Little Village / South Lawndale Quality of Life Plan

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

Little Village Chamber of Commerce

Jennifer Aguilar

National Museum of Mexican Art / Yollocalli Arts Reach

Vanessa Sanchez

Instituto del Progreso Latino Dr. Yvonne Lau

Latinos Progresando

Luis Gutierrez

LISC Chicago

Jaime Arteaga

New Life Centers of Chicagoland

Matt DeMateo

OPEN Center for the Arts

Omar Magaña

Robert R. McCormick Foundation

Katya Nuques

Little Village

Sinai Chicago Raúl García

Telpochcalli Community Education Project

Maria Velazquez

22nd Ward Alderperson

Michael D. Rodriguez

Richard J. Daley College - Arturo

Velasquez Institute

Alicia J. Rodriguez

United Way of Metro Chicago

Ariadna DeGrange and Mariela Estrada

• South Lawndale Quality of Life Plan

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

Beyond the Ball

Carole Robertson

Central States SER, Jobs for Progress Inc.

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

Enlace Chicago

Erie Neighborhood House

Erikson Institute

Esperanza Health Centers

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

National Museum of Mexican Art / Yollocalli Arts Reach

New Life Centers

OPEN Center for the Arts

Pilsen Wellness

Richard J. Daley CollegeArturo Velasquez Institute

Robert R. McCormick Foundation

Self-Help Federal Credit Union

Sinai Chicago

St. Anthony Hospital

St. Augustine College

State Representative

Edgar Gonzalez

State Senator Celina Villanueva

Taller de Jose

Telpochcalli Community Education Project

Toman Branch Library

The Resurrection Project

The To&Through Project, University of Chicago

22nd Ward Office

Un Nuevo Despertar

Únete

United Way of Metro Chicago

Universidad Popular

Urban Warriors

Villarte

This plan was made possible by the generous contributions of This process was convened by

Planning Team: 3e.Studio

Rosa Y. Ortiz AICP, LEED AP Principal Planner

Docia Buffington Community Development Specialist

Little Village

Sarah Atlas Planner / Project Manager

Andrea Guzman Outreach Coordinator

Under the leadership of Co-Executive Directors

Cesar Nuñez and Marcela Rodriguez

Evaluation Consultants

BECOME

Gabriela Garcia, PhD and Dominica McBride, PhD

Graphic Design

CAMPA DESIGN Maps Canopy Architecture + Design

• South Lawndale Quality of Life Plan

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

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.

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

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.

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

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-

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.

Pillars

Arts + Culture

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.

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

Economic Development

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.

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

Education

Arts & Culture

Economic Development

Safety

Economic Development

Education

Environment +

Infrastructure

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

Housing

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

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 Environment

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

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

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. Creation and enhancement of recreational spaces and access to nature.

2. Improvement to mental health access and destigmatization.

3. 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.

• 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.

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.

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.

2013 Quality of Life Plan Milestones and Community Level Change

ARTS + CULTURE

Implementation

• 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

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

Community Level Change

3+

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

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

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

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

Community Level Change

High school graduation rate 2013-2023: 78% 84%

• College enrollment rate 2013-2023: 46% 64%

Community Level Change

7

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

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

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

• Higher COVID vaccination sequence completion rates than the city average

Community Level Change

• 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

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

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

Community Level Change

Increase in local and free legal service providers: 1 3

Community Level Change

-34%

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

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 Violence Prevention Collaborative Neighborhood Sports Little Village Marshall Square Resource Network Little Village Youth Safety Network

Little Village Education Collaborative Promoviendo, Abogando y Educando por la Salud (PAES) Little Village Reconnection Hub

Education Health Immigration Housing Safety Education Health Economic Development

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

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.”

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

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.

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

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.

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.

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

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.

The Little Village Community continued

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.

One-on-One Meetings

Community Events

Survey 1

Survey 2

Platicas Summits

Steering Committee and Advisory Group Meetings

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.

