Little Village / South Lawndale Quality of Life Plan

Little Village • South Lawndale Quality of Life Plan Plan Comunitario de La Villita

Little Village • South Lawndale Quality of Life Plan

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Steering Committee The Steering Committee has come together throughout the past year to guide this process. We thank them for their generosity, knowledge, time, and commitment.

Beyond the Ball Rob Castañeda

Central States SER, Jobs for Progress Inc. Hugo Ávila and Clelia Gomez

El Valor Rey Gonzalez

Enlace Chicago Cesar Nuñez and Marcela Rodriguez

Erie Neighborhood House Cristina De La Rosa

Erikson Institute Andria Goss

Esperanza Health Centers Dan Fulwiler

Instituto del Progreso Latino Dr. Yvonne Lau

Latinos Progresando Luis Gutierrez

LISC Chicago Jaime Arteaga

Little Village Chamber of Commerce Jennifer Aguilar

National Museum of Mexican Art / Yollocalli Arts Reach Vanessa Sanchez

New Life Centers of Chicagoland Matt DeMateo

OPEN Center for the Arts Omar Magaña

Richard J. Daley College - Arturo Velasquez Institute Alicia J. Rodriguez

Robert R. McCormick Foundation Katya Nuques

Sinai Chicago Raúl García

Telpochcalli Community Education Project Maria Velazquez

22nd Ward Alderperson Michael D. Rodriguez

United Way of Metro Chicago Ariadna DeGrange and Mariela Estrada

IMAGE ON COVER: Mural located at Farragut Career Academy

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Advisory Group The Advisory Group participated in meetings and review teams over the past year. We acknowledge all their contributions and expertise to each of the Pillar areas.

AARP

Enlace Chicago

Beyond the Ball

Erie Neighborhood House

Carole Robertson

Erikson Institute

Central States SER, Jobs for Progress Inc.

Esperanza Health Centers

Chicago Commons Chicago Community Arts Group Chicago Department of Planning and Development Chicago Metropolitan Agency for Planning Chicago Youth Boxing Club Congressman Chuy García Cook County Commissioner Alma Anaya El Valor

Food He.ro Foundation of Little Village Instituto del Progreso Latino Latinos Progresando Lincoln Park Zoo LISC Chicago Little Village Busy Bees Little Village Public Library Little Village Chamber of Commerce Little Village Environmental Justice Organization

Little Village Housing Cooperative

State Senator Celina Villanueva

National Museum of Mexican Art / Yollocalli Arts Reach New Life Centers

The Resurrection Project

Pilsen Wellness

The To&Through Project, University of Chicago

Richard J. Daley College Arturo Velasquez Institute

22nd Ward Office

Robert R. McCormick Foundation

Un Nuevo Despertar

Self-Help Federal Credit Union St. Anthony Hospital St. Augustine College State Representative Edgar Gonzalez

This plan was made possible by the generous contributions of

Telpochcalli Community Education Project Toman Branch Library

OPEN Center for the Arts

Sinai Chicago

Taller de Jose

Únete United Way of Metro Chicago Universidad Popular Urban Warriors Villarte

This process was convened by

Under the leadership of Co-Executive Directors Cesar Nuñez and Marcela Rodriguez

Evaluation Consultants Planning Team: 3e.Studio

Rosa Y. Ortiz AICP, LEED AP Principal Planner

Sarah Atlas Planner / Project Manager

Docia Buffington Community Development Specialist

Andrea Guzman Outreach Coordinator

Little Village • South Lawndale Quality of Life Plan

BECOME Gabriela Garcia, PhD and Dominica McBride, PhD

Graphic Design

Maps

CAMPA DESIGN

Canopy Architecture + Design

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Table of Contents Letter from the Steering Committee

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Executive Summary

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Quality of Life Plan Impact: 2013-2023

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The Little Village Community

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Community Centered Process

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Pillars Arts + Culture Economic Development Education Environment + Infrastructure Health Housing Immigration Safety

39 47 55 63 71 79 87 95

Residential + Commercial Illustrations

102 104 106 108 110

Implementation + Intersections

111

Evaluation + Metrics Overview

115

Data Sources

122

Community Maps Community Assets Pipeline Projects Land Use

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Letter Dear Little Village Community, We are extremely excited and proud to present the 2024 Little Village/South Lawndale Quality of Life Plan for our vibrant and thriving Neighborhood, also referred to by many of us as La Villita and La Veintiseis.

This plan represents the culmination of deep community engagement, collaboration, and dedication from individuals and organizations across Little Village. As the Steering Committee overseeing the development of this plan, we are honored to have played a role in shaping a vision that reflects the hopes, aspirations, priorities, and strengths of our community.

Little Village is more than just a geographical location; it is a welcoming, vibrant tapestry of cultures, traditions, and dreams woven together by the collective spirit of its residents. Our community is a testament to resilience, unity, and the unwavering commitment to create a better future for generations to come.

Throughout the planning process, we have witnessed the incredible power of collaboration and inclusivity.

From community surveys and summits to one-on-one meetings and organizational gatherings, the voices of over 2,000 individuals have been heard and valued. This plan truly represents the collective wisdom and vision of our community members and partners.

As we look ahead, we recognize the challenges that lie before us. From economic disparities to educational inequalities, from safety concerns to environmental threats, we understand the magnitude of the work still to be done. However, we are inspired by the spirit of unity and determination that defines Little Village, and we are confident in our ability to overcome these challenges together.

The 2024 Quality of Life Plan is not just a document; it is a roadmap for action and transformation. It is a call to action for all of us to roll up our sleeves, build upon our strengths, and work tirelessly towards a brighter and more equitable future for Little Village.

We extend our heartfelt gratitude to all those who have contributed to the development of this plan, including our community members, partners, stakeholders, and funders. Your support and dedication have been instrumental in bringing this vision to life.

Join us in our continued journey as we strive for peace, love, and joy in our community. Let us continue to nurture growth, opportunity, and leadership as together we can continue to build a Little Village where every resident thrives. ¡Que Viva La Villita!

With gratitude and determination, The 2024 Little Village South Lawndale Quality of Life Steering Committee

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Executive Summary “Little Village is a united and vibrant community.

We embrace peace, love, and joy and celebrate our rich traditions, language and “ganas” (drive).

We take care of each other’s needs, nurture growth and opportunity, and cultivate community strength and leadership.” - 2024 Quality of Life Plan Community Vision Little Village Community

Little Village, endearingly known as La Villita, is a vibrant and welcoming neighborhood on the southwest side of Chicago and roughly shares the boundaries of the South Lawndale Community Area.

With 71,399 residents, Little Village is a dense and anchoring Latino community in the city. It is 81% Latino, 13% Black, and 6% white, and has a large concentration of youth, with 26% of the residents under the age of 19. Foreign-born residents make up 37% of the neighborhood, with 74% of the population speaking Spanish at home. The neighborhood is a beautiful mix of largely multigenerational Mexican and Mexican-American families with differing legal statuses in the US.

highest grossing commercial corridor in Chicago and a spirit of entrepreneurism represented in over 100 restaurants and 1,800 local businesses. Schools are fundamental assets in the community and have diligently worked together with education partners to raise the high school graduation rate from 78% to 84% over the past 10 years. Community health clinics, major hospitals, healthcare partners, and promotoras de salud mobilized together during a global pandemic and continue to provide services and advocate for increased access to health insurance.

The strength, growth, and resources of community violence intervention and street outreach has made an increasingly safer community and a city-wide model for violence intervention.

Little Village’s unique history and demographics contribute to the strong culture, traditions, unity, and sense of belonging felt throughout the neighborhood. Collaboration across the neighborhood is one of the community’s strongest assets, yielding growth and improvement particularly in education, health, economic development, and safety. Little Village has a strong local economy with the second

Existing challenges also span across these key areas and point to opportunities for growth and improvement in the goals and strategies of this plan. Some of the more prominent challenges are the median household income of $38,953 well below the city’s average at about $66,000 and a recent substantial decline in 3rd grade literacy proficiency to just 9% and 8th grade math proficiency to 12%. The community

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also experiences high levels of street violence, gang activity, and domestic violence, with only 36% of the community reporting feeling safe. Environmental threats like low air and water quality, brownfield redevelopment, and climate change impact overall health and high rates of chronic illness. Community members across all ages expressed a desire for more recreational spaces, access to nature, and mental health care and resources.

Building Blocks of Success

Many of the community strengths, growth, and improvements were propelled in part by the successful implementation of the 2005 and 2013 Quality of Life Plans. The 2005 plan brought a proliferation of resources to the neighborhood and created stronger organizations. The 2013 plan reflected a community with more amenities and focused on deepening coordination in specific key areas. The 2013 plan also supported the creation and expansion of collaboratives and networks that enhanced the community’s capacity for coordination, innovation, and advocacy. These collaborations among established, trusted, local organizations have contributed to significant milestones and community-level change over the past two decades.

The 2024 Quality of Life Plan builds upon these existing networks and collaborative structures, the measurable community improvements, and the growth of people, resources, and organizations.

A Community Centered Process

This plan was created with an asset-based approach through an inclusive, thorough, and diverse planning process that engaged over 2,000 people across 2,450 touchpoints and over 75 distinct engagements.

The process spanned over 14 months, engaging residents and partners in community surveys, summits, platicas/focus groups, events, organizational meetings, and one-on-one meetings. The planning process included going to churches, festivals, sporting events, and neighborhood activities, and engagements were often enhanced with food, music, prizes, raffles, and gift cards. Two separate guiding committees, a Steering Committee of 20 organizations and stakeholders and an Advisory Group with 50 or-

Little Village • South Lawndale Quality of Life Plan

ganizations, businesses, institutions and government partners were integral to the creation of the plan.

They provided leadership, community outreach, expertise, and multiple reviews specific to the Pillars’ vision, goals, and strategies. A much larger number of additional stakeholders contributed to the planning process in various and meaningful ways.

Quality of Life Plan Components

The plan is reflective of a community poised to create new initiatives, expand existing work, and grow capacity for coordination, innovation, and intersectional work. A letter from the Steering Committee and an analysis of the impact of the 2013 Quality of Life Plan set the foundation for the plan. The community-centered planning process is detailed with key takeaways from community engagements.

One of the most important components of the plan is the in-depth section for each pillar. Each section includes additional data points, background, vision, goals, objectives, and metrics. The plan is enhanced with a framework for Pillar intersections and a strategic alignment across the themes of live, grow, and cultivate community, highlighting the interconnectedness of this work, essential areas of collaboration, and opportunities to deepen impact with shared goals. Structures for implementation and evaluation create the framework for the future of this work. Community maps are placed throughout the document, spotlighting community assets, pipeline development projects, transportation and environmental pathways and connections, and renderings to help visualize possible residential and commercial enhancements identified throughout the process.

The findings, data, and analysis from the planning process and community engagements informed the Pillar assets and challenges and provided the foundation for vision, goals, and strategies.

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Pillars Arts + Culture

Economic Development

GOALS: 1. Support Existing Initiatives and Organizations and Create New Collaborations 2. Support Local Artists 3. Increase Resident Engagement in Artistic and Cultural Traditions 4. Support Existing and Create New Public Art Spaces

GOALS: 1. Support Local Businesses, Entrepreneurs, and Emerging Entrepreneurs 2. Expand Workforce Development Programs 3. Increase Access to Capital and Opportunities 4. Support Mechanisms for Wealth Building

Our vision for arts and culture in Little Village is to nurture a thriving community that embraces a sense of belonging, uplifts cultural identities and traditions, and celebrates creativity and artistic expression.

We are committed to prioritizing local artists, supporting collaborations, and engaging community members in arts and culture across generations.

Education

Economic Development

Arts & Culture Environment + Infrastructure

Our vision for economic development is a thriving economic ecosystem grounded in principles of community wealth building, entrepreneurship, collaboration, and intergenerational knowledge.

We envision an equitable and prosperous neighborhood with an inclusive and sustainable economy that fosters innovation, education, use of technology, and preserves cultural values.

Safety

Education

Economic Development

Housing

All eight Pillars of this plan are interconnected and interdependent. The diagrams highlight the most prominent intersections and opportunities for cross-collaboration.

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Education

We envision education as a lifelong journey, prioritizing learning from cradle to adulthood. Our vision for education includes connected and engaged school communities, informal and formal learning opportunities, and robust career development programs. We are committed to investing in education for all students, building connections to resources, uplifting intergenerational wisdom, and meeting the aspirations of our families.

GOALS: 1. Improve Early Childhood Education Quality, Access, and Utilization 2. Develop Connected and Engaged School Communities for Youth and their Families 3. Enhance Support for Students at Critical Educational Transitions and Milestones 4. Create Robust Lifelong Learning Opportunities and Enhance Adult Education and Career Development Programs 5. Strengthen Learning through Collaboration and Shared Resources

Health

Safety

Education Economic Development

Environment + Infrastructure

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Environment + Infrastructure

Our vision for the environment and infrastructure in Little Village is an accessible, safe, thriving, and healthy community. Our vision encompasses a holistic approach inspired by the natural world that fosters public well-being, connectivity, and pride among residents. We aim to transform the built environment to create safe public and green space, areas for recreation, transportation, and environmentally sustainable infrastructure.

GOALS: 1. Enhance Neighborhood Connectivity with Multimodal Streets and Pathways 2. Prioritize Environmentally Sustainable and Healthier Buildings 3. Improve Access and Amenities at Recreational Facilities and Create New Spaces for Recreation 4. Increase Green Space and Access to Nature 5. Improve Air, Water, and Land Quality 6. Enhance Community Identity and Collaboration

Health

Safety

Environment + Infrastructure Arts + Culture

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Health

We embrace a culture of health where all community members have access to physical, mental, economic, social, environmental, and spiritual well-being.

Our vision is for equitable, comprehensive, holistic, and culturally-based practices that address the diverse needs for physical health, mental health, and well-being of the community throughout our lifespan.

GOALS: 1. Promote a Healthy Lifestyle 2. Improve Health Services and Access 3. Create an Environment that Promotes Health 4. Improve Health-Related Collaboration and Communication 5. Prioritize Mental Health and Services

Housing

We envision a community where safe and stable housing is a fundamental right for all residents.

Our vision is to create an environment where every individual and family can access quality housing that meets their needs and supports their well-being.

We see a future where housing is not a source of stress or instability but a source of comfort, security, and an opportunity to build wealth. We are committed to collaboration to strengthen housing efforts and preserve community culture and character.

GOALS: 1. Create a Coordinated Effort to Address the Community’s Housing Needs 2. Increase the Affordability and Quality of Rental Housing Units 3. Support and Increase Homeownership 4. Develop New For-Sale and Rental Housing Options

Safety Education

Health

Environment + Infrastructure

Health

Economic Development

Housing

Environment + Infrastructure

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Immigration

Our vision for immigration in Little Village is a comprehensive, humane, trauma-sensitive, accessible system that fosters a welcoming community and seeks equity for all people. We envision a community where all immigrants have permanent legal status and pathways to citizenship. We aim to connect resources and enhance collaborative partnerships to amplify the action, response, education, and advocacy needed for all immigrants to thrive – whether they are new arrivals or they and their families have been in Little Village for many years.

GOALS: 1. Establish a Comprehensive Support System for All Immigrants that Provides Holistic Resources, Services, and Advocacy 2. Encourage Collaboration between Immigrant-Serving Agencies and Organizations 3. Mobilize Community to Collectively Advocate on Immigration Issues

Safety

Our vision for a safe and peaceful Little Village is a thriving, engaged, connected, welcoming community where everyone feels a sense of belonging. We envision a beautiful and well-maintained neighborhood with active public spaces. We embrace dialogue and restorative practices to find common ground for people to heal, be joyful, and thrive.

