Capacity Building
Over the past several years, communities across Illinois have faced increasing challenges in advancing local housing and economic development goals. Rising construction costs, limited access to development capital, and uncertainty surrounding federal housing programs have made it more difficult for municipalities and nonprofit organizations to move projects forward. At the same time, many emerging developers and service providers – particularly those rooted in the communities they hope to serve – often lack access to the networks, mentorship, and technical expertise needed to navigate the complex world of affordable housing development.
Recognizing that strong communities depend on strong partners, IHDA has invested in a range of capacity-building initiatives designed to expand the pipeline of mission-driven housing leaders across the state. These programs bring developers, service providers, lenders, and public agencies together to share knowledge, build relationships, and strengthen the partnerships that make affordable housing possible, particularly in central and southern parts of the state.
One of the most impactful examples of this work is IHDA’s Next Generation Capacity Building Program (Next Gen), which supports emerging developers as they gain the experience and partnerships needed to participate in the Illinois’ Low-Income Housing Tax Credit program. Launched in 2024 and continued in 2025, the program has delivered classroom learning opportunities, project-specific technical assistance, pre-development financing, and more to help 37 participants gain the knowledge and connections needed to bring their project proposals to life. By pairing emerging developers with experienced industry professionals and creating opportunities for peer collaboration, the program helps remove barriers to entry and expands the pool of developers equipped to serve communities across Illinois.
“Through the end of 2025, 13 of the 27 teams that have completed the Institute since 2022 have had their projects approved for more than $103 million in financing.”
IHDA’s commitment to capacity building extends to other areas, including supportive housing and general career development for housing professionals. Through initiatives like the Supportive Housing Institute, IHDA brings together developers, property managers, and service providers to design and finance housing that integrates stable homes with critical services for residents experiencing homelessness or living with disabilities. By equipping organizations with the tools to develop and operate supportive housing, the Institute helps communities address some of their most complex housing and health challenges. Through the end of 2025, 13 of the 27 teams that have completed the Institute since 2022 have had their projects approved for more than $103 million in financing.
And IHDA continued to support the Chicago Rehab Network’s Community Development and Empowerment Series, now in its ninth year, to improve access to training and technical assistance covering community planning, single family and multifamily development, finance, and property management. Offered annually, the series is designed to teach technical development skills, strategies for community empowerment and reinvestment, and offer a platform to share experiences with others in the public, private, and non-profit sectors.
Together, these programs demonstrate how IHDA’s investments go far beyond the construction of homes and apartments. By strengthening the capacity of developers, nonprofit organizations, and community partners, IHDA is helping ensure that communities across Illinois have the leadership, knowledge, and partnerships necessary to bring new housing opportunities to life.
Kelli Roberts, Eye Housing Solutions
For Kelli Roberts of Eye Housing Solutions, IHDA’s Next Gen Capacity Building program offered an opportunity to grow beyond the smaller-scale rehabilitation projects she had completed earlier in her career. For the past 15 years, she and her husband had been acquiring one- to three-unit properties in the Metro East region of the state, renovating them, and turning them into affordable rental or homeownership opportunities. She never thought of this work as a full-time business – it was more of a side-job that she balanced with her full-time position – but that changed as she saw what some housing nonprofits were doing with state and federal programs. She was interested in expanding her efforts to larger scale affordable housing developments, but like many emerging developers, she entered the space without an established network of industry connections.
She began taking online classes and webinars on programs like the Low-Income Housing Tax Credit, but she found them to be overly structured, impersonal, and non-interactive. “Even though I had this information at my fingertips, it’s just somebody talking to you. I’m a question person. You don’t really get a chance to raise your hand.”
Roberts began searching for more interactive training opportunities and quickly discovered the Next Gen program in 2024. She immediately requested information on the next application cycle, and was accepted into the 2025 cohort where she gained access to mentorship, technical guidance, and a supportive class of peers navigating similar challenges. Reflecting on the experience, she emphasized the importance of collaboration in an industry that can otherwise feel difficult to enter. The program created a space where she and other emerging developers could ask questions, share lessons learned, and build the relationships necessary to move projects forward.
“The most beneficial resource was the fact that we had access to coaches whenever we needed them. My mentor was absolutely critical, not just in answering my questions or for my ability to understand so quickly the different pieces of the tax credit process, but because of her encouragement and her ability to let you come to your own conclusions.”
Those relationships are now helping Roberts advance a new project in southern Illinois. Her proposed development, Aljunia Springs in Mount Vernon – named after her grandmother who spent her later life there – seeks to address a significant need for quality affordable housing in the region. Like many rural communities, Mount Vernon faces a shortage of modern, accessible housing options for working families and seniors. But through the Next Gen program and IHDA’s broader network of partners, Roberts has been able to access technical assistance, pre-development financing, and guidance on navigating the funding process necessary to turn her vision for Aljunia Springs into a viable proposal to apply for funding through IHDA’s Low-Income Housing Tax Credit program.
“Just continue to be a learner and be on that consistent path of self-improvement, even when it’s hard. Because it takes a village.”
Roberts’ experience highlights the reality that housing development is never the work of a single organization. Instead, it requires collaboration among developers, local governments, lenders, and community stakeholders. Roberts described the process as fundamentally about teamwork – building relationships and learning from others while remaining open to new ideas and feedback. For other emerging developers who are not sure of their next steps, she encourages them to consider the Next Gen program, to seek out mentorship, and focus on building strong, mission-driven partnerships.
“Just continue to be a learner and be on that consistent path of self-improvement, even when it’s hard. Because it takes a village.”