The Englewood of Quality of Life Plan, is imanaged by Teamwork Englewood and is currently in the implementation phase of the second 10-year community plan. This Evaluative Report will highlight specific observations, data collected and data analyzed in partnership with the AmeriCorps VIsta program in Englewood which is sponsored by the Greater Englewood Community Development Corporation. The overall purpose of this report is to further enhance the work of the EQLP.

2. PAGE 1
`2019 Evaluative Report
July 21, 2019
Prepared by
Kimone A. Smith, MPA
Englewood Data & Evaluation Associate
AmeriCorps Vista
Ksmithvista@gecdc.org

3. PAGE 2
Letter from the Editor
Dear Reader,
It has been an absolute pleasure to work for AmeriCorps VISTA in collaboration
with Greater Englewood CDC & Teamwork Englewood. There are so many involved
residents, businesses, organizations and stakeholders invested in the wellbeing of the
community, that as an outsider (reppin the Eastside), I was bought-in on arrival. I believe
there is truly something special occurring in Englewood, wherein I’ve been happy to put my
skillset to use, to help further the capacity of the Englewood Quality of Life Plan.
This report is based on data collected during my time as Englewood Evaluation &
Data Associate, as well as observations over the past 18-months, in regards to EQLP
programming and impact. Kudos to you all for working tirelessly to change the narrative,
through Teamwork. You know what they say right? Teamwork makes the dream work.
Sincerely,
A dedicated public servant,
Kimone A. Smith, MPA
2019 – 2010 AmeriCorps Vista
Englewood Data & Evaluation Associate
Email: KsmithVista@gecdc.org /SmithKimone@gmail.com/ Ksmith@tulsainc.us

4. PAGE 3
Table of Contents
Englewood Community Overview……………………………………4
Introduction to EQLP……………………………………………….………8
Teamwork & EQLP Observation………………….…………………..9
EQLP: Volunteers Processing & Onboarding…………………..13
EQLP: Evaluative Survey 2018…………………………………….…….14
EQLP: Jobs & Economic Development…………………………….15
Conclusion…………………………………………………………………….…18

5. PAGE 4
Community Overview: Greater Englewood
Englewood is one of the City of Chicago’s 77 communities in Cook County,
bounded by Hamilton Avenue on the west, the Dan Ryan Expressway on the east, 75th
Street on the south and West Garfield Boulevard on the north. Englewood consists of 2
zip-code’s 60621 (Englewood) and 60636 (West Englewood). According to the U.S. Census
Report there are 30,496 people residing in Englewood and 34,461 people residing in West
Englewood (See Figure 1), which combines a total of 64,957 for the Greater Englewood
population (2017). Englewood scores very high for economic hardship and has a very low
for child opportunity index.
Prior to the mid-1800’s, Englewood, was formerly known as Junction Grove. The
community was a bustling town of development (i.e., railroads & commerce). In 1868
Junction Grove became Englewood and in 1889 Englewood became a part of the City of
Chicago. During this time Englewood was one of the largest outlying business districts in
the U.S. for the majority of the first half of the 20th
century.1
Today, Englewood is known for
its high crime occurrence and concentrated poverty. Despite positive things that exists
in Englewood, one would not hear about the amazing things taking place within the 21:36
zip code; to curb violence, repair relations with police officers and residents, educate the
community, improve public safety, increase access to healthy food and health services.
Believe it or not, Englewood is rising. Its just a matter of time before the nation sees it.
1 Lettier-Roberts, M., & Stamz, R. (2002). Chicago’s Englewood Neighborhood: At the Junction.
Illinois: Arcadia Publishing.

