The Living Loop
UPP 506 – Spring 2013 Instructor Janet Smith
pROJECT mANAGERS Malek Abdulsamad Kasey Evans
dESIGN tEAM
wRITING tEAM
dESIGN dIRECTOR: sarah Kellerman dESIGN eDITOR: Jackson Morsey
wRITING dIRECTOR: claire Thomison wRITING eDITOR: rhonda Payne
Patricia Bon William Coblentz Nusrat Jahan Alireza Karduni Summer Manogg Nicholas Smith
Alireza Bahramirad Kyle Bardo Emily Egan Harish Patel Ariel Stouder Nathan Taylor
Introduction
Executive Summary Planning Process Context + Catalyst Vision
Community Profile History + Current State Population Demographics Education Housing Economic Analysis Land Use Environment Conditions Transportation System
02 03 06 07 10 12 12 12 13 14 16 17
Community Analysis SWOT Analysis Main Stakeholders Scenario Planning + Trend Analysis Environment Scenario Transportation Scenario Economic Development Scenario
20 21 22 22 23 24
Recommendations
Goals + Recommendations Pipeline to Prosperity Working Green Community Environment + Health Energy Urban Freight Village Connecting + Building Communities Realized Recommendations
28 29 32 36 39 44 47 51
Implementation
Implementation Matrix 54
Appendix
Endnotes Works Cited Maps + Charts Keys Maps Charts
II II V VI XVI
Introduction
Executive Summary
as both a threat and an opportunity. As lower-skilled manufacturLittle Village and Pilsen (LVP) are ing jobs left the city and the counvibrant, evolving communities try, LVP increasingly experienced with a rich cultural and industrial the skills mismatch phenomenon heritage. Located three miles west which has become evident through of Chicago’s downtown Loop, the high unemployment rates. communities are situated on the north bank of the Chicago River With the closing of the Crawford which, in conjunction with signifi- and Fisk plants, LVP finds itself at cant rail investment, has facilitated a critical juncture with opportuniindustrial and economic growth in ties for adaptive environmental rethe communities’ past and present. mediation, enhanced connectivity The construction of the Crawford for people and freight, and vitality and Fisk coal plants in the early 20th through increased educational and century was critical to the growth of employment opportunities. Howthese communities, though these ever, with challenges such as an polluting giants brought significant economy in flux, increasing real environmental degradation and estate pressures, high unemploydevastating health consequences for ment, crime, and continuing environmental damage, goals must be residents. approached strategically. Residents are still facing much of the destruction these plants left behind This plan was developed to build on although both plants were closed community strengths, capitalize on in 2012. Due to the communities’ emerging opportunities, reinforce proximity to the Loop, particularly existing community stakeholder’s Pilsen, pressure from incoming new desires, and transform weaknesses residents lured by LVP’s distinctive and threats into strengths and opculture, arts district, and inexpen- portunities. In response to envisive rent threatens housing afford- ronmental degradation, economic ability and the existing culture for instability, and the need for an encurrent residents. Chicago’s chang- hanced transportation network, ing industrial landscape also serves the concept of the Living Loop was 2
Introduction
developed to holistically incorporate considerations of adaptability, connectivity, and vitality into each goal and recommended strategy. Through the goals of: 1.) Pipeline to Prosperity, 2.) Working Green Community, 3.) Environment + Health 4.) Energy 5.) Urban Freight Village, and 6.) Connecting and Building Communities, six critical strategies were developed to comprehensively address the need for enhanced adaptability, connectivity, and vitality within LVP.
These strategies work in conjunction with each other, building on the area’s industrial past and future environmental considerations. They also promote community investment and economic development without sacrificing cultural heritage or the desires of current residents. Furthermore, they aid in maximizing community and regional resources and assets in a way that promotes adaptability, connectivity, and vitality within Little Village and Pilsen.
Pipeline to Prosperity. Enhance educational and employment opportunities through streamlining the path from education to workforce. Working Green Community. Improve the deteriorating buildings and infrastructure and provide green building training in LVP through a Green Building Improvement and Training Zone (GBITZ). Environment + Health. Prioritize environmental remediation and redevelopment of sites by identifying sites in a prioritized land use map. Energy. Promote research and development of sustainable energy through an energy innovation hub at the Fisk plant site. Urban Freight Village. Establish a local planning board to support the activities and coordination of the urban freight village. Connecting + Building Communities. Increase green space and pedestrian connectivity through the development of strategic pathways.
Planning Process
best practices and explore innova- In order to develop a framework for tions in the categories of transporta- understanding current community Our planning group, under the di- tion, environment, and economics. concerns and future development considerations, a closed loop framerection of Janet Smith, began the planning process by identifying and We collected and analyzed data in work (i.e. a system that allows for researching the stakeholders’ key the work groups, reported find- the circulation or recirculation and concerns. The stakeholder analysis ings, and collaborated with the distribution of area-wide resources diagram on page 21 illustrates the remainder of the class to analyze that minimize waste while strengthconnectivity between the commu- driving forces, trends, and possible ening the community) was used to nity, business, and governmental scenarios. During this process we connect our guiding ideas. noticed themes in our discussions interests. and therefore focused research on Next, we integrated the closed loop The People Prosperity and Planet education, environment, economy, concept with the human scale, while sustainability model informed our energy, and culture. These themes recognizing the sophistication and preliminary research and the for- evolved into strategic directions and complexities of all living organisms. mation of work groups. The work were used to develop our goals and Through this framework, we developed the Living Loop which is built groups were assigned to analyze strategies.
Figure 1.1: The LVP Planning Process progresed from research and idea development to planning and production.
on the principles of adaptability, connectivity, and vitality. Vitality is focused on the promotion of a vibrant, engaged community, adaptability is focused on the development of a flexible, evolving urban system, and connectivity is focused on the creation of smart, integral systems at all levels of development. We developed the following plan by thinking critically about these principles and their interaction with the conditions in LVP across space and time. Living Loop – Small Actions, Big Impact.
Introduction
3
Locator Maps
Wisconsin
Lake Michigan
Lake
Iowa
State of Illinois Indiana
ChicagoRegion
Michigan
City of Chicago
Missouri
Kentucky 0 Figure 1.2: The City of Chicago is located in Northeastern Illinois and is situated along the coast of Lake Michigan.
2.5
5 Miles
I
Figure 1.3 (Above): Little Village and Pilsen are located in a relatively central position in Chicago, a few miles southwest of the Loop and city’s central business district (CBD). Figure 1.4 (Right): The industrial corridor spans Little Village and Pilsen and runs along the Illinois and Michigan Sanitary Ship Canal.
4
Introduction
DAN RYAN
LA ND IS BL UE RACINE
KEDZIE
HALSTED
WESTERN
CENTRAL PARK
KOSTNER
PILSEN
CERMAK
LITTLE VILLAGE
26TH
16TH
ASHLAND
N
DE
OG
AL I R ST U D IN
PULASKI
31ST
RRIDOR CO
35TH
R
HE
C AR
43RD
0
0.5
1 Miles
I Introduction
5
Context + Catalyst
graphic and economic shifts that occurred in the latter half of 20th West of Chicago’s downtown century, the current image, health, Loop, Little Village is within the and economic strength of LVP has South Lawndale community area since deteriorated. and Pilsen is within the Lower West Side community area. LVP is Critical issues such as vacant land, bounded by the University of Illi- lack of development, and health nois at Chicago (UIC) and North issues arising from past industrial Lawndale to the north, the Town of activity in conjunction with diminCicero to the west, and waterways ished land values, high crime, and to the east and south. Both neigh- decaying infrastructure have imborhoods border each other along pacted the communities in recent decades. In order to truly serve Western Avenue. the area’s stakeholders, these issues The area possesses rich econom- must be addressed. ic, social, and political heritages and plays a defining role within With the recent closure of the Fisk the City of Chicago. LVP has long and Crawford coal-fired power been a “gateway” for recent immi- plants, these two locations have grants to the United States and has become representative of LVP’s a strong cultural identity which is economically stressed state. As a integral to the lives of many resi- result, the community’s need for dents. These factors all must be health and redevelopment has considered when planning for the been a priority among community residents and city leaders. If the area’s future. community’s current situation is Due to their proximity to the city’s to be improved and its overall vicentral business district and strong tality and connectivity to the surtransportation infrastructure, the rounding city and world is to come communities of Little Village and to fruition, the ability to adapt to Pilsen have historically been areas changing environmental and ecoof great economic activity. How- nomic realities must be ensured for ever, as the result of wider demo- the future. 6
Introduction
Figure 1.5: An overhead image of the Fisk Coal Power Plant, a powerful symbol of LVP’s industrial past and the current environmental issues facing the community. Operations at the plant ceased in 2012 and future redevelopment of the site is uncertain.
This plan provides a detailed analy- economic, environmental, and sosis of LVP’s existing economic, so- cial well-being of LVP. cial, political, and environmental conditions as well as stakeholder desires and offers recommendations and strategies to support the
Vision
In 30 years, Little Village and Pilsen will be vital, connected, and adaptive neighborhoods which continue to build on their rich heritage by fostering a strong community-oriented economy and an effective multimodal transportation network that integrates nature throughout the physical and social fabric of the community.
Introduction
7
Community Profile
History + Current State
Approximately 30 years later, LVP was spared from the destruction Early development of LVP began in wrought by the Great Chicago Fire the 1840s with the construction of of 1871. The fire served as a catathe Illinois and Michigan (IL-MI) lyst to support further economic Canal, an ambitious inland waterway growth in both communities. Disconnecting Lake Michigan to the Il- placed residents found new homes linois River. Economic development within LVP as well as the rapidly was further supported by the expan- developing land west of Ashland sion of the Chicago, Burlington & Avenue within Little Village. This Quincy Railroad in the mid-1850s. rapid expansion necessitated imThe job opportunities provided by proved infrastructure. Consethis growth, combined with the rela- quently, the first elevated train tive ease of entry into low-skill labor reached LVP in the 1890s. jobs, drew a large number of recent Eastern and Central European im- By the first quarter of the 20th century, LVP had cemented its posimigrants to the area.
37
Chicago Incorporated
40s
70s
German & Irish Immigrants
tion within the city as an industrial powerhouse. A number of lumber yards, brickyards, quarries, warehouses, and manufacturing plants lay along the IL-MI Canal and the industrial rail spurs in the area. To support the immense energy needs of these industries and the growing population, two coal-fired power plants were constructed within the communities, Fisk in 1903 and Crawford in 1924.
By the close of World War II, LVP was in a period of stagnation. New housing was nonexistent and overcrowding was becoming an issue. Industry, in the form of the Fisk In 1920, the population of LVP and Crawford power plants, rereached its peak, with over 85,000 mained the backbone of the comresidents. Eastern and Central munity’s economy and image. At European immigrants, primar- this time there was also an exodus
Czech Immigrants in Pilsen
71
‘03
Great Chicago Fire
75
Lumber & Railroad Strikes occurred
10 Community Profile
Vibrant Mexican Ameican Murals and Art District Developed
Crawford Power Plant Opened in Little Village
1900s 86
Completion of Illinois & Michigan Canal
60s
Fisk Power Plant Opened in Pilsen
24
1800s 48
ily Czechoslovakians, continued to dominate the neighborhood’s racial demographic. However, consistent with the trend in Chicago and the nation, this rapid growth halted with the onset of the Great Depression in 1929.
64
Haymarket Riots in Pilsen
50s
Growth of Interstate Highway System
Mexican Population Moved into Pilsen from Near West side
of longtime Czechoslovakian and other European residents from LVP, combined with the social movement favoring suburbanization. As the European population began to leave, they were replaced by the rapidly growing Hispanic population. By 1960, the population of LVP had dropped to 61,000 with Hispanics comprising 33% of the population.
LVP’s population. The massive influx of these new residents resulted in a great cultural shift, made most conspicuous by the establishment of the National Mexican Museum of Art in 1982.
through LVP, has become one of the highest sales-tax revenue generators for the City of Chicago. The Fisk and Crawford power plants, despite the negative externalities of coal pollution on human health, continued to operate throughout this time. Due to the persistence of local residents, community leaders, and community organizations such as PERRO (Pilsen Environmental Rights and Reform Organization) and LVEJO (Little Village Environmental Justice Organization), both facilities were closed in 2012.
Despite this shift in demographics, little change occurred to LVP’s economic situation. Land values remained depressed while industry continued to dominate the These trends would continue area’s economy and image. More throughout the remainder of the recently, however, this pattern has 20th century and into the new been slowly changing. A robust millennium, with Hispanics even- commercial corridor developed on tually comprising almost 90% of 26th street, a major thoroughfare Currently, LVP looks to be on the
70s
Mexican Immigrants in Pilsen & Little Village
Property Values Increased in Pilsen Latino Population increased in Little Village 83% Pilsen 89%
1900s
2000s 80s
precipice of another great demographic shift. Young, childless, educated, and upwardly mobile people, lured by LVP’s robust culture, arts district, inexpensive rent, and conspicuously urban flair have begun to call the area home in increasing numbers. This emerging pattern has generated friction between the new residents and the existing Hispanic population. The antagonism between these two very different groups is likely to continue to be a major issue in the near future.
Mexican Population Moved into Little Village from Pilsen
Gentrification Begins Latino Population Decreased
2010s
TO PRESENT Power Plants Closed
Community Profile 11
Population Demographics
Education
According to the American Community Survey 5-year estimates, in 2011 Little Village had a population of 79,288 and Pilsen had a population of 35,769, with over 115,000 total residents in LVP. By 2030, the populations for Little Village and Pilsen may grow to 87,770 and 43,296 respectively.1 Population projections are difficult to perform accurately, but a projection of slight growth in both neighborhoods is consistent with current trends.
