The Cabrini-Greens Project - Case Study Example

Project Analysis Report Student's Name: Course Name and Number: Instructor's Name: Date Submitted: Project Analysis Report 1.1 Introduction In the project life cycle, project definition, needs identification and establishment of clear project objectives are indispensable prerequisites. A well defined, deliberated and scoped project stands a better chance to thrive and meet its premeditated objectives. In addition, team work, 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 the US history, the Cabrini-Green. The study will review the project and its outcomes, analyze stakeholders involved and conclude with the lessons leant from the project. 1.2 Overview of Cabrini-Green project The Cabrini-Green project was a major public housing project initiated by 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 the existence in the late 1830’s due to trading activities that were highly supported by Chicago River and 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 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 need for change in terms of services provision, crime reduction and improving 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 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 organization within and outside Chicago. The Chicago Housing Authority (CHA) initiated the project to curb the escalating cases of crime, urban sprawl and poor services 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 Department of Human Services played an instrumental role in designing and implemented 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). 1.4 Project implementation After the need for proper houses, basic services and better security and safety was established, the shanties that dominated Cabrini were flattened to create space for better houses. The Chicago Housing Authority (CHA) and City Planning and Community Development Department played the role of planning, monitoring and coordinating the implementation of the whole process. According to Chung (2003), the sections included Cabrini Row houses composed of 586 units that were completed in 1942, the Cabrini Extension in North and South of the town comprised of 1925 units that were completed in 1957 and the William Green Homes that was completed in 1962 and comprised of 1096 units. The project housed over 15,000 people in over 3,600 housing units in the mid-rise and high-rise apartments. Notably, the project implementation, planning and management were completed without much disruption and in line with the set short-term goals and objectives. 1.5 Analysis of the project Oblivious of its clear objectives, the Cabrini-Green projects later faced numerous challenges rendering it unsuccessful. Payton (2009) notes that the town’s economic developed rapidly collapsed due to closure of industries resulting to loss of jobs. The education level demand also rose shutting out the low skilled laborers from securing a job, more so between 1970 and 1990. Thus, the majority of the inhabitants of Cabrini-Green areas were compelled to move out and seek alternative and cheaper houses. Within this period, most of the houses were left vacant and businesses closed down. Following the decrease in the number of inhabitants, the local authority was forced to cut down the supply of the needed services such as water and electricity. Other support services such as train services, police patrols and education services were also cut off. The Chicago Housing Authority (CHA) that was charged with the responsibility of maintaining the house units also withdrew its services, forcing the beautiful lawns to be paved to reduce maintenance costs. It also switched off the security lights, failed to repair and rehabilitate the empty units and services such as fire stations and water supply. The lawlessness that prevailed in this neighborhood created instances of insecurity, poor service delivery and lack of cultural and racial integration that prevailed before the establishment of this project. Indeed, cases of crime, rape and murder were at their peak during this period (Schmich 2004). This scenario forced the CHA to embark on a reconstruction project in 1994 to rehabilitate the Cabrini-Green project. In 1997, the rehabilitation plan recommended demolition of Cabrini-Green houses and creating a mixed-housing plan that would be occupied by both middle income and high income populations. According to Sink & Ceh (2011) the rehabilitation process aimed at increasing the density and land use in Cabrini to about 55 units per acre. In the process, the authority issued the residents with lease expiry order to the houses as well as section 8 vouchers that permitted tenants to lease other houses in other public houses around Chicago and Cabrini. The CHA released the Transformation Plan in 1999 that saw demolishment of about 18,000 housing units and rehabilitation of 25,000 housing units. This arrangement further raised numerous issues to the tenants and the whole project. First, poor transition of many tenants saw them ending up in low quality neighborhood that lacked social and infrastructural amenities that were available in Cabrini-Greens. In addition, most landlords discriminated the tenants, especially those possessing different religion, culture and race from that of the landlord. The reconstruction phase was also criticized for exclusion; since, former tenants of Cabrini-Greens were denied access to their former houses after refurbishment. The project also faced criticism on the grounds of land grabbing and conversion of land use; since, lesser houses were constructed. By the year 2001, the tenants had sued the CHA for the homelessness that roamed in Cabrini-Greens (Dizikes 2011). Recent reports indicate that most high-rise buildings in Cabrini-Greens are demolished, and there exist no solid plans for reconstruction and rehabilitation of new and existing housing units (Tichy 2011). This pitiful states marks an end to a once landmark in public housing in the US. Conclusion The Cabrini-Greens project presents one of the successful projects in the short-run, yet a failed project in the long-run. As such, it presents various lessons to any project manager. One of the ideal lessons is the need of stakeholder analysis and consultation before engaging in a project. Notably, the major beneficiaries of this project were the residents who occupied sub-standard housing. However, they were not consulted in the project implementation; thus, they ended up moving out of the houses that were developed for them. Secondly, the project planners and managers should have both short-term and long-terms goals and objectives in the planning. The Cabrini-Greens project is a case study on how a project can succeed in the short-term goals, yet fail in realizing long-term goals. In the end, the Cabrini neighborhood ended up experiencing same crime rates, insecurity and poor services delivery as was before, due to lack of clear long term goals by the planners. As such, it is indispensable to derive clear long-term and short-term goals in any project. The case study of Cabrini-Greens clearly portrays the need of fore planning and structuring of a project, sticking with the pre-developed goals and the need of allocating jobs to qualified teams and personnel. In addition, Cabrini-Greens project reveals how preplanning aids in delivering high quality but timely results. References Arthur Young & Co. 1978. Executive Summary of Deliverable Product No. 9, Second-Year Evaluation Report, for the Cabrini-Green High Impact Program. Accessed Sep 23, 2012 from http://www.popcenter.org/library/scp/pdf/06-Arthur_Young_and_co.pdf Belassi W. and Tukel O. 1996. A new framework for determining critical success/failure factors in Projects. International Journal of Project Management, Vol. 14, No 3,141-151. Chicago Housing Authority, CHA 2011. Cabrini Green Housing. Accessed Sep 23, 2012 from http://www.thecha.org Chung P. 2003. Short history of Cabrini-Green. In the AIAS Forum, Chicago on 1 January 2003. Dizikes P. (2011). Chicago Hope: Ambitious attempt to help the city’s poor by moving them out of troubled housing projects is having mixed results. MIT study March 3, 2011 Payton W. 2009. The Paw Print: Issue on Cabrini–Green Special, February 2009. Schmich M. 2004. Buildings stand because a leader stood her ground. Chicago Tribune Web Edition on July 9, 2004. Schmich M. 2004. Future closes in on Cabrini. Chicago Tribune Web Edition July 4, 2004. Sink T. & Ceh B. 2011. Relocation of urban poor in Chicago: HOPE VI policy outcomes. The Geoforum 42 (1): 71-82. Tichy J. 2011. Project Cabrini Green. Museum of Contemporary Arts, Chicag. March-April, 2011. Appendices Appendix 1: Factors in project success Source: Belassi & Tukel (1996) Appendix 2: Prevalence of crime rates in Cabrini-Green Source: Arthur Young & Co., 1978 Appendix 3: Cabrini-Greens implementation phases. Source: Arthur Young & Co., 1978 Read More