FOOD FITNESS & HEALTH

FOR

ENGLEWOOD

draft

QUALITY OF LIFE STRATEGY # 5

IMPLEMENTATION WORK PLAN
Promote healthy lifestyles that include physical fitness, good nutrition and better
use of health-care resources

INTRODUCTION
Englewood was one of 16 Chicago communities that participated in crafting a
unique vision for its neighborhood as part of LISC/Chicagos New Communities
Program. Completed in 2005, Englewoods Quality-of-Life Plan drew on the
participation of more than 600 individuals, including neighborhood residents and
community and civic leaders. Englewoods plan addresses housing, education,
employment, health care, neighborhood safety and other urgent issues in the
community.
In March 2008, Teamwork Englewood launched further planning focused on one
the 10 improvement strategies set forth in the initial plan. Strategy #5 calls on the
community to Promote healthy lifestyles that include physical fitness, good
nutrition and better use of health-care resources.
This document, the culmination of months of further in-depth discussion and
research, will serve as work plan for implementing Strategy #5. The creation of this
plan drew on the expertise of 50 participants in a series of three workshops aimed
at further refining the vision for fitness, nutrition and health care in Englewood. The
planning process also coordinated efforts in the neighborhood that were already
ongoing. Participants brainstormed potential programs, gathered data, established
priorities and defined an implementation time line. Workgroups were formed to
initiate, manage and develop projects in each of the three focus areas: increasing
physical fitness of residents, expanding health care services and improving
nutrition through better access to healthy food. An additional workgroup was
formed to gather data to support the efforts in each focus area.
The work plan identifies projects already underway, short-term projects to begin
in 0-24 months, mid-term projects to start in 2-5 years, long-term efforts that will
begin five or more years in the future. We see this plan as a framework for both
individual and collective action that will realize Englewoods vision for a healthier
community.
The relationships formed during the course of the workshops will provide a core
group of organizations and individuals that will design and implement various projects relative to Strategy # 5. Institutional relationships are critical to the creation of
a healthy and sustainable Englewood community. They are the means of linking
the knowledge and expertise required for implementing the diverse projects being
created. The Englewood experience and the projects created may be of interest to
other local communities and perhaps regional and national communities as well.

TABLE OF CONTENTS
INTRODUCTION
Outline of process

HISTORY & CONTEXT

Progress, Challenges and Ongoing Efforts

COMMUNITY VISION
Englewood in 2015
WORK PLAN
Strategies & Activities, Next Steps & Recommendations

APPENDIX
Workgroup List
Participant List
Data Reports
Models and Examples
NCP Grant Information

HISTORY & CONTEXT

Progress
Challenges
Ongoing Efforts

Many of Chicagos low- and middle-income African American neighborhoods,

including Englewood, lack access to fresh, nutritious, affordable and culturally appropriate food. Health and quality-of-life are negatively impacted: residents suffer
from elevated rates of heart disease, obesity, and asthma which in turn undermine
performance both in school and on the job.
Poor access to healthy food parallels the economic instability in these communities, which host few thriving businesses. Residents are forced to spend the majority of their food dollars in stores and restaurants outside the neighborhood. There
is an annual leakage of $69 million as the 80,000 residents of the greater Englewood community have little option other than to spend money on shopping for
groceries and visiting restaurants in other communities. Obtaining this food also
incurs additional costs in time and transportation. Of the few stores located in the
neighborhood, fewer yet are locally owned and operated and so their profits also
are spent elsewhere rather than invested in the neighborhood economy.
A 2003 study by the Chicago Department of Public Health found Englewood residents are dying of cancer and other diseases at rates far above the city average.
Englewood ranks in the top one-fifth of all Chicago community areas in the prevalence of a number of serious health issues including low birth weight, infant mortality, chronic lower respiratory disease, liver disease and HIV and other sexually
transmitted diseases. More than half of the children in local elementary schools
have not received all required immunizations for their age group.
An informal survey of participants at the workshops reveals that there are very
limited physical fitness venues in Englewood. Concerns regarding neighborhood
safety and air pollution have deterred residents from using the park facilities.
Strategy # 5 of Englewoods Quality-of-Life Plan laid out five steps towards overcoming these obstacles and creating a healthier neighborhood:
5.1 Establish Englewood walking clubs to promote good health while increasing a
sense of community and improved safety.
5.2 Attract a full-service produce store, produce market or grocer with a large
produce selection.
5.3 Expand availability of healthy food options at small grocery stores.
5.4 Establish a farmers market and local produce stands that offer fresh fruits and
vegetables.
5.5 Use signage, community events and health fairs to promote health resources
and programs, with a particular focus on immunization and infant mortality.

This work plan builds these strategies and adds new ones, including some aimed
at improving access to health care services. The plan also expands on ongoing efforts in other strategies such as: evnlivening public spaces (Strategy # 2), making
Englewood safe for walking (Strategy # 6) and locating goods and servies within
walking distance (Strategy # 3). Our plan is designed to make better use of existing resources and to create new opportunities so that Englewood becomes a great
place to walk, work out, enjoy good nutrition and receive convenient, high-quality
medical care.
A number of efforts to improve the health of Englewood residents are already
underway. These include:
Closing the Gap, an initiative of the Illinois Department of Human Services, which seeks to reduce the racial disparities in infant mortality in
targeted Chicago communities
Greater Englewood Healthy Start, a federally funded program, which
improves prenatal care for at-risk pregnant women
A Pediatric Mobile Health Unit from St. Bernard Hospital which provides
immunizations, exams, health education and referrals to Englewood
children
An inter-generational walking club organized by Teamwork Englewood
Food 4 Less, a new grocery store located at 69th and Ashland streets
A new urban farm launched at 58th and Wood Street by Growing Home,
a Chicago-based non-profit
A farmers market opened on June 19th at 69th St. and Ashland Ave.
The list of initiatives aimed at improving the health of Englewood residents will
continue to grow as our workgroup participants and community residents move
from what Doris Jones, the NCP coordinator for Englewood, calls the talking
stage to the acting stage.
Through the coming years, Teamwork Englewood will continue its role as convener and facilitator, bringing together existing and new organizations to implement
this work plan. Together we will find resources, catalyze change and attract new
energy to the community.

COMMUNITY VISION
Englewood in 2015

Workshop participants were asked to envision Englewood in 2015, and to express

this vision in the form of the front page of an imaginary community newspaper
called the Englewood Times. The following is a summary of the discussion that
followed the exercise.
The communitys vision for Englewood is:

1.
2.
3.
4.
5.
6.
7.
8.
9.

1.
2.
3.
4.
5.
6.
7.
8.

1.
2.
3.
4.
5.
6.

NUTRITION
Program for healthy school lunches
Restaurants, restaurants, restaurants
Development of culinary classes
Micro-business for home cooked meals
Thriving farmers markets and urban farms
Availability of a large variety of fresh or organic foods
Creation of produce carts and kiosks to increase
Better small and medium scale grocery stores
Development of a co-op for producing and selling better quality food
PHYSICAL ACTIVITY
Increased options for physical fitness
Nurturing of youth sports and sports teams to enhance health and reduce
gang activity
Neighborhood based dance troupe to explore other ways of developing
physical fitness
Affordable and inviting fitness centers and activities for all residents of the
neighborhood
Expanding availability of Park District programs
Walking/biking paths
Development of a family fitness center
Creation of bicycle tours and events
HEALTH ACCESS
Expanding availability of large and small clinics and pharmacies
Efforts and education around prevention
Programs focusing on health issues such as obesity, diabetes, heart
disease and asthma.
Increasing the hours of operation for family practice services
Better pre-natal care
Increased access to a variety of medical services through existing
and future health facilities

3.
4.
5.
6.
7.

