The success of the mixed-income communities created through the Chicago Housing Authority (CHA) Plan for Transformation will hinge in part on the retail choices and job opportunities available to all residents. In this second forum of the series "Building Successful Mixed-Income Communities," national and local experts and policymakers discussed how workforce training, job creation, and commercial development are key elements of building attractive, desirable neighborhoods.
On May 26, in a forum attended by almost
200 people, national and local experts and policymakers shared their ideas about
jobs and retail as critical, basic components in the development of mixed-income communities.
The forum, co-sponsored by MPC and the John D. and Catherine T. MacArthur
Foundation in collaboration with the Chicago Housing Authority,
was part of the series “Building Successful Mixed-Income
Communities.”
The forum was moderated by David Baker, vice president
of external affairs for the Illinois Institute of Technology and MPC Board Member.
IIT is located in the vicinity of
Park
Boulevard (one of the
future mixed-income communities created through the CHA Plan for Transformation
in place of the former Stateway Gardens). David discussed IIT’s plans to
devote nine acres of its campus to commercial development and job
“incubators,” as well as its employer-assisted housing program, which will provide $7,500
for down payment assistance and closing costs to IIT employees buying a home in
Park Boulevard.
Terry Peterson, CEO of the CHA, and Denise Casalino,
commissioner of the Chicago Department of Planning and Development (DPD), gave
opening remarks. CHA and DPD, along with other city departments such as
transportation, housing and human services, have partnered in multiple joint
collaborations since the beginning of the CHA Plan for Transformation in
1999. Currently, more than 30 DPD planners work in support of the development of
the Plan for Transformation. DPD is investing resources to attract and retain
retailers in many areas where the Plan for Transformation is in motion, such as
the former Rockwell Gardens site on the West Side (which will be redeveloped as
the West End mixed-income community), the intersection of 39th and State streets
(which will serve both Park Boulevard and Legends South, formerly known as
Robert Taylor Homes), or the Cottage Grove Corridor — from Pershing Road to 51st
Street — which will serve Oakwood Shores (formerly known as the
Madden/Wells/Darrow site), and the future mixed-income communities on the
lakefront, Jazz on the
Boulevard
and Lake Park Crescent
.
The forum’s speakers were:
Jeremy Nowak, Sokoni Karanja, and Phyllis Martin.
(Photo by Mary Johns,
courtesy of We The People Media.)
Since its founding in 1985, The Reinvestment Fund has combined community organizing and
successful financial development in a strong organization with a regional scope.
In nearly 20 years, the Fund has created, renovated or preserved over
9,300 homes; created or retained over 18,000 jobs; and created, renovated or
preserved over 3.5 million square feet of commercial space in the Philadelphia region
— among other achievements. Its president and CEO, Jeremy
Nowak, talked about lessons learned in Philadelphia that can be applied to
Chicago.
According to Mr. Nowak, mixed-income communities are successful when one or
more of their basic markets (business location market, real estate market, job
market) are competitive. The simultaneous investment in quality businesses and
labor, both through people-based and place-based strategies, is part of the
recipe for success. He also emphasized the need for a network of financial and
civic power extending from low-income places to business associations.
Sometimes, the logic of community development (based on local needs,
redistributive solutions, and job creation) may conflict with the logic of
economic development (more focused on regional goals, generation of wealth, and
productivity). Policymakers, practitioners and other stakeholders should look
for the connections between these two logics when planning and building
mixed-income communities. Examples of these linkages are:
- The positive impact that the redevelopment of urban enclaves may have in
the overall regional economy;
- The use of region-wide institutions (such as educational, medical and cultural
centers) and transportation hubs to support mixed-income communities located
in previously disinvested areas; and
- The connection between local workforce development and regional business
growth.
According to Mr. Nowak, distressed urban neighborhoods pose unique
economic development challenges. Mixed-income communities will play an important role
in the urban communities of the 21st century, facilitating of wider social
mobility, creating of public wealth, and strengthening political unity. The
early development and sustainability of mixed-income communities requires
economic logic and predictability for developers, and amenity premiums for
consumers. Some of the “tips” that apply to the development of mixed-income
communities are:
- Developers and investors need clear rules that mitigate risk and
transaction costs;
- Early development must always provide an extra market premium signal;
- Construction and design quality for different price points should not
diverge significantly;
- Excellent management and tenant selection in rental properties is key;
- Retail options for middle-income residents have to be available;
- Proximate development landscape has to be hopeful; and
- Perceptions about public safety and school options are key drivers.
