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A local economic development needs assessment for Chinatown in Los Angeles.
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one chinatown a local economic development needs assessment for l.a. chinatown DIRECTED RESEARCH BY WENDY CHUNG Advised by Donald R. Spivack MPL Program / Spring 2016
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Page 1: One Chinatown

one chinatowna local economic development needs assessment for l.a. chinatown

DIRECTED RESEARCH BY WENDY CHUNGAdvised by Donald R. SpivackMPL Program / Spring 2016

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ACKNOWLEDGMENTS

AdvisorDONALD R. SPIVACK

With valuable input fromLaura Chung

Charles ChungSandy ChungGilbert Hom Eugene Moy

Chinese Historical Society of Southern CaliforniaMr. & Mrs. Heng

Thanh Vi RestaurantLaureen Hom

Rick Eng Martin LeeAl Soohoo

Philip KwanScott Chan

Asian and Pacific Islander Obesity Prevention AllianceKatie WangJon Truong

King CheungChinatown Community for Equitable Development

George YuChinatown Business Improvement District

Connie VuongChinese Chamber of Commerce of Los Angeles

Oliver WangKerry Situ

Chinatown Service CenterConfucius Temple School

James AllanBryan Eck

Los Angeles Department of City Planning Jack Sy

Bryson TedfordJose Pulido

Giselle CorellaMr. Pang

Eric ClarosAnnette Kim

Hongjun FangUSC Price Planning Program

Kim-Ngoc LeChinese-American Planning Council - New York City

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ONE CHINATOWN 3

TABLE OF CONTENTSONE Executive Summary

TWO Introduction

Methodology Study Area

THREE Chinatown Context

Historical Overview Social Context Quality of Life Civic Engagement & Political Context Economic Climate Planning Context

FOUR Discussion of Key Issues

FIVE Vision, Goals & Strategies

Vision Goal 1 Goal 2 Goal 3 Opportunities on the Ground

SIX Conclusion, Limitations & Next Steps

References

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4 ONE CHINATOWN

oneEXECUTIVE SUMMARYAcross the U.S., renewed interest in urban development is bringing new investment as well as introducing new pressures to inner-city neighborhoods. Los Angeles Chinatown is one such community experiencing this change. While popularly known as a major tourist destination and commercial district, Chinatown is also one of the city’s densest and most economically vulnerable neighborhoods, home to a large foreign-born population living in older and lower quality housing, and earning very low incomes. As development activity continues to intensify in Chinatown, different development visions among different stakeholders have created tensions within the community. Meanwhile, a general lack of communication and collaboration is undermining local capacity to leverage the current development wave to drive inclusive, sustainable growth that benefits the community at large. The remainder of the report is the synthesis of the researcher’s data analysis and stakeholder interviews on current issues and trends in the community. It explores the possibility of applying a local economic development approach, to take advantage of development interest to create new opportunities that increase quality of life for both new and existing residents and businesses. Key strategies focus on community building, social support services, supporting local enterprise, and stabilizing the current population. By highlighting existing efforts and potential opportunities, this information is intended to encourage further discussion among interested stakeholders.

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North Broadway & College Street

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Gold Line Station1. Blossom Plaza2. Chinese Historical Society 3. of Southern California Central Plaza4. Chinese Consolidated 5. Benevolent AssociationPacific Alliance Medical 6. Center

Alpine Recreation Center7. Castelar Elementary8. Confucius Temple School9. Ai Hoa Market10. Chinatown Service Center11. Saigon/Dynasty Plazas12. Far East Plaza13. Thien Hau Temple14. Chinatown Library15.

Teo-Chew Association 16. TempleJia Apartments17. Residential hills18. Evans Community Adult 19. SchoolKaiser Permanente20.

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6

8

11

3

4

7

9

1314

15

1910

17

18

12

5

16

KEY LOCATIONSSOURCE: Google Maps

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ONE CHINATOWN 7

twoINTRODUCTIONFor much of its history, Los Angeles Chinatown has existed as a cultural attraction for visitors and tourists; as well as a residential enclave and port of entry for a mixed, but largely ethnic-Chinese immigrant population. In recent years, like many urban neighborhoods in major cities across the U.S., Chinatown has been experiencing renewed development interest, which combined with recent shifts in immigration trends and geographic mobility, is creating changes to which the community must adjust. While urban redevelopment has often been seen as a threat to existing neighborhoods, this report seeks to leverage new investment to support local economic development efforts, so that residents, local business operators and others with a vested interest are able to participate and capture benefits of incoming improvements and opportunities. It is important to maintain the affordability of inner-city neighborhoods to retain cultural diversity as well as promote sustainable and equitable urban growth, rather than displacing vulnerable residents to further neighborhoods, but at worst, putting them at risk of homelessness. This report presents an assessment of local conditions, issues and needs, toward proposing strategies that build community development capacity and promote inclusive urban growth. It begins by looking at the context for community development—political, economic, social, etc.; followed by a review of key findings; and finally, identifying a set of actions and strategies that might be jointly considered by the public, private and nonprofit sectors. Any implementation would depend on local leadership.

Los Angeles Chinatown is at a crossroads.

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8 ONE CHINATOWN

Toward achieving the vision of inclusive, sustainable growth, this plan will propose the following goals:

Unite Chinatown’s diverse community.1. Increase awareness and stewardship of 2. local heritage.Stabilize the existing population and 3. promote equitable growth through local economic development strategies, while accommodating new residents and businesses.

Strategies will driven by a few key principles:

AFFORDABILITY, EQUITY & •SUSTAINABILITY. Chinatown is a low-income community and one of few urban neighborhoods in Los Angeles where housing remains relatively affordable. Efforts must focus on preserving affordability as Chinatown expands, as well as exploring more sustainable business models and engaging youth toward helping stabilize the existing population.

CULTURAL PROMOTION. • Chinatown’s cultural identity is not only important historically and socially, but also economically. New development and policies should support heritage conservation to promote community-sensitive growth. Strategies may borrow from preservation work in other urban ethnic enclaves, like the California

Japantowns effort, to establish design guidelines, engage in culturally informed landscaping and site planning, fostering small business and coordinating commercial development that serve both local residents and tourists. Bridges old and new.

INTEGRATION & COMMUNITY •BUILDING. Many stakeholders cite Chinatown’s diversity as both a blessing and a curse. While layers of immigration and migration add to the neighborhood’s cultural richness, lack of integration over the years has divided interests and precluded productive collaboration. Building local ties among incoming and existing residents, as well as tapping into regional connections with surrounding communities can strengthen Chinatown.

METHODOLOGY

Research was conducted over five months from December 2015 to April 2016, and integrates various sources of data analyses and perspectives to inform a comprehensive strategy for Chinatown’s growth:

Review of planning documents (City of Los • Angeles Central City North Community Plan, Cornfields Arroyo Seco Specific Plan; Metro Union Station Master Plan; etc.)Stakeholder interviews •

“To promote a unified Chinatown community that builds on local strengths and networks, to drive

sustainable growth and create inclusive prosperity.”VISION FOR CHINATOWN

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Regular site visits (1-2 times per week)• Demographic analysis (Census 2010 and • ACS 2014 using Census Tracts 2060.10, 2071.01, 2071.02 and 2071.03; and Census 2000: Census tracts 2071 and 2060.10)Media research of past and current context• Literature review on ethnic commerce, • cultural tourism, local economic development practices, affordable housing, transit oriented development, etc.

STUDY AREA

Unlike incorporated cities with institutionalized borders, neighborhood boundaries are less defined and often involve overlapping administrative boundaries representing various interests and levels of community interaction—e.g., the Business Improvement District (BID) and police department may define “Chinatown” differently. The study area for this project targets the area bounded by the 110 Freeway, Cesar E. Chavez Avenue, North Main Street, the Los Angeles State Historic Park, and Solano Avenue. It includes the commercial core centered on North Broadway, as well as residential neighborhoods in adjacent hills. This geography is part of former Community Redevelopment Agency (CRA/LA) Chinatown Project Area, minus parcels beyond the 110 Freeway. The choice to recycle CRA/LA’s boundaries is deliberate, recognizing convergence in vision

and objectives, as this study seeks to build on the former redevelopment agency’s holistic approach to community development by addressing residential and commercial needs, as well as cultural promotion. While this project excludes some of the original CRA/LA blocks in order to target efforts in a compact area, it acknowledges that Chinatown’s sphere of influence reaches well beyond the designated boundaries.

SphereofInfluence

Adjacent neighborhoods that interact with the study area include residential areas, as well as an industrial cluster just east of the commercial core. Regionally, Chinatown is located at the fringe of Downtown Los Angeles surrounded by Civic Center and downtown to the west; Echo Park and Elysian Park to the north; Lincoln Heights to the east; the Los Angeles Historic State Park, Cornfields Arroyo Seco Specific Plan (CASP) Area and Boyle Heights to the south; as well as El Pueblo and Union Station to the southeast. Over the years, as a result of suburbanization from Chinatown outwards, it has also developed strong ties to the San Gabriel Valley via social, economic and political connections.

SOURCE: Social Explorer

Study area Census tracts

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chinatownSAN GABRIEL

VALLEY

DTLA

ECHO PARK SILVERLAKE

LINCOLN HEIGHTS

BOYLE HEIGHTSEAST L.A.

SOURCE: Photobucket/DragonOrbit

Far East Plaza, Chinatown Focus Plaza, San Gabriel

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threeCHINATOWNCONTEXTChinatown is a diverse cultural neighborhood that stands as the oldest surviving Chinese enclave in Southern California. Throughout its history, the community has been shaped and reshaped by larger economic, demographic, and political forces—including global political events, federal immigration policy, local organizing, suburbanization, and various recessions. Different diasporic histories within the Chinese population, while contributing to Chinatown’s cultural richness, also introduce language and cultural barriers. Meanwhile, immigrant suburbanization to San Gabriel Valley has over the years further eroded Chinatown’s centrality as a focal point of Chinese culture and commerce. Partly as a result of poor integration across immigration waves, Chinatown has always been plagued by political and economic fragmentation that frustrate and continue to hamper coordinated community development. As a result, it has been slow to bounce back from the 2009 recession, which had devastated small business and the local garment manufacturing industry. While Chinatown residents and businesses struggle to adapt to this new environment, recent development interest is adding gentrification pressures, with incoming residential projects and restaurant openings attracting a younger, more privileged and upwardly mobile demographic. As a general “upscaling” of the neighborhood takes place, Chinatown nonetheless remains one of the most economically distressed places in Los Angeles. The residential population is made up of a high percentage of foreign-born residents who earn very low incomes, possess low education attainment, and are living in older housing units. And while urban redevelopment has often involved the involuntary displacement of inner-city residents, this plan seeks to leverage increased development activity to achieve balanced, inclusive and sustainable

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1850s-1860sFirst Chinese are recorded in Los Angeles. “Old Chinatown” emerges at Calle de los Negros. Though depicted as a foreign, vice-ridden neighborhood, local restaurants, opium dens, gambling halls are frequented by both Chinese and non-Chinese clientele.

1870s-1880sThe Chinese Massacre in 1871 results in the death of 18 Chinese in Old Chinatown. Anti-Chinese sentimentsculminatewhenthefederalgovernmentpassestheChinese Exclusion Act, barring the immigration of ethnic Chinese into the U.S. for many years.

1910s-1930sThe Chinese settle outside of Old Chinatown, and though constrained by restrictive covenants, form enclaves at Market Chinatown around the produce terminal, as well as East Adams. Plans are announced to build Union Station at the site of “Old Chinatown.”

economic growth that enhances overall quality of life. It seeks to build on Chinatown’s existing strengths—e.g., strong history and heritage and local population—to integrate and increase community assets. It also seeks to increase connections within the community, as well as with other neighborhoods to promote business and investment, enhance living standards and increase community stewardship. This section provides a foundation for understanding the local context, toward recommending appropriate growth for this community.