GREEN JOBS
Opportunities for business incubation and entrepreneurship
Employment opportunities such as farmers markets, farm stands, urban
farms, culinary facilities, restaurants
Food Venture Center to incubate local business
Support and empower local business
Creation of networks/co-ops
Creation of a public market
Development of produce carts and kiosks

1.
2.
3.
4.

ARTS/CULTURAL RICHNESS
Englewood/South-side branch of Childrens Museum
Annual festivals celebrating mind/body & soul
Development of a culturally oriented public market
Dance celebration/ performances by local dance troupe

1.
2.

1.
2.
3.
4.
5.

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

FAMILY DEVELOPMENT
Family counseling focusing on health, food habits, obesity, physical
activities
Jobs
Culinary classes for family nutrition
Development of home cooking skills
Increased family involvement in cultural and physical activities such as
dance, sports, arts
YOUTH DEVELOPMENT
Leadership development in youth
Nutritional programs for youth
Soccer teams and inter-scholastic meets hosted in Englewood
Cooking classes in schools
Education regarding jobs and entrepreneurships, job creation for youth
Scholarships
After school programs focusing on strategy # 5 initiatives
Truancy support
Health education
Park District programs

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.

1.
2.
3.
4.
5.
6.
7.
8.

MEASURED CHANGE
Drop in obesity
Drop in crime
Increase in physical activities available
Increased business incubation
Reduction in asthma rates
Improvement in eating habits
Decrease in heart disease
Decrease in air pollution
Drop in infant mortality
Increase in community responsiveness and responsibility

VISION FOR NEIGHBORHOOD

Increased safety and drop in crime
Development of community leaders
Enhanced opportunities for shopping (food, fitness health related)
Vibrant public markets and public squares
Re-imagined schools to improve education, creation of cluster
schools
Increased opportunities for jobs and work
Image of Englewood as ideal community
Development of partnerships (between political organizations,
churches, schools, stores and others)
Active community gardens, local growing networks
Neighborhood festivals (Health, Body, Mind and Soul)
Spirit of accountability and stewardship in the community, ownership
and empowerment
PHYSICAL STRUCTURE/INFRASTRUCTURE DEVELOPMENT
Community center building
Mixed use development shopping + activity
Chicago Childrens Museum building
Cluster schools
Fitness centers
Food venture center
Public market
Womens health center

WORK PLAN
Strategies/Activities Worksheets
Next Steps & Recommendations

Goal 5.1:

Create increased options for physical fitness

STRATEGY

ACTIVITY

WORKGRPS

PARTNERS
(Note: This includes
already committed as
well as potential
partners. List is still
being developed)

5.1.a

Establish intergenerational walking clubs

to promote good health while increasing a
sense of community and improved safety.

Fitness

5.1.c

Organize fitness tours and events such as

5K runs.

Fitness

TE, CBF, Athletes for

peace, CARA

Data

Consortium to lower
obesity in Chicago
Children (CLOCC),
Chicago State
University (CSU),
Northern Eastern
Illinois University
(NEIU)

Fitness

TE, Chicago Park

District, Bee Line,
Early Green, WYCC

5.1.e
5.1.f

Increase availability and affordability of

Chicago Park District programs. Expand
scope of available programs. Create a
marketing approach to provide information
regarding programs already available.
Start a family fitness center.

A new neighborhood fitness walking club

is set to start this spring and will also help
advertise fitness programs at the local
Salvation Army.

Create walking and biking paths.

Collect data about existing fitness

programs available in the neighborhood.

Short
Long
Term (0- Mid Term Term
24
(2-5
(beyond
months)
years)
5 years)

Teamwork Englewood
TE), Salvation Army

5.1.b

5.1.d

Already
underway

Fitness

TE, Chicagoland
Bicycle Federation
(CBF), Friends of the
parks,

Fitness

OUTCOME

TIMELINE

x
x

Goal 5.2:

Increase scale and variety of options for food access and retail
STRATEGY

ACTIVITY

WORKGRPS

PARTNERS
(Note: This includes
already committed as
well as potential
partners. List is still
being developed)

TIMELINE

Already
underway

Short
Long
Term (0- Mid Term Term
24
(2-5
(beyond
months)
years)
5 years)

5.2.a

Establish a farmers market and local

produce stands that offer fresh fruits and
vegetables.

Food

TE, Growing Home,

Imagine Englewood If,
Englewood Business
Council (EBC), Center
for Urban
Transformation (CUT)

5.2.b

Improve quality and options for healthy

food at existing small and medium scale
grocery stores. Increase availability of
fresh and organic foods.

Food

TE, CUT, local store

owners

Farmers market June 19th - October 30th

at 65th and Ashland, Thursdays

5.2.c

Establish new medium and small scale

grocery stores.

Food

TE, CUT, Business

Development Center,
LaDonna Redmond,
other partners

5.2d

Develop new strategies for pantries, corner

stores and other retailers to provide
healthy food, such as working with store
owners to offer locally grown produce.

Food

TE, CUT, Englewood

Food Network,

Food/ Health

TE, CUT, SHED, CBF

5.2.e
5.2.f

Create prototypes for produce kiosks and

mobile units for food distribution, nutrition
information and referrals to health
services.
Establish a co-op for producing and selling
better quality food.

Food

OUTCOME

Events such as Veggie Fest promote

existing offerings

Goal 5.2:

Increase scale and variety of options for food access and retail
STRATEGY

ACTIVITY

WORKGRPS

PARTNERS
(Note: This includes
already committed as
well as potential
partners. List is still
being developed)

TE, CUT, SHED,

various chefs,
corporate partners

5.2.h

Establish a food venture center that offers

opportunities for business incubation while
expanding the supply of healthy, locally
produced food.

Food

5.2.i

Establish a mixed-use public market to

address a variety of retail needs, including
healthy food, cultural activities and
restaurants.

Food

5.2.j

5.2.l

Short
Long
Term (0- Mid Term Term
24
(2-5
(beyond
months)
years)
5 years)

Food

5.2.g

Gather data to support the goal above,

including identifying the quality and variety
of existing stores, safety and care of
existing stores, quantiy and type of food
related enterprises, quantiy of food sold,
interviewing store owners, shoppers and
people loitering outside stores.
Attract a full-service produce store,
produce market or grocer with a large
produce selection.

Already
underway

TE, Englewood
Business Counci,
Local Aldermen, BJ's
Restaurant, Kennedy
King College (KKC),
Washburne Culinary
Academy

Support and promote the creation of new

restaurants offering a variety of healthy
and culturally relevant food options.

Food/ Data

OUTCOME

TIMELINE

CLOCC, CSU

This effort will require additional

partners.

This goal is underway, but further data

collection is needed.

Goal 5.3:

Promote Local Food Production and Distribution

STRATEGY

ACTIVITY

WORKGRPS

PARTNERS
(Note: This includes
already committed as
well as potential
partners. List is still
being developed)

5.3.a
5.3.b

Promote existing local food sources.