GOALS: 1. Reduce Community Violence and Gang Activity by Enhancing Existing Community Violence Intervention (CVI) Strategies 2. Increase Impact and Availability of Youth Development and Violence Prevention Programs 3. Foster a Culture of Safety and Connection through Public Space Activation and Improvements to the Built Environment 4. Increase Awareness, Prevention, and Protections around Domestic Violence

Economic Development

Health Health

Economic Development

Safety Immigration Environment + Infrastructure

Education

Education

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Executive Summary continued

Intersections

This is the second layer of analysis for Pillar collaboration. Goals and strategies across the Pillars exhibit similarities, intentionally maintained to underscore key intersections, spotlight essential areas of collaboration, and amplify the impact of existing initiatives and collaborations. Three pivotal points of intersection were identified that share interdependencies across-Pillar and an opportunity for stronger and more intentional collaboration during implementation: 1.

2.

3.

Creation and enhancement of recreational spaces and access to nature.

Improvement to mental health access and destigmatization.

Cultural preservation through preventing displacement of people, supporting local businesses and artists, and celebrating generational knowledge.

Live, Grow, Cultivate Community Framework

The third layer of collaboration is a framework meant to bring together specific initiatives, staff, and resources within three stages of needs.

• • •

Little Village • South Lawndale Quality of Life Plan

Live addresses basic, immediate needs of community members.

Grow supports the capacity of community members and community organizations.

Cultivate Community advocates together for the long-term, legacy goals of the community in preservation, policy, systems change and the built environment.

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Executive Summary continued

Implementation

The proposed implementation structure revolves around a QLP Implementation Steering Committee, featuring co-chairs representing each Pillar. This committee is designed to: √√ √√ √√ √√ √√ √√

Foster the development and fortification of existing collaborations Address intersectionality and encourage cross-pillar/strategy collaborations Ensure geographic coverage across all sectors of South Lawndale Provide a platform for incubating new collaborations or task forces Promote shared ownership and accountability Establish a framework for evaluation and progress tracking

Pillars with existing networks and collaboratives would maintain their ongoing or evolving structures and new collaborations would be incubated. Quarterly Pillar meetings, biannual QLP conferences, and annual community summits are components for convening which can ensure implementation and continuous engagement for the plan.

Evaluation

Two types of evaluation are proposed to support the implementation and impact of the QLP. An outcome evaluation will measure the desired change in the community. A process evaluation will support and improve the implementation of this plan.

The evaluation of outcomes will focus on the programs and policies, systems, and environmental (PSE) change, with tailored data collection approaches by Pillar. The driving questions are: 1. To what extent are the goals being achieved (short- to intermediate-term outcomes)?

2. How are macro-level community dynamics changing in each Pillar area (long-term, population/neighborhood-level outcomes)?

For process evaluation, two different processes will be assessed and supported for improvement: 1. How and how well organizations are collaborating within and between pillars.

2. The process for implementing of the plan.

Process evaluation questions include: 1. How are collaborative partners working together?

How are relevant collaboratives working together (across silos)?

2. To what extent are networks and partners implementing the plan as designed?

3. How is the community being engaged? How are community members participating in the services offered?

Acknowledgements + Gratitude

This plan has been created because of the effort, time, and insights from the over 2,000 people that contributed to the planning process. The community’s expansive participation, experiences, and wisdom are the heart of the plan. The generous financial support and critical feedback from Robert R. McCormick Foundation, United Way of Metro Chicago, and the Chicago Community Trust made the plan possible. The Steering Committee and Advisory Group were integral to the creation of this plan, providing thought partnership, community outreach, collaboration, expertise, and robust reviews. Enlace Chicago’s leadership as the convener of this process provided an unwavering commitment to inclusiveness and transparency to create this community-centered plan.

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Quality of Life Plan Impact: 2013 - 2023 Improvements and growth in Little Village have been propelled by inclusive community-wide planning efforts. In 2005, the first Quality of Life plan was convened by what was then known as the Little Village Community Development Corporation.

The process engaged 150 community residents and partner organizations and focused on securing basic resources for the community. The 2013 Quality of Life Plan was reflective of a community with more resources and stronger organizations, and engaged more than 650 people and over 80 organizations and institutions to focus on deepening coordination in key areas for neighborhood growth. Since the 2013 plan, there have been significant collaborative efforts and implementation milestones that created community level change across all Pillar areas. The 2024 Quality of Life Plan builds upon these measurable improvements and the incredible growth of people, resources, and organizations.

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Quality of Life Plan Impact: 2013 - 2023 continued

2013 Quality of Life Plan Milestones and Community Level Change ARTS + CULTURE Implementation • •

• •

Community Level Change

Annual arts and music festivals and other resident/volunteer-led arts initiatives, most notably Villapalooza and Villarte Yollocalli’s move to Little Village in 2013 and acquisition of land and building for expansion of programs, currently serving over 300 youth annually Opening of OPEN Center for the Arts, featuring over 200 community arts events and programs, and over 575 artists Chamber of Commerce regular hosting of large-scale community-led cultural events

3+

More than 3 annual large-scale, community-led arts and cultural events

ECONOMIC DEVELOPMENT Implementation •

•

•

•

Strengthened coordination of youth employment opportunities and essential wrap-around services facilitated by the Reconnection Hub, enhancing support systems for young individuals seeking employment and skill development Revitalized commercial corridors through strategic investments from the Neighborhood Opportunity Fund, Small Business Improvement Fund, and Chicago Recovery Efforts, fostering aesthetic enhancements and economic growth in the community In response to the COVID-19 pandemic, a comprehensive Economic Development Report and implementation plan developed in 2021 by a community-led guiding committee, outlining strategic initiatives to stimulate economic recovery and resilience The 2020 Chamber of Commerce report details recommendations for the enhancement of 26th Street, reflecting community-driven efforts to address economic challenges and promote sustainable development in the area

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Community Level Change

$65M+ Estimated more than $65M leveraged for community capital improvements

•

1,800 local businesses and 100 restaurants contribute to over $900M in annual sales

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Quality of Life Plan Impact: 2013 - 2023 continued

EDUCATION Implementation • •

• • •

Formation of Little Village Education Collaborative in 2014 Improved postsecondary access for youth through extensive coordination efforts and resource cultivation in the college pipeline work Increased parental involvement in postsecondary planning through parent leaders for college Provision of one-on-one support by 7 organizations Formation of MSRN Education subcommittee and annual education summits

Community Level Change High school graduation rate 2013-2023:

78% •

84%

College enrollment rate 2013-2023: 46% 64%

GREEN SPACE + RECREATION Implementation •

• • •

• • •

School campus improvement strategy led to major athletic field and playlot creation and renovation at: Little Village Academy​, Zapata, Corkery, Cardenas (previously Castellanos), Farragut High School, Saucedo Elementary and Gary Elementary Piotrowski Park, Shedd Park, Limas playground improvements​ 2.5 Acre La Villita Park developed and opened Community gardens as hubs of wellness activity and healthy food production, including the creation of CNDA winning Malinalli Garden Opening of Jardin Esperanza Nature Play Lot by NeighborSpace Lighting improvements at Piotrowski Park 1 acre of green space secured at the south lot of 26th + Kostner through Unilever Community Benefits Agreement

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Community Level Change

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school outdoor recreational space upgrades

• • • • • •

1 new Chicago Park District park development (2.5 Acres) 1 new award winning community garden 1 new nature playlot 3 park playlot remodels 1 acre of green space donated More than $38M in green space development and improvement

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Quality of Life Plan Impact: 2013 - 2023 continued

HEALTH Implementation •

•

• •

Formation of PAES in 2015, implementing community-specific strategies with a focus on Community Health Workers (Promotoras) Promotoras’ crucial role in increasing medical access for the uninsured and disseminating accurate COVID information and resources Leadership in major mental health study informing service expansion and best practices New Life Center food pantry serves thousands per week and won a Community Neighborhood Development Award

Community Level Change

Increased in insured rates:

64%

•

82%

Higher COVID vaccination sequence completion rates than the city average

HOUSING Implementation • • • •

Focus on maintaining affordability and exploring various housing models Creation of housing support navigator programs during COVID-19 pandemic Increased owner-occupied housing and reduction in vacant housing units Housing assistance during COVID to prevent displacement, more than $1M dollars raised locally and distributed

Community Level Change

Owner occupied:

28%

• • •

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41%

New housing built: 0.6% 1.9% 11% reduction of vacant housing units: 21% 10% Lower eviction rates compared to the city: 0.53 South Lawndale, 0.92 Chicago

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Quality of Life Plan Impact: 2013 - 2023 continued

IMMIGRATION Implementation • • • • •

Increased community resources and coordination with advocacy efforts Increased free legal services and assistance with DACA applications Emergency community response to ICE actions Policy changes at state and county levels to include people without legal status in insurance and healthcare initiatives Creation of shelters at Piotrowski Park and at Pulaski and 27th Street that provide wraparound services and housing placement

Community Level Change

Increase in local and free legal service providers:

1

3

SAFETY Implementation • • • • • • • • •

Expansion of Enlace and New Life Centers through Communities Partnering 4 Peace Development and implementation of mental health services connected to violence prevention Creation of case management and emergency response to enhance street outreach Significant increased coordination through various neighborhood and city-wide collaboratives Improved awareness and coordination around domestic violence, including the formation of Nuevo Despertar.

Professional development for street outreach workers and professionalization of the field MSRN Peace Subcommittee formation and annual peace mobilizations Continuation of Healing the Hood summer activations and events Enhanced coordination between recreation, placemaking, and space activation for violence prevention

Little Village • South Lawndale Quality of Life Plan

Community Level Change

-34% Notable reduction in violence: 34% reduction in all shooting victimizations in 2022 - 2023, with fluctuations throughout the past 10 years.

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Quality of Life Plan Impact: 2013 - 2023 continued

Networks + Collaboratives This level of community change and impact does not happen alone. Many of these milestones are a result of collaborations among established, trusted, local organizations that provide community-wide resources and collective advocacy.

The 2024 Little Village / South Lawndale Quality of Life Plan builds upon these existing networks and collaborative structures as a framework to grow capacity for coordination and innovation. The following is a chart of active Little Village networks that represent the breadth of community collaboration.

Network

Year Founded

Convening Organization

Subcommittees

Focus Areas Connected to the 2024 Plan

Violence Prevention Collaborative

2001

Enlace Chicago

Domestic Violence Public Spaces Community Care Youth Services

Safety Environment + Infrastructure Arts + Culture

Neighborhood Sports Little Village

2010

2010 - 2021: Beyond the Ball 2022 - Present: New Life Centers

Marshall Square Resource Network

2010

Latinos Progresando

Little Village Youth Safety Network

2011

Enlace Chicago

Little Village Education Collaborative

2014

Enlace Chicago

Promoviendo, Abogando y Educando por la Salud (PAES)

2015

Enlace Chicago

Health Immigration Housing

Little Village Reconnection Hub

2019

Central States SER

Safety Education Health Economic Development

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Safety Environment + Infrastructure Health

Health Education Peace Community Response

Health Education Safety

Safety Education Health (Mental Health)

Early Childhood Education Elementary + Middle School High School to Postsecondary Adult Education

Education

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Key Improvements: 2013 - 2023 Key Improvements: 2013 - 2023 22

Corkery Corkery Elementary ElementarySchool School Field, Field, Playground, Playground, Garden Gardenand and Basketball Basketball Court Court Renovation Renovation 2510 2510 S S Kildare Kildare Ave Ave

1111

Shedd SheddPark Park Playground Playgroundand andBasketball Basketball Court CourtRenovation Renovation 3660 3660WW23rd 23rdSt, St,Chicago Chicago

1212

13 13

Limas Park Cardenas Elementary School Limas Park Cardenas Elementary School Playground Renovation (Formally Castellanos) Playground Renovatio (Formally Castellanos) 2410 S. Trumbull Ave. Small Track and Play 2410 S. Trumbull Ave. SmallField, Field, Track and Play Features Development Features Development 2524 Central Park Avenue 2524South South Central Park Avenue

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11 11 Jardín Esperanza de la Villita Jardín Esperanza de la Villita Community Garden and Nature Play Lot Community Garden and Nature Play Lot 4231 W 25th Pl 4231 W 25th Pl

1 1

2 1

4 4

1

3

1 7

4

26th & Kostner Park 26th & Kostner Park Southwest Lot Donated for Green & Recreational Southwest Lot Donated for Green & Recreational Space Development Space Development 26th & Kostner 26th & Kostner

23

4

6

6

9

8

9 10

5

87

10

5

Piotrowski Park Piotrowski Park

Zapata Academy School ZapataExpansion, Academy Small Athletic Field, Playground 2728 S Kostner Ave Small Athletic Field, Playground School Expansion, 2728 S Kostner Ave

5 5

Yollocalli Commun Yolloc 2800 S R Comm Space 2800 S

Piotrowski Park Playground Renovation and Lighting Improvements Piotrowski Park 4247 W 31st St Playground Renovation and Lighting Improvements 4247 W 31st St

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3

15 15

on

Albany Terrace Albany Terrace Senior Affordable Senior Affordable Housing Rehabilitation Housing Rehabilitation 3030 W 21st Pl Pl 3030 W 21st

17

Latinos Progresando Resource Center Development 2724 W Cermak Rd

Douglass ParkPark Douglass

14 15 15 17 17

1

12

14 13

Farragut Career Academy Athletic Field and School Expansion 2345 S Christiana Ave

14

13

12

16

8 16

16

La Villita ParkLa Villita

Park

La Villita Park Park District Development 2800 S Sacramento Ave

7

Little Village Academy Small Field, Track and Playground 2620 S Lawndale Ave

9

6

9

10

6

Enlace i's Malinalli Garden Office and Community nity Garden andGarden Art Studio Enlace calli's Malinalli Space Development Ridgeway Ave Office and Community munity Garden and Art Studio 2759 S Lawndale Space Development es 2759 S Lawndale S Ridgeway Ave

10

Gary Elementary School Playground, Lighting, and Garden Gary Elementary School 3740 W 31st St Playground and Garden 3740 W 31st St

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Pan de Vida Fresh Market Food Bank Development 2701 S Lawndale Ave

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The Little Village Community Little Village, endearingly known as La Villita, is a vibrant and welcoming neighborhood on the southwest side of Chicago. This Chicago neighborhood is bordered to the north by North Lawndale, to the east by Lower West Side, to the south by Archer Heights and Brighton Park, and by the town of Cicero to the west.

Little Village roughly shares the boundaries of the South Lawndale Community Area. The data throughout this plan is taken from sources utilizing the South Lawndale Community Area, and Little Village, community, and South Lawndale are used interchangeably.

“Little Village is one of the most culturally rich neighborhoods in Chicago…people are hardworking, resilient, kind individuals who contribute to society. We deserve cleaner air, affordable housing, and access to necessary resources.”

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The Little Village Community continued

History

Chicago is situated on the aboriginal homelands of the Council of the Three Fires: the Odawa, Ojibwe, and Potawatomi Nations. This area was used as a connection between the Mississippi River and the Great Lakes and indigenous peoples established trade, travel, and agricultural systems that remain today. Most indigenous people were displaced from the Chicago region by 1833, and by 1870 Eastern European immigrants had settled in Little Village.

Industrial development propelled population growth and created a working-class community. By the 1980s, the community had shifted to a largely Mexican immigrant population and continues to serve as an important entry point for immigrants to the Midwest.

People, Arts, and Culture

Little Village is a dense neighborhood with 71,399 residents. This is an anchoring Latino community, with a population that is 81% Latino, 13% Black, and 6% white. Little Village also has a very young population, with 26% of the residents under the age of 19. Foreign-born residents make up 37% of the neighborhood, with 74% of the population speaking Spanish at home. The neighborhood is a beautiful mix of largely multigenerational Mexican and Mexican-American families with differing legal statuses in the US. The neighborhood has also seen

Little Village • South Lawndale Quality of Life Plan

an increase in immigrants from various parts of Latin America. Over the past year, new migrants seeking asylum in the US have been brought to Chicago from the Southern border, many of them arriving in Little Village.