Educational attainment levels across LVP continue to lag behind that of Cook County and the nation. While most residents have high school diplomas, it is concerning that the percentage of citizens possessing a higher-education degree remains low. Increasingly, many businesses prefer to employ college-educated people. This preference, in conjunction with LVP’s low educational attainment levels, threatens LVP’s ability to participate in the regional economy.
Comprising over 80% of local residents, LVP’s population is primarily Hispanic. Of this population, the majority fall within younger age cohorts with approximately 75% of current residents being under the age of 44.
85 85 + + 80 to 80 to 84 84 75 75 to to 79 79
70 70 to to 74 74 65 65 to to 69 69 60 60 to to 64 64 55 55 to to 59 59 50 50 to to 54 54 45 45 to to 49 49 40 40 to to 44 44 35 35 to to 39 39 30 30 to to 34 34 25 25 to to 29 29 20 20 to to 24 24 15 15 to to 19 19 10 10 to to 14 14 5 5 to to 9 9
Under Under 5 5
6000 6000
5000 5000
4000 4000
3000 3000
2000 2000
1000 1000
0 0
0 0
1000 1000
2000 2000
3000 3000
4000 4000
5000 5000
6000 6000
Projected Population of Little Village and Pilsen by Age and Gender (2030) 85 + + 85 80 to to 84 84 80 75 to 79 75 to 79
Housing
Exemplifying LVP’s current economically stressed state as well as the impacts of the 2008 “housing bust,” median home values across both neighborhoods have decreased. AdPopulation density is centered on justing for inflation, from 2006 to major arterial roads with Little Vil- 2012, Pilsen’s median home value lage having a comparatively higher decreased 53% to $133,000.2 The density than Pilsen, due to its larger value of newer condominium and population in an area of similar size. townhouse developments has suffered from a similar decrease, down 34% to an average of $179,000 from 2006 to 2012.3 12 Community Profile
Population of Little Village and Pilsen by Age and Gender (2011)
70 to to 74 74 70 65 to 69 65 to 69
60 to to 64 64 60 55 to 59 55 to 59 50 to to 54 54 50 45 to 49 45 to 49 40 to to 44 44 40 35 to to 39 39 35 30 to to 34 34 30 25 to to 29 29 25 20 to to 24 24 20 15 to to 19 19 15 10 to to 14 14 10 5 to to 9 9 5
Under 5 5 Under
6000 6000
5000 5000
4000 4000
3000 3000
2000 2000
1000 1000
Pilsen Pilsen Female Female Little Little Village Village Female Female
0 0
0 0
1000 1000
2000 2000
3000 3000
4000 4000
5000 5000
6000 6000
Pilsen Pilsen Male Male Little Little Village Village Male Male
Figure 2.1: Current (Top) and projected (Bottom) population of the LVP area delineated by gender and age group. Although Little Village is larger than Pilsen, both neighborhoods are characterized by a large percentage of residents under 44 years old and a larger male population.
Economic Analysis
community for work.
The LVP area currently has an unemployment rate of 14%.4 This is significantly higher than the Illinois unemployment rate of 9% and the national rate of 8%.5 Part of this high unemployment rate may be attributed to immigration constraints. Additionally, skills possessed by the residents of the community do not necessarily match the needs of the employers in the area. This skills mismatch causes many employers in LVP to look for workers outside the area and forces many residents to travel outside their
The LVP median income is significantly lower than that of Chicago, Illinois, and the country. This may be due to lack of access to education and job training. Recently, the area has seen an increase in income which may be attributed to new residents moving into the area.
PLV Economic Composition
2000 CENSUS DATA
3%
Illinois Economic Composition 2000 CENSUS DATA
6%
4%
7%
12%
17%
16%
24% 12%
19% 21%
16%
20%
18%
2%
Location quotient analysis reveals PLV Economic Composition that the arts and entertainment in- 2011 CENSUS DATA dustry is one of the strongest eco3% 6% nomic drivers in the area. Manufacturing is another key industry which 21%
18%
3%
Illinois Economic Composition 2011 CENSUS DATA
4%
13%
7% 13%
Location Quotients (2011 5-yr Estimates) Location Quotients
Public administration
0.61
16%
0.78
Other services, except public administration
0.97
Arts, entertainment, & recreation, and accommodation & food services
0.96
Educational services, and health care and social assistance
1.14 1.68
0.98
0.72
Professional, scientific, and management and administrative and waste management services 0.77
Information
0.77
Transportation and warehousing, & utilities Retail trade
0.76
20% 19%
17%
Construction and mining Manufacturing
1.12 0.98
0.95
22%
2%
2%
1.04 1.10
Finance and insurance, and real estate and rental and leasing
17%
Trade, Transportation & Utility Government
1.16
0.95
Information services Financial, Professional & Management Services
Education, Health & Social Services Arts, Entertainment & other services
1.11 1.19
Wholesale trade
1.19
Manufacturing 0.84
Construction Agriculture, forestry, fishing and hunting, and mining
0.20
0.92
0.56
0.13
0.00
Figure 2.3 and 2.4: Economic and employment impact of different economic sectors within LVP in relation to the State of Illinois. LVP possesses a large service and manufacturing sector, but lags behind the state benchmarks in all other economic areas.
1.66
0.40
0.60
0.80
1.00
1.20
1.40
1.60
1.80
Illinois PLV
Community Profile 13
supports the area’s local economy. Although the manufacturing industry represents one of the area’s main employment industries, nationally, the industry has been in decline for the past 30 years.6 Research also shows that transportation, trade, and utility have been in decline in the area for the past five years.
ExistingExisting Land UseLand Map
Use Map
LVP has comparative strengths in the manufacturing industry and arts and entertainment. Emerging industries to consider for investment include construction, transportation, and warehousing which are underrepresented in the area.7
N 0 14 Community Profile
0.5
1
2 M il e s
Land Use Legend Residential Office/Professional (0.1%) Urban Mix Cultural/Entertainment (0.0%) Institutional Industrial Transportation Open Space (3.5%) Vacant Water
Land Use Percentages for Pilsen and Little Village 5.2%
3.7%
Current Land Use
dustrial. Interspersed among these land uses are various institutional Land use within LVP is diverse, but buildings including: schools, pubis largely segregated by type. Resi- lic services, and the Cook County dential is mostly located along the Jail which is located near the center northern sections of LVP. Com- of LVP. mercial, retail, and residential and commercial mixed-use buildings There is a clear lack of open space are located along major roadways, and park space within LVP. A sizmostly on 18th Street, Blue Island able amount of vacant land and Avenue, and Cermak Road. The brownfields can also be found southern section of LVP along the among the industrial locations IL-MI Canal is predominantly in- within the corridor.
10.4% 31.1%
31.5%
7.9% 6.7%
Community Profile 15
Environmental Conditions Although LVP has experienced
significant environmental degraWithin the past decade, the air dation, remediation and action to quality in LVP has been among the prevent further damage has begun. worst in the country. Before the Fisk EPA started the remediation of the and Crawford coal plants closed, former People’s Gas 22nd Street they emitted: 230 pounds of mercu- site and has already removed alry a year; 17,765 tons of sulfur diox- most 350,000 tons of pollutants. ide and nitrogen oxide, and 260,000 Pollutants removed from this site pounds of soot. These conditions included polynuclear aromatic hyhave led to serious health problems drocarbons (PAHs), volatile organic for many members of the commu- compounds (VOCs), and heavy metals such as arsenic and lead. nity. Remediation for the contaminated soil in the area is necessary, and EPA is taking emergency action as of spring 2013 on two locations: the Walsh Elementary School and the Lowenthal Metals site. The soil on these sites were tested in November 2012 and were found to have a lead contamination level of 26,000 parts per million (ppm); while anything over 1,200 ppm requires remediation. Remediation projects of this nature are essential. Both sites have much foot traffic and are significant outdoor spaces for children and adults (across from the Lowenthal site is one of the few community gardens in Pilsen).
16 Community Profile
EPA also plans to take soil samples and test for lead near other schools in the neighborhood, like Perez Elementary and Benito Juarez High School. This will be done at no cost to the residents. If contamination is found, EPA will recommend followup action, though funding is yet to be determined.
28,000 asthma attacks
260,000 pounds soot
230 pounds of mercury
17,765 tons of sulfur
41 premature deaths
550 emergency room visits
26,000 ppm lead
350,000 tons pollution
Figure 2.5: Decades of industrial operation have resulted in many negative externalities on the residents of LVP. These include mercury, lead contamination, and an increased rate of persons suffering from asthma within the community.
Transportation System
the CTA also operates a number of bus routes within LVP, including four of the agency’s most travelled bus routes. Metra, the Chicago region’s commuter rail system, also makes two stops within LVP, offering residents radial connections to the western suburbs as well as the Loop.
LVP possesses a robust and multimodal transportation network. Roads within the area are laid out in a grid pattern punctuated by major arterials. Major north-south throughways include Western and Ashland Avenues; major east-west roadways include Cermak Road and Blue Island Avenue. With these lo- The position of the freight railroad cal roads, LVP also has a connection industry within LVP is one of parto the National Interstate Highway ticular importance. Four Class Network via I-55 along the southern boundary. The majority of local roads include sidewalks, supporting pedestrian mobility. Although bike W. Cermak infrastructure is currently lacking To 54th/Cermak within LVP, Chicago’s 2020 bike plan has seven dedicated bike routes W. 26th passing through PLV, offering a reversal of the mode’s current weak- W 31st ness.12
I railroads: Canadian National (CN), Burlington Northern Santa Fe (BNSF), CSX, and Union Pacific (UP) operate mainline track, intermodal and switching yards within or in close proximity to LVP.13 With continuing growth, strong private financing and Chicago’s position as the nation’s busiest rail hub, freight railroads within LVP are significant stakeholders and a major potential partner to support economic growth.
The complexity of LVP’s transportation network has caused some conflict, including tensions between public and private users of infrastructure. Furthermore, issues of congestion mitigation, funding for infrastructure construction, and maintenance remain major problems. These transportation issues must be addressed as LVP continues to grow in order to ensure its future vitality. to Loop
to Loop
N
Pilsen
S. Halsted St
to Midway
S. Ashland Ave
S. Western Ave
S. California Ave
S. Kedzie Ave
S. Pulaski Rd
Along with road and sidewalk infrastructure, LVP is host to numerous transit services. Two of the Chicago Transit Authority’s (CTA) heavy rail rapid transit lines, the Pink Line and the Orange Line, have stations near or inside LVP. These lines offer connections to Chicago’s Loop, Midway Airport, and inner ring suburbs. In conjunction with these rail lines,
S. Cicero Ave
Little Village
to 95th
CTA Lines Bus Routes Roads
Figure 2.6: Map displaying transit routes, stops, and service within LVP. The area enjoys a diverse, multimodal transit network including buses and heavy rapid rail transit provided by the Chicago Transit Authority (CTA) as well as commuter rail offered by Metra.
Community Profile 17
Community Analysis
SWOT Analysis The Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis attempts to determine variables of all types and how they affect a community. Each of these factors operates on two different axes; helpful versus harmful and external versus internal. Through SWOT analysis, we developed the goals and interventions providing the foundation of the Living Loop Plan.
Strengths
Weaknesses
Opportunities
1
The existance of energy production and distribution infrastracture
Area underserved by greenspace
Riverside opportunity for recreation and green use
The pollution in the Chicago river flowing through the area
2
Strong workforce in both communities
A number of sites like Fisk/Crowford are dangerously polluted
Existing Green boulevard can be used to create a connected green structure
Gentrification of the residents in Pilsen
3
Majority of houses in residential areas are old, in Existance of Vacant lots for need of major repair, and further development are not efficent
Numbering does not imply order.
Existance of CTA train stations in the area
4 3
1
2 3
3 2
4
2
2
1
Unsatisfactory situation of schools in the area and school closures
Existance of the freight rail network
The river is not well connected to the residential areas
4
Threats
4
2 2
3
3
1
1 2
s
Strengths
o
Opportunities
w T
Weaknesses Threats Existing green space Boulevard system Freight rail system Chicago river
20 Community Analysis
Primary Stakeholders
nesses; trucking, freight railroad, and warehousing industries; as well as utilLVP contains a variety of stakehold- ity companies. Their concerns include ers, each interested in their own well- profitability, strong infrastructure to being and vitality. Before any plans for support growth, and a supportive regthe area can be developed, the needs ulatory environment. and desires of these stakeholders must be discerned to ensure that all com- Through analysis, we determined that munity voices are considered and eq- these three categories of stakeholders all consider job creation, infrastrucuitable policies are promoted. ture, safety, and schools to be critical Three major types of stakeholders concerns that should be addressed were identified within LVP; the com- within a formal plan for LVP. Furthermunity/residents, government/public more, issues affecting the environsector, and business owners/private ment and recreational space are also sector. Specific parties within the deemed important among the area’s community include homeowners and residents and government officials. renters, neighborhood groups, as well as laborers. Key desires of the commu- Conflicts arise due to the complexity nity include job creation, connectiv- of the stakeholders system. Remediaity to jobs, health, and neighborhood tion of contaminated sites is a focal point of conflict and generates strong safety. feelings among residents and commuGovernment stakeholders consist nity organizations. Two organizations of city politicians, aldermen, transit in particular, LVEJO and PERRO are agencies, and educational institutions. in battle with another stakeholder, Their wants include revenue genera- Commonwealth Edison, to remedition through a stronger tax base, job ate the properties they contaminated. creation, and the development of a Legally however, Commonwealth positive image for LVP, the city, and Edison has no obligation to remediate the site. their respective agencies. Despite the existing conflicts, numerFor business owners, concerned par- ous interests align across stakeholders ties include: small and local busi- for both communities.