Develop a network of local food
producers.

5.3.d

Develop micro-businesses for home

cooked meals.
Develop locally owned food carts offering
healthy prepared meals.

5.3.e

Support and expand existing urban

agricultural programs and farms. Link local
farmers markets to Chicago Children's
Museum health fair and Black Farmers
Market.

5.3.f

Expand existing community gardens.

Collect data about existing gardens and
identify which grow food.

5.3.c

TIMELINE

Already
underway

Food

Growing Home

Food

TE, Urban League,

Accion, Interested
chefs, Englewood
Business Council,
Block Grant

Food

TE, CUT, SHED

Food

TE, Growing Home,

Chicago Children's
Museum

Food/ Health

Imagine Englewood If,

Openlands, Greater
Garfield Garden
Association

Short
Long
Term (0- Mid Term Term
24
(2-5
(beyond
months)
years)
5 years)

x
x

OUTCOME

Goal 5.4:

Increase availability and options of existing and new health resources

STRATEGY

ACTIVITY

WORKGRPS

PARTNERS
(Note: This includes
already committed as
well as potential
partners. List is still
being developed)

5.4.b

Increase hours for family medical

practices at existing health care facilties.
Provide information to community about
available health resources

5.4.c

Establish new clinics and pharmacies both

large and small. Locate to provide easy &
walkable access to a large number of
community members

5.4.a

5.4.d
5.4.e

5.4.f

5.4.g
5.4.h

Create and expand specialized health

programs focusing on obesity, diabetes,
heart disease, asthma and other diseases
especially prevelant in communities of
color
Create programs that provide better prenatal care
Provide alternative health options such as
wellness clinics and other holistic
approaches to health

Promote and provide information about

moblie health buses. Expand available
services if required
Establish a women's health center

Already
underway

Short
Long
Term (0- Mid Term Term
24
(2-5
(beyond
months)
years)
5 years)

Health

TE

Health

TE

Health

Health

TE, CLOCC, Imagine

Engelwood If,
CLRHA, Addressing
Asthma, Public Health
department
Illinois Maternal
Health Coalition

Health

National College of
Chiropractors,
Midwest College of
Naturopathy

Health

Health
Health

OUTCOME

TIMELINE

St. Bernard's Hospital,

Access Community
Health network,
Beloved, Reymer
Center

x
x

x
x

Woman's Health Fair in October

Goal 5.5:

Intiate a focussed effort to improve health of youth

STRATEGY

ACTIVITY

WORKGRPS

PARTNERS
(Note: This includes
already committed as
well as potential
partners. List is still
being developed)

5.5.a

Health/Food

5.5b

Create a program for healthy school

lunches. This could involve expanding
Kids' Caf - a program initiated by the
Chicago Food Depository

Food

Nurture youth sports and sports teams as

a means of improving youth fitness. Host
inter-school meets.
Launch a campaign in local schools:
"Healthy Englewood poster contest."

TE, Salvation Army,

KKC, Girls on the
Run, Inner City Youth
Foundation
Fitness
Health/ Fitness/ Chicago Public
Food
Schools

5.5d

5.5e

Develop culinary classes in schools.

Some of this may already be underway.

Already
underway

Eagen
Center/Depaul,
Chicago Public
Schools, TE

Develop culturally relevant educational

formats and curricula to engage youth in
hands on learning about healthy foods and
eating

5.5c

TIMELINE

Short
Long
Term (0- Mid Term Term
24
(2-5
(beyond
months)
years)
5 years)

Chicago Food
Depository

x
x

Food

After School Matters,

Breaking Free,
Chicago Food
Depository, Chef
Kocoa

Fitness

TE, Najwa, Muntu

Dance Theater,
Boulevard Arts Center

5.5.g

Promote neighborhood based dance

troupes to focus on youth fitness.
Compile data about what schools are
already doing on health.

Health

CLOCC

5.5h

Set up a green house/ urban agriculture

program in a CPS school in Englewood.

Food

Harper, Lindblom &

Bontemps Schools

5.5.i

Compile data about existing diet patterns

and nutrition habits in students.

Data

CLOCC

5.5f

OUTCOME

A new program "Hoops in the Hood" has

been started at the Salvation Army

Goal 5.6:

Conduct an outreach effort focusing on skill building and education

STRATEGY

ACTIVITY

WORKGRPS

PARTNERS
(Note: This includes
already committed as
well as potential
partners. List is still
being developed)

TIMELINE

Already
underway

5.6a

Expand adult education programs to teach

healthy food preparation and selection
already underway at Kennedy-King. Work
with the Salvation Army to start similar
classes in its unused basement kitchen.

Health/Food

TE, Kennedy King,

Salvation Army

5.6b

Expand culinary classes already underway

at Kennedy King College. Improve skills in
buying and preparing food.

Food

TE, KKC, Community

Savings Center

Health

Imagine Englewood If,

CLHRA, Addressing
Asthma, Public Health
department
x

5.6c

Provide Lead and Asthma outreach to

schools

Short
Long
Term (0- Mid Term Term
24
(2-5
(beyond
months)
years)
5 years)

5.6f

Conduct health fairs to promote health

resources and programs, with a focus on
immunization and infant mortality.
Promote healthy eating and fitness habits.
Expand family counseling on health,
obesity food habits.
Create family activities around fitness and
nutrition.

Food/ Fitness

TE

5.6.g

Compile data about existing diet patterns

and nutrition habits in families. Identify
who would change diet patterns if they had
better food access.

Data

CLOCC, CSU, NEIU

5.6d
5.6e

Health/ Fitness/
Food
Health/ Fitness/ Possibly already
Food
underway

OUTCOME

x
x
Veggie Fest, 5K Run

Goal 5.7:

Develop Community Resource Guides for Food, Fitness & Health Resources
STRATEGY

ACTIVITY

WORKGRPS

PARTNERS
(Note: This includes
already committed as
well as potential
partners. List is still
being developed)

Already
underway

5.7a

Provide information about resources for

food security (food pantries, soup kitchens,
urban farm stands etc.)

Food /Data

TE, Food Network,

CSU

5.7b

Provide information about resources for

food availablity (grocery stores that stock
and sell fresh produce etc.)

Food

TE, CLOCC, CSU

Fitness/ Data

TE, CLOCC, CSU

5.7d

Provide information about existing fitness

activities and events (who can provide
what, at what cost.)
Provide information about existing health
resources and programs.

Health

TE

5.7e

Develop
knowledge
about
partner
organizations and contacts/key person at
each.

Health/ Fitness/
Food
TE

5.7f

Create maps showing locations for

physical activities, local restaurants and
local corner stores.

Data

TE, CLOCC, CSU

5.7g

Provide information regarding available

financial resources (foundation grants,
community support etc.). Host a funders
fair.

General

Teamwork
Englewood/ LISC

5.7h

Compare/ find out what programs are

successful in other neighborhoods. What
are reasons for success or failure in those
neighborhoods?

Health/ Fitness/
Food

5.7c

OUTCOME

TIMELINE

Short
Long
Term (0- Mid Term Term
24
(2-5
(beyond
months)
years)
5 years)

See Appendix

Goal 5.8:

Gather data to measure change

STRATEGY

ACTIVITY

WORKGRPS

PARTNERS

OUTCOME

TIMELINE

(Note: This includes

already committed as
Short
Long
well as potential
Term (0- Mid Term Term
partners. List is still Already
24
(2-5
(beyond
being developed) underway months)
years)
5 years)

5.8.b

Document current baseline data as

identified in the other goals.
Maintain and update data as identified in
the other goals.