The unique community history and demographics contribute to the strong culture, traditions, unity, and sense of belonging felt throughout the neighborhood today. Active park areas, rich food culture, abundant public murals, robust arts education programming and arts collaboratives, and large-scale cultural celebrations and festivals all bring community-wide joy and vibrancy.

Economy

Little Village is recognized as the largest center of Mexican commerce and culture in the city. The main commercial corridor along 26th street is the second highest grossing commercial corridor in Chicago and the neighborhood embodies a spirit of entrepreneurism with over 100 restaurants and 1,800 small local businesses. Even with a strong local economy, the median household income is $38,953, significantly below the city’s average at about $66,000. Largely due to the increase in minimum wage, the percentage of residents below the federal poverty level is now at 23%, an 11% decrease in the past decade. Despite this decline and a relatively low unemployment rate, most adults earn below a living wage and cost of living increases and inflation continue to foster challenging economic conditions.

Housing

The income level and density of the neighborhood increases the need for accessible, safe, affordable housing options. Most critically, 48% of the community is burdened by housing, spending more than 30% of income on rent or mortgage and utilities.

Efforts in housing work and advocacy has led to an increase in owner occupied status to 41%, a 10% reduction in vacant housing units, and an increase in new housing.

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The Little Village Community continued

Education

Families and the community highly value education and have high aspirations for their children. Little Village has a rich history of education activism, notably a 19-day hunger strike held by community residents to fight for a new local high school, now the four small schools of the Little Village Lawndale High School Campus. Schools serve as an anchor in the community and educational attainment has been consistently improving. Over the past 15 years, the high school graduation rate has risen from 57% to 84%. There are still improvements needed, particularly to address the recent decline in literacy and math proficiency rates.

Environment and Infrastructure

As one of the densest neighborhoods in Chicago, the environment, infrastructure, and green space is crucial to the well-being of the community. Less than 2% of the neighborhood is open space and there is 1.6 acres of accessible park space per 1,000 residents, the target being 4 acres. There is a demand for recreational spaces, with young people in particular calling for more parks, pools, and access to nature. La Villita Park, for example, is the result of 20 years of community organizing to clean up

Little Village • South Lawndale Quality of Life Plan

contaminated land to create much needed green space. Industrial areas make up over 16% of land use, higher than in other community areas. Environmental threats like air pollution, water contamination, brownfield redevelopment, and the overall effects of climate change impact the health of the neighborhood.

Health

Little Village is a community with both health assets and significant health disparities. There are high rates of chronic illness, like obesity, diabetes, and asthma, and a lack of access to necessary health services. Access to care and insurance has been a point of advocacy and on-the-ground work by major hospitals, health partners, community clinics, and promotoras de salud. The rate of insured adults had consistently been around 35% but a recent Illinois Medicaid-like bill allowed adults without legal status to access health insurance, bringing the rate up to almost 82%. However rollbacks to the program threaten this remarkable gain. Mental health is a key area of concern and area for growth, particularly in raising awareness to dispel stigmas and get more mental health services and resources for community members of all ages.

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The Little Village Community continued

COVID-19

When the COVID-19 pandemic struck in 2020, the South Lawndale zip code consistently experienced some of the highest case numbers and deaths across Chicago and Illinois, at one point having the most confirmed cases of any single zip code in the state. The pandemic exacerbated existing and profound housing, education, health and economic inequities in Little Village. There was an acute lack of access to wifi and computing devices, 3 in 5 people reported job loss, and much of the community work as frontline workers with more exposure.

Community partners, hospitals, and community health clinics, and promotoras de salud coordinated together to provide emergency funds, testing, vaccination, food distribution, and critical resources.

Little Village now has one of the highest rates of people with three vaccines, a testament to these joint efforts. Additionally, a group of key stakeholders and community leaders created an ambitious economic recovery plan focused on workforce development, support for businesses and entrepreneurs, community ownership, financial literacy, and policy advocacy.

challenges and areas of growth to address. This Quality of Life Plan provides a framework for building on the existing successful efforts, organizations, and collaborations, and goals and strategies to further community improvement and well-being.

Safety

Safety is one of the top priorities of the community with high levels of street violence and gang activity.

Only 37% of the community report feeling safe, compared to 63% city-wide. There is also increasing awareness and concern over domestic violence in the community. However, community safety is recently improving in significant ways. Over the past year alone, there has been a 43% reduction in homicide victimizations, a 34% reduction in all shooting victimizations, and a 30% decrease in criminal sexual assaults. The strength of community violence intervention and street outreach has made Little Village a recognized leader and the city-wide intervention strategy is modeled after these local efforts.

As seen in the narrative and data of the community, Little Village has many strengths, assets, and improvements to celebrate and uplift, as well as

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The Little Village Community continued

South Lawndale Community Area

Pulaski Rd.

Western Ave.

Downtown Chicago Interstate 290

Pink Line CTA BNSF Metra

South Lawndale

Chicago River

Interstate 55 Orange Line CTA Midway International Airport

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Little Village • South Lawndale Quality of Life Plan

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Community Centered Process The 2024 Little Village / South Lawndale Quality of Life Plan was created with an asset-based approach through an inclusive, thorough, and diverse process. The planning process included 2,450 touch points over 75 distinct engagements across the community reaching over 2,000 people. A Steering Committee of 20 organizations and an Advisory Group with 50 organizations, businesses, institutions, and government partners served as the two guiding committees. Opportunities for community member feedback and participation occurred through community surveys, summits, platicas/focus groups, community events, organizational meetings, and one-on-one partner meetings. Engagements were enhanced with food, music, prizes, raffles, and gift cards to acknowledge the value of the participants’ time and insight. Additionally, the community’s experience with Covid-19 shaped engagement strategies to prioritize health and safety through smaller group conversations and digitally available surveys.

This comprehensive approach to gathering diverse perspectives and ideas allowed people to engage based on their availability, interest, and expertise in specific areas. Ideas generated for community priorities and vision through both broad and specific engagements with community members were brought to the Steering Committee and Advisory Group to refine, and revised ideas were shared back to the community for further feedback. The following timeline represents this continuous process approach of community engagement to develop the plan.

Research

Priorities + Vision

Gaols + Strategies

Nov ‘22 - Feb ‘22

Mar ‘23 - Dec ‘23

Oct ‘23 - Jan ‘24

One-on-One Meetings Community Events Survey 1

Survey 2 Summits Platicas

Steering Committee and Advisory Group Meetings

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Community Center Process continued

Community Events

The events gave residents an opportunity to vote on community priorities and have meaningful conversations about the future and aspirations of Little Village. It was important to meet people when and where they gathered, including churches, festivals, sporting events, and other community activities. A ping-pong activity was particularly popular at these events, engaging 421 people to place ping-pong balls in the top 3 community priorities. While community members of all ages participated, youth were especially drawn to this activity.

Education

Safety

Health

Economic Development

Housing

Immigration

Arts + Culture

Environment + Infrastructure

232

228

250

107

152

112

72

111

Community Surveys

The two bilingual digital and printed community surveys were filled out by close to 700 people, the majority of respondents were residents of Little Village and had over 15 years of connection to the community.

Survey #1 focused on Little Village’s strengths, challenges, community priorities, and participants’ dreams and aspirations. The findings include:

5 key strengths of the community: • Strong sense of community, connectedness, and togetherness • Resources, activities, and events available for the community, especially youth • Economic and businesses opportunities in the abundance of stores, businesses, and vendors • Cultural richness and vibrancy • Rich culture of traditional food

5 main challenges or specific needs in the community: • Violence and crime • Safety and security • Gang violence • Need for better infrastructure for trash disposal, dirty alleys and streets, and pest control • More programming opportunities and resources

Survey #2 went deeper into community well-being and priorities. The specific strategies named for improvement in the survey are reflected in the strategies in each Pillar.

•

The top 4 priorities identified were - Safety (81%) - Education (58%) - Health (40%) - Economic Development (40%)

Little Village • South Lawndale Quality of Life Plan

•

43% of survey respondents agreed their overall well-being in Little Village is “good” or “very good,” with 39% selecting “fair.”

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Community Center Process continued

Survey Participant Information Connection to LV (454 responses)

No. of Years being part/connected to LV: 67%

Resident of LV

Under 5 years

18%

31%

Work

7%

5 - 9 years

11%

School

24%

Other Connection

0

17%

10-14 years

1%

Business Owner

10

20

30

40

50

60

70

80

Age (457 responses)

13%

18 - 24 yrs

10

20

30

40

50

60

30%

35 - 44 yrs

54%

No

14%

45 - 54 yrs

46%

Yes

21%

25 - 34 yrs

0

10%

55 - 64 yrs

0

Parents of children under 18 who lives or studies in LV (457 responses)

7%

Under 18 yrs

59%

15 + years

10

20

30

40

50

60

4%

65+ yrs

0

5

10

15

20

25

30

Homeownership (202 responses) 78%

Rent

22%

Own

0

10

20

30

40

50

60

70

Little Village • South Lawndale Quality of Life Plan

80

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Community Center Process continued

Summits

In Fall 2023, community-wide and youth summits took place. These built off the priorities named through community events and surveys to sequence how the plan was informed. The youth summit brought over 140 young people together, hosted in partnership with after-school programs and community organizations. Through participatory activities, art-making, and small group conversations, young people identified education as a main priority and expressed their hopes, fears, and ideas for the community. The youth vision that emerged from this gathering was especially powerful, highlighting the importance of family, culture, safety, and community connections:

We want Little Village to be a place of happiness, inclusivity, and community well-being. We place emphasis on safety, culture, clean environments, nature, and support services that empower us to take an active role in shaping our neighborhood. By focusing on these priorities, we aim to create a thriving community where we can grow, learn, and thrive.

The community summit brought together over 100 people where participants engaged in intergenerational art-making and visioning activities to develop a collective community vision and share dreams for Little Village over the next five years. They also participated in platicas to have deeper conversations on the 8 Pillars. These small groups at the community summit set the foundation for Pillar visions, goals, and strategies.

Little Village • South Lawndale Quality of Life Plan

Platicas

The separate small group platicas and meetings with key organizations provided deeper insight into specific topics, including ideas from seniors, domestic violence workers, violence prevention experts, educators, high risk youth, those without legal status in the US, and recent asylum seekers.

There was intentional outreach to these populations to allow people to feel safe and heard and to reflect on big picture aspirations and detailed solutions to community concerns.

•

Pride in culture, family, language, identity and a real sense of belonging were strongly noted.

“One of the most powerful things that Little Village has is they look like me, everybody looks like me.”

•

The proximity of resources and goods, the walkability, and the close-knit community were especially important to seniors and those without legal status.

“Everything we need is available in Little Village - stores, schools, clinics, pharmacies, hospitals, and restaurants.”

•

Safety, gang activity, violence, and needing safe spaces were routinely brought up across all platicas.

“It’s not safe for me to walk around… we need survival skills on at all times”

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Community Center Process continued

Steering Committee and Advisory Group

The Steering Committee gathered over the course of the planning process to make key decisions and steward the creation of the plan. The Advisory Group gathered three times in groups representing the eight Pillars named as community priorities.

Both committees had representation from government agencies and elected officials to connect local efforts to city-wide planning. Committee members had access to shared documents and participated in multiple points of review to ensure a transparent and inclusive process. The Steering Committee and Advisory Group were instrumental in finalizing the vision, goals, and strategies for each Pillar.

tions include unique community culture, people and social capital, community organizations, and economic development. The challenges these key stakeholders named were violence and safety, housing, employment and low wages, health and mental health, and immigration.

The findings, data, and analysis from all of these engagements informed the Pillar assets and challenges and provided the foundation for vision, goals, and strategies.

One-on-One Meetings

The one-on-one meetings with key partners and organizational leaders set an early tone for the plan and continued throughout the entire planning process. These conversations gave an in-depth look at current work, planted seeds for further growth and collaboration, and helped shape the plan. The key strengths that emerged from these conversa-

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Arts + Culture Education Economic Development Environment + Infrastructure Health Housing Immigration Safety

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Arts + Culture Little Village • South Lawndale Quality of Life Plan

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Arts + Culture “Quisiera que se conociera a La Villita por sus rasgos positivos como su cultura y la vida.”

Arts, culture, heritage, and traditions are woven into the fabric of every part of the Little Village community.

Throughout the planning process, people young and old uplifted the vibrancy of the neighborhood, a deep pride in community culture, and a shared sense of belonging. The idea of arts and culture is expansive, coming to life in public spaces and parks, the rich cuisine and food culture, arts education programming, public murals across the neighborhood, and arts collaboratives. Local galleries feature community artists and promote local youth artists, and a neighborhood elementary school recently hosted the Taste of Chicago. Annual arts festivals and cultural celebrations are abundant, including Little Village Arts Fest, Villapalooza, Posadas, Día de los Muertos celebrations, and the Mexican Independence Day parade.

building a sustainable infrastructure of artist and organizational collaborations, and engaging residents across generations in cultural traditions.

There are also opportunities for art and culture to be strengthened. Funding is consistently needed to support local artists, keep and expand art spaces, and make arts programming more accessible. There is also a growing need for heritage and language preservation, especially for second generation immigrants and beyond. When people came together to discuss safety in the community, one of the priorities that emerged was to activate public spaces with more cultural programming accessible to all ages as a way to create safer environments. To address many of these needs, the priorities of the goals and strategies focus on supporting the arts,

Little Village • South Lawndale Quality of Life Plan

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Arts

27

DATA SOURCE: Chicago Mural Registry (ACS) 2023

2024

Murals registered in community area

State Cultural District designation

3+

More than 3 large-scale cultural festivals each year

Chicago Mural Registry (ACS) 2023

Little Village • South Lawndale Quality of Life Plan

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These assets and challenges were compiled from community input throughout the planning process.

Assets • • • • • • • • • • •

Festivals, Parades, and Celebrations Heritage, Traditions, and Historical Landmarks Cultural Pride Local Artists, Programs, and Organizations Youth Arts Programs Heritage and Traditions Public Art Murals Rich Cuisine and Food Culture Locally-Owned Restaurants Sense of Belonging Pride in Spanish Language

Challenges • • • • •

Limited Funding and Resources Access to Cultural Programs for All Residents Displacement Public Space Activation Intergenerational Knowledge Sharing and Storytelling

Key Intersections with Other Pillars All eight Pillars of this plan are interconnected and interdependent. This diagram highlights the most prominent intersections for this Pillar and previews opportunities for cross-collaboration included in the implementation section.

Education

Economic Development

Arts & Culture

Environment + Infrastructure

“There are not enough public spaces, we need plazas like in Mexico for families to gather.”

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Vision Our vision for arts and culture in Little Village is to nurture a thriving community that embraces a sense of belonging, uplifts cultural identities and traditions, and celebrates creativity and artistic expression. We are committed to prioritizing local artists, supporting collaborations, and engaging community members in arts and culture across generations.

Goal 1

Support Existing Initiatives and Organizations and Create New Collaborations STRATEGIES A. Increase resources and impact for existing initiatives and organizations.

KEY AREAS INCLUDE:

- co-promotion - programming in existing artist spaces - expanded space for existing organizations and galleries, and art incorporated into established community spaces

Goal 2

Support Local Artists STRATEGIES A. Prioritize local artists in community initiatives and provide adequate compensation.

B. Highlight local artists’ artwork throughout the community.

C. Create a database of artists to promote local artists and their disciplines.

KEY AREAS INCLUDE:

- dance, music - visual art - theater - culinary arts

B. Create an inventory of art and culture community partners, artists, and programs.

C. Develop a sustainable infrastructure of artist and organizational collaboration.

KEY AREAS INCLUDE:

- identify key partners - establish a collaborative - maximize opportunities through the Cultural District Designation

D. Create affordable housing options and affordable studio space for artists to live and work in the community.

E.