Stakeholders Government
Community
Youth
Federal
Mayor
Aldermen
City Departments
Corporations
Elderly
State Officials
Students Workers
Community Organizations
World Business Chicago
Citizens
Business
Local Owners
ComED Midwest Generation
Rail Industry
Stakeholder Values Higher house values
Better public transportation
Better education
Better truck access
Living wage jobs
More jobs
Better rail access
Remediation of coal plants
Affordable housing
Qualified workers
Healthy environement
Less government
Lower taxes
Immigration reform
Technical job training
Stem gentrification
Community Analysis 21
Scenario Planning + Trend Analysis
Environment Scenario
Focus: Climate change is a given Scenarios help to develop plan rec- and not a preventable or debatable ommendations. For LVP, the class phenomenon. developed various scenarios of possible futures, attempting to ascer- Stakeholder concerns: jobs and ecotain the most desirable and feasible nomic growth, preservation of local future for the neighborhood and its heritage, and a clean and healthy envarious stakeholders from the per- vironment. While the environment spective of: the environment, trans- and nature were not main priorities portation and economic develop- in consideration, the preservation ment. of them is critical to the future success and health of LVP residents. Each future was developed by analyzing driving policy, economic Scenario axes: economic well-being and environment forces as well and adaptability. Economic wellas the values and goals of defined being is interpreted not only as ecostakeholders. These variables were nomic growth but also as economic placed on a 30-year temporal and stability. Adaptability refers to the spatial scale in order to establish community’s ability to adapt to clithese scenarios. These determined mate change as well as social engagefutures had a profound influence on ment and open mindedness needed the formation of the group’s Living to address the challenges of climate Loop concept and its focus on LVP’s change. The non-adaptive side genadaptability, connectivity and vital- erally includes passive and apathetic ity. attitudes and an unpreparedness or denial of climate change.
The residents are open-minded regarding new ideas and systems of development. Renewable energy powers the community and waste is seen as a resource that is repurposed. Green and meaningful jobs are available. Nature is woven into the built environment, and the economy and the climatic conditions begin to stabilize in a sustainable way. 2. High adaptability, though low economic well-being. The general economy is weak, though people find creative ways to adapt. Social economy thrives, and people are connected by sharing skills and bartering for goods and services. Walking and biking are primary modes of transportation, and most food is grown at the home or community scale. Adaptive, sustainable solutions for everyday life include rainwater harvesting and home- and neighborhood-scale energy production.
3. Total economic collapse. It has a very poor, weak, unstable economy The four scenarios based on the in- and no adaptation. This results in teraction of these two axes are as an increased cost of living, financial instability, reliance on non-renewfollows: 1. Thriving economy and increased able, expensive energy sources that ability to adapt to climate change. are unattainable by most. Water is
22 Community Analysis
also scarce and expensive. Unemployment, poverty, and crime are in abundance and there is widespread pollution. There is more environmental degradation and more frequent natural disasters resulting in social and political unrest. 4. Low/no adaptability, though economic prosperity. In this scenario, society is driven solely by financial goals and is heavily reliant on automobiles and fossil fuels. The community has more money and jobs are plentiful, but the overall quality of life decreases due to devastating pollution. Additionally the residents and the area are very vulnerable to natural disasters.
The existing environmental situation of LVP is characterized by neglect. Air, ground, and water pollution levels, legacies of the Fisk and Crawford coal plants and LVP’s industrial past, remain well above EPA minimum standards. Most vacant land within LVP requires remediation before redevelopment occurs. Furthermore, LVP must adapt to changing weather and temperature with the onset of global climate change. Education
and physical redevelopment efforts LEED standards are paramount. are crucial in order to reverse these These education and physical redevelopment efforts together support current environmental conditions. LVP’s vitality, ability of adapt to To support LVP’s environmental changing environment and energy and human health, education and conditions as well as ensure the artechniques to support energy and ea’s connectivity to the environment resource efficiency and reduction and wider economy. are needed. Furthermore, physical alterations to the area’s streetscapes and buildings and adherence to ECONOMIC GROWTH
1
ADAPTIVE
NON-ADAPTIVE
4
3
2 Desired Future Current Moment Future based on current trends
ECONOMIC DECLINE
Figure 3.1: Visual representations of potential environment-focused futures of LVP based on two matrices of economic growth and an adaptation to environmental issues. With climate change and high pollution levels, LVP risks economic decline. Interventions developed by the class seek to increase economic growth and adaptation to environmental concerns.
Transportation Scenario
The four scenarios based on the interaction of these two axes are as Focus: A profile of LVP stakehold- follows: ers’ diverse goals was identified within transportation in the corri- 1. Incentivized industrial and freight-related transportation indor. frastructure, development within a Stakeholder concerns: the public and regulatory environment that more the local residents have expressed a aggressively protects local residents desire for economic growth, great- through health and safety staner safety, and accessibility to the dards. Assumed results of this polcommunity and surrounding city. icy include job creation, economic Existing privately-owned transpor- development, and the assurance tation-related businesses, such as that resident concerns would not be railroads, warehouses, and trucking ignored. While this scenario reprecompanies seek continued profit- sents the greatest adherence to the ability and a strong infrastructure. goals of identified stakeholders, poFinally, government goals include litical capital, public-private partpositive image development of LVP nerships, and relationship building are crucial to bringing this scenario and increasing the tax revenue. to fruition. Scenario axes: Through analysis of the stakeholder’s desires, possible 2. Supporting private industry and scenarios were synthesized to de- industrialization. While this politermine the best plan to meet the cy would net great economic gain numerous goals of LVP constitu- through infrastructure investment ents. These scenarios were identi- and job creation, the desires of local fied through the lens of two driving residents and the mitigating exterforces: public versus private use and nalities arising from industrial deindustrialization versus deindustri- velopment would likely not receive alization. These two axes are natu- due attention. rally antagonistic to each other but 3. A continued lack of investment in embody the various opportunity transportation infrastructure from the public sector, leaving employers paths facing LVP. Community Analysis 23
4. Deindustrialization and more recreational transportation development. The endgame of this policy is characterized by more green space and active transportation attention, but with a decrease in employment opportunities and contention with the existing industrial locations in the area.
vate use and the industrial economy, which simultaneously encourages job growth, but largely ignores the issue of negative externality mitigation. However, as legislative deadlock for infrastructure funding reigns, the community is threatened by economic deterioration through infrastructure undercapitalization. The economic, social, and physical The current status of the industrial health of LVP must be ensured. corridor is prioritized toward priThis can be accomplished by proper PUBLIC USE investment and relationship building between local transportation operators, businesses, government, 1 and residents as identified in the upper left scenario axes. By engaging these stakeholders and conversing on shared goals of: job creation, profit, economic development, health, and safety, planning and funding mechanisms can be identified to support all stakeholders within LVP to ensure the area’s vitality, connectivity, and adaptability within the wider city, regional, and 2 world economy.
and transportation operators to do business on increasingly deteriorating infrastructure. With this policy, economic development within LVP would be threatened and possibly decrease because the competitive capacity of local businesses and residents would be diminished. This may result in congestion and an exodus of LVP employers to more supportive areas.
4
LESS INDUSTRIAL
MORE INDUSTRIAL
3 Desired Future Current Moment Future based on current trends
PRIVATE USE
Figure 3.2: A matrix of industrial growth vs. deindustrialization and public vs. private focused transportation use. Interventions proposed by the plan act to encourage industrial economic growth with a focus toward mitigating externalities affecting the community residents.
24 Community Analysis
Economic Development Scenario Focus: economic growth and community-oriented development. Stakeholders: all want economic development of some type but may not agree on what it should be or for whom it will benefit. Scenario axes: economic growth is defined as low unemployment, true living wage jobs, and a resilient economy that are in line with stakeholder desires. Economic decline is defined as the opposite of those desires with high unemployment, no living wage jobs, and an economy susceptible to shocks. At the extreme end of the economic growth axes there are indications of a strengthening economic situation that will place the area residents in a desired position. On the other hand, a sharp economic decline manifests conditions which further restrain and dismantle not only the quality of life, but also the long-term social structure of the community. The four scenarios based on the interaction of these two axes are as
In order to achieve this, stakeholders must be engaged to support workforce and education development. Furthermore, the creation of physical community centers that support a strong local focus and 4. Highest level of economic de- interaction between the communicline and community-oriented de- ty residents, business owners, and velopment policy. This quadrant educators are crucial. typifies high social capital, outmigration of middle class jobs, and a devastating cycle of poverty preCOMMUNITY ORIENTED DEVELOPMENT POLICY venting most social and physical mobility. Although social capital is 2. Economic growth and a market at its highest in this quadrant, the 4 1 driven development policy. Char- devastating economic conditions acters of this quadrant include high limit the possibility of growth and gentrification, the commoditiza- decrease the quality of life. tion of culture, the flight of bluecollar jobs, and rising rental and The current economic status of property values. Local residents are LVP is one marked by high unforced to move away from the com- employment, high levels of land munity due to higher prices and and building abandonment and a lack of jobs, resulting in the loss of general lack of private investment. Unless significant interventions are cultural values. performed, there is a risk of a con3 2 3. Economic decline paired with tinuation of this bleak situation. Desired Future market driven development policy. Identified key variables that can Current Moment MARKET DRIVEN Future based on This situation is characterized by reverse this trend and ensure LVP’s DEVELOPMENT POLICY current trends eroded social capital, high jobless- future adaptability, connectivity, ness, and a few surviving firms giv- and vitality include supporting: lo- Figure 3.3: Visual representation of potential economic development focused ing way to empty store fronts and cal business ownership, education futures of LVP based on two matrices of community vs. market driven growth and health. Current service driven development has depressed the area’s pressures from big-box stores. The development, and a strong protec- economic economic health. Interventions proposed by this plan attempt to support local communal characteristics of the tion of the area’s unique culture. small business growth. area have entirely diminished, and the residents are under economic pressure while working low paying, unstable, hourly jobs to make ends meet.
ECONOMIC GROWTH
ECONOMIC DECLINE
follows: 1. Community-oriented development policy and economic growth. This quadrant is characterized by a vibrant and adaptable community and economy, with high social connectivity and local ownership of businesses. Due to growth in the economy, gentrification is not a large factor in the community, and the community-oriented development policies empower the local residents.
Community Analysis 25
Recommendations
Goals + Recommendations
vocational training, enabling them to obtain employment in the local green industries and related fields. The class determined six major This educational shift is achieved goals designed to improve the pros- through collaboration among resipects and meet the needs of LVP. dents, educators, industries, and These goals are: Pipeline to Pros- community organizations linking perity, Working Green Community, education and skill development to Environment + Health, Energy, Ur- the needs of local industries. ban Freight Village, and Connecting + Building Communities. WithWorking Green in each goal, a number of objectives Community and strategies were identified to ensure that the goal is achieved. Even The Working Green Community though all objectives and strategies goal is representative of the Living are important, this plan focuses on Loop and its principles. Deterioratone critical strategy and the associ- ing buildings and infrastructure in ated evaluations for each goal that LVP require immediate and colwill be most influential in the at- lective action. The area’s strong tainment of these goals. community organizations have the capacity to build on current movements and partner with other Pipeline to groups invested in the area to create Prosperity green economic development. The Pipeline to Prosperity is the conduit through which residents are educated and develop into wellemployed citizens who contribute Environment + to the emerging green industries in Health the community and surrounding area. Students will attend schools The Environment + Health goal’s where the curriculum is based on main principles originate from the natural sciences and will be pre- concern for the communities’ enpared to pursue higher education or vironmental conditions and those 28 Recommendations
effects on residents’ health. The industrial heritage of LVP has deteriorated the environment, resulting in a negative effect on the health of the communities’ residents. The Environment + Health goal aims to remediate the dire situation impacting the sites flagged by EPA to ultimately improve the quality of life in and desirability of LVP.
Energy The Living Loop’s Energy goal involves the community, private interests, and public institutions to work together to further values of the stakeholders by creating infrastructures, systems, and policies that create innovative solutions to the energy needs of not only the community and our city, but also to the region, while making the LVP corridor clean, green, and carbon-free.
Urban Freight Village A freight village is a master-planned logistics and freight hub clustered around a shared and complementary transportation infrastructure. With Chicago’s premier position as
a transportation powerhouse and LVP’s already existing road, rail, and water infrastructure, there is great opportunity to support freight-focused economic development and greater transportation efficiency. This will be achieved through relationship building and planning among public and private organizations, businesses, neighborhoods, and city stakeholders.
Connecting + Building Communities Connecting + Building Communities is a goal that puts the “living,” in the Living Loop. This goal, through its critical and underlying strategies, aims to improve the livability of the communities. This will be achieved through the creation of a series of community centers and activity areas interconnected by walkable pathways.
Goal:
Pipeline to Prosperity “The quality of the labor force is probably the single most important factor driving future economic prosperity, according to academic research, surveys of businesses and anecdotal evidence from economic development experts … having an educated, skilled workforce is more important than any other factor in creating economic prosperity.”
Objectives:
- CMAP GoTo 2040
By 2016:
1. Immediately prioritize and increase investment in educational programs for primary, secondary, and post-secondary schools. 2. Integrate natural sciences into the core curriculum of primary- and secondary schools. 3. Achieve annual increases in school attendance rates and continue until the local attendance rates meet or exceed the national average.
