In an environment in which public values are often surrendered for market ones, the administration of public housing has increasingly devolved construction, management, and even ownership responsibilities to the private sector to cut costs. There is little known about private management practices at public housing sites and how they shape the lives of its residents - half of whom are growing numbers of seniors and people with disabilities who are aging in place. This multi-site comparative case study involves three public housing sites that serve seniors and people with disabilities: one is privately-managed, one is publicly-managed, and one is privately-managed with public case management through the HOPE VI program. The intent of this comparison is to determine if there is a difference in management response by sector and whether differences pose a challenge to social equity.

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.