Create avenues for artists to generate income and tap into financial resources.

D. Share resources and collaborate on grant opportunities across artists and organizations.

E.

Enhance collaborations with new partners to expand education, workforce development, safety, and mental health initiatives.

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Goal 3

Goal 4

STRATEGIES A. Enhance and expand existing youth arts programs and support to pursue the arts.

STRATEGIES A. Restore, preserve, and protect existing public art in the community.

Increase Resident Engagement in Artistic and Cultural Traditions

KEY AREAS INCLUDE:

- increase youth participation in public art projects - paid internships - age-appropriate career guidance B. Provide safe passage options for youth to access programs throughout the community.

C. Assess and maximize opportunities to engage youth in the artists in schools and in partnership with youth serving organizations.

Support Existing and Create New Public Art Spaces

B. Enhance and secure funding for existing and new public spaces and priority projects.

KEY AREAS INCLUDE:

- a new Marshall Square Plaza - improvements to the Manuel Perez Jr. Memorial Plaza - Hammond Elementary School green space improvements - ongoing art promoting events at community gardens - a new artistic installation on 26th and Kostner

D. Expand existing events and activities that are family friendly, multi-generational, and specific to seniors (65+).

E.

Celebrate and nurture culturally relevant initiatives.

KEY AREAS INCLUDE:

- dual language and Spanish-only programs, festivals, and culinary arts

Pillar-Level Metrics 1.

2.

3.

4.

Little Village • South Lawndale Quality of Life Plan

Collaborations (collaboratives and/or collective actions) of arts and culture organizations and other types of organizations Philanthropic and governmental funding invested in the arts (artists, art businesses) in LV by year Number of organizations (nonprofits) and institutions (schools, government) incorporating cultural teaching and ceremony (community survey) Cultural festivals by year

44

Key Local Partners City of Chicago Enlace Chicago Foundation of Little Village Little Village Chamber of Commerce Local Elected Officials Local Libraries Local Schools (see asset map) Marshall Square Resource Network - Latinos Progresando National Museum of Mexican Art / Yollocalli Arts Reach OPEN Center for the Arts Telpochcalli Community Education Center Universidad Popular Villapalooza Villarte

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Art + Culture

Economic Development Education Environment + Infrastructure Health Housing Immigration Safety

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46

Economic Development Little Village • South Lawndale Quality of Life Plan

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Economic Development “I want our young people to get trades and college degrees and stay in the neighborhood and grow the economy”

Little Village is a recognized workforce engine as the largest center of Mexican commerce and culture in the city with a strong spirit of entrepreneurism.

The commercial corridors, small businesses, and industrial centers create a thriving economic ecosystem, with over 100 restaurants, 1,800 businesses, $900M in sales on a yearly basis, and is known as the Quinceañera Capital of the Midwest. The community’s main commercial corridor along 26th street, celebrated as the second highest grossing commercial corridor in Chicago, attracts visitors from all over the region and has been enhanced with corridor beautification efforts. There has been an increase in apprenticeship, skill, trade, and degree programs as well as improved coordination of youth employment and wrap-around services. Most recently, Little Village has been designated a 2024 State Cultural District.

of key stakeholders and community leaders came together to create an ambitious economic recovery plan, and the goals and strategies in this plan build upon that important work. This Pillar is rooted in entrepreneurship, wealth-building, and collaboration to reach the vision for an equitable and prosperous neighborhood with an inclusive and sustainable economy.

While there is much to be celebrated in Little Village’s thriving economy, many economic inequities still persist. The lack of generational wealth, cross-sector collaboration, work permits and opportunities for those without legal status in the US, and job training and preparation are some of the most prevalent.

The median household income is $38,953 compared to the city’s at about $66,000. Even more starkly, the per capita income is $16,000 compared to close to $42,000 at the city level. Most adults earn below a living wage and increases in cost of living and inflation foster challenging economic conditions. These existing inequities were exacerbated during the Covid-19 pandemic that caused job loss, persistent unemployment, and unstable informal economies. A group

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Local Economy Employment of community residents

15%

13%

Manufacturing

Administration

11%

of South Lawndale’s population have no internet access compared to the city of Chicago which is 12%

Accommodation and Food Service

11%

Retail Trade

22%

15%

Health Care

DATA SOURCE: BACP, Census Bureau Longitudinal Employer-Household Dynamics 2019

Digital Divide SOUTH LAWNDALE One or More Computing Devices Smartphone(s) Only No Computing Devices

CHICAGO

85% 92% 20% 10% 16% 8%

DATA SOURCE: Census Bureau (ACS) 2017-21

Employment Location Employment location of community residents

44%

outside of Chicago

11% 6% 5% 5%

The Loop Near West Side Near North Side South Lawndale

DATA SOURCE: CMAP Data 2019 Little Village • South Lawndale Quality of Life Plan

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These assets and challenges were compiled from community input throughout the planning process.

Assets • • • • • • • •

Workforce Engine Commercial Corridors Spirit of Entrepreneurship Local Businesses Youth Innovation and Entrepreneurship Strong and Established Institutional Partners Increased Apprenticeship and Training Programs Library Resources

Key Intersections with Other Pillars All eight Pillars of this plan are interconnected and interdependent. This diagram highlights the most prominent intersections for this Pillar and previews opportunities for cross-collaboration included in the implementation section.

Safety

Education

Economic Development

Challenges • • • • • • •

Limited Cross-Sector Collaboration Lack of Generational Wealth-Building and Retention Misinformation and Disinformation Low Financial Literacy Lack of Access to Job Training and Credentials Low Wages Lack of Work Permits

Housing

“I want to see occupied businesses and storefronts, and 26th street full with everyone coming to enjoy our culture and food without worrying about safety.”

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Vision Our vision for economic development is a thriving economic ecosystem grounded in principles of community wealth building, entrepreneurship, collaboration, and intergenerational knowledge. We envision an equitable and prosperous neighborhood with an inclusive and sustainable economy that fosters innovation, education, use of technology, and preserves cultural values.

Goal 1

Goal 2

STRATEGIES A. Sustain existing businesses and increase the capacity of local business owners and entrepreneurs.

STRATEGIES A. Enhance collaboration between educational entities and businesses to offer coordinated and comprehensive skill building opportunities, job training, financial literacy, and job placement.

Support Local Businesses, Entrepreneurs, and Emerging Entrepreneurs

KEY AREAS INCLUDE:

- identify gaps in wrap-around business services - education for obtaining ITINs - connect with banks - access financial planning - legalize street vendors B. Engage and promote a growth mindset through new technology, innovation, and niche markets.

C. Develop a centralized hub/ecosystem for resources, referrals, and incubators, as well as a structure for communication.

Expand Workforce Development Programs

B. Provide workforce development programs and paid internships specifically tailored for youth and underemployed individuals that incorporates the latest available technology and nurtures innovation in all training programs.

KEY AREAS INCLUDE:

- opportunities in the health industry C. Provide educational opportunities on workers rights and collective bargaining

D. Provide youth focused opportunities for entrepreneurship.

E.

Preserve and promote cultural identity of corridors as a unique asset and regional draw.

KEY AREAS INCLUDE:

- branding and marketing campaigns for commercial corridors

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Goal 3

Increase Access to Capital and Opportunities STRATEGIES A. Build the capacity of local entrepreneurs, businesses, and organizations to maximize the use of local, regional, and national resources.

B. Leverage government grants and loans to support acquisition and buildout of businesses and not-forprofits.

KEY AREAS INCLUDE:

- identifying program requirements - provide application guidance to local entities including receiving required certifications C. Create a framework for Community Benefit Agreements and/or Memorandums of Understanding in new or large scale developments to ensure large companies are accountable to and give back to the broader community.

Goal 4

Support Mechanisms for Wealth Building STRATEGIES A. Promote, incentivize, and coordinate funding for individual and family-oriented financial literacy programs.

B. Support home ownership opportunities for residents and funds for home improvement, maintenance, and preservation.

C. Promote and support property ownership by local businesses and organizations.

Pillar-Level Metrics 1.

KEY AREAS INCLUDE:

- local hires - contracts - training space - mutually beneficial agreements - enforcement of desired regulations - support for local businesses to respond to opportunities for partnership in larger projects D. Advocate for small business friendly policies and resources at a city and state level.

Little Village • South Lawndale Quality of Life Plan

2.

3.

4.

5.

6.

Number of new and existing businesses owned by residents of LV and years in business Number of commercial vacancies Employment rate Reported commitment to stay in Little Village (community survey) Average household and per capita income Poverty rate by year

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Key Local Partners The following organizations, institutions, and collaboratives were identified throughout the process as active partners located within the community that have direct initiatives in this pillar. List of collaborative memberships can be provided by the convening entity.

Central States SER City of Chicago Cocina Rx Enlace Chicago Erie Neighborhood House Foundation of Little Village Instituto del Progreso Latino Little Village Chamber of Commerce Local Elected Officials Marshall Square Resource Network - Latinos Progresando Richard J. Daley College - Arturo Velasquez Institute Self-Help Federal Credit Union SSA #25 St. Augustine College Universidad Popular Urban Warriors

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Art + Culture Economic Development

Education Environment + Infrastructure Health Housing Immigration Safety

Little Village • South Lawndale Quality of Life Plan

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Education Little Village • South Lawndale Quality of Life Plan

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Education “I love my community. We need better programs for our youth. There are so many talented kids here. We need to do better for all of us here. When one succeeds we all succeed.”

Families and the community highly value education and have high aspirations for their children. The neighborhood has a large population of young people and the community is committed to investment in lifelong learning. Schools serve as an anchor in the community and partnerships with community organizations along with growing parent involvement have positively impacted educational experiences and achievements. In the past ten years, there has been exciting growth in the high school graduation rate from 78% to 84%, now in line with city-wide percentages. Additionally, the college enrollment rate is at 64%, with college persistence at 53% and college completion at 44%. Enormous efforts from parents, schools and counselors, organizations providing one-on-one support, district-wide initiatives, and collaborations like the Little Village Education Collaborative all helped to achieve these gains.

is deeply connected to violence prevention and future economic opportunities.

This plan focuses on growing engaged and connected school communities, increasing parent participation, and developing holistic support systems with mental health support and resources for transitioning to colleges and careers. The community also identified the need to increase investments in early childhood education and adult learning opportunities. The education vision, goals, and strategies outline specific ways to meet these needs so young people and all residents have the educational opportunities necessary for growth, success, and well-being.

At the Quality of Life youth summit in 2023, young people named education as a main priority, connecting better educational opportunities to their health, safety, economic opportunities, and overall well-being.

Over the last three years, there has been a 23% decline of 3rd grade literacy proficiency to just 9%, and a 7% decline in 8th grade math proficiency to now 12%, both well below city averages. Challenges in education are critical, especially because the Covid-19 pandemic disproportionately affected Latino students and because educational advancement

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Educational Attainment

Less than High School Diploma High School Diploma or Equivalent Some College, No Degree

27%

increase in high school graduation and college enrollment rates in 15 years

Associate’s Degree Bachelor’s Degree Graduate or Professional degree

SOUTH LAWNDALE

CHICAGO

39% 34% 13% 4% 9% 3%

14% 22% 17% 6% 24% 18%

DATA SOURCE: Census Bureau (ACS) 2017-21

SOUTH LAWNDALE

2008

High school graduation rate College enrollment College completion

SOUTH LAWNDALE

2013

SOUTH LAWNDALE

2023

CHICAGO CPS

2023

57% 78% 84% 85% 38% 46% 64% 62% 51% 44% 47% DATA SOURCE: The To&Through Project, University of Chicago

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These assets and challenges were compiled from community input throughout the planning process.

Assets • • • • • • • • •

Collaborative Learning After-School Programs Youth-Led Learning Community Schools Collaboration with Families Mental Health and Support for Vulnerable Youth Trade Education Opportunities Community Cultural and Social Capital Curriculum with Cultural Heritage and Spanish Language

Challenges • • • • • • • • • •

Transitions Between Educational Milestones More Support for Parent Engagement College Preparedness, Retention and Completion Access to Scholarships and Financial Aid Healthy Meals in Schools More Mental and Emotional Support Need for Holistic Support Inside and Outside School More Continual Learning Opportunities Resources for Students without Legal Status More Trade Education and Credential Opportunities

Key Intersections with Other Pillars All eight Pillars of this plan are interconnected and interdependent. This diagram highlights the most prominent intersections for this Pillar and previews opportunities for cross-collaboration included in the implementation section.

Health

Safety

Education Economic Development

Environment + Infrastructure

“I love Little Village. The greatest investments need to bein K-12 schools, mental health, and trade jobs.”

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Vision We envision education as a lifelong journey, prioritizing learning from cradle to adulthood. Our vision for education includes connected and engaged school communities, informal and formal learning opportunities, and robust career development programs. We are committed to investing in education for all students, building connections to resources, uplifting intergenerational wisdom, and meeting the aspirations of our families.

Goal 1

Goal 2

STRATEGIES A. Increase the number of early childhood slots in the community.

STRATEGIES A. Expand and deepen initiatives and Community Schools Model programs.

Improve Early Childhood Education Quality, Access, and Utilization

B. Advocate for capital investments to increase the number of new, high-quality providers and expand existing operations.

C. Deepen intentional partnerships and collaborative relationships between non-for-profit providers and CPS. D. Strengthen foundational skill development for literacy and math.

E.

Advocate for more efficient City and State systems to provide early childhood education, including improvement of work conditions and wages for early childhood educators.

Develop Connected and Engaged School Communities for Youth and their Families

KEY AREAS INCLUDE:

- families learning together - dual-language proficiency - cultural knowledge and traditions B. Create opportunities for intergenerational family involvement in school-day and out-of-school time activities and events.

KEY AREAS INCLUDE:

- lifelong learning opportunities - community-building - preservation of cultural heritage and generational knowledge C. Engage parents in learning, participation, and advocacy in schools for their children’s educational opportunities and advancement.

KEY AREAS INCLUDE:

- LSC involvement and training - school security measures - creating safe school environments - volunteer approval process - background checks

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D. Prioritize literacy and math skills through community and school-based efforts.

E.

F.

Increase administrators, counselors, and teachers’ cultural competence, Spanish language skills, community connection, and ability to manage administrative changes.

Deepen the value of biliteracy benefits and increase dual-language and biliteracy programming.

Goal 3

Enhance Support for Students at Critical Educational Transitions and Milestones STRATEGIES A. Address unique needs of students and families at points of educational transition.

KEY AREAS INCLUDE:

- transition into Kindergarten - 8th grade to High School - High School to College B. Continue to cultivate partnerships with higher education institutions to ease transitions and support retention for students.

C. Enhance college preparation and readiness programs to include communities of adult mentors, peer groups and wrap around services, and opportunities for early college and career credentials and dual enrollment.

D. Advocate for enhanced resources and protections to specifically address the unique needs of students without legal status in the US and new arrivals.

E.

Promote trades education opportunities that include apprenticeships, Career and Technical Education (CTE), industry-recognized credentials, and culturally-based skill development.

Little Village • South Lawndale Quality of Life Plan

Goal 4

Create Robust Lifelong Learning Opportunities and Enhance Adult Education and Career Development Programs STRATEGIES A. Create and advocate for re-credentialing opportunities for adults.

KEY AREAS INCLUDE:

- training - degrees - certifications - licenses - career experience from country of origin B. Deepen pathways from Basic Adult Education (ABE) to certification programs that validate educational attainment and support workforce and career development.

