CHA stakeholders hear from plan's implementers at quarterly update - Metropolitan Planning Council

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CHA stakeholders hear from plan's implementers at quarterly update

Private sector and nonprofit partners in the Plan for Transformation reported on progress in tenant involvement, relocation, development and service coordination.

Recognizing that much of the Chicago Housing Authority (CHA) Plan for Transformation hinges on the expertise and commitment of private sector partners, the goal at this Quarterly Stakeholders Update was to hear the perspective of key implementers forwarding various aspects of the Plan. Four panelists shared their experiences and visions related to tenant involvement, relocation, development and service coordination:

Moderator Spruiell White, of the John D and Catherine T MacArthur Foundation, asked each panelist to respond to two questions:

  • What is your role in the Plan for Transformation, and how it is different from the work of your organization prior to the Plan?
  • How will you be helping the CHA succeed with the long term tasks of (a) offering existing CHA residents access the opportunities created through the Plan for Transformation, and (b) promoting viable neighborhoods in the communities where CHA residents will be living in the future?

Wiggins said that her work was focused on raising awareness of the site-specific eligibility criteria of new developments, and determining whether former CHA residents will be eligible. “We must help people get what they need in order to meet the criteria, because all residents should have a chance to come back [to CHA housing]."Wiggins cited the ABLA case as an example to be followed: most residents who chose to were able to return to their homes.

Building on lessons learned from the Gautreaux I program , Stanback described the achievements of Gautreaux II as a complementary tool for the relocation strategy devised by the CHA. The program serves citywide public housing residents (and not strictly those directly affected by relocation due to the Plan for Transformation), by assisting those interested in relocating to opportunity areas (more racially integrated, lower poverty neighborhoods) using Housing Choice Vouchers. Looking ahead into the future, Stanback said that LCMOC would need to play a key role in guaranteeing the stability of the new, mixed-income communities. Currently, the organization is partnering with two service providers working on case management and social service connectors. For more information on the Gautreaux II program, click here

The goal of The Community Builders Inc. , said its Senior Vicepresident Pat Costigan, goes far beyond the simple financing and construction of sites (Madden/Wells/Darrow andLakepark Crescent). The company is responsible for assisting public housing residents in accessing this new housing opportunity, and promoting their ongoing stability within the building via the coordination of property management and pertinent support services. “We need to offer positive incentives for the residents to take advantage of the opportunities offered by the Plan for Transformation,” he said. Costigan also said that, in order to foster asset building and provide supportive services to make the new mixed-income communities succeed, strong partnerships would be key. Community Builders is partnering with the Target Group and Joe Williams on human capital development — connecting residents to employment and business opportunities. It is also working with Ujima — a Swahili word for “collective work and responsibility”—, a resident directed nonprofit to support educational, civic and social objectives in the Mid-South/Bronzeville neighborhood.

Based on his experience in other HOPE VI developments around the country , Costigan summarized the lessons learned in 10 points .

Geer said that his organization has gone through important changes as it has navigated the Plan for Transformation’s implementation process. Heartland Alliance is currently providing supportive services to residents living at Jazz on the Boulevard (formerly known as the Drexel site) and at ABLA Homes developments. The organization’s goal is to enable every family to meet the requirements of the redeveloped housing. Key to the success of this work is the change from the old Service Connector (referral system) model of providing services to a more comprehensive system that will link people directly with the services they need. Although he recognized that this was a work in progress, Geer offered some tips:

  1. Develop engaging outreach activities using information provided by the Service Connector program and the Chicago Housing Authority.
  2. Develop effective case management assessment strategies in order to evaluate where residents are on their way to meeting site-specific requirements, along with a good case management service plan to help them address the barriers that prevent themfrom meeting those criteria.
  3. Develop linkages with other agencies working in the community, in order to provide comprehensive supportive services dealing with domestic violence, substance abuse, mental health and other issues.
  4. Focus on housing counseling, trying to maintain lease-compliance and avoid eviction through ongoing support.
  5. Focus on outcomes, developing measurable criteria to check progress and assess performance.

As has been the case at past Stakeholder Updates, numerous issues were raised after the presentationsthat warrant further discussion and investigation.

One professor expressed concerns about how to develop effective marketing strategies to attract reluctant public housing residents to homes built in the new mixed-income communities. He also wondered how to integrate families with children living in public housing together with childless couples living in market-rate units at these new communities.

A tenant from Altgeld Gardens advocated for more effective needs assessment strategies.

A local researcher and a local area council (LAC) president both expressed concerns about the fact that drug screenings are mandatory for public and affordable housing renters, but not for homebuyers, in the new developments, and wondered if less intrusive criteria could be developed for screening prospective tenants.

Another key issue raised by several attendants was what the future role of LACs will be in the new mixed-income developments.

The meeting closed with an affirmation that, while many of the questions raised can be answered by CHA staff familiar with the latest programs and regulations, other questions were more about the need to build consensus among the diverse group of stakeholders in attendance at the day’s meeting. Stay tuned to this Web page for progress on both fronts.

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