By 2017:
4. Coordinate services between educational institutions, employers, and workforce training providers to increase post-secondary education and employment opportunities for students. Ensure that students and job seekers acquire marketable skills, particularly skills necessary for energy and green industries, beginning with the high school class of 2017.
By 2020:
5. Develop a one-stop-shop resource network for students and job seekers to locate local education and training opportunities.14
By 2025: 6. Increase the number of small businesses in LVP 20%.
By 2030:
7. Reduce unemployment in LVP to the national rate.
Critical Strategy:
Streamline the Path from Education to Workforce Develop an educational curriculum based in the natural sciences and focused on teaching students valuable workplace skills and building effective connections between the curriculum, schools, and local employers. Improve employment and business opportunities within the community.
toward environmental, engineering, and technology-related businesses, there is the opportunity for LVP to connect to this economic shift.
For LVP to participate in this economic movement, access to a highly skilled workforce is crucial. The development of this workforce can be achieved through innovaEducation is a key factor in LVP’s tive education efforts, such as the social and economic vitality. If the not-for-profit Project Lead the Way area is to be competitive, it must (PLTW). PLTW is the “…leading support cerebral development and provider of rigorous and innovative equip the next generation to suc- Science, Technology, Engineering, ceed in existing and emerging in- and Mathematics (STEM) educadustries. With a greater attention tion curricular programs used in Recommendations 29
middle and high schools across the U.S.”15 The organization’s mission is, “to prepare students for the global economy. PLTW accomplishes this through a world-class curriculum, high-quality professional development, and an engaged network.”16 The demands of the modern economy and challenges facing the environment require existing and future workers to be capable of critical reasoning and problem solving. PLTW engages students in activity-, project-, hands on-, and problem-based learning to create, design, build, discover, collaborate, and solve
problems with math and science skills. Professionals in local industries provide mentoring and workplace experiences for students and expose students to the STEM fields. The impact of PLTW has already garnered the attention of U.S. Secretary of Education, Arne Duncan, who called PLTW one of the “… great models of the new [career and technical education] succeeding all across the country.” Alumni of the program go on to study engineering and technology at institutions of higher learning at a rate 5-10 times greater than the national average. Ninety-seven percent of PLTW se-
Craft / Technology Training
niors plan to pursue 4-year degree, compared to the national average of 67%.17 Eighty percent of PLTW seniors indicate they will study STEM fields in college, compared to the national average of 32%. 18 Graduates achieve significantly higher scores in reading, math, and science than those following a traditional curriculum.
that, “Project Lead The Way has been an effective program during the past three years at narrowing the achievement gap for Hispanic/Latino students in all four core areas.”
In order to ensure LVP’s vitality, connectivity, and adaptability to changing markets and industry, education is key. A program such as PLTW is a critical strategy that, Within higher risk areas like LVP, if properly planned and implementthe previous implementation efforts ed, can uplift LVP from its current have been positive. An analysis of depressed state and support redestudent achievement programs in velopment and rebirth of the area’s 2007 at the Galt Joint Union High society and economy. School District in California found
Apprenticeship
Journeyperson
Master Craftsperson
Elementary School
Middle School
High School / Technical training Center
Technical / Community College
Foreman
Supervisor Safety Director Human Resources
Project Manager
Business Management
CEO / Company Owner Feedback loop Primary and secondary education
College / University
Figure 4.1: Flowchart depicting pipeline to prosperity process
30 Recommendations
Internship
Architecture Engineering Accountant
Green jobs training
Full time employment
Pipeline to Prosperity Strategies 1. Streamline the path from education to workforce. 2. Little Village + Pilsen Education Summit: bring together parents and schools to share information about educational opportunities, higher education, parental involvement, health and wellness, local programs, support services, and discussion of local education issues in order to promote a true pipeline to prosperity. 3. Facilitate educational programs focused on environmental and resource awareness: promote and facilitate programs designed to create awareness among youth and adults on conservation of limited resources, the effects of human activity on the environment, and home-scale interventions that can simultaneously promote healthy people and a healthy environment. 4. Increase small business access to credit: judiciously provide credit by established guidelines for local businesses through small- and, potentially, micro-loans. This program should be associated with the business incubator. 5. Fisk or Crawford Education and Business Center: redevelop a portion of the Fisk or Crawford site into an education and business development center to serve as a central location for business creation and innovation, skill development, and general-educational programs. As part of the education and business center, a small business incubator should be established to facilitate residents with business and product ideas in developing a business plan, reduce startup costs through shared resources, and receive business guidance from experts employed by the incubator. These efforts work in conjunction with the Green Development Zone. 6. Target business incentives towards the growth and development of formal local small businesses: local economic development incentives should be targeted at small business growth and development within the community. Organizations such as Enlace Chicago in Little Village and the Greater Pilsen Economic Development Association will be instrumental in promoting job creation through small businesses. 7. Guide informal businesses through business formation and development processes including, but not limited to, the acquisition of proper licensing and processing of legal paperwork. This program should be associated with the business incubator but would not require business clients to be tenants within the incubator.
Existing Local Resources and Possible Collaborators: • Little Village Lawndale High School • West Side Technical Institute • Green Tech U • Jane Addams Resource Corp.
• Pilsen Workforce Center • City Colleges of Chicago • Instituto del Progresso Latino • Other local institutions, universities and colleges Recommendations 31
Immediately:
1. Build a database of organizations that could support projects and sources of funding for those projects and create partnerships with local financial institutions invested in the future of the area. 2. Begin coalition building with established community organizations and other stakeholders to establish effective and sustainable organizations familiar with community organizing and financing for the pilot Green Building Improvement and Training Zone (GBITZ) program.
By 2015:
3. Provide seasonal workshops on home greening for community members and provide other community-building events. 4. Create a set of green-home improvement guidelines and renewableenergy opportunities to provide to residents. 5. Begin remediation, planning, and redevelopment work on Fisk and Crawford Coal Plant sites; transform into green-innovation and business development hubs.
By 2016:
6. Publish a neighborhood-wide renewable energy policy.
By 2020: 7. Establish a “one-stop-shop� providing resources, information, and connections to residents interested in green-home improvements.
11. Develop Racine and Western Avenues and Pulaski Road into complete streets based on the existing Cermak Road green-street model.
32 Recommendations
m Progra
By 2030:
GBITZ is a community driven, geographically-bound pilot project. The pilot zone contains a greater percentage of buildings built before
Bu il
8. Expand the pilot program zone to adjoining areas to double the size of the zone. Conduct quarterly meetings for members and public meetings on progress of the program. 9. Complete efficiency projects on at least 200 residential buildings and 25 commercial buildings. 10. Establish a workforce-training program to provide education and training for construction, repair, and retrofitting of homes within the pilot program. Ensure that at least 2 graduates of the workforce-training program are full-time employees on each work site. Work with local union members to guide, at a minimum, half of the workforce training program graduates into union apprenticeship positions.
ip esh tic en pr Ap
By 2023:
1852 than the remainder of the LVP area. The pie charts on page 24 illustrate the need for investment and renovation in the pilot zone. GBITZ projects will rehab, upgrade, and weatherize buildings, making them more energy efficient. This will not only improve the living conditions for residents; it will allow them to By using high-road approaches and save money on heating and cooling green practices, the zone fosters a expenses. Home-energy savings is sense of community and provides one way for residents to save money education and training for unem- for their future and reinvest it in ployed residents. GBITZ also fo- their community. cuses on urban agriculture to connect residents to affordable and The coordinated investments in the pilot zone will create the conditions nutritious foods. necessary to stabilize the communiThe graphic below is a place-based Gre es en urc Bu GBITZ initiative that restores buildeso ild R l in a n g io ings, making them more energy efficient while coordinating funding and providing job training for residents. Through these efforts, GBITZ becomes a continuous growth cycle for the local economy. To achieve the goal of a working green community, the creation of a Green Building Improvement and Training Zone (GBITZ) is recommended. The GBITZ is a new model for local economic growth that focuses on forward-thinking, sustainable, and healthy environments.
tion of Financ rdina ial & Coo Or ga ni za t
Objectives:
Green Building Improvement and Training Zone
ovements & E n e r Impr gy me Sa vin Ho gs
Working Green Community
Critical Strategy:
& ng di
Goal:
Figure 4.2: GBITZ cumulative benefit cycle.
ty. The improvement and greening of the zone is intended to benefit the current residents, rather than act as a marketing technique to attract others who might move in and price current residents out of the area. GBITZ represents a new model for sustainable economic development. The GBITZ projects would not only work on weatherizing, greening, and retrofitting buildings and streets; it would also train residents to do the work. Residents of
the area would receive priority for education and training in green construction and improvement techniques. GBITZ would partner with local contractors and unions to connect graduates of the program to apprenticeships and employment opportunities. GBITZ would also serve as an umbrella organization that works on coalition-building to create awareness and access to resources for these projects.
Case Study
Green Development Zone, Buffalo, NY The Green Development Zone (GDZ) in Buffalo, NY is an extremely successful example of a project similar to GBITZ. The Buffalo, NY community organization, People United for Sustainable Housing (PUSH), organized a direct action campaign around housing. PUSH’s successful housing campaign spurred a greenhome renovation training program. By providing resources for green home improvements, residents could save money on utility expenses while employing unemployed neighbors. PUSH partnered with businesses and city officials to broaden its work. Since its formation in 2005, PUSH has: • • • • • • • • • • • • • • • •
Figure 4.3: Common Home Energy Savings/Interventions
Provided $6 million in direct community investments Renovated six units of formerly vacant properties Employed ten unemployed neighborhood residents Engaged several hundred residents in a planning congress Created a democratically run land bank Sold three homes to first time, low-income homebuyers Enabled residents to save money through energy savings Acquired forty-five parcels of property within the GDZ Created employment placement priority for graduates of the PUSH green construction training program Created fifteen rain gardens on vacant land Secured $2 million in federal investment Created a network of ten community-based contractors Trained approximately twenty residents per year Planned the first NetZero house in a low-income American neighborhood Organized a regional coalition around utility accountability Generated $20 million in annual investment for the Buffalo, NY region Recommendations 33
Organize Community Partners/Coalition
49%
Chicago
P/LV
1933 - 1979 1933-1979
1980-2008
W 26TH
S WESTERN
S WASHTENAW
Year Built
1852-1900
Figure 4.7 (Pg. 35): GBITZ expansion areas.
I
0.2
Pilot Area Implementation
Miles
GBITZ Pilot Area Existing Parks & Open Space
Review & Evaluation
1933-1979 1980-2008
Scaled Implementation Green Development Zone
Annual Review of Project Performance Secure Relationships with Funding & Training Sources
CRA Regulated Banks Energy Impact Illinois Commuity Investment Corp. (CIC) Retrofit Chicago
Ongoing Home Energy Audits
Pilsen & Little Village Communiteis
Apprenticeship Program Results
Establish Green Building Skills Training & Workforce Development Program(s)
Figure 4.6: Implementation Process.
34 Recommendations
1980 - 2008
Figures 4.4 and 4.5: Year of Building Construction for W 27THChicago, LVP, Working Green Community, and PILOT Zone. 1901-1932
Funding sources
Existing W.D. Programs New W.D. Programs Local High Schools Labor Unions Contractors
1901 - 1932
1901-1932
S ROCKWELL
1852-1900
W 25TH
S CALIFORNIA
1852 - 1900
37%
W LUTHER S FRANCISCO
39%
S BOULEVARD
PILOT Zone
W 24TH W 24TH S SACRAMENTO
Working Green Community
S ALBANY
56%
Establish Coordinating Organization to Centralize Information, Financial, & Development Resources
P.E.R.R.O LVEJO Center for Neighborhood Technology (CNT Energy)
Education & Training
5% S WHIPPLE
3%
S TROY
43%
5%
53%
W 22ND
W 23RD
33%
Program Design
Community Organizations
W CERMAK
S MARSHALL
43%
S ROCKWELL
6% 16%
3%
W 21ST
3%
7%
S KEDZIE
The map on the right shows the location of the pilot GBITZ site. It is bound on the north by Cermak Road which has been called “the greenest street in America” because of its green design and photocatalytic cement. Chicago’s boulevard network runs through the middle of the GBITZ zone, which provides a starting point for green space and open space to expand. In 2020, the pilot-project zone will be able to expand to the surrounding residential and industrial areas. After 2030, the pilot zone will expand to include the remainder of LVP.
S FAIRFIELD
W 21ST Year Built: Buildings in The City of Chicago and the Plisen/Little Village Communities
External Communities/City of Chicago
BL
DAN RYA
UE
IS
ASHLAND
RACINE
16TH
HALSTED
CERMAK
26TH
PULASKI
31ST
35TH
Pilot District
KEDZIE
Education + the Financial Connection A strategic connection to grants and funding for the GBITZ will bring to the area external resources. Investments in the community will not only be made through sweat equity, social economy, growth, and energy saving practices; it will also come from federal sources earmarked for sustainable and local development. Through the formation of a new collaborative of existing community organizations, GBITZ will aggregate information and financial resources to provide GBITZ services in a financially sustainable manner over time.
16TH
LA
ND KOSTNER
Information regarding green building and related financial resources will be gathered, analyzed, and distributed to residents within the GBITZ through a grass-roots style campaign. A working database of partners and supporters of the GBITZ will be utilized. The research will provide a comprehensive list of resources and ways to navigate organizational structures in order to maximize efficiency for GBITZ projects.