HISTORICAL OVERVIEW

Chinatown is a regionally and globally connected community. A basic grasp of historic

context and immigration waves is key to understanding local politics that have shaped Chinatown’s development over time. Though Chinatown’s name implies a homogenous identity, layers of immigration waves from various origins and cultural and socioeconomic backgrounds create sources of tension and misunderstanding that, left unaddressed, divide the community and preclude cooperation and collective action. A brief overview of historic context may highlight key weaknesses or opportunities that might be addressed to help build community cohesion and spur growth.

Mid-19thCentury:FirstChinese

The first Chinese immigrants in California came during the Gold Rush. They were primarily Cantonese-speaking from southern China

timeline of

key events

SOURCE: Huntington Library Digital Collection

Old Chinatown

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coming to seek fortune, but found work in menial and hard labor as servants or railroad workers. Many also engaged in agriculture and dominated the produce business. In Los Angeles, the earliest record of Chinese presence is from 1850. The original “Old Chinatown” emerged over the next decade at Calle de los Negros. Discrimination ran high, and while the neighborhood was portrayed by media as foreign and full of vice, its restaurants, opium dens, gambling halls and brothels also served non-Chinese clientele. Tensions ran high in the latter part of the century, and in 1871, culminated in the Chinese Massacre that resulted in the death of 18 Chinese in Old Chinatown. In 1882, the Chinese Exclusion Act passed and barred any immigration of ethnic Chinese into the U.S., limiting population growth.

Early20thcentury:“NewChinatown,”ChinaCity&OtherEnclaves

By the 1930s, despite a small Chinese population, Old Chinatown had developed into a vibrant social hub, as well as a popular commercial district for both Chinese and non-Chinese users. But as the U.S. expanded westward, plans were announced for the construction of a new train station on land that was part of Old Chinatown. The area known as Chinatown today was

in the 19th century, home to a predominantly French and Italian settlement, with a smattering of other Eastern European immigrants. It only became “New Chinatown” in 1938, after the original “Old Chinatown” that flourished around El Pueblo was displaced by the construction of Union Station. While a small remaining part of Chinatown continued to house social organizations and family associations, and there were other Chinese enclaves in the city by this time—Market Chinatown by the produce terminal, as well as another at East Adams —civic leaders and local business interests nonetheless perceived the need to build a new commercially oriented district, which led to the development of “China City” by socialite Christine Sterling; and “New Chinatown” organized by local Chinese entrepreneurs. Both opened in 1938, within just a few blocks of one other, but China City burned down within a few years of operation. New Chinatown continued to flourish and grow outward from its original site at Central Plaza. Throughout much of the early 20th century, while restrictive immigration policies controlled Chinese population growth, Chinatown continued to thrive by attracting and catering to non-Chinese tourists and visitors, with many early businesses focused on restaurants and import of Asian goods.

1938 “New Chinatown” and the short-lived China City to replace “Old Chinatown,” which had been largely displaced by Union Station. Restrictions on Chinese immigration meant New Chinatown remained largely a visitor destination. Many social organizations remained in Old Chinatown.

1965 After the Immigration & Naturalization Act passes, giving way to new ethnic-Chinese population growth, Chinatown becomes a major immigrant port of entry. The first wave came primarily from Hong Kong and Taiwan. Later, political turmoil in Indochina brings many ethnic Chinese from Southeast Asia.

1971The Chinatown Service Center is established with the mission of serving immigrants, refugees, and others in adjusting to new surroundings.

1980 The Chinatown Redevelopment Plan is adopted by the Los Angeles City Council to address blight, infrastructure degradation, economic development, cultural promotion and affordable housing.

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Post-1965:NewInfluxintoChinatown

In 1965, the Immigration & Nationality Act increased the number of immigrants allowed into the U.S., which had a disproportionate impact on the arrival of Asian groups—formerly the most restricted. In particular, Los Angeles experienced significant growth in its Chinese and Korean ethnic populations, concentrated in Chinatown and Koreatown respectively. In Chinatown, the first wave of immigrants came from places outside of communist China, like Hong Kong and Taiwan. In subsequent years, conflict in Asia brought many refugees to Los Angeles—including ethnic Chinese from Southeast Asian countries such as Vietnam, Cambodia and Thailand. At the national level, the number of ethnic Chinese immigrants increased from about 100,000 in 1960 to over 3.3 million adult Chinese Americans in 2010. As the population grew, Chinatown served as a port of entry to help newcomers of Chinese descent adjust both socially and economically. Local family associations and the Chinatown Service Center provided support to help immigrants adjust, find careers and establish small businesses. While new entrepreneurs were credited for reinvigorating Chinatown’s sagging economy, tensions would start to emerge between more established and more recent immigrants over differences in cultural and business practices.

1980:CRA/LAChinatownProjectArea

In 1980, the Chinatown Redevelopment Plan was adopted by the City of Los Angeles to eliminate blight, stimulate affordable housing development and promote cultural and ethnic commerce. Other important redevelopment goals included historic preservation, expanding recreational and institutional uses and enhancing the area’s image. According to sources involved with the CRA/LA Chinatown Citizen’s Advisory Committee (CCAC), the neighborhood was divided between factions representing more established business interests, and the residential community which was predominantly comprised of more recent immigrants. In 2011, amid budget cuts and declining government revenues, the State eliminated redevelopment agencies. Not only did this severely limit public funding for economic development, but in Chinatown, it eliminated the CCAC, which was a critical platform that brought together local residents and businesses to engage in Chinatown’s future growth. Currently, while the neighborhood has many organizations—family associations, social service nonprofits and the Business Improvement District—there is a lack of coordination and cohesion.

1990 The 1990 Census shows Monterey Park as the first majority-Asian suburb in the U.S., marking the rise of “ethnoburbs” as the new hubs of ethnic commerce and culture.

2000The Chinatown Business Improvement District is established to provide safe and clean services, as well as general marketing to promote Chinatown’s commercial core. The residential hills are not represented.

2009The recession and economic restructuring hit Chinatown’s economy hard, devastating small businesses and shutting down the garment factories that employed many low-skilled workers in the area.

2011Facing financial crisis, the State bans redevelopment. The loss of CRA/LA eliminated funding for affordable housing, public funding for economic development, and limited the City’s capacity to engage in public private partnerships.

2013 Ethnoburbs expand further from urban centers. Between 2000 and 2013, the Asian population of affluent Orange County increases more than 40 percent, reflecting a preference among more established Asian Americans for a new “pan-Asian” model of ethnic community, in contrast to the traditional urban ethnic enclave.

2014A new wave of urban development in Chinatown includes the opening of Jia Apartments and Walmart, sparking community tension over growing gentrification pressures in the neighborhood.

2016Teo-Chew Association opens a new temple on North Broadway. The City continues to work on updating the Central City North Community Plan, as part of the new Downtown Community Plans.

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Suburbanization&Decline

As the Chinese population continued to grow throughout the 1970s, ‘80s and ‘90s, immigrants who were better established began locating to suburbs for higher performing schools and living standards. At the same time, rising gang activity also drove many with the means to leave Chinatown. A major destination was nearby San Gabriel Valley (SGV). According to sociologist Timothy Fong, Monterey Park was actively marketed in Asia by real estate agents. By 1990, that city became the first majority-Asian suburb, and today, eight SGV cities are more than 50 percent Asian. By sheer numbers, the SGV is home to 512,000 residents of Asian origin, as opposed to 484,000 spread across a much larger area in the City of Los Angeles. The SGV’s demographic and geographic expanse has been able to support a much more vibrant cultural and commercial landscape. In fact, several businesses that originated in Chinatown have relocated or established larger operations inland, including Phoenix Inn, Superior Poultry Market, East West Bank, Cathay Bank, Huy Fong Foods, Shang Lee Poultry, Wing Hop Fung, Kim Phuoc Jewelry, and Chong Hing Jewelers to name a few. Chinatown Service Center has also opened branches in Monterey Park and Alhambra.

Over the years, SGV’s growth has eroded Chinatown’s primacy as the cultural hub among Southern California Chinese. New immigrants no longer need to pass through traditional gateways like Chinatown, and are instead locating directly in these growing “ethnoburbs.”

LosAngelesChinatownToday

Chinatown is a multifunctional and multicultural community with many misnomers. While it has been a focal point of Chinese American history, the neighborhood includes a sizable Latino presence. While it originated as a commercial attraction—and continues to thrive as an important tourist destination in Los Angeles—it is also a dense residential community with an economically distressed population. Acknowledging all users is crucial toward developing a holistic local economic development strategy. Looking at Chinatown’s future, many observers note that urban cultural enclaves are becoming outdated and must be reinvented in order to continue thriving. Recent population data shows that overall, the rate of immigration is declining in Los Angeles County. Among new immigrants, while the Chinese are the fastest growing group, many are Mandarin speakers from Mainland China who lack familiarity or affiliation with Chinatown—which is more associated with southern Chinese, Cantonese-

1990 The 1990 Census shows Monterey Park as the first majority-Asian suburb in the U.S., marking the rise of “ethnoburbs” as the new hubs of ethnic commerce and culture.

2000The Chinatown Business Improvement District is established to provide safe and clean services, as well as general marketing to promote Chinatown’s commercial core. The residential hills are not represented.

2009The recession and economic restructuring hit Chinatown’s economy hard, devastating small businesses and shutting down the garment factories that employed many low-skilled workers in the area.

2011Facing financial crisis, the State bans redevelopment. The loss of CRA/LA eliminated funding for affordable housing, public funding for economic development, and limited the City’s capacity to engage in public private partnerships.

2013 Ethnoburbs expand further from urban centers. Between 2000 and 2013, the Asian population of affluent Orange County increases more than 40 percent, reflecting a preference among more established Asian Americans for a new “pan-Asian” model of ethnic community, in contrast to the traditional urban ethnic enclave.

2014A new wave of urban development in Chinatown includes the opening of Jia Apartments and Walmart, sparking community tension over growing gentrification pressures in the neighborhood.

2016Teo-Chew Association opens a new temple on North Broadway. The City continues to work on updating the Central City North Community Plan, as part of the new Downtown Community Plans.

SOURCES: Harper’s Weekly, LAPL Digital Archives, KCET, Chinatown Service Center, Equity Residential, City

of Los Angeles Department of City Planning,

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speaking roots. A fair number of incoming Chinese immigrants are also economically stable, with the means to settle directly in more affluent suburbs like San Marino and Arcadia. Moreover, as older immigrant groups mature, they and their American-born children tend to seek out more cosmopolitan environments. It has been reported that Orange County is experiencing rapid growth of Asian groups, in what are characteristically more “pan-Asian” ethnic communities. At the same time, popular desire for urban living and modern convenience is spurring rapid growth in downtown, and more recently, Chinatown. With development interest increasing locally, it is important to ensure that new growth is sustainable and equitable, both economically and culturally, in order to

address the needs of the local population and help the existing community ease into change. Several historic themes to possibly highlight and integrate into ongoing Chinatown growth include:

Social Capital & Collaboration• Cultural Diversity• Political Fragmentation• Food, Produce & Restaurants• Small Business•

SOURCE: Quartz/Corinne Purtill

South Coast Plaza, Orange County, 2016

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SOCIAL CONTEXT

While more known as a tourist district, Chinatown is also a dense, multicultural urban enclave. For many years, it served as a port of entry for immigrants arriving from predominantly Asian but also Latin American countries, and provided access to nearby social services, affordable housing, language support, as well as ethnic businesses and low-skill employment. As some became more established, they left the neighborhood in search of better schooling and living standards in nearby suburbs. Today, Chinatown’s residential neighborhoods remain some of the most economically disadvantaged in the city. There is high language isolation, and a large percentage of residents are fixed-income seniors, or earn very low incomes working low-skill jobs. With private urban development targeting a more upwardly mobile demographic, the local population will face increasing gentrification pressures. Understanding how changes impact vulnerable residents can inform the development of appropriate strategies to support equitable growth and allow the existing community to also participate and benefit from positive changes.