6. PAGE 5
Fig.1: Greater Englewood U.S. Census Report Statistics
Englewood (60621) U.S. Census Report (2017) West Englewood (60636)
30,496 Population 34,461
32.2 years Median Age 37.6 years
28% Percentage of Children (under
18yrs)
24%
59% Percentage of Adults 18yrs –
64yrs
59%
13% Percentage of Adults
65 and older
17%
Gender
44% Male 47%
56% Female 53%
Race & Ethnicity
95% African American/Black 91%
Asian
1% Caucasian/White 1%
3% Hispanic 6%
Islander
Other
1% Two+ 1%
Economics
$12,936 Income Per Capita $14.902
$19,845 Median Household Income $27,573
46% Persons Below Poverty Line 33.4%
Families
11,022 Number of Households 11,222
2.7 persons per household Avg. persons per household 3 persons per household
17% Married Marital Status 24% Married
Population by household
15% Married Couples 26%
58% Female Head Household 48%
9% Male Head Household 12%
18% Non-family 14%
Housing
16,576 Number of Housing Units 14,753
66% Occupied 76%
36% Vacant 24%
25% Owner Occupied 46%
75% Renter Occupied 54%
Social Demographics
Education
36% H.S. 42%
6% Bachelor’s 6%

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32% Some College 28%
2% Post Grad 3%
2% Foreign Born Population 2.7%
29% Africa 3%
5% Asia 7%
1% Europe 1%
65% Latin America 90%
North America
Oceania
3.9% Veteran Status 4.5%
https://censusreporter.org/profiles/86000US60621-60621/
https://censusreporter.org/profiles/86000US60636-60636/
Schools
Englewood belongs to the Chicago Public School (CPS), South Side Region. The
overall district is becoming less African-American and more Hispanic. The African-
American population has decreased from 90% to 86%, as the percentage of Hispanic
students has risen from 9% to 13% in just two years. Over 80% of students qualify for the
Free Reduced Lunch (FRL) Program.2
There are approximately 2o schools in Englewood.
Over the years, Englewood has faced the closing of several schools. Students in Englewood
do not have access to a variety of school programming, (i.e., Fine & Performing Arts,
STEM & World Language, International Baccalaureate (IB), & Military programs)
juxtaposed to their peers in neighboring school districts. The EQLP Education & Youth
Taskforce, is currently launching the Englewood Elementary Promise School, currently in
its planning & development stage. And, the Teamwork Englewood (STEM) H.S. will open
this upcoming Fall, September 2019.
2
Chicago Public School- South Side Region: Annual Regional Analysis 2017 – 2018

8. PAGE 7
Crime
Although crime has decreased, it is still relatively high in Englewood. According to
Area Vibes, crime in Englewood is 262% higher than the national rate. Approximately 39%
of returning citizens from Illinois State prisons call the South Side region home.3
During the historic “gun spike” of 2016, over 50% of shootings occurred on the South Side,
in the following concentrated areas: Englewood, Garfield Park, Lawndale (North & South),
Austin, and West Pullman. Interestingly, a particular, South Side four-by-four block area
in Chicago’s Humboldt Park, has been in the top five percent of all shootings in the City of
Chicago, every year for 27 years.4
A study indicated that 85 percent of children had
witnessed domestic violence, 72 percent had been abused and half had witnessed
domestic violence leading to injury.5
A study administered by Yale’s Institution for Social
& Policies Study in 2013, suggests that crime in Englewood over a 30 year period,
specifically regarding homicide has not changed. Englewood, which had an average
homicide rate of almost 58 per 100,000 residents in 2000-2009 had a homicide rate of 52
during the 1970-1979 period 30 years previously.6
3
Marin, C., & Mosley, D. (2014, May 7). Tracking Illinois' Released Prison Inmate
Population. Chicago NBC. Retrieved July 14, 2019, from
https://www.nbcchicago.com/investigations/Released-Inmates-Face-Roadblocks-Adjusting-to-
Society-258402151.html
4
Crime in Chicago: What does research Tell Us? (2018). Northwestern Institute for Policy Research.
Retrieved July 14, 2019, from https://www.ipr.northwestern.edu/about/news/2018/crime-in-
chicago-research.html
5
Moser, W. (2017). Instead of Wailing Off Englewood, Why Not Copy Bogota? Chicago Magazine:
Politics & City Life. Retrieved July 13, 2019, from https://www.chicagomag.com/city-life/February-
2017/Instead-of-Walling-Off-Englewood-Why-Not-Copy-Bogota/
6
Papachristos, A. (2013). 48 YEARS OF CRIME IN CHICAGO: A Descriptive Analysis of Serious
Crime Trends from 1965 to 2013. Yale Institution for Social & Policies Study, Retrieved from
https://isps.yale.edu/sites/default/files/publication/2013/12/48yearsofcrime_final_ispsworkingpaper
023.pdf