N
DE
OG
WESTERN
Information Coordination
GBITZ Expansion Area LVP Expansion Area Existing Parks & Open Space
43RD
Pipeline to Prosperity
Chicago sanitary & Ship Canal 0
0.25
0.5
Working Green Community Strategies
1 Miles
1. Create a Green Building Improvement and Training Zone.
The work being done in the GBITZ is a training opportunity for resi- 2. Remediate the Crawford and Fisk power plant sites to repurpose the buildings while preserving their historical nature. The Fisk power plant dents. Unemployed residents will would serve as a center to the Urban Freight Village and the Crawford have the opportunity to learn highpower plant site would be a business and community organization innovation hub. ly specialized and in-demand skills. Connecting graduates of the GBITZ 3. Make green streets and green alleys a standard in the GBITZ. Focusing on “road diets,� green design and technology, and permeable training program to local employers materials used to prevent stormwater runoff. is a way to ensure equity and sus4. Invest in the housing stock by making home improvement and quality tainable economic growth. affordable housing.
5. Ensure that buildings within the zone satisfy LEED standards. Recommendations 35
Goal:
Environment + Health Objectives: By 2014:
1. Gather and analyze data for an environmentally prioritized land-use map in order to restrict development in the most environmentally sensitive areas and protect the natural environment and the people living within it. 2. Gather resources and information on growing local and native plants. Link with community organizations and neighborhood associations to provide training and education for xeriscaping practices within LVP.
By 2015:
3. Implement curbside pickup for all recyclables. 4. Transform at least five vacant lots owned by the city into rain gardens and at least eight vacant lots into community gardens. 5. Change building codes for new developments to require the incorporation of rain gardens into their plans.
By 2020:
6. Work with GBITZ projects to locate and define the high-, mid-high-, and medium-development zones in order to guide development accordingly.
By 2025:
7. Implement curbside pickup for compostable materials composted within the LVP corridor.
36 Recommendations
Critical Strategy:
Environmentally Prioritized Land Use Critical to achieving the goal of Environment + Health is an environmentally prioritized land use map. This recommendation will begin by identifying the most polluted and toxic areas in LVP. The brown fields and other environmentally sensitive areas such as the canal, are the clearest examples of those areas. Ensuring that those sites are protected and set aside for remediation will guide the development of the land use map. The remaining areas will be zoned for development in a smart and sustainable manner.
1. Immediate Remediation category: This category consists of locations that are flagged by the EPA as environmentally dangerous and need immediate attention. These locations are; H.Kramer, Fisk Generation Station, Loewenthal Metals, People’s Gas, Light, and Coke/22st, Celotex site, People’s Gas Crawford Station, Crawford Station.
2. High development priority: Redevelopment of vacant lots and the two coal plants can fit into the GBITZ and its mandates, the Fisk and Crawford plants are closed and their Additionally, this strategy is focused closing has been the main catalyst on determining what will be done for this plan. with these sites. The following analysis identifies four major possible 3. Mid-High development prioritypes of development within the ty: This category includes structures community areas with the environ- older than the 1920s that are uninmental future of the area in mind. habitable and/or need major repair. This land use system restricts further With respect to their location, denindustrial development in the vicin- sity of the area and their proximity ity of the canal to revive its commu- to transportation centers, these renal use and natural cleaning efforts. developments can become a way to Additionally, it will terminate fur- promote the Urban Freight Village ther pollution of the canal. The four and the TOD planned in them. Of course such developments will have defined categories are as follows: to adhere to environmental regula-
tions provided by the “Green Building Improvement & Training Zone” section of the Green Development Zone. 4. Medium development priority: structures older than 1920s that need minor repair and/or maintenance. With provisions of the Green Development Communitys’ “Green Building Improvement & Training Zone” in mind, this category N will improve 0the living condition, 0.5 1 reduce the harmful environmental impacts and affect the quality of life within the communities. This category is a particularly important one, because of its potential low cost and the wide spread of this category within both communities. Analysis was also created based on the street network of the community area has been done showing a five and a ten-minute service area (quarter and half mile, respectively) around transport stations, which are identified as higher prioritized development sites. Because of the focus on connectivity within the community, a higher density and a mixed use of buildings are needed in proximity of the transit stations. Also this will have an effect on the
Development Priority/Suitabilty
2 Miles
Immediate remidiation Medium Priority Mid-High Priority
N 0
0.5
1
2 Miles
High Priority Special Development
Figures 4.8: Environmentally prioritized remediation map.
adaptability of the community areas to the changing environment and the understanding that more shared transportation has to be used rather than personal transportation in order to be able to adapt to the changing environment. In addition a quarter and a half-mile reach area, based on the street network is highlighted as to have been effected by the indicated polluted
sites. Due to proximity and inclusion of residential spaces within this reach area monitoring and measurement of harmful material and preventive actions are paramount.
Immediate remidiati Medium Priority Mid-High Priority High Priority
Special Developmen
Recommendations 37
Determine Evaluation Criteria + Procedure This recommendation is inextricably bound to the Working Green Community and its critical strategy. The evaluation is tied to final land use and how much of the development satisfies the green space requirement per capita. Implementation of the land use recommendation outlined above can be measured by years or time frames, and should be segmented relative to the expansion of the GBITZ and other proposed changes in the future introduced by this plan including a separate evaluation system for the sites in need of immediate attention, as these sites can become potentially harmful both environmentally and to the area residents.
CTA STATIONS
POLLUTED AREAS
1/4 Mile Reach 1/4 Mile Reach POLLUTED AREAS 1/2 Mile Reach 1/2 Mile Reach 1/4 Mile Reach
CTA STATIONS
1/2 Mile Reach
1/4 Mile Reach 1/2 Mile Reach
Figures 4.9: Walking network around CTA stations and EPA identified polluted areas. These sites contributed to designation of first priority development sites.
38 Recommendations
Environment & Health Strategies:
Goal:
Energy
1. Develop and use an environmentally prioritized land-use map, so that the most contaminated areas within LVP are set aside for natural remediation over time. 2. Promote and educate about xeriscaping throughout LVP to reduce chemicals and water needed for lawn maintenance and to promote local biodiversity. 3. Provide large-scale composting and recycling on a city-block scale to reduce or eliminate waste and foster a sense of community. 4. Promote rain gardens on public and private land to allow nature to treat the water and prevent further contamination of the canal and other nearby water bodies. 5. Promote home gardens for residents of LVP to provide greater access to nutritious and locally grown food. 6. Encourage a renewable energy policy throughout LVP. Use the area’s history of energy innovation as a catalyst to create more sustainable energy practices. 7. Incorporate grey water treatment practices in buildings throughout LVP so that water from baths, showers, hand basins, and laundry do not go through the city’s water treatment systems; grey water can be recycled through nature.
“Chicago is continuing to invest in the industries of tomorrow in order to create the jobs we need today. Leading in alternative energies supports the kind of sustainable economic development and cost savings for our homeowners and businesses that we need.” - Mayor Rahm Emanuel
Objectives: By 2015:
1. Establish a committee consisting of local officials, businesses, and residents to evaluate existing research into energy production methods, particularly renewable energy. 2. Assess feasibility of introducing such production methods into LVP by communicating with stakeholders and possible investors.
By 2020:
3. Produce a report on current and future energy needs for LVP and the feasibility of reducing energy demands. Create a campaign to drawing attention and investment to local renewable energy production companies and related government agencies. 4. Collaborate with Midwest Energy regarding the existing Crawford and Fisk Coal Plant infrastructure to assess the ability to redevelop both sites into “innovation and learning” hubs centered on energy development and education.
By 2021
5. Hold public meetings and educational platforms to educate LVP residents and local industries on renewable energy and reduction strategies to serve their energy needs for their homes and businesses.
By 2025:
6. Identify possible funding mechanisms development efforts within LVP.
to
support
energy
By 2035:
7. Redevelop the Crawford plant into an “innovation hub” to support local businesses, entrepreneurial services, workforce development, and clean energy development. 8. Provide 15% of LVP energy from local renewable energy production sources. Recommendations 39
Critical Strategy:
economic development. The EIH builds on these policies and helps The Little Village and Pilsen En- ensure a sustainable and prosperous ergy Innovation Hub (EIH) is an community, region, and world. integrated center to support collaboration among technology and Similar innovation centers exist science research centers, businesses, across Chicago and Illinois. The and local residents to solve critical Chicago Center for Green Technolenergy issues and support localized ogy is the most comprehensive eneconomic development. Chicago is vironmental design and educational a leader in “green” and carbon-neu- resource in the Midwest, promottral practices that also encourage ing sustainable homes, workplaces,
Energy Innovation Hub
and communities. The center hosts tenants such as Greencorps Chicago, WRD Environmental, and Neighbor Space. Other innovation centers include the Batteries and Energy Storage Hub in the Chicago area’s Argonne National Laboratory in partnership with four other Department of Energy national laboratories, five universities and four private firms.
The Chicago Sustainable Industries Report illustrates the City of Chicago’s desire to support environmentally-focused industrial development in the LVP corridor. Furthermore, the EIH directly supports the City of Chicago’s Innovation Delivery Team’s mission. This team is funded by Bloomberg Philanthropies and aims to create energy-efficiency target zones. Energy Innovation Hubs are integrated
EIH will accelerate product innovation in the field of renewable energy with the required efficiency, scalability, and sustainability to be economically viable. Science and industry will work together to improve energy efficiency and reduce carbon emissions of both new and existing buildings, while stimulating private investment and the creation of quality jobs. This will be implemented through the following steps: • Stakeholders submit proposals for the establishment of the EIH. • Stakeholders include: local community organizations, residents, public institutions, federal and local governing bodies, the private sector, investors and tenants for EIH. • Setting up an EIH governing body that will include representatives from the public sector, private sector, and community. • EIH governing body applying for grants and securing funding. • A governing body picking a site location, remediating the site, and constructing buildings. • EIH governing body creating an operation and management plan. • EIH management recruiting tenant firms to locate in Hub. 40 Recommendations
research centers that combine basic and applied research with engineering to accelerate scientific discovery in critical energy issue areas.
Figure 4.10 Workers installing vertical urban wind turbine.
New companies and individuals will join EIH. As this occurs, the following will happen: • Research on new products, processes, and services for the next stage of development. • EIH receives support from university research. • Installation and repair services are in greater demand, fostering training by the workforce development arm of the EIH. • EIH connects to the green development zone. • New firm and individuals join EIH while engaging and collaborating with existing firms. • As companies develop products and new tenants join, the EIH may need to expand to accommodate growing projects. • With the expansion of EIH, more full-time workers will be hired. Hiring locally will be a priority.
As firms move through the R&D phase it will be necessary for the governing body to review progress and assess options including: • Research and development of new products that will lead to commercialization, production, and possible distribution. • EIH expanding its staff to accommodate the companies’ requirements including marketing and logistics. • Some firms leaving EIH due to unmet needs or failure to achieve goals. • Distribution challenges allowing the EIH to research logistics. • Successful distribution creating more local jobs. • Firms successfully reaching distribution phase and moving on to develop new products at EIH.
Recommendations 41
Evaluation of Energy and Innovation Hub The EIH represents the goals and values of the community, public institutions, and private interests and the EIH will be evaluated on its ability to create living-wage jobs, produce innovative products, foster positive environmental impacts, provide equal representation of all involved stakeholders, while allowing the production of energy for community use. The EIH is being created in a political environment that will facilitate its creation. Mayor Emmanuel’s administration is actively seeking to create opportunities like the EIH in Chicago and has already created an Innovation Team and a number of other initiatives focused on innovation and job creation. Funding the EIH may be the largest challenge; however, by leveraging some public funding with private investment it will be possible to secure the adequate funding.
Case Study: Evergreen Brick Works the Evergreen organization, philanthropists, and the private sector and stands as an example for EIH. The process started with Evergreen selecting a site and creating a business plan and proposal for development. After receiving $50,000 in funding from a private Figure 4.11 Historic brick factory prior to philanthropist, Evergreen was able rehabilitation. to secure $55 million in loans from In Toronto, Canada the Evergreen the private sector; eight years later, Brick Works (EBW) provides an EBW opened. The building now is example for EIH to follow. It shows home to over 20 different tenant that an innovation hub focused on firms working on everything from environment, energy, entrepre- community gardens to advanced neurialism, and community can be a viable solution for brownfield redevelopment in a dense city. EBW stands on the site of a former brick factory and represents the coalescences of community, energy, entrepreneurial, and environmental interests. EBW’s goal is to help create green cities through providing a site and framework for tenants and individuals working on urban innovation and green economies. The transformation of the former industrial site into EBW came through combining the efforts of
42 Recommendations
biomaterial manufacturing. A similar project can be successful in the LVP community. The Crawford and Fisk sites represent the same challenges that the EBW overcame. The EIH plan tries to replicate the best practices of the EBW from their organizational structure, funding, and mission. BW now stands as a self-supporting and profitable venture. EIH could represent the same for LVP.
Figure 4.12 Evergreen Headquarters, the historic brick factory after rehabilitation.
Strategies
Energy Strategies: 1. Energy production and innovation hub located within either the Fisk or Crawford Power Plant site to provide educational, financial, and entrepreneurial services to local businesses and energy producers. 2. Assess feasibility of energy production efforts by community leaders to collaborate with local businesses, residents, political officials, as well as city, state and federal public and private organizations to discern opportunities for local energy production. 3. Renewable energy policy: create a regulatory environment supportive of renewable and passive energy production methods within LVP, such as wind or solar power. 4. Home energy efficiency: provide incentives and education to support the retrofitting and improvement of individual households for more efficient heating and cooling. 5. Funding development of energy production: devise a method of providing incentives and assistance to private investors to support energy production within LVP. 6. Energy production: generate energy within LVP.