Data

CLOCC, CSU

5.8.c

Expand sample set for data collection. For

example, include students and faculty at
Kennedy King College.

Data

CLOCC, CSU, NEIU,

KKC

5.8.d

Gather data about levels of civic

engagement in the community. Measure
change across a period of time.

Data

5.8.a

5.8.e

5.3.f

Gather data about real socio-economics of

the community - who drives, who walks.
What are the resources/ jobs within the
community and how do they relate to
food/fitness/health issues?
Expand existing community gardens.
Collect data about existing gardens and
identify which grow food.

Data

CLOCC, CSU

Data

Food/ Health

CLOCC, CSU, NEIU

Teamwork
Englewood,
Openlands, CSU

Goal 5.9:

Partner and interface with efforts for other strategies to ensure success of Strategy 5 ("Parking Lot")
STRATEGY

ACTIVITY

WORKGRPS

PARTNERS

OUTCOME

TIMELINE

(Note: This includes

already committed as
Short
Long
well as potential
Term (0- Mid Term Term
partners. List is still Already
24
(2-5
(beyond
being developed) underway months)
years)
5 years)

5.9.a

Promote efforts to improve neighborhood

safety in order to encourage participation
in health and fitness programs or access
to certain grocery stores.

Strategy 6

TE, Project Safe

Neighborhood, CAPS,
Salvation Army,
Justice department,
Safety Net

Weed and Seed, a youth violence

prevention program and a prisoner reentry program that will soon open at
Kennedy-King College.

5.9.b

Expand job training and employment

programs.

Strategy 1

Growing Home,
Center for Urban
Transformation

5.9.c

Compile data about employment adult

employment programs, job training, jobs
for youth.

Data

Consortium to lower
obesity in Chicago
children

5.9.d

Create opportunities for business

development and entrepreneurship around
food related enterprises.

Strategy 1

Center for Urban

Transformation

5.9.e

Provide truancy support for youth.

Develop scholarship programs for youth.

Strategy 6

Department of
Corrections, Pastors
of Englewood

5.9.f

Support and create incentives for planting

trees and developing green spaces.

Strategy 2

Openlands, Greater
Garfield Garden
Network

5.9.h

Promote a wide variety of cultural activities

to make Englewood a destination point for
visitors. ( Includes events such as "Health,
Body & Mind festival", culturally oriented
cooking demonstrations, dance
performances etc.)

Strategy 2

5.9.i

Promote local parks. Create open spaces

within neighorhoods.

Strategy 2

TE, Jazz Institute,

Englewood Cultural
Task Force (ECCC)
Teamwork
Englewood/
Openlands

NEXT STEPS
The NCP process already in place charges workgroups with implementing the
quality-of-life plan. Englewoods NCP coordinator will convene the workgroup
meetings, monitor their progress and provide additional support as needed. To
facilitate the implementation process, workshop participants made the following
recommendations to Teamwork Englewood:
a. Establish a process for prioritizing potential projects and following-up
on them. The work plan begins the process of prioritization based on
work already underway and the resources available.
b. Create timeline for implementing various projects. The work plan
includes a time line that can continue to be fleshed out and developed.
c. Set up a regular meeting schedule for the work groups.
d. Set up annual meetings where the work groups can report back to
the larger community about projects that have been commenced and
those that are planned for the near future.
e. Identify politically influential people and get their buy-in.

APPENDIX
Workgroup List
Participant List
Summary of Food Access in Englewood
Models and Examples
NCP Grant Information

WORKGROUPS (TO DATE)

HEALTH RESOURCES
Dale Cain
Sunday Davis
Angela Ellison
Rodney Walker
Orrin Williams
PHYSICAL FITNESS
Daryl Bell
Sunday Davis
Lara Jones
Deana Woods
FOOD ACCESS
Dale Cain
Sunday Davis
Diane Gibson
Lara Jones
Harry Rhodes
Rodney Walker
Orrin Williams
DATA GATHERING
Adam Becker
Sunday Davis
Lara Jones
Rodney Walker

PARTICIPANTS
Name
AdamBecker
AngelaEllison
AngelaOdomsYoung
BasharAlmadani
BonnieClaudiaHarrison
CrystalGeris
DaleM.Cain
DanIsherwood
DanielBlock
DarylBell
DianeGibson
GayChism
HarryRhodes
IndiaRichards
IrinaKramskay
JeniceSanders
JimDower
KellyO'Brien
L.AntonSeals
LaraJaskiewicz
LeShawnDaniels
MelodyMumford
MikeNewman
NancyPlaskett
OrrinWilliams
RashmiRamaswamy
SundayDavis
SusanaVasquez
TamikaD.Hanton
WalterRepuszka
DorisJones
MiguelMorales
CeasarMcDowell
RodneyWalker
DeannaWoods
JermontMontgomery
KathyHeneghan
ElaineJones
DennisWare
ReneeTribble
DonEllaG.Bradford
CassandraRobinson
JoyceA.Brown
GloriaMooreWesley
VeronicaTurner
JulieSamuels
TerinaCranshaw
EstherJones
JosephineH.Robinson
JohnEllis

Organization
CLOCC
IllinoisMaternalChildHealthCoaltion/UICandCLOCC
NorthernIllinoisUniversity/CLOCC
CLOCC
KennedyKingCollege/EnglewoodOralHistoryProject
GirlsontheRun
AdvocatesforCommunityWellness/OperationFrontline
UrbanInitiatives
ChicagoStateUniversity
TeamworkEnglewood
ChicagoChildren'sMuseum
RespiratoryHealthAssoc
GrowingHome
MissionControl
ChicagoChildrensMuseum
EducationalInstituteforCivilRights&Services
UrbanInitiatives
GirlsontheRun
1stCD
CLOCC
SJC
CLOCC
SHEDStudio
ChicagoChildren'sMuseum
GrowingHome/CenterforUrbanTransformation
SHEDStudio
CLOCC
LISC
IllinoisMaternalChildHealthCoaltion
St.BenardPediatricMobileHealthUnit
TeamworkEnglewood
CLOCC
DroppingKnowledge
TeamworkEnglewood
ImagineEnglewoodIf
CLOCC
GordiesFoundation
EnglewoodFoodNetwork
ImagineEnglewoodIf
GreaterChicagoFoodDepository
BethelNewLife
EnglewoodFoodNetwork
ChicagoStateUniversity
Openlands
StayFocused
TeamworkEnglewood
SouthwestYouthCollaborative
Beeline

Phone
7734888991
3124918161,3129964880
773391358

3122668201
7738733622,7732687600
7739952310
3124647701
7735491336
7734767283
31246407701
7738464058

7732246500
3125737759
7737268868
3125737756
7732516396,3124210288
3124647651
7734708452
3127314832
7735675573

7736024523
7739911710
6175198846
7736026808
7737781304
7733988300
7734343920
7732975879
7737781304
7738432744
7734737870,ext.119,7734737871
7737197583,7083883047
7734882678
7084230382
3128636256
7737593273
7736024507
7737044706

