southwest smart communities plan final

8/11/2019 Southwest Smart Communities Plan Final

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Connecting Our CommunitiesM A R C H 2 0 1 0

SOUTHWESTSMART COMMUNITIES PLAN


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SOUTHWEST SMART COMMUNITIES PLAN

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A neighborhood without broadband access anddigital literacy is at a competitive disadvantage inan age when local economies are increasinglyconnected to regional and global economies. This plan is a roadmap for building tech-sav vycommunities for the Southwest SmartCommunities Partners, comprising three Chicagoneighborhoods Auburn Gresham, ChicagoLawn and Englewood. It is also a collaborativeeffort, bringing together representatives fromcommunity-based organizations in the threeneighborhoods and more than 100 residentsfrom the communities.

The projects we outline in our plan will be mosteffective when they work in conjunction with eachother. Outreach gets neighbors involved intrainings to use digital technology to improvetheir daily lives. Students use broadbandtechnology in new digital media labs in school.Local entrepreneurs visit business centers where

they can learn more about using software tobecome more efficient and more protable.

These programs and projects are catalysts. Noone program is sufficient to provide all the digitalresources a community needs. But by putting inplace a network of resources to jumpstart aculture of technology, we can support and enhancethe values of our neighborhoods on the SouthwestSide, the places where we care for our children

and our seniors, where education is a lifelongprocess, where local economies thrive and growbecause they are connected to the largereconomy, and where residents connect withgovernment and can advocate for their needs.

Why We Need Smart CommunitiesDigital technology is transforming our commerce, culture and community. It provides businesses with

efficiency, advertising, new markets and new products, and citizens with real-time communications andinformation about everything from social networks to the daily news. With digital technology, students canlearn in new and exciting ways and seniors can remain connected to a fast-paced world.


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Smart Communities responds to a major recom-mendation of the Mayors Advisory Council onClosing the Digital Divide, whose workculminated in the 2007 report, The City thatNetWorks. The Advisory Councils vision is thatInternet access, hardware, software, educationand mind-set changes will lead to digitaltransformation. Smart Communities will developa series of pilot projects to test how best to

convert digital excellence into personal andcommunity transformation.

In its report, the Advisory Council identieddigital excellence drivers that are necessary for

everyone in a community to fully participate inthe era of information technology. SouthwestSmart Communities Partners began our work ofdetermining how to foster digital excellence inour communities by addressing these ve drivers: Raised awareness and evolving mindsets

that value learning, connecting and communi-cating through technology, and that recognizethe personal and economic opportunities of

Internet participation. Effective Internet access that is high-speed,

affordable and available everywhere. Affordable hardware that can run the full

range of Internet resources and includes

suitable software that meets the needs ofindividuals, families, businesses and communities.

Digital education that provides the trainingand technical support for users to becomecomfortable and procient with technology.

Digital programming, skills and content that makes technology relevant and useful to abroad array of users and improves information

ows into and out of neighborhoods.

The Southwest Smart Communities Plan buildsupon these drivers and the quality-of-life plansprepared by each of our NCP communities.

The Southwest SmartCommunities Partners The Southwest Smart Communities Partners (SSCP) represents three of ve digitally underserved neighbor-hoods in Chicago that are participating in the Smart Communities program, which aspires to enable fullparticipation in meaningful digital activities by households, businesses and institutions to increase local

knowledge, expand economic and educational opportunities, and enhance connections among residentsand businesses. The program, which includes Auburn Gresham, Chicago Lawn, Englewood, Humboldt Parkand Pilsen (Lower West Side), is part of the City of Chicagos Digital Excellence Initiative and is administeredby the Local Initiatives Support Corporation/Chicago. Each of the ve communities is part of the NewCommunities Program, a long-term initiative by LISC/Chicago to support comprehensive communitydevelopment in 16 Chicago neighborhoods.

http://egov.cityofchicago.org/webportal/COCWebPortal/COC_EDITORIAL/DigitalDivide.pdfhttp://egov.cityofchicago.org/webportal/COCWebPortal/COC_EDITORIAL/DigitalDivide.pdfhttp://egov.cityofchicago.org/webportal/COCWebPortal/COC_EDITORIAL/DigitalDivide.pdfhttp://egov.cityofchicago.org/webportal/COCWebPortal/COC_EDITORIAL/DigitalDivide.pdf


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NEIGHBORHOODS AND LEAD AGENCIESAuburn Gresham, Chicago Lawn and Englewoodare contiguous neighborhoods, each with theirown history, assets and challenges, but sharing aneed for increased investment and opportunitiesfor residents and local businesses. Workingtogether in the SSCP provides us with an excellentopportunity to learn how to link communitiesthrough the use of technology, build solutionsthat work in different neighborhoods, and usethe process of designing and implementingtechnology solutions to foster communicationand collaboration.

Each of our three neighborhoods is representedby local organizations that have a record oforganizing residents and providing comprehensivecommunity development.

Auburn Gresham is a predominately African-American, moderate-income community that has

seen a rebound in the late 1990s after two decadesof residential ight and a few years of commercialdisinvestment along the 79 th Street retail strip.New facilities, programs, housing and businesseshave been opened with efforts of a new alderman,an alliance of community organizations, andinvestment from the city.

The Greater Auburn-Gresham DevelopmentCorp. (GADC) was formed in 2001 to support and

coordinate the development and investmentcoming into the neighborhood. GADC worksclosely with local nonprots and elected officialson programs from a major recycling initiative tocommunity planning.

Chicago Lawn is a multi-ethnic working classcommunity determined to create an attractive,safe and inviting place to live for families frommany backgrounds. Today, African-Americansand people of Mexican and Arab descent arepurchasing homes in the area, becoming a partof existing institutions, and supporting newtypes of organizations and businesses.

Greater Southwest Development Corporation(GSDC) is a mature, nancially solid organizationwith a history of successfully positioning ourcommunity to compete for investment and

maintain a mixed-income economy. GSDClaunched our communitys rst Center forWorking Families and spurred the investment ofover a half billion dollars in local commercial,industrial and housing development.


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The Southwest Organizing Project (SWOP) isa 29-member, institutional-based organizingproject founded in 1996, which works with faithinstitutions, public schools and serviceorganizations including the GSDC. SWOPscurrent work includes organizing around housingissues, immigrant rights, violence reduction andlocal school reform. GSDC and SWOP co-lead theNCP process in Chicago Lawn.