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%)

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

Survey Participant Information

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.

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

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.

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.

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.

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-

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.

Arts + Culture

Education

Economic Development

Environment + Infrastructure

Health

Housing

Immigration

Safety

Arts + Culture

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.

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,

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

DATA SOURCE: Chicago Mural Registry (ACS) 2023

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.

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

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

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. 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.

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

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.

Goal 3

Increase Resident Engagement in Artistic and Cultural Traditions

STRATEGIES

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

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.

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

Goal 4

Support Existing and Create New Public Art Spaces

STRATEGIES

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

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

Pillar-Level Metrics

1. Collaborations (collaboratives and/or collective actions) of arts and culture organizations and other types of organizations

2. Philanthropic and governmental funding invested in the arts (artists, art businesses) in LV by year

3. Number of organizations (nonprofits) and institutions (schools, government) incorporating cultural teaching and ceremony (community survey)

4. Cultural festivals by year

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

Art + Culture

Economic Development

Education

Environment + Infrastructure

Health

Housing

Immigration

Safety

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.

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

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.

Digital

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

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

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.

“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.”

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

Support Local Businesses, Entrepreneurs, and Emerging Entrepreneurs

STRATEGIES

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

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

Goal 2

Expand Workforce Development Programs

STRATEGIES

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

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

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.

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.

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. Number of new and existing businesses owned by residents of LV and years in business

2. Number of commercial vacancies

3. Employment rate

4. Reported commitment to stay in Little Village (community survey)

5. Average household and per capita income

6. Poverty rate by year

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

Art + Culture

Economic Development

Education

Environment + Infrastructure

Health

Housing

Immigration

Safety

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.

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

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.

DATA SOURCE: Census Bureau (ACS) 2017-21

DATA SOURCE: The To&Through Project, University of Chicago

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

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

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 Health

Education

Economic Development

Environment + Infrastructure

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.

Vision Goal 1

Improve Early Childhood Education Quality, Access, and Utilization

STRATEGIES

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

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.

Goal 2

Develop Connected and Engaged School Communities for Youth and their Families

STRATEGIES

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

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

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

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

F. 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.

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

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.

Pillar-Level Metrics

1. Number of available slots and percentage of utilization in early childhood education programs

2. 3rd grade literacy proficiency

3. 8th grade math proficiency

4. High School literacy and math proficiency

5. High school graduation rates

6. Rates of college entrance, retention, and completion

7. Number of promotions/enhanced job placements (community survey)

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

Little Village Education Collaborative (LVEC)

Local Elected Officials

Local Libraries

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

Art + Culture

Education

Economic Development

Environment + Infrastructure

Health

Housing

Immigration

Safety

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

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.

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.

Environment + Infrastructure Health

Arts + Culture Safety

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

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

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

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:

- 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.

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

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.

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.

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

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. Environmental index score

2. Number/percent of safe, clean, and accessible spaces and pathways in LV (disaggregate by location type, sidewalks, streets, parks)

3. Water and air quality reports

4. Number of collaborative advocacy and action efforts by organizations and residents (community survey)

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

Foundation of Little Village

Little Village Chamber of Commerce

Little Village Environmental Justice Organization (LVEJO)

Local Elected Officials

Marshall Square Resource NetworkLatinos Progresando Mercado De Colores

National Museum of Mexican Art / Yollocalli Arts Reach

Violence Prevention

Collaborative Public Space Committee

Art

Culture

Economic Development

Education

Environment + Infrastructure

Health

Housing

Immigration

Safety

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.

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

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.

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

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

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

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

Environment + Infrastructure

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

Promote a Healthy Lifestyle

STRATEGIES

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

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

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

Goal 2

Improve Health Services and Accesss

STRATEGIES

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

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.

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.