Figure 4.13 Urban wind turbine, a potential source of energy for LVP.
Recommendations 43
Goal:
Urban Freight Village Objectives: By 2015:
1. Release a formal policy through the City of Chicago favoring compact transportation, logistics, and industrial development through lobbying via planning and community organization and industry stakeholders. This represents a crucial first step and an effort at preliminary relationship building between private businesses and government.
By 2018
2. Establish and charter a local planning board.
By 2025:
3. Publish a strategic plan through the local planning board that details issues facing all stakeholders within LVP, evaluates possible interventions, financing mechanisms and also considers the possibility of transitioning the planning board into a formal management agency to oversee project construction and revenue collection.
By 2035:
4. 25% of locally-based (non-travel jobs) transportation workers will commute to their job in LVP by public transportation through better interconnectivity among transit schedules. 5. Congestion delays, including freight, transit and at-grade highwayrailroad crossings, will be reduced by 20% through collaboration among all transportation facility operators.
44 Recommendations
Intermodal Net Ton (in millions) < 1.8 1.8 to 6.1 6.2 to 16.5 >16.6
Intermodal Net Ton (in millions) < 1.8 1.8 to 6.1 6.2 to 16.5 >16.6
Figure 4.14: An Urban Freight Village in the LVP area will maximize freight efficiency and minimize congestion in Chicago
Critical Strategy:
Establish a Local Planning Board A local planning board is a key determinate in the success of an urban freight village. Whereas transportation modes, especially private modes, tend to operate within an information vacuum, a planning board would provide a method of allowing dialogue among all stakeholders to support understanding of goals, viewpoints, efficiency, safety, and seamless interconnectivity between all modes of transportation and their users.
Stakeholders within the proposed LVP freight village include the Chicago Transit Authority (CTA), Metra, local residents, freight railroads, local logistics centers, trucking operators, warehouses as well as municipal government and planning organizations. It will meet monthly and will represent, at a minimum, the following relevant stakeholders within LVP, including but not limited to: resident representatives, all Class I railroads, 50% of local trucking,
warehousing, and logistics facilities within the area that employ 25 or more full-time employees, CTA, and Chicago Department of Transportation (CDOT). This board would allow dialogue and encourage collaboration and understanding among all stakeholders, which previously operated in an information vacuum, to support efficient operations among all modes. The essential functions the local planning board would be numerous. The board would provide the fostering of agreement, cooperation, and collaboration among LVP’s various stakeholders. Through critical relationship building, strategic planning, financing development strategies, and community outreach, the urban freight village concept could be undertaken.
In its most mature state, the local planning board would transition to a formal management board. Whereas the planning board provides a forum for dialogue and fosters collaboration between stakeholders, a management board would have comparatively more responsibility and power. The board would consider, approve, and oversee physical transportationrelated projects aimed at economic development and/or externality mitigation. The board would also implement and coordinate funding mechanisms and sources for projects. The implementation of a management board should result in the establishment of a trusting relationship among all stakeholders over a period of many years, underscoring the importance of establishing a local planning board.
Case Study
Centerpoint Intermodal Center Freight villages are a relatively new planning, policy, and land-use concept. Most urban freight movement is currently done by truck. However, with the resurgence of the freight railroad industry, the expansion of intermodal shipping, greater attention to environmental issues, and increasing fuel costs, governments and businesses have looked to coordinating logistics and freight movements to support efficiency and cost cutting. Centerpoint Intermodal Center, located in suburban Joliet, IL, is a premier local example of a freight village. Billing itself as the world’s “largest inland port,” Centerpoint stands as a successful redevelopment effort of a former military base and brownfield. Situated between the I-55 and I-80 along a major BNSF railway connection, Centerpoint has hosted great economic development and boasts high-profile tenants such as WalMart, Cargill, LaFarge, Home Depot, Maersk, Union Pacific Railroad, and BNSF Railway along with numerous other smaller businesses.20 Through collaboration between the State of Illinois, the Department of Defense, the City of Joliet, and numerous private transportation and logistics corporations throughout the 1990s and into the 2000s, Centerpoint -- which was previously a brownfield site -- has morphed into a $1 billion facility supporting 8,000 local jobs. The site is managed by Centerpoint Properties, which fosters collaboration, multimodalism, congestion mitigation, and economic development at the site through extensive planning and collaboration with a wide variety of public and private stakeholders.21 Numerous similar examples of freight village development exist in New Jersey, Florida, and Texas.22 Recommendations 45
Urban Freight Village Strategies: Little Village Lawndale High School
1. Public Outreach: residents, businesses, and transportation operators must be involved, educated, and empowered to provide input throughout the entire planning and construction processes.
Piotrowski Park
33rd
Cicero
Trucking Freight
Pulaski
Warehousing & Solutions
Mechanical
2. Construction of Western Avenue and/or Ashland Avenue Bus Rapid Transit (BRT) Routes: establish high speed, high capacity buses on separated rights-of-way to provide a higher level of service than traditional local bus service, thereby positively impacting commuters.
35th
Office Space & Commercial
Worker Support Services Office Space & Commercial
Industrial Real estate
Utilities
36th
3. Public/Private Partnerships: atone for a weakened state and federal funding sources for transportation projects by collaborating with private companies and investors to develop shared funding, construction, and/or operating mechanisms for transportation-related projects.
Load Consolidation Center
Intermodal Services
4. Transportation Projects Transparency: motivations and logic behind transportation and freight village development projects must be made clear and easily accessible to all stakeholders, including the public, to ensure their needs and goals are met. 5. Transit Oriented Development (TOD): establish compact and dense development around existing and planned fixed-guideway transit systems, such as rail and bus rapid transit, as an economicdevelopment and land-use goal that supports commuters, residents, government, and businesses.
Pilsen Little Village
Chicago Sanitary and Ship Canal UFV Features Existing Business Major Streets Proposed Streets Rail
Figure 4.15 Map of proposed Urban Freight Village with actively managed intermodal coordination, load consolidation, distribution centers, worker support services, & commercial activities to enhance existing warehousing, mechanical and business solution services in the Little Village area.
46 Recommendations
Figure 4.16 â&#x20AC;&#x201C; Existing Stakeholders.
Goal:
Connecting + Building Communities Objectives: By 2015
1. Fisk and Crawford Power Plants will be remediated and transformed into useable sites and gateways to the community.
By 2020
2. Two service-oriented community centers will be created, to strengthen the community and provide resources to improve the quality-of-life of the residents.
By 2025
3. The remediated Fisk and Crawford sites and Park #553 will be developed as community activity centers.
By 2030
4. The land along the canal will be consolidated to create a riverwalk to connect the two power plant sites. 5. A series of strategic pathways throughout the community will connect the activity centers of Fisk, Crawford, and Park #553 to the already existing boulevard system.
Critical Strategy:
Develop Strategic Pathways for Enhanced Livability Reports provided by LVP community organizations make it clear that building and fostering a sense of community is a priority. For example, the Quality-of-Life Plan created by LISC for the Pilsen neighborhood describes the need for more public social space. Open and green space in LVP needs to be increased in order to foster activities that support the goal, Connecting + Building Communities. The development of strategic pathways is a way to respond to this need with an approach that reflects this planâ&#x20AC;&#x2122;s overarching goal of improving the communityâ&#x20AC;&#x2122;s adaptability, connectivity, and vitality. Here, the practice of placemaking can be adopted to leverage both the existing assets of the community and their expressed desire for improvements in a way that not only enhances its beauty, form, and function, but more importantly creates economic, environmental, and social value. Generally, infrastructure, especially sidewalks, in the LVP communities is in a state of disrepair and improvements must be made to for the
betterment of the communities. The current networks should be examined and redeveloped so that there are more internal connections. In order to adhere to the principles of the Living Loop plan, pathways that foster connectivity should be supported and upgraded in ways that showcase existing community assets, bring attention to redevelopment opportunities, and bring people out into their communities in new open and public spaces. The theory of placemaking aids the development of the strategic pathways. By focusing on the needs and desires of the residents within the area, empty or unused spaces can INCREASE
beauty + function + comfort
CREATE
value Figure 4.17: Placemaking in action
Recommendations 47
be turned into places that have a sense of identity and improve the quality-of-life for residents. This is a multifaceted approach to redeveloping LVP with a common vision that enriches the place and the lives of those living in it by establishing a network of green pathways, the Living Loop plan, and developing strategic points of community access.
interventions that focus on developing strategic pathways and connections, these pathways will: • Connect nodes of activity • Increase safety and walkability • Connect and create open green spaces • Foster healthy lifestyles for residents • Promote investment in infrastructure • Increase value and investment activity • Enhance the environment
In light of these priorities in LVP, placemaking will not only build and connect communities, but it will also create social, economic, and environmental values within the community. To build this type The green pathways planned for of value into LVP’s targeted spatial LVP are shown in the Living Loop
B
CERMAK
C
26TH
RACINE
D AN ISL UE L B
WESTERN
A
! h
! h
! h
ASHLAND
PULASKI
26TH
! h
h!
D GREEN STREETS CHICAGO
! h
KEDZIE
! h
h!
N
RIVER ACCESS/WALK EXISTING PARKLANDS/BLVDs CHICAGO SANITARY & SHIP CANAL
P/LV
EXISTING BUILDINGS CTA RAIL STATIONS
Figure 4.18: Pilsen & Little Village Community Connection: Locating Strategic Interventions
48 Recommendations
plan as it pertains to Connecting + Building Communities. Strategic pathways are a multimodal form of ingress and egress to the community. They serve as both gateways to the community and forms of connectivity within it. These pathways value the concept of complete streets and are designed with many forms of transportation in mind, especially pedestrian-oriented passage.
Street Amenities Enhance Safety, Aesthetics, & Function - Solar-powerd lighting - Consistent signage/banners - Trash/Recycle Bins - Transit facilities
The pathway is configured along Racine Avenue, Cermak Road, and Natural Landscaping & Stormwater Management Pulaski Road, with a proposed riv- Bioswales erfront path between Racine Avenue - Native Plantings and Pulaski Road. These pathways form a loop around the community Surface Improvements & Stormwater Management with the Crawford and Fisk plants, - Bioswales the river, and the aforementioned - Native plantings - Non-auto striping streets as foundational elements. Supporting the connectivity of this Figure 4.19: Cermak Rd. green loop will allow it to serve as an ex- infrastructure improvements (Images Adapted from CDOT 2012) ample to surrounding areas and create interconnecting self-sustaining loops throughout the region. ment, it has been called the “greenest street in America” and serves as Strategic Interventions a model for the remainder of the in Space roads in the Living Loop, primarily Pulaski Road and Racine Avenue. Area A shows Cermak Road. With The green infrastructure employed recent green infrastructure im- in this initiative spans a wide array provements along a 1.5 mile seg- of new technologies and construc-
tion techniques. In the short term, not all elements will be able to be incorporated throughout the entire network due to right-of-way limitations, but the community should view the green-infrastructure options as essential to the improvements suggested here for expanding the Cermak Road “green mile” through the green-street network and the Living Loop overall. The area highlighted around point A also serves as a strategic point of community access. This boulevard serves as a gateway to the community and connects it to the expansive city boulevard system, surrounding communities, and region. Since the late 1800’s, Chicago’s boulevard network has provided strategic pathways that have connected the city’s residents to a broad network of open green spaces for social gathering and recreation. The boulevard system, once referred to as the “Emerald Necklace,” illustrates the priorities of this strategy and the Living Loop overall by connecting residents and communities to areas of community interest. Sites B and C show the location of the former Crawford (B) and Fisk
(C) coal plants, respectively. These sites serve as important nodes on this strategic community-wide pathway and the Living Loop. They also serve as gateways to the LVP community and as important visual elements. They highlight the historical importance of the area and are reminders of the innovation and energy production that has taken place in the area.
the potential to be recreated. Looking south on Racine Avenue towards the plant site, this vision shows how the area surrounding the plant can be enhanced to allow for the site to be reintegrated into the community as a functioning social and economic driver. Focusing on fostering a vibrant and comfortable street life The area immediately north of the in this area will draw attention to Fisk plant, at the intersection of Ra- the area’s redevelopment potential cine Avenue and Cermak Road, has and will serve the community with By improving the community connections to these areas through beautification and infrastructure improvements proposed here, the redevelopment potential is enhanced and the sites’ true potential to be reimagined and repurposed as economic engines can be realized.
Figure 4.20: Placemaking can be used to enhance the physical, social, and economic environment.