Englewood , once home to the citys secondbusiest shopping district at the transit-servedcorner of 63 rd and Halsted streets, in recentdecades has struggled to reverse a long decline

in population and economic health. Newdevelopment in this largely African-Americancommunity has begun to breathe life into theneighborhood and large public investmentssuggest a stronger future.

Teamwork Englewood was formed in 2003 toserve as a vehicle for bringing together residents,organizations, churches and businesses in thecommunity. As the lead NCP agency in Englewood, Teamwork Englewood organizes diverserepresentatives of the community to participatein a collaborative and comprehensive approachto community development.

CONFRONTING THE PARTICIPATION GAPFour of every 10 Chicagoans face barriers tobroadband access and therefore are limited ornonparticipating users of the Internet, accordingto the July 2009 study, Digital Excellence in Chicago.

The study conducted by the University ofIllinois at Chicago and the University of Iowa andcommissioned by the City of Chicago foundparticularly low levels of Internet usage in theve Smart Communities and similar

neighborhoods across the city whose residentsare older, Latino, African-American, low-incomeor less educated.

A survey of residents identied three primarybarriers to regular broadband use: cost lack of interest difficulty of use

We learned from the survey and follow-upoutreach meetings that a concerted effort will beneeded to bring technology tools and benets toour community residents. While lower-cost is a

factor, we have learned from experience thataccess is not enough. We need to reach peopleindividually, through their local affiliations andblock groups and prove the tangible benetsof technology.

This plan provides a roadmap for addressingeach one of these barriers so that residents ofSmart Communities can take full advantage ofdigital resources from online city services and

social networking to employment opportunitiesand online banking. Access to these resourceswill in turn help make technology another tool inthe ongoing development of our communities.

Community Population2000

CurrentBroadbandUsage

ResidentsWithoutBroadband

Reason:Cost

Reason:No Interest

Reason:Difficultto Use

AUBURN GRESHAM 55,928 38% 34,675 49% 41% 35%

CHICAGO LAWN 61,412 51% 30,092 50% 39% 32%

ENGLEWOOD 40,222 56% 17,698 35% 39% 18%

HUMBOLDT PARK 65,836 43% 37,527 53% 33% 29%

PILSEN 44,031 38% 27,299 62% 39% 41%

TABLE 1: WHY RESIDENTS DONT USE BROADBAND INTERNET
http://egov.cityofchicago.org/webportal/COCWebPortal/COC_ATTACH/Digital_Excellence_Study_2009_--_Web.pdfhttp://egov.cityofchicago.org/webportal/COCWebPortal/COC_ATTACH/Digital_Excellence_Study_2009_--_Web.pdf


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The process began with representatives of allSmart Communities lead agencies, City agencies,and private-sector technology rms participatingin several meetings in February and March of2009 to discuss program opportunities andshare technical information. These meetingswere used to develop draft vision statementsand goals, identify key constituencies, denepotential priority corridors for broadband access,and brainstorm opportunities for projects thatwould meet the vision and goals. The SSCPSteering Committee also met during the springto focus the ve drivers of digital excellence forthe districts three communities, identify keypartners in our communities, plan for a series ofpublic meetings, and create a vision statement

for the district.

On April 16 and 18, 2009, SSCP held two publicworkshops at the Perspectives Charter SchoolsCalumet Campus in Auburn Gresham, and more

than a hundred people representing a broadswath of residents and organizations from allthree Southwest Side Chicago neighborhoodsparticipated. After a presentation of the draftvision and goals, the audience self-selected intohour-long break-out sessions to discuss thedigital needs and program possibilities for keylocal constituencies: youth, disconnectedpopulations such as people with criminal recordsand people with disabilities, seniors, localbusinesses, employees and Spanish speakers.

On May 14, a public workshop at Kennedy-KingCollege in Englewood offered more than 30participants the opportunity to evaluate and addto the list of ideas created from the April meetings.

For this workshop, participants also self-selectedinto hour-long breakout sessions on key topics. The groups were organized by the ve drivers fordigital excellence: hardware and software,access, education and training, tech support, and

mindset and content. The input from thismeeting shaped the list of projects listed below.

To augment the ndings of the three publicmeetings, SSCP staff have reached out to localbusinesses, schools, libraries and othercommunity stakeholders that have an interest intechnology, both for their own uses and asproviders to local residents. These one-on-onemeetings in each of our three neighborhoodsadded to our understanding of the communitiesassets and needs and laid the groundwork forpartnerships when planning leads to projects.

A Bottom-Up Planning ProcessCommunity planning for the Southwest Smart Communities Partners has been a process that included Smart

Communities design meetings, SSCP steering committee framing, sustained outreach, and a series of publicmeetings that brought together more than 130 representatives from the three neighborhoods. Lead agencystaff and volunteers targeted several underserved populations to bring them into the planning process,including youth, seniors, people with criminal records and other hard-to-reach populations. The resulting vision

and work plan are truly collaborative, using the ideas, hopes, and insights of our local residents, businessowners, nonprots, schools, libraries and other institutions.


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STRATEGY 1

Build Awareness ofthe Power of Digital TechnologiesIn order for digital technology to help revitalizeour communities, we need to change localmindsets and expectations that stem in part

from racial, cultural and socio-economic barriers.We will reach the vast majority of communityresidents with simple and clear messages thatdigital tools can improve their lives, make everydaytasks easier and provide new forms of recreation.

As important, the grassroots, personalized

connection of the campaign will provide thelocal and citywide agencies working on this planon the Southwest Side with information andperspective on the needs, strengths andchallenges of local residents and institutionsaround adoption of digital technology.

1.1 COMMUNITY TECHNOLOGY ASSESSMENT To build upon outreach conducted dur ing our

planning process and rene the projects proposed,SSCP will determine the digital assets and needsof our three communities with an in-depth ITassessment of existing computer centers,businesses, nonprots and public facilities. The

information will be combined with survey results

of the attitudes about and usage of technologyin our communities by residents. With detailed,accurate information, tech providers will have abetter market model to make decisions aboutinvestment in technology, and SSCP projects willbe crafted to match local conditions.

