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Roberto Requejo Program Officer The Chicago Community Trust

Our Region’s Community Foundation. Our unhealthy “old normal” A bubble of historical proportions Source: The Economist (2011)

Our Region’s Community Foundation. Our unhealthy “old normal” Growing all over the place Source: CMAP and Metropolitan Planning Council (2007) $7 billion per year lost due to traffic congestion costs

Our Region’s Community Foundation. Our unhealthy “old normal” A huge mismatch between supply and demand Source: Homes for a Changing Region (2006)

Our Region’s Community Foundation. Our unhealthy “old normal” Fewer and fewer rental options for working families Source: The Preservation Compact (2007)

Our Region’s Community Foundation. The situation today An unprecedented foreclosures crisis Source: Woodstock Institute (2011) % of Properties with Foreclosure Filings, More than 25 percent 15 to 24.9 percent 10 to 14.9 percent 5 to 9.9 percent Less than 5 percent Fewer than 20 properties

Our Region’s Community Foundation. The situation today More than half of Chicago’s residents burdened by housing Source: Chicago Rehab Network (2011) 1 in 4 homeowners “under water”

Our Region’s Community Foundation. The situation today Growing number of homeless children (CPS) Source: Chicago Coalition for the Homeless (2011)

Our Region’s Community Foundation. The Trust’s response $10 million in grants deployed 2008—2010, thanks to Unity Challenge donors  Homelessness prevention and services  Rental housing preservation and construction  Resources for tenants  Alternatives to foreclosure and sustainable homeownership  Solutions for vacant properties

Our Region’s Community Foundation. The Trust’s response

Our Region’s Community Foundation. The Trust’s response Borrower outreach and counseling 13,000 homes visited in person 1,000+ families attending

Our Region’s Community Foundation. Return on Investment Cost of counseling a homeowner to avoid foreclosure: Cost of one foreclosure to municipal agencies: Cost to nearby homeowners: Grants to coordinate suburban housing collaboratives: Federal, State and County dollars leveraged so far: Cost of homeless services as part of supportive housing: Cost of homeless services outside of supportive housing: $500 to $3,000 up to $34,000 $220,000 $300,000 $20,000,000 $27,000 $42,075

Our Region’s Community Foundation. Building the “new normal” Nonprofits leading the way

Our Region’s Community Foundation. Geoff Smith Senior Vice President Woodstock Institute

Mortgage Lending: Subprime Mortgages Concentrated in Communities of Color WOODSTOCK INSTITUTE | JUNE 2011 Higher Cost Mortgage Lending, 2006Loans by Defunct Subprime Mortgage Lenders, 2006 Source: FFEIC - Home Mortgage Disclosure Act data

WOODSTOCK INSTITUTE | JUNE 2011 Source: Record Information Services Belmont Cragin Foreclosure Filings

WOODSTOCK INSTITUTE | JUNE 2011 Belmont Cragin Foreclosure Filings – Source: Record Information Services

WOODSTOCK INSTITUTE | JUNE 2011 Belmont Cragin Foreclosure Filings – Source: Record Information Services

WOODSTOCK INSTITUTE | JUNE 2011 Belmont Cragin Foreclosure Filings – Source: Record Information Services

WOODSTOCK INSTITUTE | JUNE 2011 Belmont Cragin Foreclosure Filings – Source: Record Information Services

Our Region’s Community Foundation. Ofelia Navarro Executive Director Spanish Coalition for Housing

Foreclosure Counseling Cases at Spanish Coalition for Housing The Spanish Coalition for Housing has had 2,718 new foreclosure counseling cases through December 2010, over 66 times as many as in This represents an increase of over 660% in foreclosure cases since 2005.

21,760 families came to our offices and benefitted from the various programs at SCH –Pre-purchase (homeownership) counseling  1,414 –Foreclosure Prevention counseling  4,766 –Small Landlord Empowerment Support  1,055 –LIHEAP /Weatherization Program  5,061 –Affordable Rental & Public Housing Program  9,464 Families Served through our Programs in 2010

Our Region’s Community Foundation. Cindy Holler President Mercy Housing Lakefront

Mission 5 To create stable, vibrant and healthy communities by developing, financing and operating affordable, service-enriched housing for families, seniors and people with special needs who lack the economic resources to access quality, safe housing opportunities. Non-Profit Partners, Foundations, and Individuals For-Profit Businesses Government “Bringing the best of each to bear on community solutions”

Mercy Housing Lakefront and Mercy Housing Management Group Develops, owns and manages 21 Chicagoland properties with nearly 2,800 residents who are formerly homeless, seniors, or working families. Employs 261 persons in Chicagoland. Currently, 371 units of housing under construction. Active in community development strategies in 7 Chicagoland communities. Mercy Portfolio Services Manages $169 million in Neighborhood Stabilization Program funds for Chicago working in 29 neighborhoods. To date, 598 units acquired, 189 units under construction, and 25 units completed. New products include an IT Platform known as Community Central and the Mortgage Resolution Fund which works to keep people in their homes. Joint Venture with The Cara Program. Preserving vacant properties and creating jobs for disadvantaged workers.

Our Region’s Community Foundation. Joanna Trotter Community Development Director Metropolitan Planning Council

Catalysts for Change :  Private sector engagement;  Municipal coordination and leadership;  Policy incentives at every governmental level

Engaging employers in housing, transportation, and environmental initiatives

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Our Region’s Community Foundation. In closing…  This crisis is extensive and complex, but not unmanageable  There is a lot of opportunity triggered by the crisis  Investing in housing is one of the most impactful ways to help us arrive at a better “new normal” To learn more about initiatives at the Trust: Factsheet and materials in your packets

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