Population,Employment&Housing

Like many inner-city neighborhoods, Chinatown is a struggling community. About 60 percent of the population in the study area is

foreign-born, with more than half of residents reporting limited English proficiency. Education attainment is also relatively low, with only about half of residents possessing high school diplomas, compared to the County average of 85 percent. Median household income is just under $19,000—much less than the citywide average of about $50,000. Though the local unemployment rate is low, about 70 percent of residents are engaged in typical low-skill, lower-wage jobs in the service, manufacturing and retail sectors. Garment manufacturing is common in many immigrant communities. While notorious for its labor exploitation, apparel production offered income to immigrants who otherwise struggled with high employment barriers. Over the years, economic restructuring and outsourcing devastated local garment manufacturing. Furthermore, the recent increase minimum wage increase and discussions on enforcing wage theft laws are prompting remaining fashion manufacturers to consider relocating to places like Texas. While the 2000 Census reported that a third of the study area population was in manufacturing occupations, by 2014, only about 8 percent were estimated in the production industries. As the population struggles to adjust to the new economy, one drawback has been the 2012 loss of the Chinatown Worksource Center, which ceased operations due to lack of funding. However, there is the Evans Community Adult School that provides ESL and career training. More than 90 percent of residents are renters compared to 52.3 percent

Multilingual signage in Chinatown

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CHINATOWN STUDY AREA L.A. CITY

POP DENSITY/ SQ MI 10,789 8,241

MEDIAN HH INCOME $18,657 $49,682

MEDIAN GROSS RENT $859 $1,194

FOREIGN BORN 64% 38%

RENTER 95% 46%

DOING POORLY OR STRUGGLING

75% 46%

ETHNIC MIX STUDY AREA L.A. CITY

2010 2014 2014

ASIAN 68.6% 63.6% 11.4%

HISPANIC LATINO 25.5% 23.7% 48.6%

WHITE 2.0% 7.8% 28.5%

BLACK 2.1% 3.5% 8.9%

2+ RACES 0.4% 0.7% 2.1%

NATIVE HAWAIIAN/PACIFIC ISLANDER

1.6% 0.4% 0.2%

AM INDIAN/ALASKA NATIVE

0.0% 0.2% 0.2%

OTHER 0.0% 0.0% 0.3%

AGE STUDY AREA ALL

STUDY AREA ASIAN

L.A. CITY

Under 18 17.4% 14.3% 22.2%

18-34 27.8% 21.3% 28.3%

35-64 34.7% 36.9% 38.5%

65 and over 20.0% 27.5% 10.9%

CHINATOWN GENTRIFICATION2010 2014

FOREIGN BORN 68.5% 64.3%

EDUCATION - HS DIPLOMA OR HIGHER

43.9% 51.4%

OCCUPATION - PROFESSIONAL/ MANAGEMENT

13.1% 27.0%

OCCUPATION - SERVICE, RETAIL, MAINTENANCE, LOGISTICS

82.0% 73%

MEDIAN HOUSEHOLD INCOME

$15,382 $18,657

% HH INCOME < $20K 64.0% 53.0%

% HH INCOME > $50K 13.8% 22.7%

$18,657MEDIAN HOUSEHOLD INCOME

37%INCOME SPENT ON RENT

18%CROWDED UNITS

64%FOREIGN BORN82% ASIAN & 17% LATINO

52%LOW ENGLISH

PROFICIENCY

20%POP AGES 65+

LOS ANGELES CITY

STUDY AREA

OUTER

INNER

chinatowndemographics & change

SOURCE: American Commmunity Survey, Los Angeles Times

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of the County. Housing is older, and the neighborhood’s 90012 zip code is in the top 1 percent of most overcrowded in the nation at 18.1 percent of households. While local rents are much lower than elsewhere in L.A.—$859 compared to $1,194—meager earnings mean that residents are still spending more of their pay on housing, leaving them with very little disposable income. Especially for developers, the population’s low earnings, plus the high percentage of fixed-income seniors, perpetuates the perception that Chinatown is a low-potential consumer base.

CommunityTies

Chinatown community life is strongly connected to adjacent Lincoln Heights, which is another low-income, predominantly immigrant community. According to a business survey by the Chinatown Service Center, boundaries between these communities are fluid as residents travel to either for shopping and social trips. In addition, Chinatown is also tied to local suburbs through many family associations and social organizations and ethnic businesses. For example, the Confucius Temple School is a Chinese language school with an enrollment of about 600 students, about half of whom are local and half of whom live in the suburbs, including the San Gabriel Valley and South Bay.

GentrificationPressures

More recently, new investments by the public and private sector—including the 2003 opening of the Metro Gold Line’s Chinatown station, as well as more recent residential and commercial developments—are attracting interest from a younger, more upwardly mobile demographic. Despite that most of Chinatown’s housing is

older and under the City’s Rent Stabilization Ordinance (RSO) that limits rent increases, outreach by tenant rights organization Chinatown Community for Equitable (CCED) indicate that residents have been experiencing increased landlord pressures—e.g., poor maintenance, charges for maintenance, etc.; and solicitation for buy-outs. Real estate companies are also marketing Chinatown as a hot investment opportunity. While it is important to promote balanced growth, so as to diversify the market base and promote social integration, rapid urban development has often tended to displace residents and increase socioeconomic inequity. Though CRA/LA had in the past been a major force in supporting affordable housing construction and rehabilitation, its recent elimination means fewer resources and tools to incentivize developers to build new affordable housing. Aside from Blossom Plaza, which was a CRA/LA project that includes 20 percent affordable units, most new residential projects are fully market rate. The recently opened Jia Apartments list units starting at $1,855 for a studio and $2,690 for a two-bedroom unit. At the same time, a major threat in the community is the loss of affordable housing as affordable housing covenants expire. The City’s Housing and Community Investment Department reports that there are 20 covenanted affordable developments1 within the study area accounting for 1,071 units. A large number of expiring units is concentrated on the southwesterly end of the study area. Council District 1 has been pushing for funding to extend affordable housing—eight of which were identified as expiring by 2018.

1 Covenanted affordable housing developments refer to those in which some or all of the units are guaranteed to be rented at affordable levels for a set period of time as a result of public funding assistance in their development.

STUDY AREA PROJECTIONS

2010 2015 2020 2025 2030 2035

POPULATION 9862 10043 10248 10445 10634 10813

HOUSEHOLDS 3338 3497 3673 3810 3942 4051

EMPLOYMENT 15383 15679 15870 16094 16333 16562

SOURCE: Southern California Associations of Governments RTP/SCS 2008

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20 ONE CHINATOWN

ProjectedGrowth

In the recent past, Chinatown served as an immigrant port of entry. A continuous stream of new immigration supported a vibrant community and dynamic commercial environment. But more recently, demographic research shows that the immigration rate has slowed, and most population growth is driven by natural increase. Moreover, new immigration tends to skip the traditional urban gateways, and settle directly in established ethnoburbs. Population projections provided by SCAG’s 2008-2035 Regional Transportation Plan/Sustainable Communities Strategy shows modest growth into 2035. However, comparing the long-range estimated to actual population figures, SCAG appears to underestimate growth. In the next few years, several new and proposed residential projects may add up to 1,500 units to Chinatown. Moreover, incoming amenities like the L.A. River Revitalization, State Historic Park and Alpine Recreation Center Expansion that are expected to further attract interest. As the community changes and grows, efforts

must be made to protect the local community from involuntary displacement by preserving expiring affordable housing covenants; enacting tenant protections—like monitoring RSO violations and providing resources for housing rehabilitation; as well as increasing workforce and youth development opportunities for local residents.

QUALITY OF LIFE

A review of Chinatown’s key quality of life indicators can highlight areas for improvement, as well as assets to be leveraged.

PublicSafety

Chinatown falls within the Los Angeles Police Department Central Division’s service area. Crime data shows that the neighborhood is relatively safe compared to surrounding communities. However, in the 1980s and ’90s, it had been a site of high gang activity, which in 1984 resulted in the fatal shooting of a police officer. Community organizing through

4/11/2016 Crime Mapping - Printable Map

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4

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Bureau of Land Management, Esri, HERE, DeLor…SOURCE: Crime Mapping data covering April 5-11, 2016

CHINATOWN

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the Chinatown Public Safety Association (CPSA) helped establish the LAPD Chinatown Substation, which has been in operation since 1996, and provides important services, including in-language assistance. As of June 2015, the LAPD has also announced a foot patrol program in the neighborhood to increase community engagement. In addition, the BID has since 2010 deployed safety ambassadors to provide added security within its boundaries.

Education&WorkforceDevelopment

For many former residents, a major weakness in Chinatown has been lack of access to quality public education. The Los Angeles Unified School District (LAUSD) operates Castelar Elementary, which instructs grades K-5. But for middle and high schools, students must travel to Lincoln Heights or Downtown. While the enrollment at Castelar skews Asian—the student body of 452 is 71.1 percent Asian and 23.3 percent Hispanic—the demographic makeup of middle and high schools is flipped and closer in representation to the regional population. Florence Nightingale Middle School is 74 percent Hispanic and 27.7 percent Asian. According to LAUSD’s performance framework, while Castelar is considered a well performing school and offers a Chinese/English dual language program; local middle and high schools measure less successfully. Anecdotally, this prompts many parents to relocate to neighborhoods with better school districts. Recent downtown population growth has also given way to new charter schools. A controversy in Chinatown that has prompted many parents to organize involves an attempt by Metro Charter School to co-locate at Castelar, taking over classrooms currently used for art and music. As gentrification and displacement pressures continue to increase, engaging the youth voice has been seen as an important step toward stabilizing the community. About 17 percent of Chinatown is under age 18. Currently, Alpine Recreation Center and Chinatown Service Center provide afterschool

programs, while other organizations host cultural activities including the Confucius Temple School’s Chinese language instruction and East Wind Foundation’s lion dancing training. Students have also been observed to hang out in local boba shops. More recently, local nonprofits like Southeast Asian Community Alliance and Asian and Pacific Islander Obesity Prevention Alliance (APIOPA) have been engaging local students in urban planning discussion. SEACA’s youth involvement in the Cornfield Arroyo-Seco Specific Plan has garnered widespread acclaim as a positive model for equitable community planning engagement. Beyond K-12 education, access to continuing workforce development is crucial in a rapidly changing economy. The Evans Community Adult School provides career training, and plays an important role in the community, given the recent loss of the local Worksource Center that had formerly provided the community with much needed training and work placement assistance.

SocialInstitutions

Though covering a small geographic area, Chinatown is home to many social, religious and civic institutions—family and hometown associations, Chinatown Service Center, the Chinese Historical Society of Southern California, the Confucius Temple Chinese School, Chinese Consolidated Benevolent Society, Chinese American Citizens Alliance, Chinatown Community for Equitable Development, Chinese Chamber of Commerce, the BID, as well as several temples and churches. While these organizations provide valuable opportunities for the local neighborhood to connect—and also tie Chinatown to people and resources in the larger Southern California Chinese community—disparate interests among the various groups have also been cited by sources as undermining cohesion and precluding joint collaborations.

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PublicSpace&CulturalAmenities

Like the rest of Downtown L.A., public space in Chinatown is extremely limited. The only public park currently operating in the neighborhood is Alpine Recreation Center—which at 2 acres serves a population of well over 10,000 residents, which is far below the Department of City Planning’s proposed standard of 9.6 acres per 1,000 persons. But while lacking public space, Chinatown’s many private commercial plazas and shopping centers supplement as gathering places for residents and visitors. Local temples and churches, as well as the Business Improvement District and Chinese Chamber of Commerce also provide cultural programming —such as the Annual Chinese New Year Parade and Chinatown Summer Nights. Meanwhile, efforts are being made to enhance landscaping. Recent streetscape projects have added trees along major arterials. Incoming recreational spaces include a new

City park behind the library, as well as the Los Angeles State Historic Park, as well as the L.A. River Revitalization. Chinatown is also within walking distance of El Pueblo.