9. PAGE 8
Health
The overall life expectancy has decreased by 5 years, in five years in Englewood.
Currently the life expectancy is 60-years of age, compared to 72-years in 2014. According
to a recent study by New York University School of Medicine, which compared Englewood
Residents to Streeterville, IL residents, whom live to see on average 90-years old. This 30-
year gap is the largest throughout the U.S. “In Englewood, neighborhood parks aren’t
family friendly, fresh vegetables aren’t as readily available and gyms are few and far
between. Meanwhile liquor, cigarettes and drugs are readily available” and accessible.7
Currently the EQLP Health & Wellness Taskforce, will launch the Health Navigators
program to connect 500 residents to health care programs.
Business & Commerce
The 63rd
St corridor, is known as the heart of the neighborhood, where thriving
businesses such as Whole Foods; Chipotle, Wild Wings, Sneaker Villa, Starbucks, PNC
Bank, U.S. Bank, and various Health Clinics exist. This particular area is know as the
Englewood Square is the highlight of diverse consumerism in Englewood.
Introduction to EQLP
The Englewood Quality of Life Plan is a community plan created by Englewood
residents and stakeholders to create meaningful economic & social change in Englewood.
It is currently managed by Teamwork Englewood, a not-for-profit organization founded in
2003. The EQLP is the direct result of a community driven process sponsored by Local
Initiatives Support Corporation (LISC) and the MacArthur Foundation. The EQLP engages
7
SCHENCKER, L. (2019, June 6). Chicago's lifespan gap: Streeterville residents live to 90.
Englewood residents die at 60. Study finds it's the largest divide in the U.S. Chicago Tribune.

10. PAGE 9
residents, leaders, youth, elected officials, anchor institutions, with the purpose being, to
improve the Englewood community. This led to the launch of Englewood 1st
Quality of Life
Plan in 2015. EQLP consists of 5 taskforce’s (i.e., Education & Youth, Health & Wellness,
Housing & Public Spaces, Jobs & Economic Development, and Public Safety), powered
solely by volunteers. The EQLP is rooted in the theory of collective impact.8
Currently, the
EQLP is in the implementation phase of the second 10-year community plan, wherein this
Evaluative Report will highlight specific observations, data collected and analyzed along
with recommendations to further enhance the work of the EQLP.
Teamwork Englewood & EQLP Observation(s)
Teamwork Englewood overseas several programs other than the EQLP. Such
programs include:
• Teamwork Englewood Re-entry Support Center (year round)
• Englewood Women’s Initiative (N/A)
• Entrepreneurship Institute (annual)
• Summer Youth Sports Program (annual)
The EQLP is the main programming of Teamwork Englewood, broken into five taskforces
(i.e., Youth & Education, Health & Wellness, Housing, Public Safety, and Jobs & Economic
Development), along with the Teamwork Reentry Support Center which is ran separately.
The Re-entry population is the most engaged clients of Teamwork Englewood. However,
there is no representation for this population within the Englewood Quality of Life Plan.
Another observation is that there is not a systematic data collection method throughout
the organization, that tracks various programming or services the organization offers.
8
“Collective impact” describes an intentional way of working together and sharing information for
the purpose of solving a complex problem.

