SINCE THE 1960'S, THE ROLE OF MASS-BASED COMMUNITY ORGANIZATIONS IN NEIGHBORHOOD SERVICE DELIVERY OR ECONOMIC DEVELOPMENT HAS BEEN DEBATED. THE MCO EXPERIENCE SHOWS HOW AN AGGRESSIVE, UNITED, AND POWERFUL ORGANIZAITON CAN BE DESTROYED. IN 1968, THE MCO WAS FORMED IN RESPONSE TO PLANS FOR A MODEL CITIES PROGRAM IN THE MISSION AREA OF SAN FRANCISCO. ITS ACTIVITIES WERE DIVERSIFIED TO INCLUDE MOBILIZATIONS AROUND CITY SERVICE ISSUES, SCHOOL ISSUES, AND LANDLORD-TENANT ISSUES. BY 1969, MCO HAD A REPUTATION AS AN INFLUENTIAL COMMUNITY ORGANIZATION. DURING THE MODEL CITIES PROGRAM TWO SEPARATE CORPORATIONS WITH CLOSE TIES TO MCO WERE FORMED--THE MISSION MODEL NEIGHBORHOOD CORPORATION AND THE HOUSING DEVELOPMENT CORPORATION (HDC). THESE LACKED THE POWER AND THE MONEY TO MAKE A SIGNIFICANT IMPACT ON THE MISSION AND BECAME THE TARGET FOR FRUSTRATION ABOUT HOUSING THAT EMERGED IN THE MISSION. MCO SHIFTED FOCUS TO THE HDC FROM OTHER COMMUNITY ISSUES, LOST FUNDING, AND LOST ITS MOST TALENTED PEOPLE TO AN INADEQUATE PROGRAM. FROM 1969-71, THE MCO DETERIORATED COMPLETELY. ITS EXPERIENCE SHOULD BE USED FOR OTHER COMMUNITY ORGANIZATIONS THAT ARE CONSIDERING GETTING INVOLVED IN SEPARATE DEVELOPMENT PROGRAMS.