AccesstoGoods&Services

Chinatown is both a cultural attraction and residential enclave. As such its commercial district contains both regional- and community-serving uses. The former is geared toward tourists and comprise primarily restaurants and gift shops; while the other caters to more a more ethnic, value-seeking consumer, comprising fresh produce, meat and seafood markets, as well as herbs and dry goods stores. Over the years, as suburbanization has shifted the ethnic-Chinese population center to the San Gabriel Valley, new business growth has concentrated in that area, while businesses in Chinatown have struggled with loss of customer base. A 2014 study by UCLA comparing small

SOURCE: AHBE LAB

Alpine Recreation Center Expansion

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Asian business growth in Chinatown and the County, showed that between 2001 and 2011, the percent change in number of businesses decreased by 0.4 percent in Chinatown, while it grew by 57 percent in the County. In the past, Chinatown had many markets, including a 99 Ranch at Bamboo Plaza. But over the years, many found it tougher to stay in business as demographics changed. Anecdotally, many residents report shopping at Ai Hoa Market for grocery needs, but many end up traveling outside of the community to the San Gabriel Valley or Glendale for wider and fresher selections. One recent controversy in the community involved Walmart Neighborhood Market, which opened in summer 2013. Despite community protest against the company’s labor practices, many residents welcomed the Walmart’s convenience and access to more diverse products. However, the store it closed in January 2016 citing corporate consolidation. While the Walmart highlights gaps in Chinatown’s grocery options that might be fulfilled by local businesses, many owners reported lack of resources and personnel to make adjustments. As the local consumer base changes, newer businesses have generally been trendier and marketed toward a younger, more diverse and upwardly mobile consumer. Meanwhile, older existing businesses have not adapted well, missing opportunities to capture new clientele. Anecdotally, survey data and interviews with some operators show various reasons for the uneasy transition. Some businesses are limited in staffing—with only one or two employees; or operate on informal leases, which make it tough to contemplate changes or improvements. Meanwhile, some owners getting into retirement age may not have the desire to drastically alter business practices. For consumers, a lack of business succession planning often leaves gaps in terms of community access to goods and services. Beyond retail and commercial needs, Chinatown has relatively good access to medical and health services, with the Pacific Alliance and Kaiser Permanente hospitals,

as well as many clinics clustered in the area around Yale and College streets. This attribute offers particular convenience for local seniors.

CIVIC ENGAGEMENT

& POLITICAL CONTEXT

Despite its density of social and cultural institutions, Chinatown lacks community cohesion, political efficacy and civic engagement opportunities. Many community members report cultural divisions in the community, partly rooted in disparate diasporic origins and histories. Poor integration and understanding among immigration waves over the years have resulted in an inability to mobilize political action. Making matters worse, there are also few vehicles for civic engagement. While CRA/LA formerly organized the Chinatown Citizen Advisory Committee that brought together residential, institutional and business interests, the agency’s dissolution has left a major gap for public communitywide forum space. Theoretically, the neighborhood is represented on the Historic Cultural Neighborhood Council (HCNC), alongside Little Tokyo, Arts District and El Pueblo. However, in that shared space, there is little opportunity to address specific local issues to the degree afforded by the Arts District’s Los Angeles River Artists & Business Association (LARABA), and Little Tokyo’s Community Council. One group that holds regular meetings in Chinatown is the Business Improvement District (BID). However, since the BID is funded by property assessments within a defined boundary, residents rarely engage. Small ethnic businesses likewise express disengagement, as it is challenging for many owners to attend meetings, which are held in the daytime. Moreover, this internal community strife has compromised Chinatown’s ability to rally resources for important projects like the formerly proposed Chinese Cultural and Community Center of Greater Los Angeles; and

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also hampered effective engagement with the political leaders like local Council District 1, currently represented by Gil Cedillo.

ECONOMIC CLIMATE

In the paper, “The Removal and Renewal of Los Angeles Chinatown,” sociologist Jan Lin tracks “a period of profound economic and social change in the Chinese districts of American central cities,” which has been “associated with the liberalization of U.S. immigration and trade law since the 1960s [and the] broader emergence of suburban Chinese neighborhoods or ‘ethnoburbs’ on the metropolitan periphery… The renewal of Chinatown there has been associated with the efforts of community-based artists, historians, and activists in undertakings such as ethnic heritage museums, public arts projects, cultural festivals, and preservation of landmarks and cultural sites. Ethnic arts and cultural districts are increasingly strategic sites in a global, postindustrial city in which ethnicity as well as other cultural features are increasingly transacted as a factor of production. Chinatown is a site where the ‘ethnic enclave’ economy increasingly intersects with the growing ‘creative economy’ in sectors such as tourism, entertainment, and the arts.” Lin’s observations reflect how economic restructuring and demographic shifts at the global and regional levels drastically transformed Chinatown’s local economy. As noted earlier, New Chinatown was originally established in the 1930s as a cultural

attraction in response to the displacement of Old Chinatown for a new Union Station. The 1965 Immigration & Nationality Act would open the gates to an influx of newcomers in Chinatown. Many arriving with few skills and little education found work in sweatshops in Chinatown and adjacent neighborhoods. They were part of a large, exploited immigrant workforce comprised predominantly of individuals of Latino and other Asian ethnicities, that fueled the Los Angeles garment industry up to the early 2000s. Over the years, gang activity and recessions had contributed to economic decline locally. At a regional level, many Chinatown households have relocated voluntarily to other parts of the County. Meanwhile, research from Asia Society shows that the new cohort of ethnic Chinese immigrants arriving in the U.S. includes more middle- and upper-income individuals from Mainland China—some EB-5 investors —who often bypass the traditional Chinatown gateway and buy homes directly in wealthy suburbs like Arcadia and San Marino. In recent years, Downtown L.A.’s growth and transit expansion have made the urban core a much more desirable place to live. Given its proximity to Central City, Chinatown has attracted new commercial and residential activity, much of which has been related to creative industries such as art galleries, chef-driven restaurants and boutique design firms that serve and employ a young urban professional demographic. As change takes place however, there remains an established local population still struggling to achieve upward socioeconomic mobility. This section

SOURCE: Chinatown Community for Equitable Development

2012 protest against Walmart 2015 Midautumn Moon Festival, Central Plaza

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provides a brief overview of major economic events and themes in Chinatown’s history, to inform community-sensitive growth.

ATaleofTwoChinatowns:BalancingGrowth

Stakeholder interviews reveal tensions between two visions and experiences of Chinatown. One relates to the predominantly immigrant and low-income population concentrated in the residential hills, adjacent Lincoln Heights as well as the William Mead Homes public housing project that originally settled in Chinatown for affordable housing, work opportunities and familiarity; and the other represents new investment catered to a younger, more well-off demographic seeking a more urban living environment. Between the interests, two voices that have emerged include Chinatown Business Improvement District (BID) and Chinatown Community for Equitable Development (CCED). The Chinatown BID was founded in 2010 and is a property-owner based organization that assesses parcels within its boundaries to fund targeted security, maintenance and marketing. Since the BID encompasses only the commercial core and is comprised of property interests, it does not represent residents in the adjacent hills. In line with its mission to “creatively plan, manage and facilitate the rebirth of historic Chinatown as a multinational culturally defined, economically vibrant and

socially engaging community,” the BID’s interest is aligned with seeing new development bring in a more upwardly mobile, diverse demographic. On the other hand, CCED was founded in 2012 to organize against an incoming Walmart Neighborhood Market, which was viewed as an element of gentrification that would not only negatively impact small businesses, but which represented neighborhood changes expected to increase rents and disproportionately impact low-income residents and fixed-income seniors. As a result, the organization has been actively engaged in tenant outreach. While it is important for Chinatown to grow and diversify in order to thrive, new development must be matched with extensive efforts to integrate the local population to also benefit from incoming improvements.

RecurringThemesinFood,Tourism&MutualAid

Active business license data indicate that major industries include tourism, restaurants, food service, retail, and creative industries. Among these, tourism, restaurants, food and retail have been major anchors across time for the local ethnic economy. Early Chinese immigrants were heavily involved in the food industry—agriculture, produce peddling and the related restaurant business. Many were also keenly aware of the marketability of Chinese culture, such that when Union Station construction replaced Old Chinatown’s commercial district, local entrepreneurs designed New Chinatown as a deliberate cultural attraction featuring stylized architecture, gift shops and restaurants. Over the years, Chinatown also developed a big import industry, distributing specialty goods from Asia. Over time, a key factor that allowed Chinatown to remain a thriving commercial district has been mutual aid. Social networks and support organizations—like family and hometown associations—not only helped socialize newcomers, but also provided access to financial capital that allowed immigrants with very few resources to establish their own businesses. Throughout the 1960s and ’70s, SOURCE: Johnson Fain

College Station

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26 ONE CHINATOWN

local business leaders pooled resources to open a series of Chinese American banks—including Southern California’s first, Cathay Bank in 1962, as well as East West Bank in 1973, Far East National Bank in 1974 and First Public Savings and Loan Association in 1977.

MarketDemographics

The local Chinatown economy has evolved over the years, mirroring changes in local population dynamics. It was first established as a cultural attraction catering to non-Chinese consumers at a time when Chinese immigration was limited by restrictive quotas. The novelty soon wore off and by the Chinatown In the decades following 1965, new immigrants in Chinatown were credited for diversifying and rejuvenating the area, serving not only as a growing consumer base but also opening new businesses. By the 2009 economic recession, business closures left commercial vacancies throughout Chinatown, which provided relatively low-cost spaces that attracted many in the creative industry—including artists along Chung King Road, various design firms like Johnson Fain and DSR Design. As downtown’s continued revitalization has started to expand outward into adjacent neighborhoods like Chinatown, some business interests have been very active in promoting trendier attractions to draw and accommodate a younger, more upwardly mobile demographic with more disposable income. Major residential projects in recent years have been mostly market rate:

Jia, 280-unit apartment at 639 North • Broadway. (Completed)Blossom Plaza, 237-unit apartment at 900 • North Broadway. (In progress)College Station, 770-unit development at • 924 North Spring St. (Proposed) Cimmarusti Holdings. 299-unit • development at 720 W Cesar E Chavez Ave. (Proposed)LA Chinatown Lofts, 318-unit development • at 1101 N Main St. (Proposed)

LandscapeofSmallEthnicBusinessesinChinatown(2015)

Business Owner AgeNumber %age

18-30 0 0.0%

31-45 13 21.3%

46-60 34 55.7%

60+ 14 23.0%

Nativity

US 2 3.3%

Foreign-Born 59 96.7%

Ethnicity 0.0%

Chinese 32 52.5%

Vietnamese (Chinese) 10 16.4%

Cambodian (Chinese) 7 11.5%

Thai 5 8.2%

Korean 2 3.3%

Pacific Islander 2 3.3%

Other 3 4.9%

English Proficiency

Limited 50 82.0%

Fluent 6 9.8%

Native 5 8.2%

Years in Business

1-5 12 19.7%

6-10 19 31.1%

11-15 14 23.0%

16+ 16 26.2%

Number of Employees

Less than 5 51 83.6%

5-10 5 8.2%

11-20 2 3.3%

21-100 2 3.3%

100+ 1 1.6%

Type of Business (*Some in both Retail and Wholesale)

Retail Trade* 25

Wholesale* 12

Food Services/Accommodation

19

Health Care 6

Professional/Technical Services

4

Other 3

Top 5 Business Concerns

Parking Issues

Demographic Change & Customer Flow Decline

Profit Margin Decline

Business Management Challenges

Access to Loans & Capital

SOURCE: Chinatown Neighborhood Business Development Center, 2015

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In 2008, there were also plans by San Antonio Winery owner Stefano Riboli to convert the Capital Milling Building adjacent to Blossom Plaza into a 40-apartment complex with 25,000 sq. ft. of retail at 1231 N. Spring St. There were also plans for the Riverview Project at the Cornfield, expected to create up to 300 residential units. While there has been a sense within the community for the need to promote balanced growth, new development should be matched by local economic development support. According to the Chinatown Service Center, many of the local small businesses are immigrant owned and cater to a value-seeking ethnic consumer base—including those who live in Chinatown’s residential hills as well as from nearby Lincoln Heights. Efforts must be made to ensure that new development is at a scale that doesn’t put either these residents or the small businesses that serve them at risk, and support must also be provided to help these populations adjust to change.