Recommendations 49
The proposed riverwalk will do this Connecting + Building Communities Strategies: by directing its path toward it and 1. Develop strategic pathways for enhanced livability. thus connecting it to the river and Site D is located along the Chicago the community overall through the 2. Redevelopment of the areas surrounding Fisk and Crawford plants: create an area where the area residents and visitors alike can take Sanitary and Ship Canal, which is Living Loop. By engaging active full advantage of the presence of these historical industrial sites that delve into the identity of the community. an arm of the Chicago River. To community members and current complete the looping connection property owners, this element can 3. Creation of community center: increase the connectivity and support for the area residents through a center where community talents are throughout LVP that has focused be achieved. fostered to their full potential. Community members will gain useful on the street connections between insight into the inner workings of their community, raising awareness of the Fisk and Crawford plants (Ra- The model of Cermak Road should their surroundings. cine Avenue, Cermak Road, and be applied to the remainder of Cer4. Focus on developing strategic points of community access and Pulaski Roads), it is recommended mak Road, Racine Avenue, and Puactivity aimed at improving the communitiesâ&#x20AC;&#x2122; connectivity by creating that new public access points and laski Avenue to complete the roadsocial urban hubs, connected through the pathways to enhance both livability and vitality within the place. pathways be configured along the ways of the Living Loop by 2020. canal, thus connecting the two sites Upon completion of Park #553, col- 5. Develop a network of green, walkable, and safe streets and paths which will complement the already existing boulevard system. (B and C). The proposed riverwalk laboration of property owners along further connects the community to the proposed riverwalk would beits natural assets, the river, and ex- gin and be completed by 2030. By implementing this critical strategy, isting open spaces. LVP is provided greater connecIn addition to the proposed river- tivity and vitality in a manner that walk and access points, immedi- supports the places within the comately adjacent to point D, is a new munity and its residents. park and community space that is currently being designed and constructed. The site that is officially referred to as Park #553, is located on top of a former superfund site. Its remediation and repurposing as a public space is the result of dedicated community organizing and engaged community members, further illustrating the communityâ&#x20AC;&#x2122;s proven capacity to achieve its goals. Figure 4.21: Potential opportunities for placemaking and strategic pathways in LVP. more safe, walkable, and connected rights-of-way.
50 Recommendations
Realized Recommendations
Pulaski
31st
Halsted
Halsted
Ashland
Kedzie
Western
Ashland
Ashland
Halsted
promote connectivity to nature and greater adaptability when responding to environmental and energy issues.
26th
Western
Kedzie
Pulaski
Pulaski
Kedzie
Redevelopment of the Illinois and Michigan Sanitary Ship Canal waterfront, Park #553 (in yellow), the Fisk26th and Crawford Power Plants, and enhancements to the green boulevard system provides LVP with more open and public space. This offers 31stresidents greater opportunities to connect within 26th the community and to nature. It also highlights the area to employers and increases economic opportunities.
ment, educational programs, and greater access to resource the WGD will create an economic growth cycle that also improves the environment. Additionally this will
Western
A spatial recommendation map provides a more concrete explanation of the future envisioned for LVP. The urban freight village (in red) lies in the far southwest corner of Little Village, taking advantage of existing businesses, rail, and road infrastructure to provide economic vitality and connectivity to regional, national, and world markets.
Urban Freight Village
Urban Freight Village
Immediate Remidiation
Immediate Remidiation Workforce Training center
Workforce Training center Workforce Training center Energy Innovation Hub Workforce Training center
Workforce Training center
Urban Freight Village Urban Freight Village River
31st The Working Green Development Zone (WGD), which spans both Little Village and Pilsen, counteracts the building deterioration and environmental degradation within the neighborhood. Through efficiency enhancements to buildings, green focused economic develop-
Workforce Training center River Green street system Freight rail system BRT Riverwalk Rail Transit
Green street system
Immediate Remediation Immediate Remidiation Freight rail system BRT
Workforce Training Center Riverwalk Workforce Training center Rail Transit
Park 553 + Riverwalk Workforce Training center Green Building Workforce +Training center Improvement Training Zone
River
Recommendations 51
Green street system
Implementation
Pipeline to Prosperity
Streamline the Path from Education to Workforce Little Village and Pilsen Education Summit Educational programs focused on env ironmental & resource awareness Increase small business access to credit Fisk Education and Business Center Target business incentiv es towards the growth and dev elopment of formal local small businesses Guide informal businesses through business formation and dev elopment processes Energy Innovation Hub
Energy
Assess feasability of energy production Renewable energy policy Home energy efficiency Funding development of energy production
Working Green Community
Energy production Green Building Improvement and Training Zone (GBITZ) Remediate the Crawford and Fisk power plant sites to repurpose the buildings while preserv ing Create a GBITZ as a means of economic development through community inv estment Make and alleys a standard in the zone Inv est in housing stock home improv ement / affordable housing Ensure that buildings within the zone are up to LEED standards
54 Implementation
Adaptability
Vitality
Connectivity
Private
Community
Principles of Stakeholder the Living Loop Government
Strategies
Policy
Goals
Place
Type
Years Implementation 5
10
15
20
25
30
Adaptability
Vitality
Connectivity
Private
Community
Principles of Stakeholder the Living Loop Government
Strategies
Policy
Goals
Place
Type
Years Implementation 5
10
15
20
25
30
Urban Freight Village
Establish a Local Planning Board Public Outreach Construction of Western and/or Ashland Bus Rapid Transit Public/Priv ate Partnerships: Transportation Projects Transparency Transit Oriented Dev elopment Environmentally Prioritized Land Use
Environment + Health
Promote and educate about Xeriscaping throughout LVP Prov ide large scale composting and recycling Promote rain gardens on public and priv ate land Promote home gardens Encourage a renewable energy policy throughout LVP
Connecting + Building Communities
Incorporate grey water treatment Develop strategic pathways for enhanced livability Redev elopment of the areas surrounding the Crawford and Fisk Creation of community center Focus on dev eloping strategic points of community access and activ ity Dev elop a network of green, walkable, and safe streets & paths
Implementation 55
UPP 505/506 – Spring 2013
Appendix
End Notes
Works Cited
1. Chicago Magazine 2. ibid. 3. ibid. 4. All data are calculated by both the 2000 Census and the American Community Survey (ACS) 2011, 5-year estimate. The ACS 5-year estimate is the uniform data type being used for this project. The 2000 census is there as a reference. 5. ibid. 6. Why Does Manufacturing Matter? Which Manufacturing Matters?, Helper, S., Kreuger, T., Wial, H. 7. All data are calculated by both the 2000 Census and the American Community Survey (ACS) 2011, 5-year estimate. The ACS 5-year estimate is the uniform data type being used for this project. The 2000 census is there as a reference. 8. Illinois Environmental Protection Agency. Pilsen Neighborhood Lead Monitoring. (2011). Lead Monitoring in the Pilsen Neighborhood, Fact Sheet 2011 9. ibid. 10. ibid. 11. ibid. 12. Chicago Streets for Cycling Plan 2020 13. Class 1 railroads are those railroads which generate annual operating revenues of over $400 million. 14. The Pilsen Education Plan claims to be creating a “one-stop-shop” resource network for local education and enrichment opportunities. Pilsen Education Task Force. 15. Project Lead the Way Fact Sheet, Survey Highlights 16. ibid. 17. ibid. 18. ibid. 19. ibid. 20. Center Point Intermodal Facility 21. Envision Freight 22. Applicability of Freight Village Concept to Urban Areas, Jacobs, A Struss Wieder.
Ball, M. (2012, July 22). CMAP Report Highlights Need for Coordinated Rail Infrastructure Policies in Chicago. Retrieved from Informed Infastructure: http://informedinfrastructure. com/1411/cmap-report-highlights-need-for-coordinated-rail-infrastructure-policies-inchicago/ Bartley, Aaron. (2011). Building a “Community Growth Machine”: The Green Development Zone as a Model for a New Neighborhood Economy. Labor Neighbor Research and Training Center. Central Ohio Technical College. (n.d.). Workforce Development Innovation Center. Retrieved from Central Ohio Technical College: http://www.cotc.edu/AboutCOTC/ WDIC/Pages/default.aspx Center Point. (2013). Project Overview: CenterPoint Intermodal Center (CIC) - Joliet/ Elwood, IL . Retrieved from Center Point Intermodal Center: http://www.dot.state.il.us/ ilrailplan/index.html Chicago Department of Transportation. (2006). Average Daily Traffic Counts. Retrieved from City of Chicago: http://www.cityofchicago.org/city/en/depts/cdot/dataset/average_ daily_trafficcounts.html Chicago Department of Transportation. (2012, October 29). Chicago Bike Parking. Retrieved from Chicago Bike Parking: http://www.chicagobikes.org/bikeparking/ Chicago Department of Transportation. (2012, July 23). Presentation to CDOT’s Senior Staff Meeting. Retrieved from Chicago’s Bike Rack: http://www.chicagobikes.org/pdf/ Copenhagen%20Experience%20-%20Senior%20Staff%20Meeting%20-%20Web.pdf Chicago Department of Transportation. (n.d.). Streets for Cycling Plan 2020: Bikeway Network. Retrieved January 21, 2013, from Chicago Bike Plan: http://www.chicagobikes. org/pdf/CitywideSFC2020Network2012.pdf Chicago Transit Authority. (2013). Maps. Retrieved from Chicago Transit Authority: http:// www.transitchicago.com/travel_information/maps/default.aspx?source_quicklinks=1 Chicago Transit Authority. (2013). Performance Metrics. Retrieved from Chicago Transit Authority: http://www.transitchicago.com/perfmetre.aspx Chicago Tribune. (2013, February 26). Great Chicago Fire (1871). Retrieved from The Chicago Tribune: http://www.chicagotribune.com/topic/disasters-accidents/fires/greatchicago-fire-%281871%29-EVHST000060.topic?page=1&pacode=chinews&sortby=doc datetime descending
II
Appendix
Chicago Metropolitan Agency for Planning. (2012, April). Chicago Area Freight Railroad Yard Facilities. Retrieved from Chicago Metropolitan Agency for Planning: http:// www.cmap.illinois.gov/c/document_library/get_file?uuid=61e5601b-689d-4b8b-bd6ea0ccff3b308f&groupId=20583
Illinois Environmental Protection Agency. Pilsen Neighborhood Lead Monitoring. (2011). Lead Monitoring in the Pilsen Neighborhood, Fact Sheet 2011. Retrieved from http://www.epa.state.il.us/community-relations/fact-sheets/pilsen-neighborhood-lead/ fact-sheet-1.html
Chicago Metropolitan Agency for Planning. (2013). Freight Snapshot. Retrieved from Chicago Metropolitan Agency for Planning: http://www.cmap.illinois.gov/freightsnapshot
Kiesling, L. (2012, September 25). A proposal for Fisk power plant: museum of history and industry. Retrieved from Knowledge Problem: http://knowledgeproblem.com/2012/09/25/ a-proposal-for-fisk-power-plant-museum-of-history-and-industry/ LISC Chicago. (2003). Little Village (South Lawndale). Retrieved from LISC Chicago’s New Communities Program: http://www.newcommunities.org/communities/littlevillage/ leadAgency.asp
Chicago Metropolitan Agency for Planning (CMAP), Go To 2040 (p166), Retrieved from http://www.cmap.illinois.gov/2040/main Envision Freight. (2011). Case Study: The Relocation of Intermodal Facilities. Retrieved from Envision Freight: http://www.envisionfreight.com/issues/pdf/Joliet_Austell.pdf Freightlocation.org. (2011). AllianceTexas Global Logistics Hub – Fort Worth, Texas. Retrieved from freightlocation.org: http://www.freightlocation.org/Downloads/ NCFRP23_AllianceTexas_Global_Logistics_Exrerpt_From_Report.pdf Gellman, E. (2005). Pilsen. Retrieved from Encyclopedia of Chicago: http://www. encyclopedia.chicagohistory.org/pages/2477.html Helper, S., Kreuger, T., Wial, H. (2012) Metropolitan Policy Program at Brookings,(Ed.) Why Does Manufacturing Matter? Which Manufacturing Matters? A Policy Framework. Retrieved from http://www.brookings.edu/research/papers/2012/02/22-manufacturinghelper-krueger-wial Hogan, W., Cortes, M. (1995). CA30 South lawndale. The Chicago Fact Book Consortium, (Ed.), Local Community Fact Book Chicago Metropolitan Area 1990. (110). Chicago: Academy Chicago Publishers. Hogan, W., Villaneuva, L. (1995). CA31 Lower west side. The Chicago Fact Book Consortium, (Ed.), Local Community Fact Book Chicago Metropolitan Area 1990. (113). Chicago: Academy Chicago Publishers. Illinois Department of Transportation. (2012). Illinois State Rail Plan. Retrieved from Illinois Department of Transportation: http://www.dot.state.il.us/ilrailplan/index.html IL Department of Transportation. (2011). Illinois Travel Statistics. Retrieved from Illinois Department of Transportation: http://www.dot.il.gov/travelstats/2011_ITS.pdf IL Department of Transportation. (n.d.). Traveling Public. Retrieved from Illinois Department of Transportation: http://www.dot.state.il.us/tpublic.html#ptrans