This assessment, which has already begun bySSCP staff, will result in the nal project baseline.Additional mapping will be completed around

technology in specic program areas, as a way todetermine any additional and/or rened detailsthat will impact the other strategies in this plan.For example, more details are needed to developa collaborative program around health and

Strategies and Projects This plan proposes a set of programs and projects around ve strategies to build the digital future of the

Southwest Smart Communities Partners. Our community vision provides a strong framework for the technologystrategies and projects of the partnership between our three neighborhoods.

As Smart Communities, we envision using technology to connect these three neighborhoods and reduce the physical and psychological barriers that havehampered their cooperation and slowed their collective progress. We will overcome racial and cultural barriers to using technology in our daily lives. We alsoenvision using technology to address common challenges across the Southwest Smart Communities Partners: stimulating economic development and continuing

to revitalize our neighborhoods.

As this plan unfolds, residents of the Southwest Smart Communities Partners will enjoy signicantly greater public and private access to the Internet in digitallyand socially linked communities. Public kiosks, Internet cafs and public web access within local small businesses will make digital technology visible and readilyavailable. A Southwest regional web portal will offer information about community events and job openings and will host a community forum. Youth will createdigital arts and media, refurbish computers for home use and train their elders in technology. Small business owners will use electronic bookkeeping andinventory management, and adults will have greater opportunities to learn technology skills and apply them as they build their careers.



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wellness options and an understanding oftechnology resources necessary to promotehealth and vitality in the Southwest communities.

1.2 OUTREACH CAMPAIGNBecause technology has not been a part of dailylife for many residents of the communities, SSCPmust go beyond simply announcing the newprograms and projects outlined below. We willconduct door-to-door campaigns focused ontargeted populations and areas with linkages inplaces that can be brought into the fold, such asblock clubs, and hold forums to educate the

community and create workshops that arerelevant to targeted communities. This outreachcampaign will communicate how going digitalcan change cultural expectations and show thebenets of technology in personal life and therelevance of technology to targeted populationsand communities.

Unlike conventional top-down advertisingcampaigns, our campaign will be led by localorganizations that have strong experience ineach of our communities. Residents will befamiliar with the sponsoring organizations andmay have beneted from their programs orservices in the past. The campaign will alsoprovide job opportunities. A new tech organizerwill target hard-to-reach populations and use techtools to engage a new generation comfortablewith blogging, social networks and similar tools.

The goal is not just to let our residents know

about new tech programs, but to listen tocommunity members, determine their challenges,and provide that feedback back to local providers,City agencies, and external resources. Our formof organizing has always been two-way; tech-

nology tools just provide another way tocommunicate. The process of tech outreach willprovide another avenue to fulll the communitydevelopment plans of our neighborhoods.

As interested individuals become procient, theywill bring along their peers, family members,grandparents and others who would be muchharder to reach through a traditional advertisingor promotion campaign. These activities willhave the added benet of providing organizingand community engagement as a team-buildingcommunity structure, and, as is the case with allorganizing projects, also provide input from the

community to SSCP and its partners.

1.3 LOCAL ADOPTION MARKETINGCAMPAIGN To supplement outreach, a broad-based marketingcampaign will reach people both online andthrough traditional means to encourageparticipation in the trainings, workshops, portalsand other program elements. The goal is toconnect with everyone in the community,especially those populations that are hard-to-reach. A community-focused marketing rm willprovide ongoing services to expand awarenessof the campaign through local media includingcommunity newspapers, radio s tations, television,newsletters, websites and, for major events,larger newspapers.

This marketing will be tailored specically toreach our residents. For example, the Greater

Auburn-Gresham Development Corp. has beenvery successful in raising awareness of its annualRenaissance Festival by purchasing advertise-ments on the sides and backs of Chicago TransitAuthority buses that drive routes in the

neighborhood. In Chicago Lawn, where Spanishis spoken by many residents, Spanish-languagemedia and local radio stations will be targeted.

STRATEGY 2

Expand Digital Educationand Training forIndividuals, Families

and BusinessesWe will work to educate our neighbors aboutexisting hardware and software in comprehensive,intergenerational and age-appropriate ways,growing our community technology centersfrom primary access points into training sites thatdraw learners with quality programming andtop-of-the-line hardware and software, includingitems that may be out of reach for most house-holds (scanners, high-quality printers, etc.). Wewill nd and support affordable, locally-basedtechnical support providers and developstrategies to ensure our community can sustainits use of technology. We will create a coordinatedsuite of software consisting of existing and neweducational training for adults and teens.

2.1 FAMILYNET CENTERSWe will create new FamilyNet Centers, where all

residents regardless of age or experience are able to learn about technology in anatmosphere that is family friendly and preparedto provide assistance to a wide range of needs.Based on the framework of existing Centers for


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Working Families (CWF), which offer a variety ofemployment, nancial education, and otherservices, the sites will provide the opportunity tolearn about technology for a wide range of users:a parent who wants to take adult-educationworkshops but needs child care, a senior who is just learning about computers, a teen who needsto type out a term paper. The FamilyNet Centerswill offer access to programs listed below such asEveryday Digital and Civic 2.0 (see Strategy 2.3),but also provide hands-on training sessions inspecic skills and certications.

Equipped with 10 or more modern computer

workstations for adults and children (plus twokid-friendly workstations) and high-speedInternet connections, new FamilyNet Centers willbecome central points of digital access andlearning in our communities. By adding newcomputer capacity, higher broadband speeds,trained staff, and expanded weekday andweekend hours, to the Centers for WorkingFamilies, FamilyNet Centers will be able to servemore than 5,000 additional individuals per yearacross the ve neighborhoods.

In the Southwest Partners area, sites to locateFamilyNet Centers are St. Sabinas EmploymentResource Center in Auburn Gresham, SouthwestREACH in Chicago Lawn, and Kennedy-KingCollege in Englewood.

2.2 SUPPORT PROGRAM FOR COMMUNITYTECHNOLOGY CENTERS

Our communities are currently served by acollection of community technology centers(CTCs) operated by nonprot community-basedorganizations. Many of these sites are currentlyunderfunded but able to handle more capacity

if provided with state-of-the-art equipment,curriculum and outreach support. To site a fewexamples, IMAN center (Chicago Lawn) during2009 served over ve hundred individuals in11 computer literacy courses, including ICDIComputer Fundamentals taught in English andSpanish. Without additional support, plans are toreduce computer courses to eight. With supportto increase its current capacity, A Knock atMidnight (Englewood) estimates it couldimmediately double the three hundred plusstudents participating each year in theircomputer and workforce courses.