In general, change occurs from the particular to the general, rather than
through “sweeping” system reforms in the absence of tangible practice.
“Mixed-income communities will be the difference between our cities making it or
not making it,” Mr. Nowak concluded.
You can download a summary of Jeremy Nowak’s
presentation in pdf format by clicking here
.
Sokoni Karanja, president and founder of Center for New
Horizons (CNH), spoke primarily about CNH’s role as a Service Connector —successes, challenges,
policy barriers, and opportunities. CNH is one of the 10 Service Connector
agencies selected by the city to provide case management and services to more
than 11,000 public housing residents affected by the Plan for
Transformation. Founded in 1971, the Center is one of the largest employers in
Chicago's mid-South area, with 235 staff members and a $10 million annual
budget.
CNH was awarded $2.4 million by the Chicago Department of Human Services
in October 2003. As of May 3, 2004, it has 1,728 households in its caseload —
1,206 are in the Altgeld Gardens/ Phillip Murray Homes development, 410 are
Housing Choice Voucher (HCV) holders, and 112 are families living in scattered sites.
The staff-to-client ratio is 1:55, which will require CNH to hire 32 case managers and four
supervisors. The HCV holders and scattered-site households are located in the Bronzeville, Armour
Square, Douglas, Near South Side, Oakland, Fuller Park, Grand Boulevard,
Kenwood, Washington Park, and Hyde Park community areas. The contract period
is October 1, 2003 – December 15, 2004. Extensions on the current
contract will not be granted until a new RFP is issued.
The program has four goals:
- To assist residents with obtaining their first housing choices. This can
only be accomplished if the rent and utilities are current, the household can
pass the housekeeping inspections, there are no illegal tenants, school- age
children are in school, the household complies with the 30 hours per week work
responsibility requirement (soon to be implemented), and the residents can pass
the criminal background and credit checks.
- To assist residents with increasing their household income. Residents
must obtain employment or some form of income because the $0 rent has been
discontinued.
- To stabilize families. All school-age children must be in school,
residents who are mentally ill and/or using illegal drugs should be in
treatment, residents in need of medical treatment must be referred to
physicians, victims of domestic violence have to receive assistance, rent
payments must be current, etc.
- To assist residents with connecting with their communities, such as
joining block clubs, parents and teachers associations or other
organizations, attending church, voting, etc.
Despite initial challenges — such as accommodating a much larger
staff due to lack of space, and locating HCV holders who had moved several times
since their first relocation — CNH has made steady progress. CNH’s
employment team brought the GED program to Altgeld Gardens. CNH also started
a traveling basketball team that recruited out-of-school youth, got them into the GED
program, and benched them when they didn’t attend class. Most of the players have taken
the GED test and passed. CNH has developed a working
relationship with Altgeld-Murray’s property manager, East Lake Management, and is now meeting with its
staff on a regular basis. Residents who are behind in their rent are referred
to the Service Connector office, where case managers assist residents during the zero
rent interviews and have been successful in having residents’ rent reduced. CNH
held job fairs in Altgeld-Murray and Bronzeville in the spring of 2004 (to date,
more tha 100 people have accessed jobs), and hosted a Domestic Violence and
Sexual Assault seminar.
In addition to these achievements, the Service Connector program has provided
a vehicle through which CNH was able to locate individuals who were skilled in
areas of expertise that are greatly needed in Bronzeville.
For more information on CNH’s role as a Service
Connector, click here.
Phyllis Martin, executive director of the Financial
Research and Advisory Committee (FRAC), profiled the Mixed-Income Retail
Investment (MIRI) project, an initiative looking at opportunities and needs for
retail/commercial attraction and retention around mixed-income communities
located in the South lakefront area (which includes the future mixed-income
communities of Park Boulevard, Legends South, Oakwood Shores, Jazz on the
Boulevard, and Lake Park Crescent) and the Rockwell Gardens area (which includes
the future mixed-income communities of Westhaven and West End). For a map
showing the location of these communities, click
here
. FRAC is a
pro-bono consulting group founded in 1987 by the Civic Committee of the Commercial
Club of Chicago that drives improvements in city operations and its sister
agencies through research, consulting and partnerships with service firms,
corporations, universities and foundations.