Local Initiatives Support Corporation (LISC) & Chicago’s New Communities Program & Pilsen Community Development Corporation. (2006). Pilsen: A Center of Mexican Life [Quality-of-Life plan]. Retrieved from http://newcommunities.org/cmadocs/Pilsen_ QofL_2006.pdf Local Initiatives Support Corporation (LISC) & Chicago’s New Communities Program & Little Village Community Development Corporation. (2005). Little Village: Capital of the Mexican Midwest: [Quality-of-Life plan]. Retrieved from http://newcommunities.org/ cmadocs/LVillageQofL2005.pdf Logan Square Preservation. (n.d.). History of the Grand Boulevard System of Chicago. Retrieved from Logan Square Preservation: http://www.logansquarepreservation.org/ boulevardhistory.html Lowe, N. J. (2007, November). Job Creation and the Knowledge Economy: Lessons From North Carolina’s Life Science Manufacturing Initiative. Economic Quarterly, 21(4), 339353. doi:10.1177/0891242407306359 Mann, H. (2012). Feasibility of Freight Villages in the NYMTC Region. Retrieved from New York Metropolitan Council: http://www.nymtc.org/project/freight_planning/freight_ village.html MAS Studio; Chicago Architectural Club. (2011). Emerald Necklace Constellation. Retrieved from Mas Studio: http://www.mas-studio.com/work/network-reset/ Mayor’s Press Office. (September, 22 2012). Mayor Emanuel Recieves Plan to Revitalize Former Coal Plant Sites and Surrounding Communities . Retrieved from City of Chicago: http://www.cityofchicago.org/city/en/depts/mayor/press_room/press_releases/2012/ september_2012/mayor_emanuel_recievesplantorevitalizeformercoalplantsitesandsur. html
Appendix
III
Metra. (2013). Metra System Map. Retrieved from Metra: http://metrarail.com/content/ metra/en/home/maps_schedules/metra_system_map.html Pilsen Education Task Force. (2010, October). The Pilsen Education Plan. Retrieved from Pilsen Portal: http://www.pilsenportal.org/uploads/pilsenportal/documents/pilsen_ education_plan.pdf The Pilsen/ Little Village Bicycle Alliance . (n.d.). The Pilsen/ Little Village Bicycle Alliance . Retrieved from Chicago Bike Info: http://bikechicago.info/PLVBA/ Project Lead the Way. (2013). Organization Overview. Retrieved from Project Lead the Way: http://www.pltw.org/sites/default/files/PLTW%20Overview%202013_3.pdf Project for Public Spaces. (n.d.). What is Placemaking? Retrieved from PPS Project for Public Spaces: http://www.pps.org/reference/what_is_placemaking/ Pucher, J., & Buehler, R. (2007, December). At the Frontiers of Cycling: Policy Innovations in the Netherlands, Denmark, and Germany. Urban Planning International, 13(3), 8-57. Retrieved from http://policy.rutgers.edu/faculty/pucher/Frontiers.pdf Rodkin, Dennis. (2012). What Homes Cost in 73 Chicago Neighborhoods and 200 Suburbs in 2012. Chicago Magazine Online, Retrieved from http://www.chicagomag.com/ Chicago-Magazine/April-2013/Home-Condo-Prices/ Reed, C. R. (2005). South Lawndale. Retrieved from Encyclopedia of Chicago: http:// www.encyclopedia.chicagohistory.org/pages/1174.html San Jose Obrero Mission. (2013). History of Pilsen and Little Village. Retrieved from San Jose Obrero Mission: http://www.sjom.org/About-us/PILSEN-HISTORY/index.html Strauss-Wieder, Alice et. al. (2007). Applicability of the Freight Village Concept to Urban Areas. Retrieved from Metrans Transportation Center: http://www.metrans.org/nuf/2007/ documents/Strauss-Weider-Parker.pdf University of Illinois Health Sciences System. (2012, November 12). South Lawndale (“Little Village”). Retrieved from University of Illinois at Chicago: http://www.uicni.org/ page.php?section=neighborhoods&subsection=southlawndale Urban Mapping. (2011). Lower West Side (Pilsen) neighborhood in Chicago, Illinois (IL), 60608, 60616 detailed profile. Retrieved from City Data.com: http://www.city-data.com/ neighborhood/Lower-West-Side-Chicago-IL.html Urban Mapping. (2011). South Lawndale (Little Village) neighborhood in Chicago, Illinois (IL), 60608, 60623, 60632 detailed profile. Retrieved from City Data: http://www.city-data. com/neighborhood/South-Lawndale-Chicago-IL.html IV Appendix
US Census Bureau. (2007-2011). Employment Status: From All 5 Digit Zip Code Illinois 5Yr Estimates. Retrieved February 2013 From: http://factfinder2.census.gov/faces/nav/ jsf/pages/searchresults.xhtml?refresh=t US Census Bureau. (2007-2011). Selected Economic Characteristics: From All 5 Digit Zip Code Illinois 5Yr Estimates. Retrieved February 2013 From: http://factfinder2.census.gov/ faces/nav/jsf/pages/searchresults.xhtml?refresh=t US Environmental Protection Agency. (2013, March 22). Environmental Issues in Chicago’s Little Village & Pilsen Neighborhoods. Retrieved from EPA United States Environmental Protection Agency: http://epa.gov/region5/littlevillagepilsen/ Walk Score. (2013). Walk Score: Cities and Neighborhoods. Retrieved from Walk Score: http://www.walkscore.com/IL/Chicago
Extra Resources Chicago Department of Transportation. (2012). Green Tech U. Retrieved from Chicago Center for Green Technology: http://www.chicagogreentech.org/green-tech-u-classes City Colleges of Chicago. (2012, July). City Colleges of Chicago Richard J. Daley Arturo Velasquez Institute Education that Works. Retrieved from City Colleges of Chicago: http:// www.ccc.edu/colleges/daley/news/Pages/City-Colleges-of-Chicago-Richard-J.-DaleyArturo-Velasquez-Institute-Education-that-Works.aspx City Colleges of Chicago. (2013). Program. Retrieved from City Colleges of Chicago: http://www.ccc.edu/colleges/daley/Programs/Pages/default.aspx City of Chicago. (2010). Chicago Workforce Centers - Services for Job Seekers . Retrieved from City of Chicago: https://www.cityofchicago.org/city/en/depts/fss/supp_info/ chicago_workforcecenters-servicesforjobseekers.html Instituto del Progreso Latino . (2008). Our Services. Retrieved from Instituto del Progreso Latino : http://www.idpl.org/services.html Jane Addams Resource Corporation. (2013). JARC Programs. Retrieved from Jane Addams Resource Corporation: http://www.jane-addams.org/jarc-programs/list-of-jarc-programs Little Village Lawndale High School. (2013). Mission Statement. Retrieved from Little Village Lawndale High School Campus: http://ma.lvlhs.org/apps/pages/index.jsp?uREC_ ID=170253&type=d
Maps Key
Charts Key
•
•
Average Family Size map, 2010 …………......…....………… Map 1 Community Profile
•
Population, 2010. ………………………………….….......… Map 2
Travel Time to Work …………......…....….................…..… Chart 1 Economic development
•
Community profile
Educational Attainment ……………….………….….....… Chart 2 Economic development
•
Race majority, 2010. …………..…………………...…...…… Map 3
•
Unemployment Rate …………..……………...…...….…… Chart 3
•
Crime, 2010. …………...………………………..….......…… Map 4
•
Economic Composition 2000 .………...………….......…… Chart 4
•
Unemployment, 2010..………………………………....…… Map 5
•
Economic Composition 2011 Census Data ......…......….… Chart 5
•
Building density, 2010………...………………....……..…… Map 6
•
Tenure in Units …...........………………………..….....……Chart 6
•
House Value, 2010..……………………………..…..….…… Map 7
•
•
Number of vacant units, 2010.....………………..…......….… Map 8
•
•
Open space, 2010 ..……………………………….…….…… Map 9
•
CTA, 2010 ..……………………………...……...…….…… Map 10
Community profile
Community profile
Economic development
Economic development
Economic development
Economic development
Economic development
Economic Development
Economic Development
Community profile
Income Comparison by Place ..…………………...…......… Chart 7
Community profile
Percentage of Students Meeting or Exceeding Illinois Learning Standards ……………………................……..…… Chart 8 Community Profile
Environment
Transportation
Appendix
V
Map 1 â&#x20AC;&#x201C; Average Family Size
The average family size for the City of Chicago separated by census tracts. The tracts containing Little Village and Pilsen, especially Little Village, show a distinct trend toward larger family size.
VI Appendix
Map 2 â&#x20AC;&#x201C; Population Density
The average population density of the City of Chicago, delineated by census tracts. The areas where Little Village and Pilsen lie are characterized by a higher density than surrounding areas.
Appendix VII
Map 3 â&#x20AC;&#x201C; Crime in 2012
A display of the concentration of reported property and violent crime in the City of Chicago. Northern sections of Little Village fall within a wider crime-impacted area.
VIII Appendix
Map 4 â&#x20AC;&#x201C; Race Majority in Chicago
The average family size for the City of Chicago separated by census tracts. The tracts containing Little Village and Pilsen, especially Little Village, show a distinct trend toward larger family size.
Appendix IX
Map 5 â&#x20AC;&#x201C; Unemployment Percentage in Chicago
A graphical representation of unemployment rates across Chicago by census tract. The percentages of residents within Little Village and Pilsen are relatively high with approximately 7% to 20% of the population in relevant census tracts being jobless.
X
Appendix
UPP 505/506 â&#x20AC;&#x201C; Spring 2013
Map 6 â&#x20AC;&#x201C; Building Density in Little Village and Pilsen
Map displaying number of residents by square acre within the Little Village and Pilsen communities. With a large quantity of single family homes, density levels in both communities are relevantly low.
Appendix XI
Map 7 â&#x20AC;&#x201C; Housing Values in Chicago
A representation of home value across the City of Chicago by census tracts. Pilsen has higher land values in comparison to Little Village and both neighborhoods are relatively similar to the surrounding neighborhoods in terms of value.
XII Appendix
Map 8 â&#x20AC;&#x201C; Number of Vacant Units in Chicago
A display of building vacancy rates of Chicago by census tracts. The northern section of Little Village and Pilsen is characterized by a higher number of vacancies than the surrounding areas with Pilsen having lower vacancy rates than Little Village.
Appendix XIII
Map 9 â&#x20AC;&#x201C; Open Spaces in Little Village and Pilsen
A display of existing open space and park space within LVP. Both neighborhoods possess a distinct lack of public space. Waterfront sites are dominated by private industry and inaccessible to local residents. Parks within the residential sections of LVP are sparse as well. XIV Appendix
Map 10 â&#x20AC;&#x201C; CTA Lines Located in Little Village and Pilsen
Map of Chicago Transit Authority (CTA) heavy rapid rail lines running in or near LVP. The CTA operates two services, the Pink and Orange line, providing connections for neighborhood residents to Midway Airport, the Chicago Loop, and the inner ring suburb of Cicero. Appendix XV
40% Little Village
A display of time that residents spend traveling between work and home.
Cook County
30%
Bachelors Degree
Some College3
5%
Less than 9th Grade2
10%
9th to 12th Grade1
15%
Associates Degree
20%
Graduate or Professional Degree
1 No Diploma 2 Includes Equivalency 3 No Degree
25%
0%
Chart 1 – Travel Time to Work
Pilsen
Less than 9th Grade
Minutes in Travel
Percentage of Population
90+
60-89
45-59
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
35%
<5
Persons
9000 8000 7000 6000 5000 4000 3000 2000 1000 0
Chart 2 – Educational Attainment for Little Village and Pilsen
The level of education that residents in both communities have attained in comparison to the rest of Cook County.
14.00% 12.00%
6.00% 4.00% 2.00% 0.00%
8.68%
8.00%
9.34%
10.00%
14.41%
Unemployed percent of Total Population
16.00%
PLVI
llinois
U.S.
American Community Survey 2011, 5 yr Estimates
XVI Appendix
Chart 3 – Unemployment Rate for Little Village and Pilsen
The combined unemployment rate for both communities in comparison with the rest of Illinois and the US.
3.33% 3.97%
Government
Arts, Entertainment and other services
11.89%
Chart 4 â&#x20AC;&#x201C; Economic Composition by Employment, 2000 Census
16.62%
19.41% 16.09% 18.05%
Financial, Professional and Management Services 1.73% 2.96%
Inforrmation services
20.21% 20.89%
Trade, Transportation and Utility
23.62%
Manufacturing
15.96% 6.43% 6.87%
Construction and mining 0.00%5
.00%
10.00%
15.00%
PLV Illinois
Government
Main forms of employment in both Little Village and Pilsen in comparison to the rest of Illinois.
11.97%
Education, Health and Social Services
20.00%
25.00%
2000 CENSUS DATA
3.85% 2.99% 13.46%
Arts, Entertainment and other services
20.72%
Education, Health and Social Services
Chart 5 â&#x20AC;&#x201C; Economic Composition by Employment, 2011 Census
22.13%
16.23%
Main forms of employment in both Little Village and Pilsen in comparison to the rest of Illinois.
18.69% 16.86%
Financial, Professional and Management Services 2.25% 1.78%
Inforrmation services
Trade, Transportation and Utility
17.06%
20.05%
12.83%
Manufacturing
17.84% 6.74% 6.52%
Construction and mining 0.00%5
.00%
PLV Illinois
10.00%
15.00%
20.00%
25.00%
2011 CENSUS DATA
AppendixXVII
80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 PLVI
llinois
U.S.
Median Family Income Median Household Income Per Capita Income
American Community Survey 2011, 5 yr Estimates
Chart 6 â&#x20AC;&#x201C; Income Comparison by Place
Chart showing the median family, household, and per capita income.
Chart 7 â&#x20AC;&#x201C; Percentage of Students Meeting or Exceeding Illinois Learning Standards, Grades K-8
A graph comparing the percentage of students meeting or exceeding learning by state and community among the different schools in Chicago. XVIIIAppendix
Pilsen
Little Village
28%
56%
44%
Chart displaying the Renter occupied vs. the owner occupied houses in Pilsen and Little Village as opposed to Illinois, Chicago and the US.
38%
72%
Chicago, IL
Chart 8 â&#x20AC;&#x201C; Tenure Status of Housing Units
62%
Renter Occupied Units
Renter Occupied Units
Owner Occupied Units
Owner Occupied Units
Illinois
33%
United States
35% 67%
65%
Renter Occupied Units
Renter Occupied Units
Renter Occupied Units
Owner Occupied Units
Owner Occupied Units
Owner Occupied Units
Appendix XIX
UPP 506 - Spring 2013 - Janet Smith