Based on ndings of the community assessment,we will provide support to leverage existingprograms and create others where a need isbeing unmet. A longer-term goal is to create asustainable Southwest Community TechnologyCenter that is conveniently located for all threeneighborhoods. In conjunction with the FamilyNetCenters, a more robust selection of CTCs willprovide our communities with a strong infra-structure of public locations for youth, teen andadult training programs.

2.3 TRAINING DESIGNED FOR OURCOMMUNITIES The Southwest Smart Communities Partnersviews learning about the possibilities andcapacities of information technology as a processthat cannot be limited to one age group orpopulation. Our goals for digital excellenceinclude education of our youth and adult

residents; training that meets the needs ofemployees, jobseekers, and employers, andtechnical support to ensure computers remainoperational and well-used.

Everyday Digital Based on assessment ofworkshops, courses, and other technologyprograms for adults and teens currentlyavailable, we will expand and enhance digitaleducation courses to help residents becomecomfortable with and procient in usingtechnology in their everyday lives.

General computer education should includerecognition of the importance of changingattitudes, including addressing a lack ofcondence about use and the perception thattechnology is too expensive. This need wasespecially noted within the Spanish-speaking

focus groups in the public workshops. Specictopics might include: Internet security that reduces risk on bank

transactions, anti-virus and e-mailing Secure online bill payment Computer productivity in the household Supervision of Internet use by children Use of Skype for long-distance calls Training that reduces fear of technology

Civic 2.0 Technology today offers manyopportunities for our residents to increase theircivic engagement. To connect our residents tothese digital tools, we will offer Civic 2.0courses designed for community leaders, taughtby experienced community organizers with weband social-networking skills. These courses willcover how to use web tools to access publicservices information and how to use suchinformation to advocate for communityimprovements. The leaders in turn will pass on

the skills at the block club and communityorganization levels. Topics will include use of:transit maps and BusTracker (including mobileapplications); CLEAR path, the Chicago PoliceDepartments safety information database; City


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AND SMART GRID

CTA 74th St Bus Depotfor Bus Advertising

JacksonPark

KingPark

ScottsdaleLibrary

Southwest Workforce Center

Fire Station E64

Fire Station E15

Fire Station E101

MLK Kiosks

West Lawn Library

Fire Station E88

Police StationDistrict 8

Chicago Lawn Library Southwest Senior Center

Arab American Action Network

Gage Park Library

Sherman Park Library

Morrill Elementary School

Fairfield Academy

IMAN Center

ChurchviewIndependent Living GSDC Business

Outreach

GoodwillIndustries

AndersonCommunity

Academy

GoodlowElementary

School

LindblomHigh School

Harper High School

WestEnglewood

Library

Fire Station E116

CopernicusElementary School

Police StationDistrict 7

NicholsonElementary School

BassElementarySchool

KershawElementarySchool

ReedSchool

EnglewoodHigh School

Kelly Library

Eslup RapidLearning Center Kennedy-King

College

Solace Academy

Teamwork EnglewoodFamilyNet Center

WashburneCulinary Institute

WYCC

Englewood NeighborhoodHealth Center

Englewood

Senior Center

Chicago Urban League

EnglewoodCommunity

Service Center

Fire Station E54

OglesbySchool

Police StationDistrict 6 Community Youth

Development Institute

Fire Station E73 21 Ward Yard

GreshamElementary School

SimeonCareer Academy

MorganElementary School

Cook School PerspectivesCharter School

New PisgahHaven Homes

St. Sabina EmploymentResource Center

GADC &Business Outreach

Auburn-GreshamSenior Satellite Center

Civic 2.0 andEveryday Digitalfoster civic engagementthrough technology

St. SabinaFamilyNet Center

Greater SouthwestFamilyNet Center

Teamwork EnglewoodFamilyNet Center

Gage Park High School

Marquette Elementary School

HurleySchool

EberhartSchool

TalmanSchool

Lawn TerraceSenior Building

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StrategiesMap

Southwest Smart Communities Initiative

City of Chicago LISC/Chicago New Communities Program

Feet0 700 1400

1 A Knock at Midnight2 Alpha Learning Center 3 The Ark of St. Sabina4 Auburn Gresham Senior Satellite Center 5 The Beloved Community6 Building Blocks Learning Academy7 By The Hand8 C.Y.C.C9 Curves of Auburn Gresham10 Emerging Business Solutions11 Eyas Developmental Institute12 GADC13 GRANDFamilies14 KidTek

1 Great SW Reach Center 2 GSDC & SWOP3 IMAN4 Metropolitan Family Services5 Salvation Army6 Southwest Youth Collaborative

1 A.F.O.R.C.E Technical Training Center 2 Black Youth in Action3 Blud Center (Boulevard Arts)?4 Clara House Academic Center 5 Double L Community Center 6 Englewood Black Political Task Force7 Englewood United Methodist Church8 Imagine Englewood9 Mt Olive MB Church10 Peace Community Center 11 Salvation Army12 Teamwork Englewood13 Totally Positive Productions14 West Englewood United Methodist Church

15 Lots of Love Day Care16 Mather LifeWays Caf17 Nation of Islam18 Neighborhood Housing Services19 New Birth COGIC20 Off the Alley21 Pleasa nt Green MB Church22 Provid ence MB Church23 S&C Financial Credit Resolutions Group24 St. Leo Veterans Campus25 St. Sabina Elder's Village26 St. Sabina Employment Resource Center 27 St. Sabina Social Services28 T.W.O (The Woodlawn Organization)

Greater Auburn-Gresham Development CorporationGreater Southwest Dev. Corp./Southwest Organizing Project

Teamwork Englewood

Southwest Planning Area: Partnership Organizations

1 1 1

!l Police Station

School

Southwest DigitalPlanning District Boundary

October1, 2009Source: City of Chicago; LISC; TeskaAssociates, Inc.

Family NetCenter

Commercial CorridorBusiness Outreach

Fire Station

p~

Library

Neighborhood Resource


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of Chicago web services; locating your city, stateand federal representatives online, and localportals and organization websites.