Co-sponsored by the Partnership for New Communities and
Bank One, the MIRI initiative has created a team of retailers, retail
developers, financial institutions, policymakers and commercial development
experts that will focus on finding ways to spur private sector investment in
support of the CHA Plan for Transformation.
Ms.
Martin started her presentation by pointing
out some of the factors that drive retail investment into a community, such as
significant public and private residential investment, market forces moving
toward the area, and the existence of unmet demand. Some of the challenges to
retail investment are the retailers’ aversion to risk, the limited amount of
suitable land for retail, difficulties in estimating economic conditions, and
existing competition.
FRAC is proposing two concepts for retail development
around mixed-income communities:
-
A first model
based on a large (around 65,000 sq. ft.) retail anchor acting as a
catalyst, in combination with 10 to 15 small retailers, for a total of around
120,000 sq. ft. of commercial space. This model needs between six and nine acres of land to be
developed.
-
A second
model where the catalyst is a medium (around 15,000 sq. ft.) retail anchor surrounded
by 5 to 10 small retailers, for a total of about 40,000 sq. ft.
of commercial space. This model needs between two and three acres of land to be
developed.
In both models, the
anchor co-locates with other retailers to drive traffic, small businesses help
the developer achieve the desired rent revenue, local entrepreneurs benefit from
being included in the retail cluster, and the community receives a mix of goods
and services.
The two areas that FRAC is analyzing, the
South lakefront area and the Rockwell area in the Near West Side show promising
signs in terms of demographics, public and private investment (existing and
planned), and current retail profile. FRAC has identified three sites in each of
these areas as ideal locations for new retail. At least $18 million in subsidies
would be needed to support the private sector and jumpstart these sites.
Additional funding would be needed to support small businesses both in the
retail clusters and the nearby neighborhoods.
According to Ms. Martin,
closing these deals will require a committed partnership between the City of Chicago, private
sector, and local communities:
-
The city needs to market and promote
retail investment opportunities, lead the acquisition process of the targeted
sites, and secure incentives to close funding gaps.
-
The private sector needs to marshal private
and public resources to pursue and close the deals, create capital investment
funds, and foster development and expansion of local
businesses.
-
The local communities need to ensure that
retail development aligns with the community vision, link local businesses
with funding and advisory resources, and champion key stakeholders to support
investment.
For learn more about economic indicators in communities affected by the Plan
For Transformation, click here.
After the three
presentations, the speakers had a chance to exchange questions and comments between
themselves. Dr. Karanja asked Mr. Nowak about the linking of public housing residents
to the economic engines in Pennsylvania. Mr. Nowak responded that this is
being done sector by sector. For instance, they are linking training programs
to hospitality jobs in conventions centers and hotels, and also creating
business incubators with a focus on customer services. According to Mr. Nowak,
trainings need to feel like real work and lead to the learning of both hard and
soft skills. It is also very important to maintain ongoing relations both with
the people engaged in these programs and the companies, in case they need
follow-up assistance or help with conflict resolution. This creates a stronger
relationship between employers, employees and organizations like CNH, which are
providing services.
Ms. Martin asked Mr. Nowak how he created his
organization and whether it would be possible to start a similar organization in Chicago.
Mr. Nowak answered that it is very important to know what kind of money is
needed, who is already doing that work, and where there are gaps. The job of the Fund,
through professional managers, is analyzing where the gaps are and working to
fill them.
A thirty-minute question and answer session closed the forum. One common
concern for the audience was controlling gentrification in areas
transitioning from disinvestment to redevelopment. Mr. Nowak asserted that gentrification is not necessarily
a bad thing and is always preferable to disinvestment. He further stressed how
important it is to be clear in assessing who local gentrification is benefiting
vs. who it is hindering (renters, landlords, long-time homeowners…). Then,
the challenge is to design a strategy that minimizes the
negative impacts by introducing pertinent measures, such as property tax caps for
long-time elderly homeowners, or development and preservation of sufficient
affordable rental homes. Policymakers should be careful not to introduce measures that would
hurt property values in the long-term. Another attendee asked Dr. Karanja about
CNH’s relations with policymakers. He responded that CNH is mainly an advocate for
residents in the community and that the organization's goal is to create paths
to self-sufficiency. One of the measures toward self-sufficiency that he would
like to see more support for by policymakers is cooperative and mutual housing
in Bronzeville, an idea that is being developed already in Hyde
Park.