C. Identify and embrace interests and passions of adult learners to create dynamic and engaging learning opportunities.

Goal 5

Strengthen Learning through Collaboration and Shared Resources STRATEGIES A. Increase community access to school facilities for educational and recreational purposes and advocate for new recreational spaces and access to nature.

B. Increase youth and family access to healthcare systems and health information.

KEY AREAS INCLUDE:

- mental health access inside and outside of school - Promotoras de Salud - clinics in schools - harm reduction - healthy relationships - sexual abuse prevention

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C. Connect housing services, economic development opportunities, immigration resources, and environmental health education and advocacy to schools and school communities.

D. Strengthen the pipeline of culturally knowledgeable and bilingual educators from the community.

E.

Create more awareness on learning differences and resources to meet the needs of students and their families throughout the educational lifespan. Key areas include: early identification and intervention, school compliance, inclusive classrooms, and sufficient resources.

Key Local Partners The following organizations, institutions, and collaboratives were identified throughout the process as active partners located within the community that have direct initiatives in this pillar. List of collaborative memberships can be provided by the convening entity.

Carole Robertson Center Central State SER City of Chicago El Valor Enlace Chicago Erie Neighborhood House Instituto del Progreso Latino

Pillar-Level Metrics

Little Village Education Collaborative (LVEC)

1.

Local Libraries

2.

3.

4.

5.

6.

7.

Number of available slots and percentage of utilization in early childhood education programs 3rd grade literacy proficiency 8th grade math proficiency High School literacy and math proficiency High school graduation rates Rates of college entrance, retention, and completion Number of promotions/enhanced job placements (community survey)

Local Elected Officials

Local Schools (see asset map) Marshall Square Resource Network - Latinos Progresando National Museum of Mexican Art/ Yollocalli Arts Reach New Life Centers Richard J. Daley College - Arturo Velasquez Institute St. Augustine College Telpochcalli Community Education Project Universidad Popular

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Art + Culture Education Economic Development

Environment + Infrastructure Health Housing Immigration Safety

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Environment + Infrastructure Little Village • South Lawndale Quality of Life Plan

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Environment + Infrastructure “In five years, I would like to see Little Village as a safe and welcoming neighborhood with plenty of space for families to walk around and enjoy themselves. I envision more green spaces, parks, and playgrounds where children can play and families can gather. I also hope to see improvements in infrastructure, such as well-maintained sidewalks and bike lanes, making it easier and safer for residents to get around.

Overall, I believe that Little Village has the potential to become a thriving community where families can grow and thrive.”

As a dense neighborhoods in Chicago, the environment, infrastructure, and green space of Little Village is crucial to the well-being of the community.

The framing of this Pillar as Environment and Infrastructure from Green Space and Recreation in 2013 is the result of ten years of growth, direct community feedback, and input from those working in this field. Highlights of this growth include ample green space improvements, newly activated recreational spaces programmed for youth and families, and more community gardens. There is also a growing public consciousness around environmental hazards and public policies to address environmental and infrastructure concerns, like lead service line replacement work and the Illinois Climate and Equitable Jobs Act. In Little Village, less than 2% of the neighborhood is open space with only 1.6 acres of accessible park space per 1,000 residents, with the target being at least 4 acres. Industrial areas make up over 16% of

Little Village • South Lawndale Quality of Life Plan

land use in the neighborhood, higher than in other community areas. Environmental threats include air pollution mostly from the industrial corridor, water contamination in homes and in the river, brownfield redevelopment, and the overall effects of climate change. There are health, safety, and cultural implications to these challenges. Improving infrastructure, tackling environmental hazards, and increasing access to green spaces can improve health outcomes, preserve community identity, and create safer public spaces.

The goals and strategies in this Pillar work toward the vision for a safe, thriving, health community.

They span large-scale environmentally sustainable infrastructure projects, public policy advocacy, community collaboration and stewardship, and beautification efforts. Young people specifically called for pools, volleyball courts, dog parks, and more trees and flowers to bring joy and a better quality of life.

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Green Space

DATA SOURCE: CMAP Land Use Inventory, CMAP Park Access Layer 2015 and 2018

Land Use, Acres

1.6

Accessible Park Acreage per 1,000 Residents in South Lawndale

SOUTH LAWNDALE Single-Family Residential Multi-Family Residential Commercial Industrial Institutional Mixed Use Transportation and Other

2.4

Accessible Park Acreage per 1,000 Residents in Chicago

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Agricultural Open Space Vacant

8% 15% 4% 16% 11% 2% 36% 0% 2% 8%

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These assets and challenges were compiled from community input throughout the planning process.

Assets • • • • •

Walkability Planning Initiatives Growing Community Awareness Recreational Spaces and Programs Community Gardens

Challenges • • • • • • • •

Industrial Corridor Public Policies Funding for Environmental Enforcement and Improvement Public Political Participation Health Hazards and Concerns Effects of Climate Change Access to Nature and Programmed Green Spaces Air and Water Quality

Key Intersections with Other Pillars All eight Pillars of this plan are interconnected and interdependent. This diagram highlights the most prominent intersections for this Pillar and previews opportunities for cross-collaboration included in the implementation section.

Health

Safety

Environment + Infrastructure Arts + Culture

“Everything we need is available in Little Village - stores, schools, clinics, pharmacies, hospitals, and restaurants.”

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Vision Our vision for the environment and infrastructure in Little Village is an accessible, safe, thriving, and healthy community.

Our vision encompasses a holistic approach inspired by the natural world that fosters public well-being, connectivity, and pride among residents. We aim to transform the built environment to create safe public and green space, areas for recreation, transportation, and environmentally sustainable infrastructure.

Goal 1

Enhance Neighborhood Connectivity with Multimodal Streets and Pathways STRATEGIES A. Create street lighting and beautification for better walkability and safety.

KEY AREAS INCLUDE:

- tree planting - trimming and landscaping - street furniture - better lighting without contributing to light pollution B. Improve maintenance of streets and alleys.

KEY AREAS INCLUDE:

- potholes - use of 311 function to report complaints - rodent control - garbage disposal C. Improve safety for pedestrians, cyclists, and motorists.

KEY AREAS INCLUDE:

- traffic calming strategies such as speed bumps and raised crosswalks - protected bicycle lanes - enforced routes for freight vehicles - traffic studies from the Chicago Department of Transportation

Little Village • South Lawndale Quality of Life Plan

D. Improve accessibility infrastructure.

KEY AREAS INCLUDE:

- special needs for children and seniors - mobility justice practices - curb cuts and sidewalk improvements

Goal 2

Prioritize Environmentally Sustainable and Healthier Buildings STRATEGIES A. Incorporate environmentally sustainable building practices into rehabilitation of buildings and new construction.

KEY AREAS INCLUDE:

- homes - public buildings - businesses

B. Incorporate health-related improvements for air, water, and light in existing buildings and new developments.

KEY AREAS INCLUDE:

- ventilation - air purifiers - natural light - non toxic paint - lead service line replacement - water filters

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Goal 3

Improve Access and Amenities at Recreational Facilities and Create New Spaces for Recreation STRATEGIES A. Sustain and increase support for existing facilities and recreational programming.

B. Increase access to buildings for recreational programming.

KEY AREAS INCLUDE:

- schools - churches - libraries - parks

C. Enhance existing recreational facilities.

KEY AREAS INCLUDE:

- back yards greening efforts - permeable areas - multi-generational gardening programs B. Increase access to the river.

KEY AREAS INCLUDE:

- safe pathways - gateways - plazas - extended river taxi routes and services C. Add trees, native plants, and flowers in any available spaces.

KEY AREAS INCLUDE:

- streets - back yards - schools - parks

KEY AREAS INCLUDE:

- proper maintenance - beautification efforts - increased shade - resting spaces, - advocacy for local autonomy for park programs, facilities, and budgets D. Create new outdoor recreation areas.

KEY AREAS INCLUDE:

- repurposed paved areas - green spaces in schools - playgrounds and play lots E.

Increase access to pools.

KEY AREAS INCLUDE:

- remodeling pools - dditional hours at existing pools - new pool facilities

Goal 4

Increase Green Space and Access to Nature STRATEGIES A. Promote green spaces in homes, businesses, industrial areas, and new developments.

Little Village • South Lawndale Quality of Life Plan

Goal 5

Improve Air, Water, and Land Quality STRATEGIES A. Coordinate efforts to reduce air pollution.

KEY AREAS INCLUDE:

- freight truck diesel emissions - manufacturing waste - transportation pollution - increased use of electric vehicles B. Ensure residents have access to clean water.

KEY AREAS INCLUDE:

- lead-free drinking water - lead service line replacement - clean river water for recreational use - water pollution from surrounding industry C. Coordinate efforts to remediate contaminated land.

KEY AREAS INCLUDE:

- brownfield redevelopment Identify and advocate for equitable and sustainable environmental policies and enforcement.

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KEY AREAS INCLUDE:

- Climate and Equitable Jobs Act Coordinate public health initiatives to respond to environmental hazards.

KEY AREAS INCLUDE:

- asthma clinics - lead testing - infrastructure improvements - public awareness campaigns

Goal 6

Enhance Community Identity and Collaboration STRATEGIES A. Increase residents’ self-advocacy and leadership to steward environmental and infrastructure improvement efforts.

Collaborate on land use to meet economic and environmental goals.

KEY AREAS INCLUDE:

- zoning changes - industrial corridor modernization - coordination with city departments

Pillar-Level Metrics 1.

2.

3.

4.

Environmental index score Number/percent of safe, clean, and accessible spaces and pathways in LV (disaggregate by location type, sidewalks, streets, parks) Water and air quality reports Number of collaborative advocacy and action efforts by organizations and residents (community survey)

Create collaborative initiatives between organizations and residents to encourage community identity and beautification efforts in business, commercial, residential, and green corridors.

KEY AREAS INCLUDE:

- branding - community gateways - community clean-up days Support local not-for-profit organizations’ ownership of community assets and new developments.

KEY AREAS INCLUDE:

- purchasing land - building out spaces - maintenance to retain buildings B. Create culturally relevant spaces and programming to enhance safety and community identity.

KEY AREAS INCLUDE:

- new plazas - festivals - parades - public art

Key Local Partners The following organizations, institutions, and collaboratives were identified throughout the process as active partners located within the community that have direct initiatives in this pillar. List of collaborative memberships can be provided by the convening entity.

Beyond the Ball City of Chicago

Marshall Square Resource Network Latinos Progresando

Enlace Chicago

Mercado De Colores

Foundation of Little Village

National Museum of Mexican Art / Yollocalli Arts Reach

Little Village Chamber of Commerce Little Village Environmental Justice Organization (LVEJO)

Violence Prevention Collaborative Public Space Committee

Local Elected Officials

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Art + Culture Economic Development Education Environment + Infrastructure

Health Housing Immigration Safety

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Health Little Village • South Lawndale Quality of Life Plan

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Health “I want a community that embraces mental health by making it easier to access services.”

Little Village has many community health assets, resources, and institutions that strengthen the well-being of the neighborhood. The formation of PAES (Promoviendo, Abogando, y Educando por la Salud) in 2015 to implement the health goals of the 2013 Quality of Life Plan has been a huge boost to the community’s health and wellness. The Community Health Workers, or promotoras de salud, offer culturally competent and bilingual support in the form of training, professional development, peer support and health advocacy. The community health assets were instrumental when South Lawndale experienced some of the highest case numbers, deaths, and exacerbated inequities during the Covid-19 pandemic in 2020. Community partners, hospitals, and community health clinics came together to coordinate emergency funds, testing, vaccination, food distribution, and critical resources.

green space. People of all ages, and young people in particular, expressed a desire for mental health support and access to services, particularly to address effects of violence, anxiety, and depression.

The community has established models for care, proven ability for collective action, and the experience and expertise needed to take on these challenges and improve the health and well-being of all residents.

Access to insurance and healthcare services has been a persistent challenge and a focus of advocacy and on-the-ground work. The rate of insured adults consistently hovered at 35%, but a recent Illinois bill allowing adults without legal status to access health insurance, along with monumental community efforts, helped raise that to 82%. However rollbacks to the program threaten this remarkable gain.

Additional health challenges include high chronic illness and chronic mortality rates, access to necessary services, and insufficient and inflexible healthcare funding. Community feedback also highlighted the needs for coordinated referrals, affordable healthy food, improved air and water quality, and access to

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Healthcare Access

DATA SOURCE: CDPH (Healthy Chicago Survey) 2021-22

Chronic Illness Prevalence

25% SOUTH LAWNDALE Adult Diabetes Rate

11% CHICAGO

71%

40% SOUTH LAWNDALE Adult Obesity Rate

Adults with a primary care provider

34% CHICAGO

Food Access Easy Access to Fruits and Vegetables

30% SOUTH LAWNDALE 61% CHICAGO

Healthy Behaviors Adult Fruit and Vegetable Servings Rate

29% SOUTH LAWNDALE 31% CHICAGO 50% SOUTH LAWNDALE

Adult Physical Inactivity

26% CHICAGO Little Village • South Lawndale Quality of Life Plan

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These assets and challenges were compiled from community input throughout the planning process.

Assets • • • • • • • •

Vital Community Resources Schools, Community Health Clinics, and Hospitals Established Programs and Initiatives Nutritional Education Locally Sourced Produce and Community Gardens Community Collaboration Cultural Competency, Experience, and Expertise Community Health Workers and Promotoras de Salud

Key Intersections with Other Pillars All eight Pillars of this plan are interconnected and interdependent. This diagram highlights the most prominent intersections for this Pillar and previews opportunities for cross-collaboration included in the implementation section.

Safety Education

Health

Challenges • • • • • • • • • • •

Violence and Gang Activity Youth Mental Health Healthcare Services and Insurance Access and Equity Bicultural and bilingual healthcare providers Mental Health Stigma and Continual Trama Chronic Disease More Health and Nutrition Programs Healthcare Affordability and Funding Environmental Health Risks Air and Water Quality Lack of Green Spaces

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Environment + Infrastructure

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Vision We embrace a culture of health where all community members have access to physical, mental, economic, social, environmental, and spiritual well-being. Our vision is for equitable, comprehensive, holistic, and culturally-based practices that address the diverse needs for physical health, mental health, and well-being of the community throughout our lifespan.

Goal 1

Goal 2

STRATEGIES A. Promote and support active lifestyles to reduce chronic health issues like obesity and diabetes.

STRATEGIES A. Strengthen the pipeline of culturally knowledgeable and bilingual healthcare workers from the community.

Promote a Healthy Lifestyle

KEY AREAS INCLUDE:

- education and programs accessible for all residents B. Prioritize preventive care to mitigate health issues getting to a chronic level.

KEY AREAS INCLUDE:

- decreased tobacco and alcohol use - infusing health information and resources into frequently attended spaces such as festivals, grocery stores, and churches C. Encourage and offer better culturally-relevant nutrition and healthy food options.

KEY AREAS INCLUDE:

- access and selection of local healthy food options - community gardens - decreased consumption of sugary drinks

Improve Health Services and Accesss

KEY AREAS INCLUDE:

- promotoras de salud - coordination with local clinics and hospitals for internships and employment B. Identify, develop, and promote low-cost and community-based health services for residents who are uninsured, individuals with an undocumented status in the US, and asylum seekers.

C. Incorporate a trauma-informed, person-centered, and family friendly care approach to health services.

D. Increase dual language health literacy to support informed health care decisions, specifically for providers, support teams, caregivers, and residents.

D. Increase youth-centered health programs for young people, their caregivers, and educators.

KEY AREAS INCLUDE:

- teen dating - healthy sexual relationships - reducing teen pregnancies - social and emotional development - harm reduction

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Goal 3

Create an Environment that Promotes Health STRATEGIES A. Identify, advocate for, and implement opportunities and policies to improve water and air quality.