Email
abbecker@childrensmemorial.org
aellison@uic.edu
aodoms@miu.edu
salmandani@childrensmemorial.org
bharrison9@ccc.edu
crystal@gotrchicago.org
advocates4ca@sbcglobal.net,dcain@nmh.org
urbaninitiatives@gmail.com
danielblock@sbcglobal.net
dianeg@ChicagoChildrensMuseum.org
gchisum@lungchicago.org
hrhodes@growinghome.org
imaxconsulting@comcast.net
ikramskay@iuc.edu
institute752@aol.com
urbaninitiatives1@gmail.com
kobrien@gotrchicago.org
goodgreensfest@gmail.com
lmjones@childrensmemorial.org
noski741@yahoo.com
mmumford@childrensmemorial.org
mike@shedchicago.com
nancyp@chicagochildrensmuseum.org
cutchicago@sbcglobal.net
rashmi@shedchicago.com
sadavis@childrensmemorial.org
svasquez@lisc.org
thinton@ilmaternal.org
wrepuszka@stbh.org
dojones@teamworkenglewood.org
mimorales@childrensmemorial.org
ceasar@droppingknowledge.org
rwalker@teamworkenglewood.org

kheneghan@childrensmemorial.org

dabradford@gcfd.org
crobinson@bethelnewlife.org
Joyce1764@sbcglobal.net

jsamuels@openlands.org
styfocusd@aol.com
ejones@teamworkenglewood.org
jrobinson@swyc.org

SUMMARY OF FOOD ACCESS IN ENGLEWOOD

Store Mapping Data
Contact Info: Daniel Block (Coordinator, Neighborhood Assistance Center - Chicago State University); Tel: (773) 995-2310; e-mail: dblock@csu.edu
Key Findings of the GIS Study include:
x In Englewood & West Englewood, there are only two supermarkets for every 85,504 people. In Chicago, there is one for every 12,535 people.
x There are no independent supermarkets in the area, which contrasts with many Hispanic neighborhoods.
x The general area is better served by discount chains, chain drug stores such as Walgreens, and food pantries.
x There are many fast food chains in the area, though only slightly more than the average for the city. (Map 1)
x There are more corner stores in the area, though only slightly more than the average for the city. (Map 1)
x The average Englewood resident must travel almost one and a half miles to go to the nearest large supermarket, almost double the average for Chicago
as a whole. Distance to the nearest supermarket is greatest in the northeastern part of Englewood. The opening of a Food 4 Less has helped the situation
some, especially in West Englewood.
x The patterns seen in Englewood and West Englewood are slightly worse than patterns in many African-American neighborhoods in the city and suburbs.

Store Content, Food Cost, and Focus Group Data

Contact Info: Noel Chavez; Community Health Sciences, UIC School of Public Health; Tel: 312-996- 0747; email:nchavez@uic.edu
Key Points from Qualitative Interviews
Four group interviews about food access were conducted in Englewood, two with community members and one each with a community gardener and staff from an
emergency food pantry.
Access to Quality Food
x Respondents were concerned about the food quality and selection in neighborhood stores; people need to leave Englewood to get better quality food
x Inadequate public transportation makes getting good quality food difficult
x Older residents are often less mobile and many have to choose between health care or prescriptions and food
Microwave Parents
x Community members were very worried about the lack of food preparation skills among younger mothers (microwave parents) who relied on prepared
foods that were expensive and less healthy
x The lack of shopping and budgeting skills among younger parents were mentioned as problems in all interviews
Emergency Food and Food Assistance Programs
x Residents reported that being treated with dignity was important for those seeking emergency food and food assistance
x Food quality, safety, and food pantry volunteer attitudes were noted as barriers to emergency food use
x Those interviewed reported that there was a lot of fraud associated with LINK use, but that LINK users were also marginalized by many store owners
Potential Solutions
x More resources, including easier access to WIC and LINK, and more black-owned grocery stores were recommended
x Expansion of transportation options including food delivery assistance was proposed
x Other suggestions included working with stores to get more of the foods people want offered within the community and a return to Englewood of stores
offering quality food
x Improving education about healthy eating, shopping, food preparation and budgeting was also seen as very important to improve food security

Market Basket Study Results

x Individual stores were surveyed for availability and price using a standardized shopping list.
x The Discount Supermarket carried more of the items on the list, followed by corner stores; other store types carried about 25% of the items.
x None of the store types carried more than one-third of items that are common for African American families. There were no frozen fruits & vegetables, and
very few dairy products were available.
x The typical package of weekly grocery items from the standardized list from the Discount Supermarket cost ($70.78/week). This cost was less than at the
other Englewood store types (more than $110/week).
x Prices were higher in every food category for the other store types compared to the Discount Supermarket.
x There was very poor organic food availability in the stores surveyed.
A small survey found that about 15% of the surveyed Englewood households were food insecure (did not have enough food, food stamps, or money to buy food
for their families). About 5% of the households with children were food insecure, raising concern for childrens health and nutrition. These food insecurity rates are
similar to national rates for African Americans.

Local Consumer Preferences, Strategies, and Concerns

Angela Odoms-Young; NIU; aodoms@niu.edu
As part of three interrelated studies, interviews were conducted with 64 parents/caregivers of elementary school age children residing in the Englewood/West
Englewood community. In Project 1, 15 parents were interviewed over about 6 months and asked about the factors that influence what their children eat. Project
2, consisted of interviews with 20 parents, most who participate in WIC. In Project 3, parents were interviewed and asked to keep a list of the locations were they
purchased food for a week.
x

Families use a diverse set of stores to get the foods that they need, including limited assortment stores (eg.. Aldi), neighborhood corner stores, dollar stores,
and larger supermarkets. Families with fewer resources may go to more stores to take advantage of sales and reduced prices, particularly at the beginning of
the month. Families also obtained food from other types of food outlets such as church and home stores, laundromats, and school/worksites.

Most of the stores used by the families were located more than 1/2 a mile away from their neighborhoods. Some families prefer to travel outside of their
community because they felt that the quality of the food is better, they received better customer service, and that there are more shopping options and retailers
(food, clothes, home goods). Many restaurants are located in the local area, providing easy access.

Although families thought stores like Jewel and Dominicks had good quality and a wide selection of products, these stores were perceived to be too
expensive.

Safety and store environment was very important to the families we interviewed. People hanging out in front of and inside the local stores made some women
less likely to use the stores. Some felt mistreated because of the racial and ethnic differences between shoppers and store staff.

Many of the corner stores were referred to as "Arab" stores. Several women felt that since many owners were not from the "community" they would sell inferior
products and allow illegal activity in and around the store.

Employment was also another issue that was raised by the families who participated. Women wanted good shopping options but they also wanted businesses
that provide employment to people living in the community.

We also have a survey of healthy/unhealthy food options available in stores and restaurants. Data are still being analyzed.
This summary compiled by Bashar Almadani, CLOCC

DISTANCE TO THE NEAREST LARGE SUPERMARKET

Englewood 2007

FOOD ACCESS MAPS

DISTANCE TO THE NEAREST LARGE SUPERMARKET

Englewood 2007

MODELS AND EXAMPLES

Micro Scale Food Distribution
A. VENDING UNIT
(Single Unit)

B. MOBILE MARKET
(Truck, Van, Cart)

C. STALL/FARM STAND
(400 s.f.)

IDEAS & EXAMPLES

Food, Fitness and Health in Englewood

Macro Scale Food Distribution

A. PUBLIC MARKET
Groups of Stalls

B. PRODUCE MARKET/SMALL GROCERY

(5,000 s.f.)