Community-ServingSmallBusiness

For small immigrant businesses that struggled to survive the economic downturn, new demographic changes are catching some off-guard. To help microbusinesses cope, the Chinatown Service Center’s Small Business Program—which had in recent years focused efforts in San Gabriel Valley—has opened the Chinatown Neighborhood Business Development Center (NBDC) with a grant from the Local Initiative Support Corporation (LISC), in order to reconcentrate support to immigrant businesses experiencing gentrification pressures from urban redevelopment in Chinatown and Lincoln Heights. The NBDC “represents a place-based, culturally appropriate approach that will help local entrepreneurs understand the financial aspects of operating a small business, prepare them to manage the daily tasks of running a business and assist them with accessing capital for sustainability and growth of their business. This targeted effort to increase access to financial services and capital will re-energize

the community while maintaining its cultural history.” According to a 2014 report by UCLA examining the transit-oriented development in Chinatown, about 94 percent of local businesses are classified as small businesses, defined as those employing fewer than 19 workers. Of that number, about half are estimated to be Asian-owned. Anecdotally, some small business owners have reported recent increases in rents and reductions in parking that have negatively impacted operations and profit margins. Moreover, despite that Chinatown’s population is growing, a recent NBDC survey indicated that businesses are not able to reach new residents due to cultural barriers and limited resources.

OccupationalGrowthinCityofLosAngelesTop10(2012-2017)

Detailed Occupation

Median Annual

WageNew Jobs Replacement Total

Waiters and waitresses

$18,868 5,112 7,797 12,909

Cashiers $20,017 3,063 8,885 11,949

Combined food preparation and serving workers, including fast food

$18,953 6,103 5,344 11,447

Retail salespersons $21,849 2,668 7,335 10,003

Office clerks, general

$29,692 5,122 4,317 9,493

Customer service reps

$35,296 3,664 4,670 8,834

Laborers and freight, stock, and material movers, hand

$23,147 2,734 4,591 7,325

Janitors and cleaners, except maids and housekeepers

$22,747 4,468 2,652 7,120

Counter attendants, cafeteria, food concession, and coffee shop

$19,217 1,818 4,399 6,217

General and operations managers

$113,956 2,895 2,598 5,493

SOURCE: LAEDC Industry and Labor Market Intelligence for the City of Los Angeles, 2013

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Some of the services offered by the NBDC have ranged from translation of Yelp reviews, to correspondence with landlords and review of leasing contracts.

ProjectedJobGrowth

Los Angeles has always been a strong center of manufacturing, and though the number of manufacturing jobs here is higher than anywhere else in the nation, its share in the local job market has been declining, and decreased from 12 to 8 percent between 2004 and 2014. Moreover, some industries were hit harder than others. For instance, garment manufacturing peaked in L.A. County in 1994, employing more than 100,000 workers. But a trend of outsourcing in that industry cut the number to about 40,000 by 2009. According to forecasting by the Los Angeles Economic Development Corporation (LAEDC), growing sectors in the County are healthcare and social assistance, professional and technical services, administrative and support services, retail, hospitality and education. Meanwhile in the City, areas of projected job growth

are administrative and support services, food service, local government, professional and technical services, ambulatory health care services. Meanwhile, the financial and information sectors are growing, and construction is recovering after experiencing losses during the recession. As noted in the City’s Housing Element however, most projected job growth are in lower-paying sectors, with many of the top 10 projected occupations earning median annual wages around $20,000. While the City, County and State have passed legislation to increase minimum wage, rising housing costs still puts local residents at risk of chronic financial burden—an issue which the City is looking to address through a development linkage fee. Nonetheless, as discussions continue to promote workforce housing opportunities that increase the local jobs/housing balance, it is important to focus on creating more job growth outside of the retail and service sectors, which pay low median annual wages of about $20,000. Particularly in this low income neighborhood, there must be efforts to target job growth and local workforce capacity in sectors that pay

SOURCE: L.A. Cleantech Incubator

La Kretz Innovation Campus

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higher wages closer to the area median income of about $54,000. Identified industries for targeted growth are healthcare, biomed/biotech, entertainment, professional and technical services, construction, import/export trade, tourism and hospitality and manufacturing. The Cleantech Corridor is one public sector effort to reposition and modernize former heavy industrial land along the Los Angeles River—including a segment in Chinatown’s vicinity—into a research and development space to possibly spur new manufacturing opportunities with higher-wage jobs. Potential also exists in expanding Chinatown’s cultural and food base, given local destinations and access to Downtown and Union Station, which provides major transit connections to the rest of the region. The local healthcare cluster around the Pacific Alliance Medical Center and Kaiser Permanente might also be capitalized on for additional job growth. Nearby Cal State L.A. also received federal funding for a bioscience incubator. Kaiser Permanente also announced plans to open a medical school in Pasadena—connected to Chinatown via the Gold Line.

PLANNING CONTEXT

Los Angeles Chinatown is located at the northeastern edge of downtown and is part of the Central City North (CCN) Community Plan Area, which encompasses Chinatown and El Pueblo, as well as parts of Little Tokyo, the Arts District and the Warehouse District. Local land use is administered by the City of Los Angeles, and dictated by the Central City North Community Plan adopted in 2000. The CCN Community Plan is currently being updated as part of the Downtown Community Plans Update effort, which combines Central City North and Central City for the first time, creating a new land use scheme and zoning tools to better integrate CCN communities into downtown. As the City moves forward in planning for Chinatown, it should remain cognizant of

key features and special local needs, toward promoting community-sensitive growth:

Residential character• Cultural heritage• Ethnic small businesses• Social, commercial ties to Lincoln Heights • and nearby suburbsMajor tourist attraction• Hilly topography• Political factions• High elderly population• Low-income, immigrant residents• Gentrification pressures• High number of affordable units•

LandUse

Within the context of these community plans, the study area is designated entirely for residential and commercial use, with some public facilities, as well as industrial land just to the east of the study area. The residential is medium and high density, with many multifamily apartments. The commercial is designated as regional commercial. However, the CRA/LA land use scheme and ground observations confirm that the southwesterly part of the study area is neighborhood-serving in character, comprising smaller specialty markets selling home goods, seafood, produce and meats. As the City updates the community plan, it might make sense to designate areas for community-serving uses.

Mobility,accessibility&safety

Chinatown is centrally located in the downtown area, linked to the rest of Greater Los Angeles by car or public transportation. The

SOURCE: Metro Linkages Study, 2014

Ord & North Broadway (proposed)

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30 ONE CHINATOWN

SOURCE: Central City North Community Plan 2000

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neighborhood is bound by the 110 and 101 freeways, with convenient interchanges to the 5, 60 and 10 freeways. Public transit connections are dense with bus routes running in Chinatown, as well as the Metro Gold Line Station. The community is also adjacent to Union Station. Locally, Chinatown has a fairly compact, walkable form, though a hilly terrain and steep grades make it less convenient for some residents with limited mobility—like seniors—to move between the residential hills and commercial district. In addition, the topography results in poor street grid connectivity. While there are many local shuttle options to connect Chinatown to adjacent neighborhoods, pedestrian pathways are not pleasant, requiring individuals to cross over freeways, or walk in highway-type environments like North Broadway. Because the thoroughfares in the neighborhood are limited—North Broadway, Hill and Alameda traveling north/south; and Cesar E. Chavez Avenue traveling east/west—it contributes to congestion issues. Much of the traffic in the commercial district is through-traffic, which impacts local business and creates a hostile environment for pedestrians. Meanwhile, for those who do choose to stop, parking is a problem as many lots are managed privately and poorly visible, or perceived by some as expensive. Recently, there have been plans to improve mobility and leverage Chinatown’s transit connections and downtown adjacency. (See RecentPlans&Improvements.)

Livability

Chinatown is a community where about 75 percent of residents have been measured as “doing poorly” or “struggling,” when comparing median incomes to the poverty line. Despite harsher economic conditions, many stakeholders interviewed for this project indicate that Chinatown is very tight-knit. Gathering spaces are very important for community life. Currently, Alpine Recreation Center and the Chinatown Library are the only public spaces. Many seniors also congregate around the commercial plazas like Central Plaza and Far East Plaza, as well as various bakeries and cafes. In more recent years, several efforts have also emerged for Chinatown and adjacent areas to enhance local livability—including the CASP that

RECENT PLANS

& IMPROVEMENTS

LADOT streetscape improvements. • In 2009, LADOT installed sidewalk improvements, including streetlights, trashcans, seating, etc. The BID maintains a pedestrian- and bike- friendly environment by providing safe-and-clean services and community programming.Connect Union Station (Linkages) Study. • The goal of the Connect US Plan is to link Union Station to surrounding historic/cultural sites by improving bike/ped safety and linkages. Chinatown is Included as part of the plan, and proposed improvements include enhanced pedestrian spaces and bike facilities along major streets like Cesar E. Chavez Avenue and North Broadway. Projects pend funding availability. Mobility Plan 2035. • This update to the City’s General Plan’s mobility element provides policy framework and recommendations for a balanced transportation system, including Metro Bike Share. • There are six proposed stations in the study area. Metro Gold Line Extension & Regional Connector. • In March 2016, six new stations opened as part of the Gold Line Foothill Extension. The Regional Connector opening in 2024 will provide a one-seat ride to Long Beach.Los Angeles State Historic Park. • This new park will bring open space just outside of the study area, and will be regionally accessible through the Gold Line. The park can serve as open space connecting Chinatown with Lincoln Heights.Interactive Media Lab. This UCLA project will • create an app in conjunction with LASHP to share community-based history.Alpine Recreation Center Expansion. • This terraced open space makes use of a currently vacant piece of land behind the Chinatown Library. Los Angeles River Revitalization. • Plans are moving forward to transform the channelized L.A. River into a recreational space.Park 101. This proposed plan adds green space to • cover the 101 Freeway, which would create more seamless connections between Chinatown and Central City. Cornfields Arroyo-Seco Specific Plan (CASP). • A major impetus for the development of the CASP is to encourage sustainable development that takes advantage of local transit access and recreational opportunities nearby. SurveyLA. • The Central City North report to be released in summer will include a comprehensive list of historic resources in the neighborhood.

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encourages more affordable and appropriately scaled development, new open spaces like the State Historic Park, as well as various plans to promote a more walkable and bikeable environment.