11. PAGE 10
The EQLP model is described as a strategy of collective impact based on five
pillars:
1. Common Agenda,
2. Shared Measurement System,
3. Mutually Reinforcing Activities,
4. Continuous Communication,
5. Backbone Support Organization,
with Teamwork Englewood being “the backbone.” However, from observation, the
organization does not operate based on the diagram it promotes. The model that is
moreso aligning with the organizations operation is the “Englewood Collaborative
Community Model” designed and coined by Kimone Smith (See Figure 2 & 3). Teamwork
Englewood is effective in strategizing the common agenda, reinforcing activities related to
the EQLP agenda, being the backbone organization, and communicating. However, the
organization struggles with a unified measurement system, that tracks data, and impact
regarding EQLP activities and EQLP volunteers in a systematic way.

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Fig. 2: Englewood Quality of Life Plan Flow Chart

13. PAGE 12
Fig. 3: Englewood Collaborative Community Marketing Model
Recommendation(s)
1. Begin collecting data via surveys in a systematic way. Input the information in
excel sheets to have better tracking in regards to impact amongst residents and the
overall community. Also, create a EQLP Volunteer Profile, based on motivation to
THE CIRCLE REPRESENT THE ENGLEWOOD COMMUNITY AS A WHOLE (64,957 INDIVIDUALS), WHEREIN THE
TRIANGLE REPRESENTS THE EQLP, TASKFORCES & TEAMWORK ENGLEWOOD PROGRAMMING. THE ARROWS
(YELLOW, BLUE & GREEN) REPRESENT THE LEVEL OF IMPACT OF EQLP AND TEAMWORK ENGLEWOOD
PROGRAMMING.

14. PAGE 13
serve (i.e., achievement, affiliation, influence), the benefits of involvement in
EQLP residents and potential stakeholders.
2. The reentry population should be reflected within the EQLP. The highest number
of Illinois State prisons returning citizens call Chicago’s South Side home. Upon
return, many will be concentrated in the five neighborhoods described in the
Community Overview (page 3). Also, the Teamwork Reentry Support Center
services the entire South Side Region. Based on data collected between April 2019 –
June, 622 reentry clients visited Teamwork Englewood, which is three to four times
as many people attending EQLP quarterly meetings, and 118 more people attending
all Englewood Job Fair events during the same period.
Note: One may visit the Blue Survey Binder located at Teamwork Englewood for
assistance with basic surveys.
EQLP: Volunteer Processing & Onboarding
There are four parts to the EQLP Volunteer Process: (1) Entry Point, (2)
Onboarding, (3) Tracking & Engagement and (4) Evaluation. Major disconnects in this
process includes tracking & engagement, community outreach & marketing solely within
the Greater Englewood community. EQLP taskforces struggle with attracting new
volunteers (wherein, this does not include active community residents that attend sister-
programming or consistently volunteer with Teamwork Englewood or with EQLP
Taskforce programming).

15. PAGE 14
Recommendation(s)
1. During this entire process EQLP should track volunteers with Taskforce Capacity
Building Surveys, this would help strengthen areas of improvement. It will also
help make informed decisions about EQLP volunteers characteristics, culture and
programming. The greatest strength of the EQLP are the residents involved,
understanding why individuals choose to volunteer according to Motivational
Theory can make a difference.
2. Offer more professional development training for ALL Taskforce Leaders (and
members), to ensure successful transitions in the event Taskforce Leaders resign,
step down or quit.
Note: During the EQLP Quarterly Meeting in June (a working/collaborative
meeting) a Taskforce Leader whom was relatively new, (involved for less than 1-year)
and interviewed, mentioned, a measure of success for her new role was directly linked
to the effort she put into organizing a Family Resource Fair, which was poorly
attended by Englewood residents. This event could’ve been successful IF the
Taskforce leader was aware that 5% of residents learn about programming from
Flyers, 35% from social media, 30% from family & friends. Ironically, approximately
25% of Englewood residents attend EQLP Taskforce related programming (with the
exception of the EQLP: Public Safety Taskforce).
EQLP: Evaluative Survey 2018
The EQLP 2016 Evaluative survey compares Englewood respondents to
respondents in Belmont Cragin, and other neighborhoods on Chicago’s Northside.
However, these communities vary significantly, in regards to income, socio-economic
mobility and access. Also, the sample used represented a total of 78 EQLP members.

