Essays on The Cabrini-Greens Project Case Study

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The paper "The Cabrini-Greens Project" is a great example of a case study on business. In the project life cycle, project definition needs identification, and the establishment of clear project objectives is indispensable prerequisites. A well defined, deliberated and scoped project stands a better chance to thrive and meet its premeditated objectives. In addition, teamwork, focused project manager, and pragmatic project structures are requisites in achieving a triumphant project. To shed more light on this topic, this study will analyze one of the controversial projects in US history, the Cabrini-Green. The study will review the project and its outcomes, analyze stakeholders involved, and conclude with the lessons learned from the project. 1.2 Overview of the Cabrini-Green project The Cabrini-Green project was a major public housing project initiated by the Chicago Housing Authority (CHA).

The project area bordered Evergreen Avenue, Halsted Street, and Orleans Street in Chicago. According to CHA (2011), Chicago city came to existence in the late 1830’ s due to trading activities that were highly supported by the Chicago River and the development of the railway line. The town recorded a rapid growth that favored industrial development such as leather tanning, lumbering, and iron rolling.

Consequently, the areas surrounding this neighborhood were converted to shanty towns that supported the ever-growing population working at the factories. However, the living conditions were very poor, characterized by a lack of basic amenities, overcrowding, and extensive pollution from the industries. In addition, the crime levels were at their peak, more so after the Second World War, due to the closure of industries that created a source of income to the population living in this neighborhood. This state of affairs necessitated the need for change in terms of services provision, crime reduction, and improving the aesthetic values of the neighborhood (Schmich 2004). To curb this trend, the Chicago Housing Authority and other stakeholders initiated the Cabrini-Green project.

The project had several major objectives it intended to actualize. The main objective was to curb the high crime rates that had highly escalated. In addition, this project aimed at improving services provision as well as the aesthetics of the neighborhood. The project also aimed at developing a legal and policy framework to guide its implementation.

Lastly, the project aimed at ensuring cultural and racial integration in the area that was characterized by mixed races and cultures (Belassi & Tukel 1996). Initially, the Cabrini-Green was to be comprised of ten sections constructed within twenty years. The project presented an urban renewal across the US, where different cultures and races lived in peace and harmony, and their basic requirements were met. 1.3 Stakeholder analysis in the project Various stakeholders were involved in this project. They include the Illinois Law Enforcement Commission (ILEC), who funded the project with the support of other bodies and organizations within and outside Chicago.

The Chicago Housing Authority (CHA) initiated the project to curb the escalating cases of crime, urban sprawl, and poor service delivery. On the other hand, the City Planning and Community Development Department played the role of planning, monitoring, and coordinating the implementation of the whole process. The department engaged Arthur Young and Company in the monitoring and evaluation of the project as well as project design (Arthur Young & Co. 1978). The Chicago Police Department (CPD) and the Department of Human Services played an instrumental role in designing and implementing the security planning throughout the project’ s implementation phase.

Other stakeholders in the project included the US federal government that played a vital role in policy formulation and implementation, the local residents who were the primary beneficiaries of the project as well as the Chicago Local Authority that was involved in the licensing process (Arthur Young & Co. 1978).


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