C. FOOD VENTURE CENTER

(15,000 s.f.)

Food, Fitness and Health in Englewood

Peoples Grocery, Oakland

A. EDUCATION
Adult Nutrition Classes
(Creative cooking activities, Healthy lifestyles,
Fundamental cooking knowledge, Healthy
ingredient selection )
Peer to Peer Youth Education Programs
Workshops targeted to elementary, middle and high
schools, after school programs, church groups and
special events.
Community Outreach and Advocacy
Grub Parties

B. URBAN AGRICULTURE
Community Gardens
Backyard Gardens
Urban Agriculture

C. ENTERPRISES
Buying Program
Co-operative Grocery
Mobile Van

Food, Fitness and Health in Englewood

Food, Fitness and Health in Englewood

MODELS AND EXAMPLES

Food Cart Culture, Portland, OR

Milwaukee Public Market

A. LUNCH AND FOOD OPTIONS
Privately Owned Growers & Purveyors
Local Wisconsin Producers
Food Choices/International
B. SHOPPING
Outdoor Seasonal Market
Indoor Permanent Market
Specialty Food Vendors

C. ACTIVITIES
Nutrition & Cooking Classes
Baking Bread
Evening/After work events

Food, Fitness and Health in Englewood

Midtown Farmers Market, Minneapolis

A. VENDORS
Fresh, Local
Organic
Food Stamps/Tokens
Local Ongoing Sponsorship & Financial Support
Seasonal Market
B. ACTIVITIES
Performances
Social
Cooking Demonstrations

Food, Fitness and Health in Englewood

Food Venture Center, Vermont

A. BUSINESS INCUBATION
Starting Your Own Business
Consulting
Product Development
Co-Packing
Value Added Processing
Food Safety

B. FACILITY
Kitchen
Bakery
Bottling, Canning
User-Friendly Equipment
Freezers

C. ENTERPRISES
Membership/Client based
Regulatory Assistance Program (USDA)
Food Education Every Day
Institute for Artisan Cheese
Association for Enterprise Opportunity

Food, Fitness and Health in Englewood

Food, Fitness and Health in Englewood

MODELS AND EXAMPLES

ACENET, Ohio
A. BUSINESS INCUBATION
Starting Your Own Business
Light Manufacturing
Networking/ Joint Ventures
B. FACILITY
Product Development
Packaging/Marketing
Technical Assistance
(Labeling, Nutritional Analysis, Shelf Life etc.)
Book keeping/Accounting Training & Assistance
Freezers

C. ENTERPRISES
Food Venture Center
Edible Schoolyard Program
Community Gardens
Other Sectors

Mobile Health Van (Southwest Hospitals, MA)

A. OPERATION
Coordinates with community agencies, such as
school departments, councils on aging, health
centers and the housing authority to reach the
people who need these services the most
seniors, teens and families who do not have
access to medical care.

B. FREE MOBILE HEALTH SERVICES

Cancer Screenings and Education
Blood Pressure Screening
Cholesterol Screening
Teen Program: Pregnancy Testing
Glucose Screenings
Health Education Services
Blood Drives
Medical Physician Referral

(Woodworking, Art, e-Commerce)

C. HIV TESTING
(Other hospitals)

Food, Fitness and Health in Englewood

Lawndale Christian Health Center

A. MEDICAL SERVICES
Medical Specialties
Medical Support Services
Dentistry & Optometry

B. HEALTH SUPPORT
Public Health Interventions
Maternal and Child Health
Nutrition
Pediatric Health
Substance Abuse
Disease Management
Asthma Care Management
Diabetes Care Management
HIV/AIDS Care Management
Behavioral Health/Pastoral Care

C. FITNESS CENTER
Individual & Family Memberships
Youth Teams & Training

Food, Fitness and Health in Englewood

Food, Fitness and Health in Englewood

Shaping Americas Youth (SAY)

A. ACTION FOR HEALTHY KIDS (Skokie)
Increasing Nutrition at School Lunches
Physical Activity at Recesses
Educating Teachers, Parents, Administrators &
Students
Re-Charge/Energize After School (NFL)

B. CHICAGO FOOD DEPOSITORY (Chicago)

Kids Caf
Community Based After School Programs
Hot Nutritious Meal for Low Income Youth
Nutrition Education
Recreation/Fitness
Tutoring in a Safe Environment
C. HEARTS N PARKS (Chicago Based)
National Program encouraging Fitness
D. NAMASTE CHARTER SCHOOL (Chicago)
Mind Body Nourishment
Healthy Lifestyles

Food, Fitness and Health in Englewood

MODELS AND EXAMPLES

Museum of Science & Industry, U of C

Chicagoland Bicycle Federation

A. FITNESS PROGRAMS
The free Community Fitness Program at the Museum of
Science and Industry is designed to encourage healthy
fitness habits and help you integrate a regular exercise
program into your health routine.
Fitness walks--open to all ages--take place on Mondays,
Wednesdays, and Fridays from 7:30 a.m. to 9:30 a.m. The
path covers a quarter mile inside one of the world's most
famous museums.
The Fitness Program also offers the following classes:
Exercise
Mondays and Wednesdays 8:15 a.m. to 9 a.m.
Nutrition
Second and fourth Mondays of each month
8:15 a.m. to 9 a.m.

A. EFFORTS
Building a Network of Trails, Streets and Intersections for all
Encouraging Activity Through Education and Marketing
Increasing Safety and Reducing Crashes and Injuries
Building a Movement Around Walking and Bicycling

B. PROGRAMS
Bike Clubs
Bike Repair Classes
Cargo Bike Prototypes
Bicycling Ambassadors
Safe Cycling to School
Educational Videos

B. MEMBERSHIP
Program participants receive a membership badge, T-shirt,
glucose and blood pressure screenings, and information
about various health programs. Orientation sessions for
new members are conducted by appointment and must be
attended before you begin participating. The session
includes guided tours of the walking path and instructions
on procedures.

Food, Fitness and Health in Englewood

Openlands
A. MISSION
Openlands, is an independent, non-profit organization dedicated
to preserving and enhancing public open space in northeastern
Illinois

B. EFFORTS
Urban Greening
Building Urban Gardens Classes
Green Teacher Network (GPC, Botanic Garden)
TreeKeepers
Neighborhood Youth Garden Corps
Neigborhood Open Space Planning
School Gardens
Greenways
Policy
CorLand

Food, Fitness and Health in Englewood

Food, Fitness and Health in Englewood

Neighborspace
A. MISSION
NeighborSpace is a nonprofit organization whose mission is to
acquire and support the community based management of
small parks, gardens, natural areas, river edges, and scenic
landscapes in the City of Chicago for preservation,
conservation, and educational public open space

B. BENEFITS
Secures Land Against Potential Development
Provides Basic Liability Insurance
Supports Community Control of and Engagement
Makes a Statement About the Community's Long-term
Commitment to the Area and to Preserving Open Land in the
Neighborhood
Creates Long-term Opportunities for Local Non-profits to
Expand Programs that Include Gardening or Park Activities