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

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

Pillar-Level Metrics

1. Access to health insurance/rate of uninsured

2. Rate of increase of healthcare service and program participation (separated by physical health and mental health) in program by year (collating participation data)

3. Increase in physical activity

4. Rate of psychological distress

5. Number of community members involved in holistic health programs (community survey)

6. Reports of satisfaction with healthcare services (community survey)

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

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 NetworkLatinos 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

Little Village • South Lawndale Quality of Life Plan

Art + Culture

Economic Development

Education

Environment + Infrastructure

Health

Housing

Immigration

Safety

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.

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

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

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

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.

Housing Health

Economic Development

Environment + Infrastructure

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

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

STRATEGIES

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

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

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

Goal 2

Increase the Affordability and Quality of Rental Housing Units

STRATEGIES

A. Educate residents on federally subsidized rental housing programs.

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

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.

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

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. Percent of homeowners and renters

2. Percent of people who are housed/ percent of people who are unhoused

3. Cost burdened and severely house burdened

4. Number of affordable housing units

5. Number of new affordable housing units developed

6. Increases in property tax

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

Art + Culture

Economic Development

Education

Environment + Infrastructure

Health

Housing

Immigration Safety

Immigration

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.

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.

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.

Immigration

DATA SOURCE: Census Bureau (ACS) 2017-21

63% Native BornX

37% Foreign BornX

74% population 5 yrs and older who speak Spanish at home

24% Non-CitizenX

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

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.

Immigration Health Economic Development Education

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.

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.

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.

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.

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.

Pillar-Level Metrics

1. Reports of community organizations and institutions providing culturally sensitive accommodations and services for immigrants (community survey)

2. Percent of immigrants, and Asylum Seekers, who are actively and consistently participating in at least 6 of the 8 Pillar benefits/services (community survey)

3. Percent of people seeking and percent of people gaining a legal immigration status through neighborhood agencies

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

Art + Culture

Economic Development

Education

Environment + Infrastructure

Health

Housing

Immigration Safety

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.

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,

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.

Safety + Community Community Perception

Community Belonging

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

Neighborhood Safety

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?

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

Violence Reduction

5.4 Level of safety from 0-10

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

“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.”

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

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.

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

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.

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.

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

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

- 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. Rate of violent crimes

2. Incidents of domestic-related violence

3. Criminal justice involvement for youth

4. Number of spaces reclaimed for community events/safe zones

5. Percentage of community members reporting a sense of belonging and/or a perception of neighborhood safety

6. Reports of experiencing joy and thriving (community survey)

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

Beyond the Ball

Boys and Girls Club

Central State SER

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

10th District Police Department, Domestic Violence Officers

Un Nuevo Despertar

Violence Prevention Collaborative (VPC)

Youth Guidance

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.

Community Assets

Pulaski

Piotrowski Park

Pipeline Projects

Land Use with Enhanced Green Pathways

Pulaski 31st St.

Kedzie

Piotrowski Park

Ogden Ave.

BNSF Railway

Douglass

Pink Line CTA

Cermak

25th St.

26th St.

27th St.

28th St.

ChicagoRiver-SouthBranch

LAND USE

Commercial

Institutional

Industrial

Residential

Existing Parks

Proposed Green Corridor

Park La

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

The proposed 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.

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.

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:

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

1. Creation and enhancement of recreational spaces and access to nature.

2. Improvement to mental health access and destigmatization.

3. 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.

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.

Health Safety

Education

Arts + Culture Environment + Infrastructure Immigration Housing

Stages

Live

Address basic, immediate needs of community members.

Key Strategies

• Basic Needs Programs and Services

• Emergency Response

• Intervention and Interruption

Grow

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

• Capacity Building

• Youth and Adult Programs

• Community Awareness Campaigns and Workshops

Included Strategies

• 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

• 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

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

• 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

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.

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.

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?

Outcome Evaluation Matrix

X - representatives of programs

X - representatives of programs

staff

X – news, reports from policy makers Baseline/pre-program + at 3 and 5 years

organizations, participation data

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?

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

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?

