
tions. New York: The Free Press of Glencoe, Inc.,
1961.

Etzioni, Amitai. The Active Society. New York: The Free
Press of Glencoe, 1968.

Fairweather, George W. Methods fpr Experimental Social
Innovation. New York: John Wiley and Sons, Inc.,
1967.

 

Freeman, John C. "The Potential of Local Citizen Organiza—
tions for Contributing to the Planning Decision Making
Process." Unpublished M.U.P- thesis, Michigan State
University, 1966.

Frieden, Bernard J., and Morris, Robert, eds. Urban Planning
and Social Policy. New York: Basic Books, Inc., 1968.

Gans, Herbert J. People and Plans. New York: Basic Books,
Inc., 1968.

Good, Carter V., Ph. D., and Scates, Douglas E., Ph. D.
Methodg of Regearch. New York: Appleton-Century—
Crofts, Inc., 1954.

Gutman, Robert, and Papenoe, David, eds. Neighborhood4 City,
and MetrOpolis. New York: Random House, 1970.

Hallman, Howard W. Neighborhood Control of Public Programs.
New York: Praeger Publishers, 1970.

Hillman, Arthur. Community Organization and Planning.
New York: The Macmillan Company, 1950.

Hudsick, Clifford. "Citizen Participation in Planning:
A New Social Institution." Unpublished M.U.P. thesis,
Michigan State University, 1970.

Kahn, Si. How People Get Power. New York: McGraw—Hill Book
Company, 1970.

Kaitz, Edward M., and Hyman, Herbert H. Urban Planning for
Social Welfare. New York: Praeger Publishers, 1970.

Katz, Elihu, and Lazarsfeld, Paul F. Personal Influence.
New York: The Free Press, 1966.

Lerbinger, Otto, and Sullivan, Albert J., eds. Information,
Influence and Communication. New York: Basic Books,
Inc., 1965.

71

Lesly, Philip, ed. Lesly's Public Relations Handbook.
Englewood Cliffs, New Jersey: Prentice-Hall, Inc.,
1971.

 

MacKay, Donald M. Information, Mechanism and Meaning.
Cambridge, Massachusetts: The M.I.T. Press, 1969.

Merton, Robert K., ed. Sociology Today. New York: Basic
Books, Inc., 1959.

Minar, David, and Greer, Scott. The Concept of Community.
Chicago: Aldine Publishing Company, 1969.

 

Office of Economic Opportunity. Neighborhood Organization.
New York: National Federation of Settlements and
Neighborhood Centers, 1968.

Office of Economic Opportunity. Organizinngommunities for
Action. Washington, D.C.: U.S. Government Printing
Office, 1968.

 

Powledge, Fred. Model City. New York: Simon and Schuster,
1970. "

Rivers, William L., and Wilbur Schramm. Responsibility in
Mass Communication. New York: Harper and Row Pub-
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Robinson, Edward J. Communication and Public Relations.
Columbus, Ohio: Charles E. Merrill Publishing Company,
1966.

 

Rose, Arnold M. Humanigehavior and Social Process. Boston:
Houghton Mifflin Company, 1962.

 

Smith, Alfred G. Communication and Culture. New York:
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Sower, ChristOpher; Holland, John; Tiedke, Kenneth; and
Freeman, Walter. COmmunity Involvement. Glencoe,
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Sprowls, R. Clay. Elementary Statistics for Students of
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Book Company, Inc., 1955.

Steinberg, Charles SI, Ph.D. The Communicative Arts.
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Steinberg, Charles S., Ph.D., ed. Mass Media and Communica-
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72

Thompson, James D. Organizations in Action. New York:
McGraw—Hill, Inc., 1967.

U. S. Department of Housing and Urban DevelOpment.
Improving the_Quality of Urban Life. Washington, D.C.:
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U. S. Department of Hosuing and Urban DevelOpment. Questions
and Answers. Washington, D.C.: Government Printing
Office, 1970.

U. S. Department of Housing and Urban DevelOpment. The Model
Cities Program——A Comparative Analysis of The Planning
Process in Eleven Cities. Washington, D.C.: Government
Printing Office, 1970.

VanCleef, Eugene. Cities in Action. New York: Pergamon
Press, 1970.

Venetoulis, Ted, and Eisenhauer, Ward, eds. Up Against the
Urban wall. Englewood Cliffs, New Jersey: Prentice-
Hall, Inc., 1971.

Weissman, Harold H. Community Councils and Community Control.
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Johnson, Harold S. and Duley; John S., Instructors.
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Spring 1969.

APPENDICES

m

APPENDIX A

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APPENDIX B

COMMUNITY LEADERS

1. To what problems do you feel Lansing needs to give
the most attention? (If the respondent does not refer to
one of the nine task force areas, supplement with the follow-
ing question.) Which of the nine areas listed in the Model
Cities program merits more attention or presents a more seri-
ous and immediate problem than the others?

2. Are there any problem areas which you would add to
or delete from the program?

3. You are probably aware of other problems facing the
City of Lansing. Will the Model Cities Program tend to aid
or hinder the solutiOn of these?

4. How do you feel that the resources of business and
industry can be utilized in helping the Model Cities Program?

5. With what organizations, both business and welfare
services, are you associated? How do you feel the Model
Cities Program will affect these?

6. What kind of assistance do you think your organiza-
tion‘s) will be able to give to the Model Cities Program?

7. Can you give any specific suggestions to improve
and maintain good communications between the leadership in
the Model Cities Program and the leadership in local business
and industry?

8. To what degree do you feel Model Cities area residents
should participate in the decision-making processes of the
Program?

9. Given the present constituency of the Policy Board,
do you agree that the responsibility for the develOpment of
proposals for the program should be entrusted to it? Explain.

10. What role should Lansing residents who live outside

the Model Cities neighborhood have in the program? What kind
of influence should they have in the Program?

74

75

11. Do you think the Model Cities Program is worth the
time and effort being given to it? Why?

POLICY BOARD MEMBERS

1. Do you feel that broad citizen participation in the
Model Cities Program is a reality?

2. What changes in the basic structure and Operation of
the Model Cities Program would you like to see made?

3. What role should Lansing residents who live outside
the Model Cities neighborhood have in the program? What
kind of influence should they have in the program?

4. Can the program succeed? Where do you foresee dif-
ficulties?

5. Are there any problem areas which you would add to
or delete from the program?

6. You are probably aware of other problems facing the
City of Lansing. ‘Will the Model Cities Program tend to aid
or hinder the solution of these?

7. How do you feel that the resources of business and
industry can be utilized in helping the Model Cities Program?

8. Which of the nine problem areas do you feel is the
most important? Why?
TASK FORCE MEMBERS

,1. In the area you represent is there interest in the
Model Cities Program? Why or why not?

2. Do you feel that broad citizen participation in the
Model Cities Program in Lansing is a reality?

3. What changes in the basic structure and Operation of
the Model Cities Program would you like to see made?

4. Can the program succeed? Where do you foresee dif—
ficulties?

5..How well informed about the problems their task
forces will be dealing with are the people who were inter-
viewed?

6. Which one of the other Task Forces do you feel is
the most important? Why?

"IIIIIIIIIII'IIIIIIIIIIs