B. Improve existing recreational facilities, build new ones, increase green spaces, and provide accessible programming.

KEY AREAS OF FOCUS INCLUDE:

- a new pool and volleyball courts C. Create a more walkable community with safe, clean, tree-lined, and well-lit streets.

D. Promote housing options that are affordable and without health hazards.

E.

Support local leadership and employment opportunities for environmental stewardship efforts through educational and professional development opportunities.

Goal 4

Improve Health-Related Collaboration and Communication STRATEGIES A. Build on recent pandemic response coalitions including schools, community leaders, health institutions and not-for-profits to coordinate health services in the community.

B. Expand on existing efforts to develop a system of local health services for service providers and organizations to use for referrals.

C. Ensure well-prepared and timely wrap-around services for individuals and families experiencing health crises and emergencies.

Little Village • South Lawndale Quality of Life Plan

D. Enhance Community Health Workers model to disseminate information quickly in English and Spanish, including information on mental health, from trusted sources.

E.

Build a collective policy agenda and collaboratively advocate for: a.

health insurance for all, particularly those without legal status in the US b. flexible funding for services for residents, especially individuals with low incomes, lack of insurance, without legal status in the US, and asylum seekers c. emergency funds to address unforeseen community-wide needs and circumstances

Goal 5

Prioritize Mental Health and Services STRATEGIES A. Increase awareness to decrease the stigma of mental health.

KEY AREAS INCLUDE:

- incorporating programs which support mental health in schools and with established and trusted community-based organizations B. Expand preventative care and early stage interventions for mental health.

KEY AREAS INCLUDE:

- provide social and emotional development programs adequate for people from birth through adulthood C. Develop age-appropriate mental health programs and services for youth and their caregivers.

KEY AREAS INCLUDE:

- prevention - self-care - substance abuse - psychoeducation - awareness of gender-based violence

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D. Expand and promote existing programs, resources, and healthcare services for seniors and their caregivers.

KEY AREAS INCLUDE:

- promoting PACE’s programs and services - celebrating seniors in the community - addressing depression in the elderly E.

Create a community-wide healthy self-care awareness campaign.

KEY AREAS INCLUDE:

- health and social service providers - teachers, and other direct service community partners

Key Local Partners The following organizations, institutions, and collaboratives were identified throughout the process as active partners located within the community that have direct initiatives in this pillar. List of collaborative memberships can be provided by the convening entity.

Access Health Alivio Medical Center City of Chicago Cocina Rx CommunityHealth Enlace Chicago

Pillar-Level Metrics 1.

2.

3.

4.

5.

6.

Access to health insurance/rate of uninsured Rate of increase of healthcare service and program participation (separated by physical health and mental health) in program by year (collating participation data) Increase in physical activity Rate of psychological distress Number of community members involved in holistic health programs (community survey) Reports of satisfaction with healthcare services (community survey)

Erie Neighborhood House Esperanza Health Centers Jorge Prieto Clinic Lawndale Christian Health Centers Lincoln Park Zoo Little Village Environmental Justice Organization (LVEJO) Local Elected Officials Local Schools Marshall Square Resource Network Latinos Progresando Mercado de Colores New Life Centers Pilsen Wellness Center Project Vida Promoviendo, Abogando y Educando por la Salud (PAES) Sinai Chicago St. Anthony Hospital Xquina Project

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Art + Culture Economic Development Education Environment + Infrastructure Health

Housing Immigration Safety

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Housing Little Village • South Lawndale Quality of Life Plan

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Housing “I am a long time Little Village resident with my parents but I can’t afford a home in Little Village. If I do buy a home outside Chicago, all my tax dollars goes elsewhere and not the community I was born and raised in.”

Little Village is a desirable place to live and raise a family and has many multigenerational households.

The welcoming culture, unique heritage and traditions, high walkability, access to transportation, and abundant local businesses contribute to residents’ desire to live in Little Village. Local organizations are also increasingly putting efforts toward advocacy, support, resources, and assistance for renters, homebuyers, and homeowners. These efforts have led to an increase in homeownership up to 40% of occupancy, a reduction in vacant housing, and an increase in new housing built.

meets their needs, builds wealth, is free from health hazards, and preserves community character.

Securing stable, affordable housing, both in rental units and for homeownership, continues to be a main challenge however. There are increasing housing costs and property taxes, potential health hazards from substandard housing, and concerns about community safety. Most critically, 47% of the community is burdened by housing, compared to 39% of the city, spending more than 30% of their income on rent or mortgage and utilities. The goals and strategies in this Pillar recognize the need for an intentional, dedicated effort to establish an infrastructure and build capacity for a community-wide in-depth housing plan with a focus on more affordable and accommodating rental housing units and homeownership options. The vision of this Pillar names safe and stable housing as a fundamental right, as everyone should have access to quality housing that

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Housing Occupancy

DATA SOURCE: Census Bureau (ACS) 2017-21

SOUTH LAWNDALE Owner occupied Renter occupied

CHICAGO

41% 46% 59% 54%

Housing Stock

1932 Median year built

Vacant housing units

5.3

Median number of rooms

10% SOUTH LAWNDALE 11% CHICAGO

Housing Costs Housing cost burden

47% SOUTH LAWNDALE 39% CHICAGO 2023

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These assets and challenges were compiled from community input throughout the planning process.

Assets • • • • • •

Strong Community Organizations and Advocacy Sense of Community and Belonging Committed Residents Local Government Initiatives and Affordable Housing Subsidies Walkable Community Access to Public Transportation

Challenges • • • • • • • • •

High Housings Costs Affordable, Stable Housing Increased Property Taxes Resident Displacement Safety Concerns Lack of Amenities Overcrowding and Density Health Risks Housing Quality, Maintenance, and Safety

Little Village • South Lawndale Quality of Life Plan

Key Intersections with Other Pillars All eight Pillars of this plan are interconnected and interdependent. This diagram highlights the most prominent intersections for this Pillar and previews opportunities for cross-collaboration included in the implementation section.

Health

Economic Development

Housing

Environment + Infrastructure

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Vision We envision a community where safe and stable housing is a fundamental right for all residents. Our vision is to create an environment where every individual and family can access quality housing that meets their needs and supports their well-being. We see a future where housing is not a source of stress or instability but a source of comfort, security, and an opportunity to build wealth. We are committed to collaboration to strengthen housing efforts and preserve community culture and character.

Goal 1

Goal 2

STRATEGIES A. Create a strategic and comprehensive housing collaborative of diverse stakeholders.

STRATEGIES A. Educate residents on federally subsidized rental housing programs.

Create a Coordinated Effort to Address the Community’s Housing Needs

KEY AREAS INCLUDE:

- Identify interested partners and develop their capacity to have a working knowledge on housing related topics B. Develop a community-wide in-depth housing plan.

KEY AREAS INCLUDE:

- leadership work plan - securing resources and funding - building on QLP priorities

Increase the Affordability and Quality of Rental Housing Units

B. Provide educational opportunities on tenants and housing rights.

C. Advocate for affordable housing assistance programs.

KEY AREAS INCLUDE:

- all residents regardless of legal status

C. Collectively implement the housing plan starting with low-cost and high-impact initiatives.

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Goal 3

Support and Increase Homeownership STRATEGIES A. Create avenues for residents to pursue homeownership and support for existing housing coop efforts to support long-term affordability.

B. Create collaborative efforts including a homeowners association for collective advocacy, education, beautification, and impact.

C. Support homeowners with financial education.

KEY AREAS INCLUDE:

- money management - options to reduce taxes - will and estate planning - landlord best practices D. Develop homeownership education programs on home maintenance and financing for home improvements.

Goal 4

Develop New For-Sale and Rental Housing Options STRATEGIES A. Prioritize housing options for long-term residents and those who wish to return to the community.

D. Promote health-center amenities in new construction.

KEY AREAS INCLUDE:

- ventilation - natural light - materials E.

Coordinate with public and private entities to support financing for new housing options.

F.

Identify and support emergency and temporary housing options.

KEY AREAS INCLUDE:

- people experiencing unforeseen emergencies and new migrants

Pillar-Level Metrics 1.

2.

3.

4.

5.

6.

Percent of homeowners and renters Percent of people who are housed/ percent of people who are unhoused Cost burdened and severely house burdened Number of affordable housing units Number of new affordable housing units developed Increases in property tax

B. Ensure new housing is diverse in size and accessibility.

KEY AREAS INCLUDE:

- 2-3 bedroom units for larger or multi-generational households C. Ensure new housing options are affordable.

KEY AREAS INCLUDE:

- low-income households and housing for seniors

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Key Local Partners The following organizations, institutions, and collaboratives were identified throughout the process as active partners located within the community that have direct initiatives in this pillar. List of collaborative memberships can be provided by the convening entity.

Beyond The Ball City of Chicago Enlace Chicago Erie Neighborhood House LISC Chicago Little Village Housing Cooperative Local Elected Officials Neighborhood Housing Services New Life Centers Self-Help Federal Credit Union The Resurrection Project Únete

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Art + Culture Economic Development Education Environment + Infrastructure Health Housing

Immigration Safety

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Immigration Little Village • South Lawndale Quality of Life Plan

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Immigration “We need to unify to fight for immigration changes”

Little Village is an immigrant community anchored by a longstanding predominantly Mexican population.

Latino residents represent 81% of the population, with 37% of the neighborhood being foreign-born and 75% speaking Spanish at home. The community is tightly knit and centered around families, cultural preservation, unity, and resiliency. Capacity improvements and increased partnerships have increased resources, free legal services, entrepreneurship opportunities, and public policy advocacy for community members without legal status in the US and families with mixed legal status. The community has also recently mobilized to support new migrants seeking asylum by providing shelter, food, legal support, and resources to welcome and care for new migrants who face substantial, immediate, and often emergency-level challenges.

All eight Pillars of this plan have different implications and opportunities depending on the legal status of the individual. The goals and strategies in this Pillar recognize the need to support all immigrants, regardless of legal status in the US and across various lengths of time in the community. Through cross-agency collaboration and partnerships, this plan aims to establish a comprehensive support system that provides humane, trauma-sensitive, accessible, and holistic resources and services. There is also a focus on collective advocacy for comprehensive immigration reform, specifically for permanent legal status and pathways to citizenship.

When hosting platicas, small group discussions, with long-term established immigrants, asylum seekers, and those without legal status in the US, many shared a feeling of comfort with the established use of the Spanish language and the neighborhood being a home away from home. People noted children welcomed in local schools, access to free ESL classes at the libraries, and much-needed access to familiar goods and services. Immigrants still face serious challenges both at the local, everyday level and at the federal and state public policy level. These include job opportunities, access to work permits, language barriers, emergency and long-term affordable housing options, safety, affordable healthcare, and navigating educational systems.

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Immigration

DATA SOURCE: Census Bureau (ACS) 2017-21

63% Native BornX

37%

74%

population 5 yrs and older who speak Spanish at home

Foreign BornX

24% Non-CitizenX

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These assets and challenges were compiled from community input throughout the planning process.

Assets • • • • •

Existing Efforts, Advocacy, and Legal Support Cultural Richness + Resiliency Community Support Local Government Initiatives and Affordable Housing Subsidies Spirit of Entrepreneurship

Challenges • • • • • • • •

Job Opportunities Work Permits Inequality in Hiring Practices Healthcare Access and Affordability Trauma-Informed Care Community Building and Support Confidentiality Across Systems Coordination and Referrals

Little Village • South Lawndale Quality of Life Plan

Key Intersections with Other Pillars All eight Pillars of this plan are interconnected and interdependent. This diagram highlights the most prominent intersections for this Pillar and previews opportunities for cross-collaboration included in the implementation section.

Health

Economic Development

Immigration

Education

90

Vision Our vision for immigration in Little Village is a comprehensive, humane, trauma-sensitive, accessible system that fosters a welcoming community and seeks equity for all people. We envision a community where all immigrants have permanent legal status and pathways to citizenship. We aim to connect resources and enhance collaborative partnerships to amplify the action, response, education, and advocacy needed for all immigrants to thrive – whether they are new arrivals or they and their families have been in Little Village for many years.

Goal 1

Establish a Comprehensive Support System for All Immigrants that Provides Holistic Resources, Services, and Advocacy STRATEGIES A. Provide trauma-sensitive care and mental health services.

KEY AREAS INCLUDE:

- training for health service providers and mental health professionals integrated in support systems B. Identify and support economic development opportunities for individuals regardless of legal status in the US. KEY AREAS INCLUDE:

- trades - artisanship - entrepreneurship - shared resources such as co-ops and shared kitchens C. Support DACA recipients to maintain work permits, have protection from deportation, and identify a path towards citizenship.

Little Village • South Lawndale Quality of Life Plan

D. Improve and expand welcoming centers for new arrivals and provide a supportive, caring environment and essential resources.

E.

Enhance educational programs for community members on resources and services.

Goal 2

Encourage Collaboration between Immigrant-Serving Agencies and Organizations STRATEGIES A. Establish cross-agency collaboration to facilitate communication, information sharing, training, and a centralized place for referral services.

B. Develop formal agreements and partnerships to establish clear confidentiality protocols and standards across support systems.

C. Collaborate to provide affordable legal services and educational resources on immigration.

D. Create a legal defense fund for DACA, citizenship and other application fees, and deportation defense needs.

91

Goal 3

Mobilize Community to Collectively Advocate on Immigration Issues STRATEGIES A. Organize collectively and advocate for policies that make immigration services accessible to individuals of all backgrounds and statuses.

B. Support federal advocacy efforts for comprehensive immigration reform and amnesty.

Pillar-Level Metrics 1.

2.

KEY AREAS INCLUDE:

- work permit expansion for all immigrants and paths to citizenship for DACA recipients and other community members C. Engage more local organizations, not-for-profits, churches and individuals in activism through awareness campaigns and grassroots initiatives.

3.

Reports of community organizations and institutions providing culturally sensitive accommodations and services for immigrants (community survey) Percent of immigrants, and Asylum Seekers, who are actively and consistently participating in at least 6 of the 8 Pillar benefits/services (community survey) Percent of people seeking and percent of people gaining a legal immigration status through neighborhood agencies

D. Increase support for Immigration Action Rapid Response efforts during increased deportation and raid activities.

E.

Create a training curriculum for asylum seekers focused on leadership and advocacy.

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Key Local Partners The following organizations, institutions, and collaboratives were identified throughout the process as active partners located within the community that have direct initiatives in this pillar. List of collaborative memberships can be provided by the convening entity.

Beyond Legal Aid City of Chicago Enlace Chicago Erie Neighborhood House Local Elected Officials Marshall Square Resource Network - Latinos Progresando New Life Centers The Resurrection Project

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93

Art + Culture Economic Development Education Environment + Infrastructure Health Housing Immigration

Safety

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94

Safety Little Village • South Lawndale Quality of Life Plan

95

Safety “We dream of a neighborhood where we can feel safe, free from fear, and enjoy a sense of peace.”

The vision for a safe, peaceful, thriving Little Village is shared across the community. One of the strongest community assets is the collaboration among established, trusted, local organizations that has contributed to remarkable growth in community violence intervention strategies, improved and better funded street outreach programs, inclusion of mental health services and case management, connection of services to space activation, and greater coordination around domestic violence.

Notably, the Violence Prevention Collaboration is the longest-standing neighborhood collaboration, founded in 2001. Additionally, the city-wide collaboration Communities Partnering for Peace (CP4P) helped organize resources put into violence prevention, the Metropolitan Peace Academy professionalized the field of street outreach, and the Reconnection Hub connects disconnected youth ages 16 to 24 to education, employment, mental health and other services. Little Village is a recognized leader in violence prevention, with Chicago modeling its city-wide intervention strategy after local efforts.

domestic violence, emergency response times, and safety in public spaces. Young people clearly stated their dream for a neighborhood where they can feel safe, be free from fear, and enjoy a sense of peace.

