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BY KRISTIN DEAN The Homan Square Community Development effort began in 1988 when Sears, Roebuck and Co. Chairman, Ed Brennan, approached developer Charlie Shaw about the prospects for redeveloping the site of the original Sears Headquarters on Chicago's West Side. The 55-acre property, located in North Lawndale, included a number of buildings built in 1907. Among them were the five-story administration building, the largest privately-owned laboratory building in the country; and the world's largest wood-frame structure (the first Catalog Plant). The easterly end of this building was the first Sears Towera fourteen-story structure that housed the radio station, WLS. There were a number of other buildings, a 1,000-car garage and a beautiful garden that Sears had maintained all these years.
North Lawndale was a community ravished by the riots of the late '60s; unemployment was rampant, crime rates were high, and there were few prospects for change. It had all the characteristics of so many communities throughout the country that had been under-served and neglected for decades. Although Sears had been a responsible owner and maintained their buildings, most were empty, and the prospects for redevelopment within the existing environment were slim. Working with Sears' top executives, led by Ed Brennan and Charley Moran, Shaw developed a concept plan, which was designed to reinvigorate the community and revitalize the neighborhood of North Lawndale. He met with Mayor Richard M. Daley, local elected officials, and area business and community leaders. These meetings revealed not only deep concern over the future of the community, but clear ideas for what was needed. Community leaders expressed support for a three-pronged development strategy that would include new housing, commercial development and community services that would include new recreational and health facilities. Shaw knew that such a project would require a massive and long-term partnership of the public, private and community sectors. Mayor Daley showed enormous leadership by committing the city of Chicago to millions in road, sewer and infrastructure improvements. Sears made significant commitments of support. With these major initial pledges of private investment, city commitment and community support in hand, Shaw told Sears that the project was a go. The vision for Homan Square was born. New Homes for North Lawndale No one had thought about building new homes in North Lawndale since the riots following Dr. Martin Luther King's assassination. With constantly declining job markets and limited housing options, the neighborhood lost much of its middle-class. New housing was needed; both to provide quality housing for lower-income residents, and to attract middle-income families back to the neighborhood. Long-term economic stability required a mixed-income housing market. With the support of subsidies from the city of Chicago's "New Homes for Chicago" program, the Shaw Company began constructing new single-family homes selling at prices accessible to families with incomes as low as $35,000 a year. Homes constructed in Phase I sold quickly. Phase II began immediately with a lower level of subsidy and slightly higher sales prices. Sales were also swift. The final phase of housing completed in 1999 was constructed without any subsidy. All November/December 2002 11 units sold at market rates up to $185,000. Every unit sold. To accommodate those needing quality rental housing, the Shaw Company constructed 150 brand new rental units. Once completed, they were also quickly occupied. Homan Square had achieved its goal of a fifty-fifty mix of rental and owner-occupied mixed-income housing. More importantly, 308 families now called Homan Square home. Developing a Climate for Commerce Long-term success for the community depends on more than new housing alone. Everyone knew that attracting new businesses and creating a positive climate for commerce was essential. The former Sears headquarters building was converted to office and commercial space for non-profits and small businesses. While now under private ownership, the building has attracted a number of businesses and organizations, including Congressman Danny K. Davis. Meanwhile, the success of new housing at Homan Square helped to convince private developers of the viability of the neighborhood. A Dominick's grocery store, Cineplex movie theater and fifteen other merchants opened south of Homan Square in the new 16-acre Lawndale Plaza. The city of Chicago renovated another building in the former Sears complex to house 1,000 police officers and staff. Their presence in the new Homan Square Police Facility has increased safety, and offers a boost to local merchants. These developments have also given dedicated local politicians like Alderman Michael Chandler and State Representative Arthur Turner something to point to when courting additional investment in the neighborhood. What About Families and Children The final piece of the Homan Square vision was to address a decades-long desire of community leaders for a comprehensive recreation, health and family center. With numerous efforts promised and hopes dashed, it was essential that this component be done, done right and done in close partnership with community residents. An advisory committee of local residents, the Community Center Advisory Council, was formed and a small group of potential service providers recruited to begin making plans. Once an initial plan was developed a fund-raising committee was recruited from the top-tier of Chicago civic leadership. These individuals joined neighborhood leaders in embarking on what ultimately became a $28.7 million fund-raising effort. At the same time, great pains were taken to recruit the finest providers of recreation, health and social services in Chicago. Family Focus, Lawndale and the North Lawndale YMCA were in from the start. Lawndale Christian Health Center came on board with a perfect match of primary medical care services and a commitment to treating everyone, even the uninsured. Ties between neighborhood schools and service providers led to discussions with the Hinsdale-based Robert Crown Center for Health Education and an eventual agreement to join the team. A seed-grant from Ameritech/SBC spurred efforts to include a computer-learning center and the Neighborhood Technology 12 November/December 2002
Resource Center was identified as having the experience and ideology required to run a computer-learning lab at Homan Square. Finally, the Chicago Park District and city of Chicago anchored the entire endeavor when Mayor Daley committed to a $15-million facility and full park district programming. When the park district declared its intention to construct and indoor swimming pool and gymnasium, the deal was sealed. More important than the enormous skills and experience of each individual providers is their desire to collaborate with one another to offer residents unparalleled access to the best health, family, education and recreation services in Chicago. Construction began in fall of 1999 and was completed in December of 2001. The long-delayed dream was finally a vital reality. What Did It Take The success of the project took an enormous number of people and organizations coming together behind a common purpose. What are the factors behind the success? A community with elected and volunteer leaders with a shared vision for their community and a willingness to work hard to achieve it. Strong support from Mayor Daley, the city of Chicago, Alderman Chandler, the State of Illinois, State Representative Arthur Turner and others in local government, including Chicago Park District superintendent David Doig and past-president Michael Scott. The skills of the Shaw Company in doing development, fund-raising, coalition-building and property management with great professionalism in unconventional settings. The dedication of Charlie Shaw in bringing every resource and relationship at his disposal (including his own money, family and personal friends) to bear and his willingness to face down every obstacle. The involvement of extremely skilled and pragmatic business leaders, such as former Sears executive Charles Moran, in helping to guide the decision-making process. The ongoing partnership with community residents and their diligence in insuring that proposed facilities would meet real community needs. The availability of special public programs such as: New Homes for Chicago, Empowerment Zone, and Build Illinois programs. The availability of private financing from lenders willing to do business in the neighborhood. The generosity of individual, corporate and charitable donors in supporting the community center campus. The partnership with the highest-quality nonprofit service providers who shared a common vision strong enough to overcome the difficulties of building a shared facility.
An abundance of unselfish, community-centered leadership from both within the neighborhood and from across the city and region. The ability to control such a large piece of property in a strategic location. The enthusiasm of the Community Center Advisory Council. The courage of the families that made a big personal investment to buy a home in a promising, but not fully revitalized, neighborhood. The foundation of community leadership laid by community social service and economic development organizations, churches and block clubs.
KRISTIN DEAN
See Homan Square as part of a special tour at the IAPD/IPRA Conference on Friday, January 24, 2003, from 3 p.m. to 5 p.m. Transportation provided by RC Limousine.
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