Food, Fitness and Health in Englewood

MODELS AND EXAMPLES

Janus Youth Programs (OR)

CO-OP Strategy

A. MISSION
Janus Youth Programs is a leader in creating innovative,
community-based services which enhance the quality of life for
children, youth, and families. We work in partnership with others
to create a safe and healthy community

B. PROGRAMS
Residential Youth Shelter
Alternative Ed. Services
Urban Agriculture Services
Youth Gardens
Garden Mentors
Market Shuttle
Food Works Employment Program

Scholarship Services
Vocational Training
Higher Education
Technical Training

Specialty Services

Key Elements:

Locally based
Anchor organization
Led by Steering Committee with Sub-committees
Expanding staff
Capacity building needs assessment, program planning and
management, evaluation

Interventions:

Food access
Nutrition
Physical activity
Clinical-community connections

Day Transition
Independent Living & Community Transition Program
Specialized Detention Center

Food, Fitness and Health in Englewood

COOP-HP Scenes

Food Access
Market Basket
CSA-style food distribution program
Partnership with Growing Power
Produce Mobile
CO-OP staff organize volunteers and consumers
Partnership with Greater Chicago Food Depository
Farmers Market
Weekly, with local food, music, and information/activities
Partnership with Green City Farmers Market (MOSE)
Healthy restaurant options

MODELS AND EXAMPLES

Clinical-Community
Connections

Physical Activity
Muvete

Provide local physicians with training and support to

identify and manage overweight and obese children

Bike repair and riding safety program

Maintain an updated guide to local healthy eating and

physical activity programs for patient referrals

Biking and walking tours

Identify at-risk children and families and refer to

participating physicians

Collaboration with Park District

Work with local CDPH clinics to host Market Basket,
Muvete program, etc.

CO-OP HP Interventions Summary

as of 7/25/07

Average
Contacts

#Sessions
Market Basket
Program
Producemobile 07
Muvete 07

78

120/mo

102/mo

68

July:
38/day
Food, Fitness and Health in Englewood

HOWTOGETAGRANT

WHATDOLLARSAREAVAILABLE?
TheNewCommunitiesProgramhasflexibleresourcestosupportthelocalprogramandplan
implementation.Grantdollarsfallintothefollowingcategories:

Operating Support: LISC supports two fulltime staff positions at each of the 14 lead
agenciesandprovidesanannualgrantformiscellaneousexpensestiedtotheprogram.
Operating support is only available to lead agencies and is based on a fixed annual
allocation.

OrganizationalCapacity:Alimitednumberofgrantsareavailableforleadagenciesand
keycommunitypartnerstoenhancetheircapacitytoimplementtheneighborhoodplan.
Organizational capacity grants may include human resource consultants, strategic
planning, staff training, new technology or other resources as defined by the
organizationandtheNCPprogramofficer.

New Project StartUp: Flexible project and program funding is distributed on a first
come, first served basis. Known as seed grants, funds must further projects and
strategies in the local qualityoflife plan and leverage other public and private
resources. Seed grants may fund project consultants, equipment, new staff, feasibility
studies,programmaterials,etc.

HOWDOIBEGINTHEPROCESS?
All grant decisions are coordinated with the local lead agency and the NCP program officer
assignedtothecommunity.Werecommendthatyoufirsttalkwithyourprogramofficerabout
the idea and how it furthers your qualityoflife plan. Formal proposals are not required by
LISC.However,youmustprovideaprojectbudget(sources/uses)andabriefsummaryofthe
project or request. If the lead agency follows a local grant making process, LISC will work
withinthisprocesstomakeitsgrantdecisions.

Thegrantamountwilldependondifferentfactorsincluding:theprojectsprioritizationwithin
theplanandcommunity,theprojectsscope,resourcesneededandNCPbudgetconsiderations.
Seed grants can flow to the lead agency or directly to a partner agency. On requests from a
partneragency,LISCseeksfeedbackfromtheleadagency.

HOWAREGRANTDECISIONSMADE?
There are no set guidelines, no deadline dates and no grant ranges (but historically the average
seed grant is about $20,000). NCP grant dollars are meant to be flexible and responsive to the
qualityoflife plans, the local partners and the specific projects needs. LISC bases its grant
makingdecisionson:

Dialogwiththelocalgroup
Projectsprioritizationwithintheplanandcommunity
Reviewofbudgetandotherprojectinformationprovided
AbilityforNCPfundingtoleverageotherresources
Duediligenceonthegranteetounderstandtheircapacity
Previousexperienceinfundingsimilarprojects
Availabilityofgrantfundsattimeofrequest
Programofficervettingideainternallyandusinggoodjudgment

Your program officer may ask a range of questions to fully understand the project, the
partnershipsandhowitfurthersthequalityoflifeplan.

LISCdoesnotprovidegeneraloperatingsupportforexistingprojectsorprograms.Seedgrants
are intended to launch or significantly expand new ideas and projects tied to the plan.
Therefore, LISC may not be able to fund good local projects that are already in place in the
community.

HOWLONGDOESITTAKETORECEIVEAGRANTCOMMITMENT?
Becausethebulkofourgrantdollarsareseedgrants,wetrytoprovideaquickturnaroundon
grantrequests.Thebasicstepsare:

Programofficerreceivesandreviewsrequest
Programofficermakesaverbalcommitmenttofundaproject
Programofficersubmitsarequestforprogramactionthatisapprovedinternally
Agrantletterispreparedandmailedtotheexecutivedirector
Theexecutivedirectorsignsandreturnsthegrantletter
Thegranteerequestsadisbursementinwritingtotheprogramofficer
Ifallconditionshavebeenmet,theprogramofficerrequestsadisbursement
NYofficecutsacheckandmailstograntee

From the time a program officer makes a verbal commitment to fund a project it can take
approximately810weekstoprocessthegrantandreceiveacheck,butthisrequiresdiligence
on the part of the lead agency to submit all information requested, return grant letters and
requestthedisbursement.

NEWGRANTEEINFORMATION

TOPROCESSAGRANT
Onceyourprogramofficerhasgivenyourorganizationinitialapprovalforanewgrant,heor
shewillsubmitaRequestforProgramActionorRPA.Inadditiontoaprojectdescriptionand
budget,yourprogramofficerwillneedthefollowingitemstoenteranewnonprofit
organizationintotheLISCgrantsystemandsubmitanRPA:

x CompletedW9Form
x BoardofDirectorsList(withaffiliations)
x StaffListandbriefbiosonkeystaff
x 501(c)(3)Letter(federaltaxexemptionletter)
x Twoyearsofauditedfinancialstatements(or990sifauditnotavailable)
x Lastquarterlyunauditedfinancialstatements
x Currentoperatingbudget(income&expenses)
x Backgroundontheorganization(mission,history,currentprograms,trackrecord)
x Descriptionofareaserved(boundaries,demographics,issues)

Note:Existinggranteeswillbeaskedforupdatesontheaboveinformationincludingrecent
auditedfinancialstatementsasneeded.

THEGRANTLETTER
OnceyourprogramofficersubmitsanRPAanditisapproved,agrantletterispreparedand
mailedtotheexecutivedirector.Thegrantletterwillcomewithtwoorthreecopiesand
includeaprogramactionnumber(PA#).Thegrantletterlaysoutkeyinformationincluding
purposeofthegrant,terms,conditionsfordisbursement,reportingrequirementsandbudget.
PleasekeeptrackofyourgrantbythePA#andwhenmakinginquiriesonyourgrantreferto
thisnumber.Theexecutivedirectormustsignallcopiesofthegrantletter,keeponecopyand
returntheothercopyorcopiesasindicated.