Digital Business Support To support economicgrowth in our communities, SSCP will emphasizethe return on investment of going digital toimprove competitiveness and protability tolocal small businesses, particularly along themain commercial thoroughfares, 63 rd, 79th andHalsted streets. Existing planning and supportfrom the City of Chicago Department ofCommunity Development in its Special ServiceArea (SSA) program can be leveraged in this work

for 63 rd Street (SSA #3) and 79 th Street (SSA #32).Outreach will be localized by neighborhoodfor best results.

With trainings and tools tailored to the needs oflocal rms, the Digital Business Support Programwill provide a technological edge to the driversof our local economies small rms that areoften unaware of or unable to adopt technologicaladvances to improve their bottom line, andlarger rms that increasingly require high-speedconnections for online communication andsoftware. Business trainers will teach courses inbusiness software, accounting software, databases,video conferencing, servers, networks, secureWi-Fi routers and broadband-based telephoneservices. Training will take place at enhancedBusiness Resource Centers, on site at a smallbusiness, or by using technology to providewebinars. This program could also supportbusiness entrepreneurship opportunities for

youth through a teen digital network.

Employee Trainings Employment-focusedtraining for residents will include courseworkboth for those looking to advance within theircompany and for job-seekers who could beconnected with a job opportunity at the end ofthe training. Programs will reach out to under-served populations who need training, includingthose aged 26-30 who missed computereducation in high schools (see Section E, below).

Based on the needs of local residents and marketdemand of specic skill-sets, specializedcertications such as CompTIA CTT+, CertiedMicrosoft Application Specialist Instructor and

Internet and Computing Core Certication (IC3)should be offered in the community at FamilyNetCenters and added or expanded at local CityColleges such as Kennedy-King College.

Targeted Trainings for DisconnectedPopulations Residents who have a criminalrecord, have a disability, are seniors, have limitedor no English, are undocumented, are Section 8voucher holders, or are otherwise disconnectedfrom the wider society are prime candidates forthe communication and integration benets oftechnology. Unfortunately, these groups canalso be the most likely to be unfamiliar withdigital technology.

We will create programs to provide disconnectedpopulations with digital education that bothmeets their specic needs and recognizes thelarger gap in their knowledge. For example, theCivic 2.0 and Everyday Digital classes (referenced

above) will make sure all teaching materials areavailable in Spanish and that bilingual instructorsare available as needed in our communities.

The Southwest Smart Communities Partners willoffer orientation for soon-to-be released offendersabout the location and content of technical andeducation training programs in their neighbor-hoods, linked to employment options at graduation.One program site at Kennedy-King College inEnglewood can house a digital re-entry programthat will serve our communities. The program maybe built from existing programming for people with

criminal records in our communities, includingIMAN and Ceasere in Chicago Lawn and SideHustle in Englewood.

Surng Seniors program is another example of howmany aspects of this plan can work in conjunctionto target a specic population. To help seniorsconnect to social, recreational, and employmentopportunities through the Internet, Surng Seniorswill provide multi-faceted programming. Optionsinclude adding computers and Wi-Fi in seniorbuildings, bringing mobile computer labs to seniorhousing, targeting seniors for affordable computersin their own residences, creating senior-speciccontent and developing relationships through cross-generational youth/seniors engagement and senior/

senior collaborative mentoring.

RETURNING TO

THE COMMUNITY

SURFING SENIORS


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2.4 YOUTH PROGRAMS The future of education for youth includes bothlearning about using software and digitalresources, and learning with software and digitalresources. Tech education for youth in ourcommunities must be incorporated into thecurriculum at Chicago Public Schools (CPS), andour childrens schools must have the resources tosupport a digital education.

Digital Youth Network Our communitieshave many strong local programs that alreadywork with youth using digital media. Our goal isto strengthen and expand these programs,

including the innovative digital media work donethrough Gage Park and Curie High Schools inChicago Lawn, while connecting youth to newopportunities as well. We will work with CPS toensure that there is coursework available foryouth to be trained in the creation and integrationof the digital arts as part of their education.

We will develop a Digital Youth Network and tapinto the University of Chicagos Urban EducationInstitute, which works with local youth on spokenword, written, video, multimedia and socialnetworking content, and how to use the latestsoftware or techniques to showcase studentwork in a variety of online venues. Primarylocations to add or expand these efforts include: Perspectives Charter High School and Middle

School, Calumet Campus, and OlgesbyElementary in Auburn Gresham

Gage Park High School and MarquetteElementary School in Chicago Lawn

Lindbloom High School, Miles Davis andNicholson Elementary schools in Englewood

Out-of-School Time and SummerEmployment Opportunities for tech educationstarting in elementary school will be augmentedwith educational opportunities and resourcesin new and existing after-school programs,community technology centers, public libraries,etc. to give students the broadest possible rangeof opportunities to learn about and use digitaltechnology.

For example, building on the after-school programmodel, and our communities experience providingsummer youth employment, we will work withlocal youth-serving organizations, the City of

Chicago and business partners to develop aneight-week paid summer job that exposes youthfrom the Digital Youth Network to employmentopportunities in the technology industry andbuilds their resume and skill set.

STRATEGY 3

Expand Access to Technology and theInternet at Home andin the CommunityPlans to increase use of digital technology in ourcommunities start but do not end with access tohigh-speed broadband. Each of our communities

has an array of public access points through locallibraries, community technology centers, andCenters for Working Families. During ourcommunity meetings, however, residents sharedchallenges to public access such as inconvenient

hours and locations, limited software applications,time limits, and lack of childcare. The best roll-outof new broadband access in our communities willaddress these needs.

3.1 EXPANDED BROADBAND AT PUBLICCOMPUTING SITES AND KEY LOCAL FIRMSAs broadband is added to our homes, schools,libraries and businesses, we need to ensure thatlocal residents and organizations have a say inwhere and how new access opportunities areadded.