X – organizational/ collaborative representatives

Annually

X – meeting notes/ attendance

Semiannually

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

Annually

X (additional questions added to focus on community engagement)

Annually

X – organizational representatives

Semiannually

X – community member representatives

Annually

Metrics Overview

Goals

Support Existing Initiatives and Organizations and Create New Collaborations

Support Local Artists

Increase Resident Engagement in Artistic and Cultural Traditions

Support Existing and Create New Public Art Spaces

4. Cultural festivals by year ARTS

Pillar-Level Metrics

1. Collaborations (collaboratives and/or collective actions) of arts + culture organizations and other types of organizations

2. Philanthropic and governmental funding invested in the arts (artists, art businesses) in LV by year

3. Number of organizations (nonprofits) and institutions (schools, government) incorporating cultural teaching and ceremony (community survey)

ECONOMIC DEVELOPMENT

Goals

Support Local Businesses, Entrepreneurs, and Emerging Entrepreneurs

Expand Workforce Development Programs

Increase Access to Capital and Opportunities

Support Mechanisms for Wealth Building

Pillar-Level Metrics

1. Number of new and existing businesses owned by residents of LV and years in business

2. Number of commercial vacancies

3. Employment rate

4. Reported commitment to stay in Little Village (community survey)

5. Average household and per capita income

6. Poverty rate by year

EDUCATION

Goals

Improve Early Childhood Education Quality, Access, and Utilization

Develop Connected and Engaged School Communities for Youth and their Families

Enhance Support for Students at Critical Educational Transitions and Milestones

Create Robust Lifelong Learning Opportunities and Enhance Adult Education and Career Development Programs

Strengthen Learning through Collaboration and Shared Resources

Pillar-Level Metrics

1. Number of available slots and percentage of utilization in early childhood education programs

2. 3rd grade literacy proficiency

3. 8th grade math proficiency

4. High School literacy and math proficiency

5. High school graduation rates

6. Rates of college entrance, retention, and completion

7. Number of promotions/enhanced job placements (community survey)

Goals

ENVIRONMENT + INFRASTRUCTURE

Enhance Neighborhood Connectivity with Multimodal Streets and Pathways

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

Improve Air, Water, and Land Quality

Enhance Community Identity and Collaboration

Pillar-Level Metrics

1. Environmental index score

2. Number/percent of safe, clean, and accessible spaces and pathways in LV (disaggregate by location type, sidewalks, streets, parks)

3. Water and air quality reports

4. Number of collaborative advocacy and action efforts by organizations and residents (community survey)

HEALTH

HOUSING

IMMIGRATION

Goals

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

Encourage Collaboration between Immigrant-Serving Agencies and Organizations

Mobilize Community to Collectively Advocate on Immigration Issues

Pillar-Level Metrics

1. Reports of community organizations and institutions providing culturally sensitive accommodations and services for immigrants (community survey)

2. Percent of immigrants, and Asylum Seekers, who are actively and consistently participating in at least 6 of the 8 Pillar benefits/services (community survey)

3. Percent of people seeking and percent of people gaining a legal immigration status through neighborhood agencies

SAFETY

Goals

Reduce Community Violence and Gang Activity by Enhancing Existing Community Violence Intervention (CVI) Strategies

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

Increase Awareness, Prevention, and Protections around Domestic Violence

Pillar-Level Metrics

1. Rate of violent crimes

2. Incidents of domestic-related violence

3. Criminal justice involvement for youth

4. Number of spaces reclaimed for community events/safe zones

5. Percentage of community members reporting a sense of belonging and/or a perception of neighborhood safety

6. Reports of experiencing joy and thriving (community survey)

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

Chicago Health Atlas - South Lawndale

Chicago Metropolitan Agency for Planning - South Lawndale Community Data Snapshot

DePaul University Institute for Housing StudiesSouth Lawndale

Rob Paral Chicago Data

To&Through Project, University of Chicago