In 1999, the Chicago Housing Authority (CHA) launched its ambitious Plan for Transformation, hoping to transform its distressed properties into healthy, mixedincome communities that would provide better options for their residents (Vale and Graves 2010). As the Urban Institute's decade-long research on the transformation has documented, relocation proved one of the biggest challenges Popkin, Levy, et al. 2010). At the Plan's outset, the CHA had little experience providing relocation counseling or social services to its residents, and it was trying to serve a large number of high-need families simultaneously. Early efforts to provide these services floundered, and the CHA became the focus of criticism and legal action from resident leaders and their advocates. In response to these pressures, the CHA gradually improved its service system and began providing more effective case management and referral services (Popkin 2006). By the end of the decade, the Urban Institute was documenting surprisingly positive outcomes