DevelopmentQuality&Placemaking

Chinatown is a fairly older neighborhood. The median year of construction for residential structures is 1960, with many poorly maintained. Council District 1 has been working with local tenants and landlords to improve living conditions through the City’s Tenant Habitability Program, established “to facilitate landlord investment in Primary Renovation Work without subjecting tenants to either an untenantable housing condition during such renovation work or forced permanent displacement.” The commercial district contains a more hodgepodge mix of older historic buildings, as well as newer construction. Field observation show that some properties are in disrepair, ranging from broken escalators to poorly maintained facades and signage. Outside of individual buildings, the streetscape also lacks continuity. There are many surface parking lots and vacancies that diminish street activity. There is also a lack of cohesive identity. While some stylized architecture and streetscape elements, like street light medallions and banners, provide a sense of distinct character,

they appear sporadically. While there had been talks within CRA/LA toward producing design guidelines for Chinatown, similar to Little Tokyo, the agency was dissolved before any advances were made. Despite the lack of formal design guidelines, the Angels Walk placards has been able to reinforce a sense of place in Chinatown by highlighting local history and heritage—not just the current Chinese population, but the Italian, French and Croatian influences that are still visible today. More coordination with the Historic Cultural Neighborhood Council to memorialize and share that history could generate new tourism and interest in the area to support local businesses.

SOURCE: Hargreaves Associates

Los Angeles State Historic Park

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fourDISCUSSION OFKEY ISSUESChinatown has been a constantly changing community, but a recurring theme throughout its history has been the role of social capital in creating new opportunities. The neighborhood has been a place where newcomers with few resources have been able to leverage mutual aid to establish new enterprises—often achieving social mobility and leaving Chinatown for the suburbs. Today, the local population remains one of the City’s most economically distressed, comprised primarily of seniors and residents working in the lower-paying service or production sectors. When comparing median incomes to the poverty line, about 75 percent of residents are estimated to be “doing poorly” or “struggling.” Since the 2009 recession, new investment has intensified. Chinatown’s latest round of renewal has focused on attracting a younger, urban-seeking, upwardly mobile demographic. New residential projects are renting at prices more than double the current median gross rent, while new businesses and restaurants are also seeking to pull in an outside demographic. While it is important to add diversity and balance the local consumer base to encourage community vitality, there is concern that change is occurring at a pace too rapid for many residents to keep up. For one, the influx of new higher-priced rental units might motivate landlords to charge more for existing residents, who are already rent-burdened. Part of cultivating equitable growth is matching new investment with equal efforts at local economic development that enables the local population to benefit rather than be displaced by incoming livability improvements. It is important to recognize the symbiotic interactions between the residential and commercial districts, functioning as one ecosystem. For example, the residential population

SWOTSTRENGTHS

History as oldest surviving Chinese •enclave in Southern CaliforniaStrong food culture—history as •restaurant cluster, produce networkEstablished residential neighborhood •provides sense of community that makes Chinatown a unique place that shares “living” culture and history Low crime rates•Chinatown as international brand•Central location with good •transportation accessLegacy of small business •entrepreneurialism (98% small business)Cultural heritage—fraternal/religious •institutions, social/economic practices (Teo-Chew Association opened new headquarters on North Broadway)Urban form—plazas as public spaces, •shopping centers as linear semi-public walkwaysIncreased development interest•High local ownership of properties•

WEAKNESSESDespite many social, cultural, •political institutions, there is a lack of social cohesion within the diverse communityLackofunifiedleadership•Residential and commercial interests •are seemingly disalignedLack of community forum and civic •engagement to coordinate resources, planning and other opportunitiesBuilt environment lacks architectural •continuityDiscontinuous streetscapes with large •parking lots and internally-facing buildingsLack of accessible public parking •Lack of quality residential amenities—•K-12 education, parks, commercial goods and servicesEconomy weakened by loss of •manufacturingFragmented property ownership and •proliferation of small parcels Population perceived as low-potential •marketNonprofitsfocusingenergiesinSGV•Poor street connectivity•

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serves as a consumer base for the commercial district, while local businesses provide access to goods and services that impact local quality of life. This section provides a discussion of key issues in the community to be addressed in order to promote inclusive economic development.

AcknowledgingDiversity,AddressingCommunityFragmentation

While Chinatown is a locus of Chinese American history in Los Angeles, and has been a majority-Asian community for many years, the name obscures local diversity and divisions. For one, the local population is not monoethnically Chinese—about 20 percent are of Hispanic or Latino descent. Moreover, even among those of “Chinese” descent, local politics and interactions are profoundly shaped by social stratification and differences in personal diasporic histories, language and traditions; as well as varying stake in the community, commercial, residential and otherwise. Moreover, suburbanization over the years has contributed to a weakened sense of community. Recognizing and addressing local diversity and division is important for promoting equitable growth. One major division in Chinatown relates to investment in the local population, versus attracting an outside demographic. Chinatown is both an economically distressed enclave, as well as a cultural tourist attraction. These two interests have clashed over access to resources, as well as disparate perceptions of community needs and development aims. Today, that manifests in tension between “new development” focused on trendier businesses and catering to an incoming upwardly mobile and urban-seeking demographic stakeholders; as opposed to groups representing the “local community” and advocating against potential displacement of the predominantly low-income population and small ethnic businesses. While the two groups have been polarized, there is a common respect for Chinatown’s heritage and cultural significance, which might serve as a starting point to bring together the two parties. Over the years, a lack of leadership succession planning and poor integration of new immigrants has led to social and political fragmentation. However, new leadership may look to Chinatown’s earlier history, wherein business leaders were actively engaged in local politics, community life and development, and coordinated regularly for such joint ventures as the Chinatown Chamber of Commerce and multiple banking institutions.

SWOT(...CONTINUED)

OPPORTUNITIESIncreasing development interest is an opportunity local land owners may invest in long-term to cultivate community-sensitive growth rather than sell off to outsiders.

Newgrowthmeanspotentialbenefitsfor local residents (jobs, new amenities, housing opportunities, development opportunities, etc.).

New population brings new life, diversity, and new cultures to add to Chinatown’s vibrancy.

Chinatown is well networked regionally due to social institutions

Local population can be a captive audience for new businesses.

Chinatown can network with other communities facing similar issues—coordinate with cultural neighborhoods to coordinate marketing, and building coalition with other inner-city communitiesfacinggentrificationpressures.

NewMetroGoldLineextensionprovidesincreased public transit access to San GabrielValley,inadditiontobuslines.

THREATSPerception of unity and model minority myth obfuscates Chinatown’s diversity and divisions.

Developmentandgentrificationleftunmanaged may increase housing prices and alter the local economy so as to force displacement of vulnerable residents and businesses. Over time, loss of small ethnic businesses may make living in Chinatown lessconvenientforexistingresidentswhomay then choose to move.

Lack of communication and coordination can lead to missed opportunities for community development opportunities.

Some urban planning goals have not been understood and embraced well by the community.Forexample,aspublicpolicypromotes alternative transportation, local businesses consistently name parking as their biggest problem.

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LeveragingDevelopmentInteresttoBuildCommunityAssets,EmpowerResidents

With development interest increasing in Chinatown, some community members express concerns of land speculation and overdevelopment. On the other hand, there is also strong opportunity for the community to work with local property owners to organize and drive sustainable and appropriately scaled economic growth. New development may also provide new community benefits, if the local population is organized and prepared to seek them. In Chinatown, fragmented land ownership pattern and small lot size have been cited as deterrents of rapid redevelopment. Based on a local estimate, about 70 percent of Chinatown properties are family-owned. This prompts the potential opportunity for local property owners to pool resources and participate in joint ventures that might retain Chinatown’s local ownership that may be more likely to benefit the community. In particular, coordinated planning might go so far as to establish such entities as social enterprises, community land trusts or community development corporations, that could provide opportunities such as affordable housing, workforce training, as well

as nonprofit and business incubator space. Such locally driven growth might help ensure that Chinatown’s future continues to reflect local heritage, while also perpetuating a small business atmosphere. The alternative to property owners organizing is of course property owners selling to the highest bidder. Ultimately, if that occurs, the community loses out on local control of future development.

IncreasingOutreachandPromotingStewardship

Chinatown is a historic cultural community, and its preservation is important for retaining Los Angeles’ urban diversity, as well as for attracting cultural tourism. Its dense network of residential neighborhoods, social institutions, cultural practice and small businesses make for a unique hub of vibrant, living culture that can be leveraged and shared. It is therefore important that as the community continues to evolve and diversify, both current and new residents are encouraged to take stewardship of local heritage and cultural assets. Local residents—particularly the youth—must be engaged and involved as key stakeholders in ongoing change. It is important to recognize that in

“The [San Francisco] Sustainable Chinatown Initiative is bringing environmental stewardship to the lives of Chinatown residents in a culturally-appropriate, inclusive way. By pairing sustainability with social, cultural, and economic factors, the initiative is integrating sustainability into the fabric of Chinatown.”

DEBBIE RAPHAELDirector, San Francisco Department of the Environment

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addition to the private development, public policy objectives are also driving change. A shift to transit-oriented communities and alternative transportation has not been very well communicated to all stakeholders. As the City develops strategies to reduce driving, a recent Chinatown Service Center survey showed that local business’ primary concern is with lack of parking. Secondly, a major critique of transit-oriented development is how public investments have largely displaced low-income communities by increasing land values where people have needed affordable housing the most. In San Francisco, the Chinatown Community Development Center’s Sustainable Chinatown Initiative “focus[es] on building equity in Chinatown through community engagement in projects, affordability and development without displacement.” Another strategy to promote integration is to actively manage and cultivate positive social relations in the process of community transition. The City of Los Angeles has a Human Relations Commission that provides resources to promote understanding. Local nonprofits may also host events to build bridges and increase communication between old and new neighbors. Ultimately, a successful outreach effort will

promote and recognize Chinatown’s cultural significance to inspire stewardship. As a historic immigrant enclave, Chinatown has significant meaning for many people—even those who have since suburbanized. Raising awareness and consciousness at a larger regional level may have the potential to activate new investment and interest in the community. As Chinatown develops, balanced growth will provide new urban alternatives that might even attract some who had former ties to Chinatown, to reinvest in the community. One interviewee who grew up in Lincoln Heights, moved to the suburbs, but chose to return to Chinatown, referred to her experience as “full-circle.”

NetworkingwithOtherCommunitiestoBuildStrength,Resources

In addition to building internal alignment, Chinatown can form coalitions with other neighborhoods facing similar issues to share strategies and create synergies. For example, local business leaders might coordinate marketing with other historic cultural neighborhoods like Little Tokyo, El Pueblo, Thai Town, Koreatown, Historic Filipino Town and others to promote cultural tourism and new business opportunities.

SOURCE: Renting a 1-bedroom apartment near the new Metro stops in Los Angeles, RadPad, March 2016

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Meanwhile, there is also great potential to network with other urban neighborhoods facing gentrification pressures. Community organizing is underway in East L.A. and South Central through the East Los Angeles Community Development Corporation (ELACC), as well as United Neighbors in Defense Against Displacement (UNIDAD)—a collective of nonprofits like Esperanza Community Housing, SAJE and CD Tech. Learning from these other communities can inform local leadership of appropriate ways to organize. Groups currently active in Chinatown include the Chinatown Service Center, Chinatown Community for Equitable Development (CCED), Asian and Pacific Islander Obesity Prevention Alliance (APIOPA), and Southeast Asian Community Alliance (SEACA). Furthermore, given Chinatown’s strong ties to Lincoln Heights and communities in the San Gabriel Valley, it might leverage social capital to draw financial resources or other support for community endeavors.