Backbone Fiber Network Our SmartCommunities encourage and support theCity of Chicagos efforts to increase veryhigh-speed ber-optic connectivity with publicinstitutions serving as hubs, including rehouses,police stations, libraries, park eld houses,community colleges and public schools. Whilemost of these facilities (including all schools andlibraries) have some access to the Internet now,new programs and services require much fasterand more-reliable offerings. Examples oflocations that could make a particularly high-impact with advanced broadband include: Kennedy-King College in Englewood Chicago Public Schools, such as Marquette

Elementary School and Gage Park High Schoolin Chicago Lawn, TEAM EnglewoodCommunity Academy and Urban Prep CharterAcademy for Young Men in Englewood, andPerspectives Charter School in Auburn Gresham

Chicago Public Library branches, such as

Chicago Lawn, Coleman, Gage Park, WestLawn and Woodson Regional in Chicago Lawn,West Englewood in Englewood, and ThurgoodMarshall in Auburn Gresham. In addition tosupporting the expansion of the YouMedia


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program (see Strategy 4.3), our communitiesalso support seeing additional investment ofhardware, software, and staffing to expand theinformation resources of our public libraries.

Commercial Corridors Affordable, high-speed broadband access is particularly neededfor small- to mid-size businesses and multi-familyhousing along commercial corridors. The densityof businesses and housing makes a business casefor new, ber-level or point-to-point wirelessservices (in addition to Wi-Fi for public access) tobe provided along major commercial corridors,including: Halsted Street and 79 th Street in Auburn Gresham 63rd Street in Englewood and Chicago Lawn

Wi-Fi for Public Access We envision a networkof high-speed wireless transmitters that tap intothe public-sector hubs to allow free or low-costInternet access in public places and cooperatingprivate partners. Current Wi-Fi transmitters canserve a 250-foot radius, potentially reachinghundreds of homes and businesses with free oraffordable access. A pilot project is being

established in Chicago Lawn, where a commercialcorridor along 63 rd Street (from Oakley to CentralPark avenues) will be served by a series of Wi-Fiaccess points connected to ber.

3.2 TECH KIOSKSWith tech kiosks in public places, businesses candraw more customers and residents can useWi-Fi and Bluetooth devices outside of home or aCTC. Kiosks will potentially provide general

Internet access and will be hardwired to onlineresources and applications, such as the Southwestcommunity portal, which will offer communityinformation, employment resources and otherinformation (see Strategy 4.2).

Possible sites for kiosks include organizations orinstitutions along the 63 rd, Halsted, and 79 th Street commercial corridors. A grant-fundedproject, originating from Gage Park High School,would celebrate the march of Dr. Martin LutherKing Jr. in the community in 1966 through aninteractive, permanent and outdoor kiosk orkiosks to be placed in the Marquette Park area.

3.3 SMART BUILDINGS

The Smart Communities lead agencies and closepartners in our neighborhoods own and manageaffordable housing across the three communities.In Auburn Gresham, approximately 300 units insenior housing are run by local community

development corporations (CDCs), with twomore senior buildings and several affordabletwo-ats in the development pipeline. In ChicagoLawn, the Greater Southwest Development Corp.manages three senior buildings with a total ofmore than 250 units. In Englewood, local CDCsmanage a dozen senior buildings with more than800 units, with another senior building and anaffordable three-at currently in development.

Working with lead agencies and partners, we

have an excellent opportunity to bring broadbandaccess and information technology into the livesof those living in affordable housing. While someexisting developments offer affordable Internetconnections to rental households, we will work


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to provide faster and more affordable servicesthrough negotiation of package deals withvendors and development of a Smart BuildingFund that supports retrot of existing units andhigh-speed access in all new developments.

3.4 AFFORDABLE COMPUTER CAMPAIGN To reboot our communities as high-technologyzones, we will create an affordable computercampaign that provides hardware to residentsat prices that allow for deep saturation of usage.We will pilot programs that explore the bestpractice for refurbishment of used computers

from businesses and other donors. This model isnotable for its social benet, as it can providetraining and job opportunities for people withcriminal records and for youth. We will alsoinvestigate relationships with vendors to buyaffordable computers in bulk orders.

Various price points to buy a discounted computercan be determined by a sliding scale and bytargeting high-priority populations (e.g. familiesusing a Section 8 voucher for housing, seniors,families with an incarcerated parent). We will alsocreate an incentive program that providesrefurbished or new equipment to individualswho complete training programs at theFamilyNet Centers or Business Resource Centers.

Personal Use Free distribution of refurbisheddesktop and notebook computers will be used asincentives by community groups to encourageyouth and adults to participate in and graduate

from multiple-session training programs. Theywill be distributed only after participants havecompleted a series of trainings and shown asustainable interest in use of technology toolsor services.

Business Use Graduates of rigorous businesstraining programs should receive a mid- tohigh-end refurbished laptop or desktop capableof core business functions with a goal of 300computers in the Southwest neighborhoods. An innovative pilot incentive program couldprovide 150 new netbook computers (50 percommunity) to be earned by community leadersand program graduates. This may includeorganized block clubs implementing Civic 2.0trainings that include research actions requiringuse of online data, web-based mapping andcivic-oriented social networking. Incentives could

also support outreach to residents in affordablerental buildings and senior buildings; classescould be offered on site for Everyday Digital andCivic 2.0, with residents receiving a computerupon completion.

3.5 AFFORDABLE SOFTWARE CAMPAIGNOur families and computer centers need accessto software that meets multiple ways of learning,is interactive and self-paced. We will research andpurchase software that is up-do-date, ready-to-use and appropriate for community needs. Oneoption is to develop programs to support retailersto sell software wholesale to our residents. We willalso explore unused, underutilized software licensesand community-wide open source software.

Microsoft has been an early leader by providingsoftware grants to dozens of community-basedorganizations across the ve Smart Communities

in 2009, valued at approximately $1.1 millionacross the Smart Communities. We are condentthat other foundation and private sector partnerswill see the value in providing new equipment,software and training to our nonprot partners

who connect thousands of residents daily toeducation, jobs, services and businesses.

3.6 HARDWARE, SOFTWARE ANDTRAINING TO LOCAL ORGANIZATIONS The Smart Communities program will help locallead agencies and partners install neededequipment to take full advantage of broadbandtechnologies to better serve residents andmanage their organizations. Computers will beneeded at the new FamilyNet Centers for useby participants in classes and workshops andfor drop-in users during open-computer times,

and to support heavier use of the Internet andhigh-bandwidth tools, additional equipmentand laptops and appropriate software shouldbe deployed at lead agencies, other partnerorgani zations and existing communitytechnology centers.

