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101751 1 (1977-03-30)

handle is hein.gao/gaobadxto0001 and id is 1 raw text is: DOCUKENT RESUME 01751 - (A10518451 The Economic Development Program of the Conmunity Services Administration. march 30, 1977. 15 pp. Testiacny before the House Committee on Gove:rnment Operations: Manpower and Housing Subcommittee; by Gregory J. Ahart, Director, Susan Desources Div. Issue Area: Domestic Housing and Community Developmeut (2100); Education, Training, and Employment Programs (1100). Contact: Human Resources Div. Budget Function: Educatlon, lanpower, and Social Services (500). Organination Concerned: Community Services Administration. congressional televance: House Committee on Government OperationA! manpowir and Housing Subcommittee. Authority: scoomc Opportunity Act of 1964, an amended (42 U.S.C. 2763). Communit7 Services Act of 1974 (P.L. 93-641). GAO sought to letermine whether certain special impact programs !n the Commuaity Services Administration's (CSA4s) economi: development program were: progressing toward national and local goals; hating an appreciatle impact on areas they serwed; and being effectively administered. The review of six specil impact programs included two high density urban areas of Chicago and Bev York and four urban and rural progr&vs in Texas, Wisconsin, Virginia, and miasissippi. Among the Nev York program's more substantive accomplishments in alleviating severe problems in unemployment, abandoned housing, and declining business in the past 4 years were the: issuance of S2.6 million in loans resulting in an estimated 217 new or continued jobs; placement of over 2,800 people in full or part-time jobs; opening of a commercial center; and improvement cf housing conditions through rehabilitation of many homes and new construction efforts. Nevertheless the program has been unable to keep pace with the substantial increases in unemployment and other problemp. The Chicago program's efforts have been unsuccessful over the last 3 years in attracting any major industrial or retail firms to locate in its planned shopping center or its industrial park. The one irofitable venture in the smaller impact programs, a restaurant* was sold after 4 years of program ownership. With its small staff, CSA has been unable to effectively provide all the needed assistance and it has not made extensive use of cutside experts to supplement its staff. The present overxight system does not yield adequate quarterly monitoring data for CSA to assess program impact against stated performance goals. (QH)

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