Category Archives: Objective II-A: More organizations specializing in two- to four-unit buildings

Woo NHS of Chicago to establish a greater presence

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This recommendation also calls for the invitation and support of Neighborhood Housing Services of Chicago to develop a field presence in Woodlawn. As was discussed in Chapter 5, much of the missing home-ownership infrastructure stems from the fact that (in the void created by Shore BankÕs demise) NHS only has a field presence in a subset of Chicago neighborhoods that does not include Woodlawn. Whether it is home-ownership counseling, marketing of home purchase and acquisition & rehabilitation loans, technical assistance for home renovation or housing preservation, NHS has a successful track record of providing these services for two- to four-unit buildings in other neighborhoods. The Small Building Initiative could enter a partnership with NHS whereby a NHS employee is subsidized by the Small Building Fund and spends 50% of their time working out of Woodlawn in space provided by POAH and eventually the Woodlawn Resource Center.

Shift dominant strategy from demolition/new construction to rehabilitation

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The last recommendation calls for a clear shift in the redevelopment strategy of demolition and new construction (embodied by the both of the Columbia Point phases) to renovating vacant buildings. With the removal of tax delinquencies and municipal liens, not only would it be environmentally more sustainable to renovate, but it would also be less expensive and keep housing costs lower and minimize displacement through the continued provision of modest housing.

Elevate the Network of Woodlawn

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This recommendation involves the positioning of the Network of Woodlawn and its affiliates as the neighborhoodÕs leading community organizations, making sure they are seen as representative of all residents. This would require seeking stakeholders who may be less enthusiastic in their support for the organization and its base of support and directly speaking to their concerns. The most pressing complaint is the level of independence from Dr. Byron BrazierÕs leadership. A board that was sufficiently representative of the entire neighborhood and an organization that was guided by true consensus should provide an enhanced sense of legitimacy. In addition, the organization needs to be sufficiently staffed and resourced, including the hiring of a coordinator of Economic Development whose portfolio will include housing revitalization.