This paper compiles the history of the development of public housing in Phoenix, Arizona between the years 1930 and 1970. Starting with the national public housing program created as part of the New Deal programs, the thesis examines how public housing was started, viewed, and supported in Phoenix. There has always been a shortage of affordable housing for low-income residents in Phoenix and the housing history examines the reasons why Phoenix has struggled to construct affordable housing in the past. Public opposition, city values, racial prejudice, and business influence over government were revealed to be some of the many reasons Phoenix struggled and continues to struggle today. In chronological order, the thesis will examine how Phoenix interacted with public housing legislation during the mid-1900s to provide a comprehensive history of what has been done that has not worked.
Results indicate that there were social equity failures across all three sites with the private sites experiencing the most barriers for residents. The power-knowledge structure and perceptions of the residents shaped the institutions or staffing, services, policies, and amenities that either empowered the residents by helping them build a cohesive community; or it subjugated them by not offering space for community-building. In response, many residents' actions and beliefs were shaped by these institutions; however, in the face of resistance to management practices, they often exercised power through self-governing to achieve the satisfaction they desired. Recognizing that residents can exercise their own power, community resiliency to support aging in place may be achieved by supporting resident needs and drawing upon their expertise, assistance, and influential power to build stronger housing communities - an option with low costs but great gains. But in order to do so, the power-knowledge structure must be influenced to support this goal. This research describes the governance of public housing and the responses and relationships of both management and residents in these newly created public spaces. It then presents a model that can foster change in resident engagement and network building to support aging in place, and advance social and community resiliency, regardless of sector.