3.7 COMMUNITY TECH SUPPORT ANDLOCAL BUSINESS DEVELOPMENTNew computers cannot be a transformative forcein our communities when they are not operational.We will build or nd suitable locations for localCommunity Tech Support with a sustainablebusiness model that will answer technologyquestions and diagnose and repair computers atan affordable price for residents, local rms, andcommunity-based organizations. Community Tech Support will also provide house calls whennecessary (e.g. to disconnected populations whocannot easily leave their homes). By having the

software and hardware on hand, necessarycomputer repairs could be completed on site,keeping the money in the community.


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Providing tech support within the communitywill be a source of local jobs, both as employmentwithin the resource itself and as a trainingprogram in IT.

STRATEGY 4

Generate Local Contentand Improve Access toNeighborhood Newsand Resources Technology has the ability to reinforce p lace-based strategies, overcome barriers and bringpeople together. Community portals can be abridge across the population, while use oftechnology can engage youth that previouslywere disconnected from traditional teachingmethods and formal education programs.

4.1 LEVERAGED SOCIAL NETWORKSExisting social network sites are resources that,with organization and outreach, can be utilizedto be targeted within our communities toconnect people within neighborhoods and buildbridges across neighborhoods. We will use thecommunity assessment to expand and enhanceusage of these sites to create networks for theSouthwest Side based on sports and other

interests to connect youth and adults acrossgeographic barriers. Building upon currentusage, we will connect family members in otherhouseholds and friends with text messaging,microblogs, and other technologies.

4.2 COMMUNITY WEB PORTALBased on needs and interest of the communityassessment, we will create an interactive, dynamicSouthwest Digital Community Portal as a websitethat will become the place to go for localinformation, creating an electronic billboard ofwhat is happening in the community and supportlocal economic transactions. This site will includewebsite hosting for local businesses and CBOs, aswell as links to community social networkingthroughout the Web.

The Community Web Portal will create robustcontent that is targeted to the needs and interests

of local residents. Content may be created bylocal residents, businesses, agencies, schools,etc. with a minimum or more direction fromwebmasters.

Ideas for content include: Local news of the day/week, blogs, entertainment Information about local events, classes, and

meetings Notices for youth about scholarship

opportunities and summer jobs, mentors,and wage information

Local social networking designed for seniors,as well as information of interest, such ashealth care leads on low-cost prescriptionsand local provider information that isgenerated by residents themselves

For students or those without much workexperience: access to templates or a worksheeton how to represent work/life experience on aresume.

Economic opportunities, including an AngiesList for local businesses

Marketing for businesses and other institutionsin the communities; this would be tied to theLocal Affinity Marketing Card

A portion of the Southwest community site willbe dedicated space where all community residentscan lean about local health/wellness options,such as low cost treatment opportunities, locallyscheduled health fairs/events, and both preventa-tive and health resources around health issues inour communities. While a large amount ofgeneral health information already resides on theInternet, a trusted, accurate, local and culturallysensitive resource on our community portal willbolster the relevance to our Southwest residents.Having our available health services and preventa-tive programs mapped and available on theportal will increase the likelihood of our residents

taking advantage of the available resources intheir own community. The portal then becomesyet another valuable tool in the communityhealth arsenal as we work to overcome documentedhealth disparities throughout, Auburn Gresham,Chicago Lawn and Englewood.

4.3 YOUMEDIABased on groundbreaking research that foundthat youth tend to use computers to hang outwith friends, tinker with digital media, and geekout in online groups, the Chicago Public Libraryfounded YouMedia to help youth further explorethese core interests. Funded in part by theMacArthur Foundation, the program is nowavailable only downtown at the Harold WashingtonLibrary Center, but should be expanded toneighborhood libraries such as ThurgoodMarshall in Auburn Gresham.


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STRATEGY 5

Help ExistingBusinesses Grow andAttract New BusinessesAccess to technology by small businesses may bethe most overlooked barrier to technologyadoption. We will help local rms use digitaltools to support economic growth and create jobs, particular ly within the commercial corr idorsthat are slated for broadband ber. Greatereducation skills and higher levels of broadbandavailability in our commercial and industrialcorridors will be signicant points of attractionfor existing businesses to expand and to attractnew high bandwidth industries such asadvertising, planning rms, biotech rms anddigital media companies.

We will work with LISC/MetroEdge, an urbanmarket research rm affiliated with LISC, toidentify the potential business growth areas inour communities that could benet from anincreasingly technology connected and trainedworkforce and market the potential of ourcommunities for future business investment.

5.1 BUSINESS RESOURCE CENTERSEach of our communities should have a fully-equipped computer resource center with new

hardware, software and presentation equipmentto meet the needs of small businesses. Theservices outlined for Digital Business Connection(see Strategy 2.3.B) group trainings, assess-ments and one-on-one coaching will be

handled by Business Resource Centers. Thefollowing organizations will serve as BusinessResource Centers in our Smart Communities: Special Service Area #32 in Auburn Gresham 63rd Street Growth Commission and Special

Service Areas #2 and #3 in Chicago Lawn A Business Resource Center will be created at

the Teamwork Englewood site in Englewood

Mobile training and webinar capabilities willalso allow business owners unable to come tothe resource centers to be served. By addingdigital technology to existing business support,the Business Resource Centers will reach out to

local businesses, assess their technology capacityand help local businesses build technology plansinto their small business plans.

5.2 LOCAL AFFINITY MARKETINGA Local Affinity Marketing program will provideresidents in our communities with affinity cardssimilar to those available through the majorsupermarkets, which can be used by consumersto access special offers and sales. Local merchantswould be able to opt into this type of a programas a way to better understand their customersand show a commitment to the community. Ourprogram will create a platform that allows anumber of local businesses to share the system,thereby lowering cost of entry and also wideningthe database of information (with individualrecords kept private).

A concurrent program will create site advertising

and special discounts specically aimed at localresidents to promote local businesses to thecommunity. A local shoe store could send amailer for a back-to-school sale to a list of anyonewho bought childrens clothing or toys at local

stores, for example, and a resident who regularlypurchases dinner at a local restaurant could beoffered a discount on the lunch special via email. Together, the elements of the Local Affinitycampaign would drive economic growth both bymaking shopping locally more attractive forconsumers and by helping local rms understandtheir markets more completely.