ReinforceCommunityIdentitythroughBrand/NichethatEchoesLocalHeritage

Though Chinatown is the oldest surviving ethnic Chinese enclave in Southern California, it is no longer the population center, which is concentrated in the San Gabriel Valley. Nonetheless, Chinatown is unique for its history, prime geography, urban form and unique commercial environment. A vision for new growth should reinforce that community identity and build on local strengths. A recent Nielsen profile on the Asian American market identified “Food, Family and Culture” as three central motivating themes for consumers. This might be an appropriate niche for Chinatown. The BID has expressed a vision for the commercial district revolving around food and restaurants—particularly since Chinatown has historically had many restaurants, and many commercial spaces are ready with kitchen equipment. Moreover, fresh foods and produce are an integral part of the local lifestyle, and have been a major part

of the local economy—beginning with earlier Chinese produce peddlers. Currently, nonprofit Roots CSA is seeking to engage local markets to source community-supported agriculture. In the residential community, there have also been discussions to start a community garden—though no sites were identified. As the City updates the Community Plan, there is opportunity to engage in more strategic community site planning, to segment the neighborhood for suitable uses. Currently, the local land use scheme identifies the entire commercial district as regional use, which fails to recognize the need to plan for neighborhood uses. The former CRA/LA envisioned designating a segment of Hill Street for community use to serve the local population. As the residential population continues to expand in Chinatown, efforts must be made to ensure that the community has access to goods and services. Planning can also identify opportunities to improve the built environment. Currently, there are many surface parking lots in Chinatown that break up the streetscape and diminish the pedestrian environment. Encouraging appropriate development could revitalize the commercial district. In addition, Chinatown suffers from a lack of cohesive identity, which can be addressed through design guidelines that are modern and context-sensitive, but echo traditional conventions—e.g., spatial organization, building materials, construction methods, etc.

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fiveVISION, GOALS& STRATEGIESWhile urban redevelopment has created positive results in local communities, gentrification has also had negative consequences. Toward minimizing impacts on vulnerable populations, the City of Portland’s Bureau of Planning & Sustainability commissioned a study to devise strategies based on “the concept of inclusive, equitable development,” that seek “to improve neighborhood livability, while working to ensure that new development and neighborhood change does not disproportionately impact current residents.” Likewise, this project’s vision for Los Angeles Chinatown is to promote growth and development that engages stakeholders and builds on local strengths in order to create shared prosperity.

VISION

“TopromoteaunifiedChinatowncommunitythatbuildsonlocalstrengthsandnetworks to drive sustainable growth, and create inclusive prosperity.”

GOALS

Unite Chinatown’s diverse community.1. Increase awareness and stewardship of local heritage.2. Stabilize the existing population and promote equitable growth through 3. local economic development strategies.

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GOAL 1. Unite Chinatown’s diverse community. Chinatown is a fragmented community. Engaging stakeholders to align interests can foster collaboration and coordinate resources to help build social cohesion and achieve inclusive prosperity.

OBJECTIVE STRATEGY RESOURCES/EXAMPLESEstablish tools to increase 1.1 communication among Chinatown stakeholders. Increasing contact and interactions can promote idea exchange and open up new opportunities for collaborative action.

Create an umbrella community council. A. There is currently no community forum that brings together different stakeholders. Establishing such an entity would provide a platform for discussion and coordination on important issues, such as housing preservation and expansion, development, cultural relations, community projects, networking with outside interests, etc. It might also coordinate a community visioning exercise and SWOT analysis.

NYC Chinatown Working Group •

Little Tokyo Community •Council

Establish an inclusive community media B. outlet. Media tools are important for raising wider consciousness of important community issues. Engaging the population in content creation might help stimulate critical discussions, while providing opportunities for business advertisement.

Temple City Connect Magazin• eCudahy One Magazin• eCenter for Asian American •MediaVisual Communications Los •Angeles Asian Pacific Film Festival

Manage social change.1.2 According to a Nielsen report, “fully 79% of Asian-American adults are immigrants or foreign-born, bringing with them cultural traditions that continue to influence and guide their personal choices and consumer habits.” This means that adjusting populations like Chinatown may need special support to manage social relations to ensure that both current and incoming residents feel “at home.”

Reposition the City’s Human Relations A. Commission (HRC). The HRC is established to increase cultural exchange opportunities that enhance understanding. The HRC has historically been a more passive organization that responded to requests for assistance, but as gentrification pressures enter many low-income ethnic communities, it may make sense to reposition it toward a more affirmative role toward promoting civic engagement, encouraging integration and building community.

Human Relations Commissio• n

1.3 Build networks to increase access to resources. In addition to aligning internal interests within the Chinatown community, there is potential to leverage social ties to suburbanized population—where many have personal history and emotional attachment to Chinatown that might be tapped for fundraising, investment and volunteer purposes; as well as build networks with other historic cultural neighborhoods to coordinate marketing and promote cultural tourism.

Los Angeles Metro Destination •Guides

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GOAL 2. Increase awareness and stewardship of local heritage. Reinforcing Chinatown’s cultural identity, supporting local institutions and cultivating stewardship are important steps to promote continuity in the midst of new changes. At the same time, it also important economically for promoting cultural tourism.

OBJECTIVE STRATEGY RESOURCES/EXAMPLESPromote cohesive placemaking 2.1 elements and highlight cultural assets to reinforce local heritage.

Create a design overlay. A. One way to anchor neighborhood identity is through cohesive design. The Planning Department may want to consider a design overlay for Chinatown, incorporating certain culturally appropriate features, landscaping and design elements.

Little Tokyo Design Guideline• sDowntown Community Plans •Update

Map and highlight historic resources. B. The Planning Department’s SurveyLA project has been mapping historic structures across the city, and the Central City North report—which includes Chinatown—is expected to be available this summer.

SurveyL• A

Map and highlight cultural resources. C. While SurveyLA focuses on historic structures, the City’s Department of Cultural Affairs can assist in conducting cultural asset mapping to highlight important recreational sites and arts venues. The UCLA Interpretive Media Lab is currently working on an app with the Los Angeles State Historic Park to highlight place-based history. Local organizations like the Chinese Historical Society of Southern California should coordinate to ensure representation of Chinatown history.

ArtPlace America Creative Asset •MappingDepartment of Cultural Affairs•UCLA IMLab LASHP Trails• Preserve Americ• aCalifornia Japantown• sChinese Historical Society of •Southern California

Engage local organizations to share D. ongoing community work. The Chinese Historical Society of Southern California and the BID both host walking tours to highlight Chinatown’s history. However, other organizations should also host open houses—ideally coinciding with walking tours—to share their ongoing work in the community, in order to highlight Chinatown as a thriving, flourishing place fraught with community life, and not just a “historic” neighborhood of the past.

Frogtown Artwal• k

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Leverage local strengths and 2.2 legacies to build community. A recent Nielsen report has highlighted “Food, Family and Culture” as cornerstones of Asian American consumerism. Locally, these themes are reflective of Chinatown’s strong history as a center of restaurants and produce distribution, benevolent societies and cultural tourism. New growth might continue these themes to build on local strengths.

Promote small business culture.A. In 2013, the arrival of Starbucks and Walmart prompted concerns that Chinatown’s small businesses would be in danger of displacement. Promoting small business culture would encourage independent stores and retail both for visitors and the local community.

Portland Supportland Rewards •Card

Promote restaurants.B. Chinatown’s history as a restaurant cluster means spaces with established infrastructure for food service uses. The BID is actively promoting Chinatown as a restaurant destination. However, many new restaurants do not necessarily appeal to local tastes or budgets. Targeted business attraction might help in achieving a more balanced set of options. Efforts should also be made to help existing restaurants adjust to new market needs.

Chinatown Neighborhood •Business Development Center

Promote community agriculture. C. A recent trend of urban agriculture would apply well in Chinatown, where fresh food is in high demand. Local production can supply local restaurants as well as small produce markets; and may also integrate with workforce training in urban hydroponics. Currently, there is also an effort by ROOTS Community Supported Agriculture to bring organic vegetables to local grocers.

ROOTS CS• ALA Open Acre• sUrban Farming•Food Policy Council Healthy •Neighborhood Market Network

Promote youth involvement. 2.3 Increasing youth awareness and engagement are important for stabilizing the community and co-creating an inclusive future.

Incoming businesses should provide A. opportunities for local youth. Local art galleries and new restaurants might provide afterschool programs or youth employment for youngsters to be able to participate and interact incoming opportunities. The City’s Hire LA’s Youth program provides subsidies for employers to offer supervised work.

Honolulu • Chinatown Artists Loft provides youth classes

• L.A. City Economic & Workforce Development Department Hire LA’s Youth Program

Nonprofits should continue engaging B. youth in planning issues. SEACA and APIOPA have been working with local high school students to understand planning issues in Chinatown. Efforts to increase youth participation in new development should continue and expand.

SEACA L• AAPIOPA Bike to Chin• a

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GOAL 3. Stabilize the existing population and promote equitable growth through local economic development strategies, while accommodating new residents and businesses. As new improvements increase livability in Chinatown, an effort should be made to ensure that current businesses and residents who have been investing in the community, are able to stay and benefit from incoming enhancements.

OBJECTIVE STRATEGY RESOURCES/EXAMPLESEnable existing businesses to 3.1. stay. While population is growing and there are many new business opportunities, smaller immigrant businesses are not able to understand or adjust to incoming changes. Business support can help existing businesses take advantage and benefit from Chinatown’s growing economy.

Bolster support of the Neighborhood A. Business Development Center. Technical assistance is necessary to help with translation, marketing and identifying potential business opportunities. Currently, the Chinatown Service Center is operating a Neighborhood Business Development Center. However, resources are low, and the future of the program is unknown. Additional support is needed. Provide training for financial education and a) access to financial capital, like microloans. Provide social media training.b) Provide basic marketing information of c) demographic change and potential market needs, potentially through a survey of residents.Provide ESL classes. d) Provide educational materials on how to e) cope with changes in mobility patterns. A recent survey indicated that the parking issues are the top concern in Chinatown. As the City plans for fewer cars and more alternative transportation, local businesses need to be aware of how to adapt.

Asian Pacific Islander Small •Business Program workshops

Establish an incubator space. B. Several commercial shopping centers have been seeing increased vacancies as businesses have shuttered. These spaces might be appropriate to be repurposed as incubators that provide shared space and resources, for lower overhead costs. At the same time, integrated technical business assistance can help train start-up businesses.

Honolulu Chinatown Pacific •Gateway Center Incubator

Mercado La Palom• aMama’s Hot Tamale• s

Support business/ownership models C. that promote long-term stake in the community. Cooperative businesses encourage long-term sustainability in the community. The City of Berkeley recently established an ordinance that provides incentives and removes barriers to encourage more cooperative businesses.

City of Berkeley Resolution •Supporting Worker CooperativesCheeseboard Collective Baker• y

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Enable existing residents to 3.2. stay. Chinatown’s rents have historically been lower than the City average. However, as California’s housing crisis has raged on and local land values have increased, outreach by CCED indicate that residents are starting to feel price pressures. However, this project recognizes the importance of promoting sustainable growth in these ethnic enclaves in order to maintain affordability and access to transit, as well as to preserve urban diversity.

Advocate for housing affordability. A. Preserve expiring affordable units. a) Advocate for affordable housing policies—b) including one-for-one replacement of affordable units in new construction, as well as supporting inclusionary housing laws.

Build Better LA Initiativ• e Affordable Housing Linkage Fe• eAffordable Housing Trust Fun• d“• L.A. Councilman Gil Cedillo wants to spend $9M to help keep housing affordable”

Market Chinatown for senior living. B. Seniors make up about 20 percent of the local population, and among Asian residents, 27 percent. The AARP advocates for livable urban environments with walkability and concentrated access to goods and services. Chinatown in particular has many medical clinics and social services to serve elderly residents. However, CCED outreach indicates that some residents in local senior living units are not informed of tenant rights, and report instances of poor maintenance or expensive repairs.

Grand Plaza Senior Apartment• sAARP Livable Communitie• s

Protect tenants. C. Monitor for rent control violations. a) Pursue housing rehabilitation through the b) City’s Tenant Habitability Program. The City is considering a plan for short-c) term rentals allowing people to “rent out only their primary residence... Hosts could rent out only that home, or a room within it, for up to 90 days annually. They would be barred from offering apartments that fall under rent stabilization or affordable-housing covenants, and would have to pay the same kind of lodging taxes as hotels, which would go into a city fund for affordable housing.”