16. PAGE 15
Recommendation(s)
1. It’s imperative to administer Taskforce capacity-building surveys, specifically for
the purpose of measuring - tracking success unique to Englewood, such as EQLP
volunteers and partnering organizations (See the Vista Organizational Capacity-
Building Assessment Tool). Also, Englewood should be compared to communities
with identical characteristics during he next evaluation, instead a Chicago North
Side community, which does not reflect any similarities.
EQLP: JAED (Jobs & Economic Development)
The JAED (Jobs & Economic Development) Taskforce is one of the most active
sectors of EQLP. Between April 2019 – June 2019, approximately 214 individuals were
surveyed in Englewood regarding employment status, employment interests, and
education attainment. Between March 2019 – June 2019, over 500 individuals attended Job
Fairs hosted by EQLP, Teamwork & AmeriCorps Englewood Program at Greater
Englewood Community Development Corporation. Based on the Englewood population of
64,957 and a sample size of 214, with a margin of err0r equal to 9 (See the Infogram
in Figure 4), pertaining to data analyzed regarding workforce development in Englewood.9
Employment interests based on the sample previously mentioned, can be viewed in Figure
5 below.
9
Smith, K. (2019) Englewood Workforce Snapshot. Retrieved from
https://infogram.com/app/#/edit/6f5cfe16-0175-405d-82e5-1cbb88b279d6

17. PAGE 16
Fig.4: Englewood Workforce SnapShot

18. PAGE 17
Fig. 5: Englewood Job Fair Candidates Employment Interest
Recommendation(s)
1. Englewood needs a workforce development program that connects residents to
necessary training of interests and employment hard skills.
2. Its imperative that EQLP partnering organizations, Teamwork and Greater
Englewood Community Development Corporation, higher directly from
from the qualified pool of applicants attending EQLP Job Fairs, which totals
502 people to date, with a current tracking of 214 individuals. Especially should
Customer
Service
Technology
Hospitality
Manufacturing/Industrial
Education

19. PAGE 18
a job opening occur and individual applicants are qualified.
Conclusion
Should Teamwork Englewood make the aforementioned changes based
on the recommendations given, the organizational impact will increase throughout the
entire Englewood community (See Fig. 3: Englewood Collaborative Community Marketing
Model on Page 12). Especially if the EQLP Taskforces are expanded to include Reentry, one
of the most isolated populations within the Englewood community, that is currently
underrepresented and is not advocated for enough. Secondly, data collection and tracking
is imperative to the successful narrative of any organization or business. It is the only way
to understand ones clients or consumers. Although the organization has key relationships
with funders, Teamwork must plan for the “What IFs.” What IF a funder chose to
discontinue funding or new leadership decided to invest elsewhere? What happens when
key relationships are no longer pathways to funding?
In conclusion, systems are needed to ensure the success is continued, easily
replicable for partnering organizations and open to collaborations based on the collective
impact model the EQLP uses as a strategy. Things to Consider to Increase-Impact or
EQLP Status Quo:
➢ EQLP organizing a Reentry Taskforce.
➢ Collect Data, Track & Evaluate in a systematic way.
➢ ALWAYS support local initiatives, businesses and organizations whose
work align with the EQLP mission.
➢ Promote EQLP activities & events byway Digital Social Media Ads
(Facebook, Instagram, Eventbrite, etc) & circulation of Flyers in key places
throughout the community.

20. PAGE 19
➢ Create opportunity for JAED Taskforce Business/Entrepreneurship
Institute to collaborate directly with EQLP.
o Examples include:
▪ TULSA Inc’s SSS (Social Support Services) mobile App & the
Englewood Portal (or partnering with Taskforces to transfer
the paper based Resource Guides onto SSS digital platform),
▪ Yo City Dog becoming a vendor for any particular
Teamwork Event or EQLP activity/programming,
▪ Modo Dance Company utilizing the Englewood Boom Box
Area to host a Summer Youth Dance Session.