REQUESTINGADISBURSEMENT
Grantfundsarenotautomaticallydisbursed.Onceyouhavereturnedtheletter,youmust
requestadisbursementinwriting(faxoremail)toyourprogramofficer.Agrantcanbe
disbursedbytheprogramofficeroncethecountersignedletterisreceivedandany
disbursementconditionshavebeenmet.

REPORTINGONAGRANT
Onemonthaftertheendofthegrantsterm,awrittenreportisduetotheprogramofficer.LISC
providesagrantreporttemplateforthefinalreport.Failuretosubmitafinalgrantreportmay
restrictyourorganizationfromreceivingnewgrantsfromLISC.

NCPGRANTREPORTTEMPLATE

AnelectronicversionofthistemplateisavailablefromyourNCPprogramofficer.
NCP NEIGHBORHOOD
GRANTEE NAME
Grant PA#
Grant Amount
Grant Period
Report Completion Date
PROJECT NAME
Projects Goals
Quality-of-life Plan
Strategy No.
Accomplishments Made
Challenges Encountered
Next Steps for Project
Partners Who Participated in
Funded Project
Attach separately if preferred
Total Project Budget
Income Sources
x

Budgeted Amount

Actual Amount

Total
Expense Line Items
x

Total
Variance Surplus or Deficit
Other Resources Leveraged

$
$

$
$

Exec. Directors Signature

HOWTOGETALOAN

WHATTYPESOFFINANCINGAREAVAILABLE?
LISCisexperiencedinputtingtogethercommunitydevelopmentloansprimarilyforresidential
andcommercialrealestateprojects.Speaktoyourprogramofficerforinterestrates,termsand
otherrequirementsthatwillmeettheneedsofyourproject.MostLISCloanshavetermsofless
than3years;somecanbeforupto7years.LISCloansneedtobefullysecuredbyacceptable
formsofcollateral,suchasland,earneddeveloperfees,thirdpartyguaranty,etc.andaremade
atrecoursetotheborrower.Aclosingfeeandlegalfeearealsochargedtotheproject.

x ProjectInitiationLoan(PIL):Helpsstartuparealestateorotherproject.APILis
intendedtofinanceaprojectatitsriskiestearlystages.Financingisprovidedat0%and
nocollateralisrequired.Theprojectmusthaveasourceofrepayment.Iftheproject
movesforward,theloanisrepaid.Iftheprojectdoesnotmoveforward,thereisan
opportunityfortheloantobeforgiven.Typicallyrangefrom$15,000to$25,000.

x Acquisitionandpredevelopment:Helpstopayfortypicalpredevelopmentexpenses
associatedwithrealestateprojects,suchaslandacquisition,environmentalstudies,
architecturaldrawings,etc.Typicallyrangefrom$100,000to$1million,thoughloans
higherthan$1millionareavailable.Interestduequarterlywithprincipaldueatclosing.

x Construction:Helpsfinancetheconstructionphaseofarealestateproject.Interestdue
quarterlywithprincipaldueatconstructioncompletion,uponsaleofpropertyor
securingofpermanentfinancing.

x Miniperm:Providesasourceofpermanentfinancing,usuallyfornomorethan
sevenyearsonarealestatedeal.Principalandinterestduequarterly.Amortization
schedulesarenegotiable.

WHATINFORMATIONISREQUIREDFORALOAN?
Aswithagrant,itisagoodideatodiscussyourfinancingneedsfirstwithaLISCprogram
officer.LISCdoesnothavealoanapplicationform.InordertoreviewarequestforLISC
financing,yourprogramofficerwillneedthefollowinginformation.(Note:aPILwillrequire
lessdetailedinformationthannotedbelow).

ProjectInformation
x Acoverletterrequestingaspecificdollaramountoffinancing
x ProjectDescription(howmanyresidentialunits,retailorofficesquarefeet,new
constructionorrehab,whatpercentaffordable,whatistheprojectgoal,whatneedwill
itaddress)

x
x

x
x
x
x
x

x
x

Estimateofprojecttimeline(whenwilltherebefinancingapprovals,constructionstart,
LISCrepayment)
Descriptionofdevelopmentsite
o Location(exactaddress,censustract)
o Whatsnearby?(i.e.residential,industrialorcommercialproperties)
o Doyouhavesitecontrol?Ifnot,whenwillyouhaveit?
o Hasenvironmentaltestingbeendone?Ifyes,whatwasoutcome?
TargetMarket
o Whatisthetargetmarketforhousingand/orcommercial?
o Howwillyoureachyourtargetmarket(marketingplan)?
o Whatarethecomparablerents/sales/leases
o Hasamarketstudybeencompleted?
Totalprojectbudgetestimate(asdetailedaspossible)
Totalsourcesandusesstatement,includingstatusofallfundingsources
Totalsourcesandusesstatementforpredevelopmentexpenses,ifapplicable
10yearoperatingcashflow,ifapplicable
Developmentteam(totheextentitisknown),includingarchitect,generalcontractor,
attorney,consultant,propertymanager,etc.(withtwotothreesentencedescriptionsof
theirqualificationsandexperiencewithsimilartypesofprojects)
Propertymanagementplan(ifyouplanonowningtheproperty)
Iftheprojecthasasupportiveservicecomponent,whowillprovidetheservices?What
services?Howwilltheybepaid?

OrganizationalInformation(Pleaseprovideunlesspreviouslysubmitted)
x Statementoforganizationalmissionandhistory
x Neighborhooddescription
x Descriptionoforganizationsrealestatedevelopmenthistory(includingspecific
projects;needupdate,currentpipeline)
x Boardofdirectors(names,affiliation)
x Executivedirectorandkeydevelopmentstaff(names,experience)
x Past3yearsauditedfinancialstatements
x Mostrecentquarterlyfinancialreport
x Currentyearoperatingbudget

LoanInformation
x Exactborrowername
x Collateraldescription
x Collateralvalue(Ifland/building,hasitbeenappraised?)
x Name,address,email,faxandphonenumberfororganizationpointpersonand
attorneytowhomalllegaldocumentsshouldbesent

HOWLONGDOESITTAKETOSECURELOANFINANCING?
Thetimelinetosecureafinancingcommitmentvaries.Aprojectinitiationloancanbe
processedwithin4to6weeksifallrequiredinformationisprovided.Mostloans,however,take
longertocompletetheloanapplication,submitittoournationalcommitteeforapproval,and
processitthroughthelegaldepartment.Forloansunder$1million,thenationalloancommittee
reviewsandapprovesloanseverytwoweeks.Loansover$1millionrequireadditional
approvalatthenationalboardlevel,whichmeetseverysixweeks.Askyourprogramofficerto
discussyourtimelinetoensurewecanmeetyourneeds.

PREPARED BY
TEAMWORK ENGLEWOOD
815 W. 63rd Street
Chicago Illinois
(773)602-4507
www.teamworkenglewood.org

SHED STUDIO
1945 West Race Street
Chicago Illinois
(312)731-4832
www.shedchicago.com

CENTER FOR URBAN TRANSFORMATION