Tenant Habitability Progra• m “• L.A. plan would demand Airbnb hand over information so city can track down illegal rentals”

Rent Stabilization Ordinance •Overview (HCIDLA)

Increase outreach. D. Support the establishment of a Citywide a) Rent RegistryEncourage development of new tech tools b) to report rent violations.Consider mandatory posters to raise c) awareness of landlord and tenant rights.

Vacancy089 (German app to •report vacant units)Rent Registr• yChinatown Community for •Equitable Development

Increase offerings of recreation facilities E. and activities to increase social interaction and cohesion.Support the ongoing development a) of cultural facilities that foster intergenerational interaction, such as the Little Tokyo Budokan.Attract businesses in the commercial core b) to increase social activities/diversions for middle-aged adults who make up more than half the population. E.g., karaoke, dancing, etc.

Budokan of Los Angele• s Beatlelvi• s

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Invest in education and 3.3 workforce development. A new report from Next 10 showed that people have been leaving California because of expensive housing. According to the report, “The vast majority of outbound migrants were concentrated in lower-skilled, lower-paying fields—namely Sales, Office Administration, Transportation and Food Preparation… In contrast, California continues to attract workers in high-skilled, high-wage fields like Computer/Mathematical, Healthcare Practitioners, Science, and Architecture/Engineering occupations.” Many of Chinatown’s residents are low-skill workers formerly employed in the garment industry, and currently employed in the service industries identified as vulnerable. Outreach is critical to connect workers to new career training.

Work with Evans Adult School to ensure A. integrated training/job placement resource, and in-language outreach.

• Evans Community Adult School

Former Chinatown Worksource •Center

Promote local hiring.B. Integrate workforce training into all new C. development opportunities. A TELACU program incorporates affordable a) housing rehab to train workers in the construction trade and sustainable retrofits. As Chinatown becomes a popular b) new restaurant destination, provide opportunities for chefs in training.With new art galleries and creative offices coming in, engage new industries with local population.

TELAC• UCentral City Neighborhood •PartnersL.A. Trade Tech Culinary Arts •Program

Opportunities should target anticipated D. growth sectors.Healthcare, biomed and biotech.a) Tourism and hospitality. b) Construction. c) Manufacturing, particularly related to d) research and development emerging from the nearby Cleantech Corridor—including the Cleantech Incubator in Arts District.

“• Speaker Rendon says California should move faster to close workforce skills gap”

“Kaiser Permanente’s new •medical school will be in Pasadena”

SOURCE: Los Angeles Central City Neighborhood Partners

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Support nonprofits in their 3.4 efforts to advance public policy goals in economic development and affordable housing.

Establish a community development A. corporation. A community development corporation could be established to coordinate affordable housing rehabilitation and development, with integrated social services such as youth development programs, business assistance, and an incubator project.

Esperanza Community Housin• gSan Francisco Chinatown •Community Development CenterLittle Tokyo Service Cente• r

Establish a community land trust. B. There is a strong legacy of mutual aid in Chinatown. One example has been community banking, where individuals pooled together resources to help others start small businesses and build assets. Given that there is an urgent and increasingly dire need for affordable housing, and a large share of land is locally owned, there may be an opportunity to reach out to local property owners and pool property resources to create a community land trust that could be used to develop new affordable housing.

T.R.U.S.T. South L.A• .Recommendations for a •Community Land Trust in Council District 1, City of Los AngelesChinatown Residents Rally •After Community Land Trust Efforts Thwarted by Developer

Land acquisition. C. In San Francisco, the Small Sites Acquisition Program provides “funding…for acquisition and rehabilitation financing for the multi-family rental buildings of 5-25 units through the new Small Sites Program.” Beyond financial assistance, cities may also adopt “First Right of Refusal” policies that favor nonprofit organizations in purchasing public properties.

San Francisco Small Site •Acquisition ProgramMixed-Income Transit Oriented •Development Tools: First Right of Refusal

Nonprofit resource center. D. Currently, there are several nonprofit organizations operating in Chinatown. However, offices are scattered throughout Chinatown, and rents are subject to the volatile real estate market. A dedicated space might facilitate nonprofit idea exchange, while also allowing them to share resources and overhead costs.

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Promote balanced, sustainable 3.5 development. Chinatown has good urban form, and as new planning objectives seek to encourage more sustainable neighborhoods, it is important to engage with the local population to ensure that they understand general planning principles, and how they might adjust business and lifestyle practices in order to participate in the new changes.

Promote sustainability. A. Sustainable Little Tokyo is an initiative to create a more ecological cultural district in Little Tokyo. It recognizes the long-term benefits of environmental efficiency, and how that might translate into long-term cultural vitality in the neighborhood. For example, “in the course of a building’s life, 75 percent of its cost will go toward ongoing maintenance and operating expenses.” Promoting more sustainable buildings is more affordable.

Sustainable Little Toky• oSan Francisco Sustainable •Chinatown InitiativeVancouver Hua Foundation: •Celebrating Culture & Sustainability

Create a shared “Park Once” district. B. While increasing transit options and promoting walkability and bikeability in Chinatown, parking remains an issue for businesses. Many visitors are regional tourists who come by car—often families visiting relatives, or just visiting. However, much of the existing parking supply is private and not very visible, and can be expensive for short trips. A shared public parking arrangement can consolidate existing surface lots and make visiting more convenient.

Creating a Park Once Distric• t

Encourage a mix of housing options at a C. variety of pricing levels and forms. While preserving and advocating for affordable housing, future development should encourage a mix of other housing options that can accommodate a more balanced range of residents and preferences—mid-rise apartments, townhomes, small-lot infill subdivisions, mixed-use over non-residential base, etc.Creatively phase various new D. development projects so as to minimize displacement. There are many vacant parcels and development opportunities in Chinatown, such that new development can be “added” without displacing residents and businesses. Effort must be made to creatively phase construction and development to make room for existing and incoming stakeholders.

“• Public Housing Redevelopment Strategies: Implications for Jordan Downs, its Community and Residents”

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CHINATOWN OPPORTUNITIES

ON THE GROUND

Dense residential

centers

Major roadways

Park/open space

Potential new green space

Parking (Development opportunity)

Civic/institutional

use

County building

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ResidentialCenters

The map shows three potential dense residential centers anchored by the following clusters of large projects:

Orsini and proposed Cimmarusti project; 1. Grand Plaza, Cesar Chavez Garden, 2. Yale Terrace, Castelar Apartments, Jia Apartments and Cathay Manor; andBlossom Plaza, College Station, Riboli’s 3. Capitol Milling property, Metro Senior Housing and proposed LA Chinatown Lofts.

These clusters can support new community commercial uses, such as markets, cafes and other retail and services. Such uses might concentrate along smaller streets, such as Hill, Spring and New High, away from Broadway and Cesar Chavez. For the lower-density residential hills, dispersing some neighborhood commercial uses like corner stores, might help seniors with limited mobility. Alpine and College are two through-streets which might provide greater accessibility.

Parks,OpenSpace&CommunityGardens

Public space is important for dense neighborhoods like Chinatown. As the community looks forward to two incoming

parks—Alpine Recreation Center Expansion and the Los Angeles State Historic Park—there are opportunities to work with private properties add landscaping and greenery. Many commercial plazas and courtyards are observed to function as public space for seniors to gather. In particular, one opportunity is to green Central and West plazas into a cohesive park-type recreational environment. Moreover, there is a property behind Central Plaza on Hill left vacant after the former restaurant burnt down. It has been fenced off for several years, but might continue as a park, or as a starter site for a community garden. There has also been prior interest in community gardening, though organizers had difficulty finding sites. One alternative was to keep gardening boxes on neighborhood sidewalks. Rooftops might also provide some gardening opportunities—Metro Senior Housing currently maintains a rooftop garden. There are also two identified pieces of greenfield in the vicinity of Bunker Hill Avenue and New Depot Street. These parcels are privately owned, and one is sloped steeply in a way that makes it difficult to develop. If there is strong interest for a community garden, there is opportunity to contact these owners for further discussions. SurfaceParking&VacantPlazas

There are many surface parking lots in Chinatown, identified in yellow. Along with vacant properties (red), they create gaps in the streetscape that contribute to an uninviting pedestrian environment. Field observation further indicates that there are several commercial plazas with high vacancy rates and maintenance issues—such as broken elevators or escalators, or general poor upkeep. If parking is consolidated, surface lots might be freed up for new development. Meanwhile, the vacant properties, if in a central location, would be suitable for an upper-scale hotel. According to travel websites, local Chinatown

SOURCE: Google Maps

Potential residential centers

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hotels do not receive very positive ratings. Such a hotel could also incorporate an attractive banquet facility, taking advantage of local views, while providing opportunities for families from throughout Southern California to host celebrations in Chinatown. Meanwhile, plazas and malls might be repurposed for a business incubator with integrated technical assistance, as well as provide space for local nonprofits. In particular, part of Alpine Plaza appeared vacant, and a potential site of interest. Hotel&CommunityCenter

Local demand for cultural tourism might support the development of a hotel, which could integrate a community center that meets local cultural needs. Plans were recently released for the Korean American National Museum, which is building “a 45,000-square-foot building [featuring a museum occupying] the first two floors of a seven-story mixed-use

building [and] two large exhibition spaces, an auditorium, conference rooms, a café/gift shop and a rooftop garden for receptions and even weddings.”

PublicProperties

The County owns a piece of property on Spring Street as part of its Internal Services Department Fleet Services, to essentially house the agency’s vehicles. Given the growth of Chinatown, there is much greater potential use for local land—especially to achieve public objectives, such as repositioning the space for nonprofit uses, including business incubation, workforce development, or even a community land trust for affordable housing. For any other publicly owned properties, there should be future consciousness to give preference for nonprofit acquisition, to create community value.

Funding

Many of the proposed strategies rely on coordinating efforts, building community capacity, and pooling resources. It also seeks to test interest in philanthropy and mutual aid for community development. Funding opportunities for nonprofits would include grants in arts and culture—such as ArtPlace America; as well as potential partnerships with local banks. If a Community Land Trust is formed, there is potential to raise funds from selling certain properties. Public resources will be limited, although the City is currently looking into whether it is eligible to form a Community Revitalization & Investment Authority Project Area, which allows for tax increment financing in economically distressed neighborhoods. Another possibility is also an Enhanced Infrastructure Financing District (EIFD). In addition, attracting EB-5 investment—which are also required to generate jobs—might be a possibility for the neighborhood, though much of that activity has focused in the San Gabriel Valley.

SOURCE: Google Maps

Development opportunities

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Mercado La Paloma, business incubator

Xi’an Westin Hotel

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sixCONCLUSION, LIMITATIONS & NEXT STEPSIn the last several years, new residential projects and restaurant openings have increased activity in Chinatown’s commercial district. This renewal has generated new interest and foot traffic in the neighborhood after years of economic decline. However, many small ethnic businesses and older residents report feeling uninvolved in the new growth. As private urban development continues to reshape Chinatown, and as local affordable housing covenants expire, it is important to continue supporting workforce and economic development in the community so that existing residents and small businesses are able to participate and enjoy the increasing quality of life and economic vitality. Left solely to the market, it is unlikely that the current population will be able to sustain downtown market rents. While the current development wave is an opportunity that can be leveraged to support inclusive, equitable growth, it ultimately relies on local leadership, alignment, collaboration, pragmatism, funding. Though not the wealthiest neighborhood in terms of financial capital and purchasing power, Chinatown’s social capital and regional ties can be leveraged to generate abundant resources to support community development efforts. Finally, it should be noted that while this plan was the result of extensive research, data analysis, and stakeholder outreach, its comprehensiveness is limited by the five-month study period. The strategies listed should be used as an initial starting point to spur further discussion. Next steps will require more outreach to raise broader awareness and public interest, and unite parties already working in Chinatown. Any future action should take the direction of a community council.

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