Many of the solutions and strategies discussed intersected with other key Pillars. Priorities emerged around mental health support, trauma-informed care and resources, maximizing existing facilities and programs, more programmed green space, a cleaner physical environment, and educational and career opportunities. The goals and strategies in this plan focus on deepening partnerships within existing programming, expanding the impact of youth development and violence prevention programs, and increasing awareness around domestic violence.

Community dialogue and restorative practices are also specified to increase healing, peace, and connection.

In the past year, there has been a notable 33.9% reduction in violence, with fluctuations over the past 10 years. However, only 37% of the community report feeling safe, compared to 63% city-wide.

Safety was one of the primary concerns at the youth and community summits, specifically risk factors, gun-related incidents, gang activity, youth safety,

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96

Safety + Community Community Perception Community Belonging

55%

SOUTH LAWNDALE

45%

CHICAGO

Neighborhood Safety

37%

SOUTH LAWNDALE

63%

CHICAGO

Percent of adults who reported that they strongly agree or agree that they really feel part of their neighborhood.

Percent of adults who reported that they strongly agree or agree that they really feel safe in their neighborhood.

Trust Score 5.4 How much do you agree with this statement?

The police in my neighborhood treat local residents with respect.

How much do you agree with this statement?

5.4

Level of safety from 0-10

The police in my neighborhood listen to and take into account the concerns of local residents.

CDPH (Healthy Chicago Survey)

Violence Reduction 2022

-34% All Shooting Victimizations 2022 -2023

All Shooting Victimizations

2023

% Change

115 76 -34%

Fatal Shooting Victimizations

19

Non-Fatal Shooting Victimizations

96 64 -33%

12

-37%

CPD, IDPH Death Certificate Data

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97

These assets and challenges were compiled from community input throughout the planning process.

Assets • • • • • • • • •

Community Collaboration Collective Problem-Solving Activated Community Spaces Sense of Community Belonging Established and Trusted Organizations and Resources Youth Highly Valued Leadership in Violence Prevention and Intervention Holistic Approach to Addressing Violence Understanding of Root Causes

Challenges • • • • • • • • •

Mental Health Support Safety for Youth Addressing Trauma and Risk Factors for Youth Community Safety System Accountability Need for Increased Community Violence Prevention and Intervention Domestic Violence Awareness, Prevention, and Support Differing Views on and Trust in Police Better Infrastructure and Community Cleanliness

Key Intersections with Other Pillars All eight Pillars of this plan are interconnected and interdependent. This diagram highlights the most prominent intersections for this Pillar and previews opportunities for cross-collaboration included in the implementation section.

Economic Development

Health

Safety Environment + Infrastructure

Education

“I was born and raised here and plan on raising my children here. I’d love to have a safe environment where our kids can have a place to play outside and not have to worry about violence.”

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Vision Our vision for a safe and peaceful Little Village is a thriving, engaged, connected, welcoming community where everyone feels a sense of belonging. We envision a beautiful and well-maintained neighborhood with active public spaces.

We embrace dialogue and restorative practices to find common ground for people to heal, be joyful, and thrive.

Goal 1

Reduce Community Violence and Gang Activity by Enhancing Existing Community Violence Intervention (CVI) Strategies STRATEGIES A. Expand existing CVI programs and organizations.

D. Enhance CVI through deepened partnerships and intersectional efforts.

KEY AREAS INCLUDE:

- recreational spaces - domestic violence - arts and culture E.

Advocate for improved responsiveness to 911 calls and create awareness of 988 services.

F.

Increase access to mental health and trauma-informed services for those most impacted by violence.

KEY AREAS INCLUDE:

- street outreach - case management - victim services - employment - mental health - education - programs for girls and young women - space activation - youth programming B. Improve efforts in geographic areas with less services through hyper local collaboration, resource allocation, and relationship building.

C. Increase training and professional development opportunities for staff, organizational leaders, and community members.

KEY AREAS INCLUDE:

- conflict resolution - mediation - restorative justice techniques

Little Village • South Lawndale Quality of Life Plan

Goal 2

Increase Impact and Availability of Youth Development and Violence Prevention Programs STRATEGIES A. Map existing youth programs, school catchment areas, and areas of greatest needs to determine gaps in services.

B. Develop a collaborative approach to resource development and program expansion to areas of greatest need.

C. Enhance youth-led programs to include and bridge resources for parents, extended families, and community members.

99

Goal 3

Foster a Culture of Safety and Connection through Public Space Activation and Improvements to the Built Environment STRATEGIES A. Intentionally program and create new recreational and green spaces for youth and families.

B. Improve community infrastructure.

KEY AREAS INCLUDE:

- cleanliness - lighting - maintenance of public buildings and streets - increased art installations.

C. Prioritize support for and engage residents most directly impacted by immediate areas of violence.

Goal 4

Increase Awareness, Prevention, and Protections around Domestic Violence STRATEGIES A. Conduct comprehensive educational and prevention campaigns on domestic violence.

KEY AREAS INCLUDE:

- workshops - events - resources - healthy relationships - mental health - substance use/abuse - generational violence - behavioral change - breaking cycles

- legal advocacy and assistance for survivors - Violence Against Women Act education C. Improve access to trauma-informed mental health services for victims and families impacted by domestic violence.

D. Increase collaborative emergency funds available to victims and survivors on a fast and flexible basis.

E.

Increase resources for local advocacy efforts and coordination to address systemic barriers of domestic violence and the impact on families.

Pillar-Level Metrics 1.

2.

3.

4.

5.

6.

Rate of violent crimes Incidents of domestic-related violence Criminal justice involvement for youth Number of spaces reclaimed for community events/safe zones Percentage of community members reporting a sense of belonging and/or a perception of neighborhood safety Reports of experiencing joy and thriving (community survey)

B. Establish consistent support services for victims and families (immediate and extended).

KEY AREAS INCLUDE:

- safe spaces and shelters for victims of domestic violence - confidential helplines or hotlines - support group(s) sessions and counseling for victims and perpetrators

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100

Key Local Partners The following organizations, institutions, and collaboratives were identified throughout the process as active partners located within the community that have direct initiatives in this pillar. List of collaborative memberships can be provided by the convening entity.

B.A.M./Youth Guidance

10th District Police Department, Domestic Violence Officers

Beyond the Ball

Un Nuevo Despertar

Boys and Girls Club

Violence Prevention Collaborative (VPC)

Central State SER

Youth Guidance

Chicago Youth Boxing Club City of Chicago Enlace Chicago Erie Neighborhood House La Familia Unida La Villita Community Church Little Village HUB Little Village Youth Safety Network (LVYSN) Local Elected Officials Local Schools Marshall Square Resource Network - Latinos Progresando Metropolitan Family Services, Communities Partnering 4 Peace (CP4P) National Museum of Mexican Art / Yollocalli Arts Reach Neighborhood Sports Little Village New Life Centers OPEN Center for the Arts Padres Angeles Sarah’s Inn Schwab Rehabilitation Institute SGA Youth and Family Services Sinai Chicago SSA #25 Taller De José

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101

Pulaski Rd.

Western Ave.

Downtown Chicago Interstate 290

Pink Line CTA BNSF Metra

South Lawndale

Chicago River

Interstate 55 Orange Line CTA Midway International Airport

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102

Community Maps Little Village is one of the most culturally rich neighborhoods in Chicago… people are hardworking, resilient, kind individuals who contribute to society. We deserve cleaner air, affordable housing, and access to necessary resources.

Many community projects are already advancing the goals and strategies identified in the plan. The Pipeline Projects map is an overview of a number of key projects in the process of being developed. This includes spaces for arts classes, youth programming, small business incubation, cafes, community gathering space, and recreational programming. There is a focus on green space and the environment as well, with green houses, additional access to nature, and river remediation. An affordable housing ownership model is taking root across the neighborhood, and art installations and plazas are currently being planned to represent Mexican culture in Chicago. These community development projects intersect with all 8 Pillars, contributing to the improvement of the health, education, safety, economy, and environment of Little Village.

Additional maps featured in this section include an Asset Map spotlighting the diverse array of organizations and institutions within the community. Pathways and Connections maps delineate both the transportation arteries linking the community to the wider city and the internal networks created by proposed green space developments and river enhancements. Complementing these maps, illustrative renderings offer visual insights into recommended enhancements for residential and commercial corridors, as outlined in the plan.

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Community Assets Non-Profits:

1. Little Village Lawndale High School 2. Zapata Academy 3. Corkery Elementary 4. Epiphany Catholic School 5. Grace Christian Academy 6. Eli Whitney Public School 7. Ortiz De Dominguez School and Gary Elementary School 8. Little Village Academy 9. Lázaro Cardenas Elementary School 10. Cardenas Modular School 11. Cardenas Middle School 12. St. Agnes of Bohemia School 13. Farragut Career Academy IB WORLD SCHOOL 14. McCormick Elementary School 15. Madero Middle School 16. Kanoon Magnet Elementary School 17. North Lawndale College Prep 18. Our Lady of Tepeyac High and Elementary School 19. John Spry Community School 20. Maria Saucedo Scholastic Academy and Telpochcalli School 21. Hammond Elementary School 22. Latino Youth High School 23. Instituto Health Science Career Academy 24. Paul Simon Chicago Job Corps Center 25. Arturo Velasquez Institute, Richard J. Daley College 26. Carole Robertson 27. St. Augustine College

54. Beyond the Ball 55. Central States SER, Jobs for Progress Inc. 56. Enlace Chicago 57. Erie Neighborhood House 58. Latinos Progresando, Lincoln Park Zoo 59. Yollocalli Arts Reach, Little Village Boys & Girls Club 60. New Life Centers 61. OPEN Center for the Arts 62. Telpochcalli Community Education Project 63. Chicago Community Arts Group Studio 64. Chicago Youth Boxing Club, Un Nuevo Despertar 65. Food He.ro, Cocina Rx 66. Foundation of Little Village 67. Little Village Environmental Justice Organization 68. Taller de Jose 69. Universidad Popular 70. True Value Boys and Girls Club 39 71. Únete, Little Village Housing Cooperative 72. Pan de Vida Food Pantry 73. Urban Warriors

Pulaski

Schools:

37

34 57 4 3 29

53 55 35

Churches: 49

28. Good Shepherd Catholic Church (Cristo Rey Parish) 29. Epiphany Roman Catholic Church 30. St. Agnes of Bohemia Catholic Church 31. New Life Community Church Little Village 32. La Villita Community Church

46 28

5

56 6

31st St. 1

Piotrowski Park

Libraries: 47. Little Village Branch, Chicago Public Library 48. Toman Branch, Chicago Public Library Government: 49. 22nd Ward Alderperson 50. State Representative Edgar Gonzalez 51. State Senator Celina Villanueva Other: 52. Little Village Chamber of Commerce 53. Self-Help Credit Union Bank

Little Village • South Lawndale Quality of Life Plan

8 48

2

Health: 33. Saint Anthony Hospital 34. El Valor 35. Erikson Institute 36. Project Vida Wellness Center 37. Jorge Prieto Clinic 38. Access Community Health 39. Lawndale Christian Health Center 40. Lawndale Christian Fitness Center 41. St Anthony Community Wellness Program 42. Esperanza Community Resource Center 43. Esperanza Community Health Center Little Village 44. Esperanza Health Centers California 45. Sinai Chicago 46. Project Vida

40

104

73

69 59

7 5

Ogden Ave.

Kedzie

45

71

BNSF Railway

17

Douglass Park 33

26

63

21 61

32 64 9

13

47

56 19 67

66

38 52 12

36

50

65

58

Cermak 38

20

51

11

42

41

Pink Line CTA

18

16

10

22 44

70

62

68

25th St. 27

23

26th St.

43

60 31 72

14

30

27th St. 15 25

9

28th St.

La Villita Park

54

o cag

r-

e Riv

th Sou

nch

Bra

i

Ch

24

AMENITIES SCHOOLS CHURCHES MEDICAL GROCERY LIBRARY NON PROFITS GOVERNMENT/OTHER

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105

Pipeline Projects 2

Floreciedo: Little Village Center Erie Neighborhood House 2653-2659 S. Kildare Ave.

5

12

The Xquina Incubator & Cafe Little Village Foundation 3523-3525 W. 26th

The Marshall Square Plaza Project OPEN Center for the Arts Cermak & Marshall Blvd to California &

3

1 Office & Community Space Beyond the Ball 2759 S Lawndale

1

2 3

1

Piotrowski Park

26th & Kostner Park City of Chicago 26th & Kostner

8

Remediation of Collateral Channel LVEJO W 31st St and S Albany Ave

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106

11

Douglass Park

Little Village Site Renovation Carole Robertson Center 2929 W. 19th Street

& 24th Blvd

11

10 9

10 12

4 5 Yollocalli FireStation Yollocalli Arts Reach 2358 S. Whipple St.

6

La Villita Park

9

6 7 8

Community Hub, East Enlace Chicago 2329 S Troy

4

Indoor Soccer Field & Program Urban Warriors

7

Focal Point St. Anthony Hospital 31st & Kedzie

Little Village • South Lawndale Quality of Life Plan

6

Affordable Housing Cooperative The Little Village Housing Cooperative Scattered Sites

107

Pulaski

Kedzie

Land Use with Enhanced Green Pathways

31st St. Piotrowski Park

Little Village • South Lawndale Quality of Life Plan

108

Ogden Ave.

BNSF Railway Douglass Park

Pink Line CTA

Cermak

25th St. 26th St. 27th St.

h

c ran

B uth

28th St.

r-

La Villita Park

So

g

ica

Ch

ive oR

LAND USE Commercial Institutional Industrial Residential Existing Parks Proposed Green Corridor

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109

Residential Illustration

Commercial Illustration

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110

Implementation + Intersections “I dream of the community being very close to each other and helping each other out so that people who live there can thrive and be happy together. ” Implementation Structural Recommendation: A Table of Tables

The planning team crafted a structural recommendation for implementation, drawing insights from thorough analyses of existing organizations, community resources, and collaborative networks. This comprehensive approach integrates data collected throughout the planning process, particularly insights gleaned from community-based, local organizations and existing collaborative and network leads and members.

A QLP Implementation Steering Committee

Education Housing

Safety

The proposed structure revolves around a QLP Implementation Steering Committee, featuring co-chairs representing each Pillar. This committee is designed to: √√

Environment + Infrastructure

A QLP Implementation Steering Committee

Immigration

Economic Development

√√ √√

Health Arts + Culture

Little Village • South Lawndale Quality of Life Plan

√√ √√ √√

Foster the development and fortification of existing collaborations.

Address intersectionality and encourage cross-Pillar/strategy collaborations.

Ensure geographic coverage across all sectors of South Lawndale.

Provide a platform for incubating new collaborations or task forces.

Promote shared ownership and accountability.

Establish a framework for evaluation and progress tracking.

111

Flexibility & Shared Leadership

This structure embodies flexibility, enabling stewardship across the committee and among Pillars.

Moreover, it accommodates variations in the composition of the steering committee itself. Pillars with multiple existing collaborations may have more than two representatives, while emerging areas may appoint two co-chairs for participation.

Regular Convening

Sustainability is upheld through regular Pillar meetings, tailored to their respective structures and capacities, with a quarterly frequency recommended. Additionally, biannual Quality of Life Plan conferences and periodic community summits (either annual or semi-annual) are proposed for broader community engagement. The Steering Committee, alongside these regular convenings, will serve as the backbone for evaluating progress and tracking outcomes.

QLP Conference

Quarterly Meeting

Summits

Quarterly Meeting

QLP Conference

Quarterly Meeting

Quarterly Meeting

Incubation of New Collaborations

This framework facilitates the continuation of existing collaborations, enabling them to maintain their established structures, including meeting frequency, subcommittees, and leadership. Simultaneously, it fosters additional coordination and promotes deeper intersectionality. For Pillars lacking pre-existing collaborations, this structure provides an avenue for their incubation. Co-chairs can be appointed, and the structure of regular convenings allows for coordination, even if the capacity for more frequent or robust collaborative structures is limited.