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The possibilities and plans outlined above are ablueprint to achieve digital excellence in ourspecic neighborhoods to bring to a close anydigital divide that exists between our residentsand the rest of Chicago and to provide a new setof tools to improve the quality of life on theSouthwest Side. This plan is ambitious, but it alsovery much designed to be implemented. All ofthe projects in this plan are consistent with theyears of planning and implementation that hastaken place in our community through the NewCommunities Program.

Planning for the Southwest Smart CommunitiesPartners was well underway in mid-2009 whenthe U.S. Department of Commerce announcedthat it would distribute substantial fundingnationwide through a new Broadband TechnologyOpportunities Program (BTO P) funded by theAmerican Recovery and Reinvestment Act.

Through the digital excellence partnershipbetween the City of Chicago and LISC/Chicago,SSCP and the other Smart Communities were thefocus of the Citys BTO P application under thecategory of Sustainable Broadband Adoption. It

was announced in March that the programwould receive $7.07 million in federal RecoveryAct funds. The grant will provide computers andtraining to more than 11,000 Chicago residentsand 500 small businesses and nonprots inHumboldt Park, Pilsen, Auburn Gresham, ChicagoLawn and Englewood, with the hope of helpingthousands of Chicago residents and businessesemerge from the recession stronger than before.

Although securing BTO P funding is a huge stepforward in executing this plan, the full breadthof our vision includes projects that will not besupported by the federal program. In addition tothe BTO P funding, the Southwest SmartCommunities Partners will seek support fromother foundations and corporations for this plan.We believe that we will be successful in raisingthe necessary funds because the plan is basedon strong community input, sound approachesand realistic goals.

We appreciate the support from The ChicagoCommunity Trust, the John D. and Catherine T.MacArthur Foundation, the State of IllinoisDepartment of Commerce and Economic

Opportunity, Microsoft, the City of Chicago andLISC/Chicago for the resources and technicalassistance to develop this plan.

Conclusion The participants in the planning process for the Southwest Smart Communities Partners are excited by the

possibilities that 21st century information technology holds for everything from education and employment toreductions in violence, and are aware of the dire consequences of falling further behind as technologyirrevocably changes the traditional infrastructure of communication, community and commerce.



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SOUTHWEST SMART COMMUNITIES PARTNERS STEERINGCOMMITTEE Piotr Korzynski , Greater Southwest Development Corp. David McDowell, Southwest Organizing Project Johnnie Muhammad, Teamwork Englewood Carlos Nelson, Greater Auburn-Gresham Development Corp. Marvin Parks, Southwest Smart Communities Partners

Norma Sanders, Southwest Smart Communities Partners Ernest Sanders, Greater Auburn-Gresham Development Corp. Donna Stites, Greater Southwest Development Corp. Rodney Walker, Teamwork Englewood Veronica Zapata, Inner City Muslim Action Network (IMAN)

LISC/CHICAGO Susana Vasquez, Director, New Communities Program Gordon Walek, Communications Manager

CITY OF CHICAGO Hardik Bhatt, Chief Information Officer, Department of Innovation

and Technology Danielle DuMerer, Project Manager, Department of Innovation

and Technology Matthew Guilford, Program Manager, Digital Excellence and Innovation,

Department of Innovation & Technology Mayors Office

SCRIBES AND PLANNERS Patrick Barry, Chief Scribe Scott Goldstein, Teska Associates, Inc. Carl Vogel, Scribe

PROGRAM AND PLANNING SUPPORT City of Chicago

John D. and Catherine T. MacArthur Foundation LISC/Chicago Microsoft Corporation State of Illinois Department of Commerce and Economic Opportunity

Leadership


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ABOUT THE NEW COMMUNITIES PROGRAMThe New Communities Program (NCP) is a long-term initiative by LISC/Chicago to support comprehensive community development in 16 Chicago neighborhoods.

The nations largest demonstration of comprehensive community development, NCP has delivered substantial and visible neighborhood improvements across the city thanks to a 10-yearfunding commitment from the MacArthur Foundation. LISC/Chicago has invested more than $50 million in grants and loans in the NCP neighborhoods, supporting more than 500 differentprojects ranging from healthy-lifestyle initiatives and youth sports leagues to retail and affordable housing development. Thousands of residents and hundreds of communityorganizations have been involved through NCP.

The NCP model is that each effort be led by a neighborhood-based lead agency that coordinates programs among other local organizations and citywide support groups. Lead agenciesare encouraged to forge partnerships with other non-prot groups, businesses, government and residents to address issues such as affordable housing, prisoner re-entry, culturalprogramming, education reform, community marketing and open space.

Smart Communities builds upon the NCP platform and on the quality-of-life plans prepared by each community. The plans have been steered by local lead agencies that have a resume ofgetting it done and grassroots connections to the communities they serve. It incorporates project ideas from those plans and identies new tools and techniques to implement long-standing community development goals.

ABOUT THE DIGITAL EXCELLENCE INITIATIVEThe Digital Excellence Initiative aims to make Chicago a global leader in the application of technology to increasing economic competitiveness, strengthening communities and improving

lives. Guided by the work of the Mayors Advisory Council on Closing the Digital Divide, the initiative fosters deployment of broadband infrastructure, public access to technology and newinsights into digital participation and needs. The initiative is managed by the City of Chicago Department of Innovation and Technology and is supported by a range of private sector, non-prot and governmental partners.

The 2007 City That Networks report and the 2009Digital Excellence in Chicago study are available at www.cityofchicago.org/digitalexcellence

SOUTHWEST SMART COMMUNITIES PLAN CREDITSCopy: Carl Vogel, Scott GoldsteinPhotos: Front cover (Eric Young Smith, Gordon Walek, Alex Fledder john; Inside front cover, Page 3 and Page 14 (LISC archives); Page 1 (Norma Sanders); Page 6 (Gordon Walek);Page 19 (Eric Young Smith).Design: Tuan Do Graphic DesignChicago Digital Excellence Logo: Adelheid Mers, Associate Professor, The Art Institute of Chicago
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Chicago, Illinois 60602312.360.0800www.lisc-chicago.orgwww.newcommunities.org

City of Chicago

50 W. Washington St., Suite 2700Chicago, IL 60602www.cityofchicago.org/digitalexcellence
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southwest smart communities plan final

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