Addressing Systems Level Change

The Table of Tables, also known as the QLP Steering Committee, plays a pivotal role in empowering existing collaboratives to engage government

Little Village • South Lawndale Quality of Life Plan

departments, elected officials, and external partners and resources for enhanced coordination, resource development, and accountability. Many of the goals and strategies identified necessitate systemic change, demanding a comprehensive response at the systems level. This encompasses key entities such as the Chicago Public Schools, Chicago Parks Department, Chicago Police Department and 10th District, Department of Planning and Development, Chicago Metropolitan Agency for Planning, Department of Housing, Chicago Department of Transportation, as well as the offices of district and ward elected officials.

Intersections Key points of Intersection by Pillar Goals During the analysis, it became evident that numerous goals and strategies across the Pillars exhibited similarities or duplications intentionally maintained to underscore key intersections. This deliberate redundancy aimed to spotlight areas where collaboration across Pillars is essential. Through an examination of aligned objectives and strategies, three pivotal points of intersection emerged, necessitating cross-Pillar collaboration during implementation: 1.

2.

3.

Creation and enhancement of recreational spaces and access to nature.

Improvement to mental health access and destigmatization.

Cultural preservation through preventing displacement of people, supporting local businesses and artists, and celebrating generational knowledge.

These intersectional points were identified across multiple Pillars. Notably, they were also the primary recommendations emphasized during the Youth Summit. Additionally, workforce development in trades, entrepreneurship, artisan/craft, and coop development, along with the expansion of whole-family programming and resources, were noted across Pillars.

112

Pillar Framework for Intersectionality

Central to the Quality of Life Planning process was the recognition that Pillars are inherently intersectional and interdependent, necessitating consideration of these intersections to amplify the impact of existing initiatives and collaborations.

Engaging over 2,000 community members through surveys, events, meetings, summits, and activities revealed four clear priorities: Education, Safety, Health, and Economic Development, all intrinsically intertwined. While Immigration, Housing, Environment + Infrastructure, and Arts + Culture are distinct areas of focus, they are also integral to advancing goals within these four key Pillars.

The robust, longstanding collaborations in the community concerning health, education, and safety underscore the significance of these key areas.

Moreover, economic development partners demonstrate strength and a history of planning and coordination, albeit not in a network or coalition format.

Pillars with limited organizational capacity will receive support through the Quality of Life Plan Implementation Steering Committee (also known as the table-of-tables), allowing the incubation of task forces where they are currently lacking. This structure not only enables intersectional conversations, planning, and implementation across existing Pillar collaborations but also leverages the experience and capacity of these collaborations to bolster incubated task force groups. The recommended meeting schedule and structure of the steering committee provide a framework for these groups to develop despite limited resources.

Strategy Alignment Framework

Alignment of strategies across Pillars unveils additional opportunities for intersectional collaboration within a strategic framework categorized into three advancing stages: Live, Grow, and Cultivate Community. While each stage encompasses three key strategies, there are numerous corresponding strategies fostering collaboration across Pillars. This framework development is vital for understanding intersectionality not only as Pillar areas working together towards shared goals but also as organizations aligning around specific strategy themes across all or some Pillar areas.

Emergency response and organizing and advocacy emerge as strategic themes ripe for collaboration across Pillars, facilitating coordinated community response efforts (triage, funds, referral, housing) or developing a Little Village Policy Agenda. By organizing these strategy themes into a framework, various intersectional configurations, dialogues, plans, or efforts can deepen impact and increase the capacity of developing areas of work in the community, such as housing, by connecting resources and advocacy abilities to broader, aligned efforts.

The planning process revealed four clear intersecting priority areas, with four additional areas integral to advancing quality of life.

Arts + Culture Environment + Infrastructure

Economic Development

Safety

Immigration Housing

Health Education

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Stages

Key Strategies

Included Strategies

Live

• • •

Basic Needs Programs and Services Emergency Response Intervention and Interruption

• • • • • • • • • • •

Anti Displacement Efforts Case Management City Infrastructure Domestic Violence Hotlines Domestic Violence Services Early Intervention Street Outreach Emergency Funds Emergency Housing Food Pantries Referral Coordination

• • •

Capacity Building Youth and Adult Programs Community Awareness Campaigns and Workshops

• • • • • • • • • • • • • • •

After School Programming Arts + Culture Programs & Events Community and Police Relationship Community Celebrations Family Programs and Resources Literacy Programs and Supports Networks and Collaboratives Post Secondary Home Ownership Professional Development Workforce Development Single-Pillar Collaboration Sports Based Youth Development Support for Local Artists Support Local Small Business Owners Violence Prevention Programs

Address basic, immediate needs of community members.

Grow Support the development, capacity and creativity of community members and community organizations.

•

Cultivate Community Advocate together for the long-term, legacy goals of the community in preservation, policy, systems change and the built environment.

• • •

Cultural Preservation Organizing and Advocacy Community Planning and Development

• • • • • • • • • • • • • • • • • • •

Little Village • South Lawndale Quality of Life Plan

Building of Recreational and Green Spaces Civic Engagement Community Power: Activism & Organizing Public Art Creation of Community Centers Criminal Justice Reform & Policing Cross-Pillar Collaboration Development of Housing Options Land-use and Built Environment Changes Landmarks and Historic Preservation Large-scale Festivals and Parades Pillar Relevant Policy Policy Change or Generation Dual Language Preservation of Housing Affordability Systems Level Anti Displacement Efforts Immigration Reform and Amnesty Generational Wealth Building Systems Level Environmental Changes

114

Evaluation + Metrics Overview Evaluation Plan

The evaluation of the Quality of Life Plan implementation and impact will be a mixed methods evaluation. A process evaluation and an outcome evaluation will be conducted. The purpose of a process evaluation is to support and improve the implementation of the plan. The purpose of the outcome evaluation is to measure change.

Outcome Evaluation

The evaluation of outcomes for the QLP will focus on the programs and policies, systems, and environmental (PSE) change.1 The focus will be on multiple levels, depending on the Pillar goals and strategies, including program and staff capacity, participation and participant outcomes, policy and systems shifts, and changes in the environment and infrastructure, all leading towards population or neighborhood-level change. Each pillar has goals and strategies at different levels, from community members to organizations or systems, for examples.

The program level data collection will focus on organizational capacity, programmatic changes and enhancements, and participation in programming and participant experience in and with the program.

The policy-level focus will look at the change in policies or creation of new policies as well as behavioral, decision, and mindset shifts in policymakers.

The systems level will focus on systems change or systems development. The environmental level will focus on shifts in the physical environment, be it natural or human-made.

It is recommended that each Pillar collaborative start with developing a logic model when focusing on behavior change (e.g. health behaviors), or a theory of transformation when focusing on systems development (e.g. immigration). These tools will allow for common focuses and guide collective and cohesive action, as well as define when to expect to see which types of changes (e.g. short-term and long-term changes).

The evaluation questions driving the outcomes examination are: •

To what extent are the goals being achieved (short- to intermediate-term outcomes)?

- What are the barriers that are getting in the way of progress?

- What are success factors that are supporting progress?

- What successes are happening along the way?

•

How are macro-level community dynamics changing in each Pillar area (long-term, population/neighborhood-level outcomes)?

- What external or situational factors are affecting desired change?

- What successes arise as a result of the work? What are the causes?

While data collection can be applied to all Pillars and streamlined in some cases, there will need to be unique and more tailored data collection approaches depending on Pillar goals. The data collection methods can be shaped per goal/strategy and include the pillar-level metrics. Each Pillar collaborative will choose the level and timing that is appropriate for their path and stage in implementing the plan.

1

A theory of transformation is a set of theories of change focused on different elements of an issue or system knitted together to apply to the system as a whole.

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115

Outcome Evaluation Matrix Evaluation Focus

Key informant interviews

Focus groups

Surveys

Secondary data

Tracking tools

Rubric

Program Program enhancements (trauma-informed, culturally responsive)

X - representatives of programs

X – program staff Baseline/pre and Biannually

Annually

Program participation

X - representatives of programs

X – program participant

Annually

Annually

X – from participating organizations’ existing data Baseline/ pre-program Semiannually

Policy Policy changes

X – news, reports from policy makers

X Annually

Baseline/pre-program + at 3 and 5 years

Policy actions/ decisions

X Annually

Systems Systems changes

Systems development

X – system and network representatives at 3 and 5 years

X

X

Baseline/pre-program and at 3 and 5 years

At 3 and 5 years

X – organizations, participation data at 3 and 5 years

Environment Improvements in natural environmental

X – environmental index At 4 years

Improvements in infrastructure

X – organizations’ data Biannually

Population/neighborhood-level change Population/Pillar level changes

X Biannually

Little Village • South Lawndale Quality of Life Plan

X – community survey

X – relevant existing data

Baseline/pre-program and at 3 and 5 years

Baseline/pre-program and at 3 and 5 years

116

Process Evaluation As part of the process evaluation, two different processes will be assessed and supported for improvement: • •

The process and functioning of the collaborations and overarching Pillar community The implementation of the plan

The process evaluation questions include: •

How are collaborative partners working together? How are relevant collaboratives working together (across silos)?

- How is information and communication flowing among the partners?

- What are the successes in working together? What are the barriers in working together?

•

To what extent are networks/partners implementing the plan as designed?

- How is the community being engaged or how are community members participating in the services offered?

Evaluation questions

Key informant interviews

Document review

Coalition assessment

How are collaborative partners working together?

How are relevant collaboratives working together (across silos)?

X – organizational/ collaborative representatives

X (e.g., Wilder Collaboration Factors Inventory)

Annually

Annually

To what extent are networks/partners implementing the plan as designed?

How is the community being engaged or how are community members participating in the services offered?

Focus groups

X Semiannually

X – organizational representatives Semiannually

X – meeting notes/ attendance Semiannually

Little Village • South Lawndale Quality of Life Plan

X (additional questions added to focus on community engagement) Annually

Tracking/process evaluation tool

X – community member representatives

X Semiannually

X Semiannually

Annually

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Metrics Overview ARTS + CULTURE Goals

Pillar-Level Metrics

Support Existing Initiatives and Organizations and Create New Collaborations

1.

Support Local Artists

2.

Increase Resident Engagement in Artistic and Cultural Traditions

3.

Support Existing and Create New Public Art Spaces

4.

Collaborations (collaboratives and/or collective actions) of arts + culture organizations and other types of organizations Philanthropic and governmental funding invested in the arts (artists, art businesses) in LV by year Number of organizations (nonprofits) and institutions (schools, government) incorporating cultural teaching and ceremony (community survey) Cultural festivals by year

ECONOMIC DEVELOPMENT Goals

Pillar-Level Metrics

Support Local Businesses, Entrepreneurs, and Emerging Entrepreneurs

1.

Expand Workforce Development Programs

2.

3.

4.

Increase Access to Capital and Opportunities Support Mechanisms for Wealth Building

Little Village • South Lawndale Quality of Life Plan

5.

6.

Number of new and existing businesses owned by residents of LV and years in business Number of commercial vacancies Employment rate Reported commitment to stay in Little Village (community survey) Average household and per capita income Poverty rate by year

118

EDUCATION Goals

Pillar-Level Metrics

Improve Early Childhood Education Quality, Access, and Utilization

1.

Develop Connected and Engaged School Communities for Youth and their Families

2.

3.

4.

5.

6.

Enhance Support for Students at Critical Educational Transitions and Milestones Create Robust Lifelong Learning Opportunities and Enhance Adult Education and Career Development Programs

7.

Number of available slots and percentage of utilization in early childhood education programs 3rd grade literacy proficiency 8th grade math proficiency High School literacy and math proficiency High school graduation rates Rates of college entrance, retention, and completion Number of promotions/enhanced job placements (community survey)

Strengthen Learning through Collaboration and Shared Resources

ENVIRONMENT + INFRASTRUCTURE Goals

Pillar-Level Metrics

Enhance Neighborhood Connectivity with Multimodal Streets and Pathways

1.

2.

Prioritize Environmentally Sustainable and Healthier Buildings Improve Access and Amenities at Recreational Facilities and Create New Spaces for Recreation Increase Green Space and Access to Nature

3.

4.

Environmental index score Number/percent of safe, clean, and accessible spaces and pathways in LV (disaggregate by location type, sidewalks, streets, parks) Water and air quality reports Number of collaborative advocacy and action efforts by organizations and residents (community survey)

Improve Air, Water, and Land Quality Enhance Community Identity and Collaboration

Little Village • South Lawndale Quality of Life Plan

119

HEALTH Goals

Pillar-Level Metrics

Promote a Healthy Lifestyle

1.

2.

Improve Health Services and Access Create an Environment that Promotes Health Improve Health-Related Collaboration and Communication

3.

4.

5.

Prioritize Mental Health and Services

6.

Access to health insurance/rate of uninsured Rate of increase of healthcare service and program participation (separated by physical health and mental health) in program by year (collating participation data) Increase in physical activity Rate of psychological distress Number of community members involved in holistic health programs (community survey) Reports of satisfaction with healthcare services (community survey)

HOUSING Goals

Pillar-Level Metrics

Create a Coordinated Effort to Address the Community’s Housing Needs

1.

2.

Increase the Affordability and Quality of Rental Housing Units

3.

4.

5.

Support and Increase Homeownership Develop New For-Sale and Rental Housing Options

Little Village • South Lawndale Quality of Life Plan

6.

Percent of homeowners and renters Percent of people who are housed/percent of people who are unhoused Cost burdened and severely house burdened Number of affordable housing units Number of new affordable housing units developed Increases in property tax

120

IMMIGRATION Goals

Pillar-Level Metrics

Establish a Comprehensive Support System for All Immigrants that Provides Holistic Resources, Services, and Advocacy

1.

Encourage Collaboration between Immigrant-Serving Agencies and Organizations

2.

Mobilize Community to Collectively Advocate on Immigration Issues

3.

Reports of community organizations and institutions providing culturally sensitive accommodations and services for immigrants (community survey) Percent of immigrants, and Asylum Seekers, who are actively and consistently participating in at least 6 of the 8 Pillar benefits/services (community survey) Percent of people seeking and percent of people gaining a legal immigration status through neighborhood agencies

SAFETY Goals

Pillar-Level Metrics

Reduce Community Violence and Gang Activity

by Enhancing Existing Community Violence Intervention (CVI) Strategies

1.

2.

3.

4.

Increase Impact and Availability of Youth Development and Violence Prevention Programs Foster a Culture of Safety and Connection through Public Space Activation and Improvements to the Built Environment

5.

6.

Rate of violent crimes Incidents of domestic-related violence Criminal justice involvement for youth Number of spaces reclaimed for community events/safe zones Percentage of community members reporting a sense of belonging and/or a perception of neighborhood safety Reports of experiencing joy and thriving (community survey)

Increase Awareness, Prevention, and Protections around Domestic Violence

Little Village • South Lawndale Quality of Life Plan

121

DATA SOURCES A Better Chicago Youth Opportunity Dashboard City of Chicago Violence Reduction Dashboard City of Chicago Mural Registry Chicago Data Portal Community and Economic Development Chicago Department of Public Health Covid-19 Dashboard

Little Village • South Lawndale Quality of Life Plan

Chicago Health Atlas - South Lawndale Chicago Metropolitan Agency for Planning - South Lawndale Community Data Snapshot DePaul University Institute for Housing Studies South Lawndale Rob Paral Chicago Data To&Through Project, University of Chicago

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Little Village • South Lawndale Quality of Life Plan

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Little Village • South Lawndale Quality of Life Plan Plan Comunitario de La Villita Little Village • South Lawndale Quality of Life Plan

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