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7/30/2019 Crenshaw Corridor: Quality-of-Life Plan September 2009
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CRENSHAW CORRIDOR
A Multigenerational Vision for Our Collective Future
QUALITY-OF-LIFE PLAN SEPT 2009
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Crenshaw Corridor: A Multigenerational Vision 3
housing; commercial facilities; childcare, charter schools; jobs; and business development. These, albeit in a more focused and collaborative
process, are the same elements that make up Sustainable Communities.
Investments and accompanying technical assistance will be made through both people and place-based strategies that provide a balanced agenda
for community development. This agenda includes venues and
institutions where residents and business owners live, learn, work
and recreate. Another important feature of our approach will be to
enable our partners to explore, pilot and bring to scale innovative
programs and projects that are the realization of the Quality of Life
Plans. In short, Los Angeles LISC seeks to nourish communities
wherein People in Place can thrive within selective SustainableCommunities.
Seeking to produce outcomes of a transformative scale, Los
Angeles LISC has designated three Sustainable Communities
neighborhoods and will provide focused support and investment as
required to realize visible and demonstrable results. Believing that
success breeds success, Los Angeles LISC has adopted a strategy
for Sustainable Communities that will use successes in certainneighborhoods to build momentum for the initiative across all sites.
This strategy will validate the approach, attract additional
supporters and partners and inform subsequent efforts.
Los Angeles LISCs three Sustainable Communities
Neighborhoods are:
Crenshaw Corr idor
Lead Agency Community Build, Inc.
Boyle Heights
Lead Agency East Los Angeles Community Corporation
Central Avenue Corr idor
Lead Agency Coalition for Responsible Community Development
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6 Crenshaw Corridor: A Multigenerational Vision
Community Build, Inc. (Community Build) thanks LISC for
the resources to develop a Quality-of-Life Plan for the
Crenshaw Corridor. We welcome the opportunity to
encourage the integration of the elements of community
renewal planning, comprehensive and integrated program
development, and service delivery to effect broad-basedcommunity impact in a multigenerational context.
This planning process ran from October 2008 through June
2009. It builds upon work begun under the Neighborhood
Turnaround Initiative, where Community Build was honored
to collaborate with Ward Economic Development
Corporation and West Angeles Community Development
Corporation. In the same spirit, Community Buildacknowledges and appreciates the efforts and contributions
of all Crenshaw Corridor stakeholders.
The Quality-of-Life Plan for Crenshaw Corridor is a
framework. It is not a blueprint. It is a work in progress,
meant to stimulate and engage the community in a productive
and realistic discussion of a multigenerational vision of our
collective future. Community Build looks forward to futureconvenings and continued community engagement.
Thank you for your past and continued support.
Brenda Shockley
President & CEO
Community Build, Inc.
Acknowledgments
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Crenshaw Corridor: A Multigenerational Vision 7
Acknowledgments
Convening I nvitees
City Departments
Los Angeles City Council 8th DistrictLos Angeles City Council 10th DistrictCommunity Redevelopment Agency of Los AngelesLos Angeles Cultural Affairs Department
Los Angeles Office of the MayorLos Angeles Planning DepartmentMTA Expo LineMetro
Community Based Organizations
Community Health Council, Inc.
Los Angeles Urban LeagueNational Alliance of Mental Illness Urban Los Angeles
Schools
Audubon Middle SchoolDorsey High SchoolCrenshaw High SchoolView Park Preparatory Charter School
Businesses
Baldwin Hills Crenshaw PlazaChase/Washington MutualCrenshaw Chamber of CommerceGreater Leimert Park Village/Crenshaw Corridor Business
Improvement District
Quali ty-of-L if e Plan Parti cipantsBlack Employees UnionCommunity Police Advisory BoardCrenshaw Community Advisory CouncilEmpowerment Congress West Area Neighborhood CouncilEndeavor Applications, Inc.FAMILI, Inc.Greater Leimert Park Village/Crenshaw Corridor Business
Improvement DistrictKAOS NetworkLos Angeles City Council 8th DistrictLos Angeles City Council 10th DistrictLos Angeles Community Redevelopment AgencyLos Angeles Cultural Affairs DepartmentLos Angeles Police Department, Southwest DivisionLos Angeles Urban League
Leimert Park Village Merchants Association (LVPMA)MTA Expo LineMetroNeighborhood Development CouncilOne Bootstrap Coming Up (OBSCU)
Community Build Inc. Project Staff
Brenda Shockley, President/CEOKimberly Ramsey, Chief Operating Officer
Deanna Cherry, Research ConsultantInez Shahid, Consultant
Community Build Inc. Board of Directors
Paul Hudson, ChairmanBeverly DavisVanessa JollivetteDr. Clyde Oden
Virgil RobertsPatricia Watts
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Table of Contents
Summary................................................................................................................................................... page 9
Sustainable Communities Planning Process -------------------------------------------------------------- page 9
Creating a Sustainable Future in Partnership with the Next Generation-----------------------------page 11
Five Proposed Focus Areas/Strategies--------------------------------------------------------------------page 12
Background............................................................................................................................................. page 15
History --------------------------------------------------------------------------------------------------------page 15
Remaining Projects in Pre-development -----------------------------------------------------------------page 18
Demographic Snapshot -------------------------------------------------------------------------------------page 19
Household Income Structure-------------------------------------------------------------------------------page 20
Gang Activity and Reduction------------------------------------------------------------------------------page 21
Healthy, Green and Prosperous Development ....................................................................................page 22
Snapshot of Green Marlton Square -----------------------------------------------------------------------page 23
Proposed Focus Areas and Strategies---------------------------------------------------------------------page 24
Timeline and Priorities.......................................................................................................................... page 34
Appendix................................................................................................................................................. page 38
List of Green Jobs-------------------------------------------------------------------------------------------page 38
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Crenshaw Corridor: A Multigenerational Vision 9
Summary
Sustainable Communities Planning Process
The Crenshaw Corridor Sustainable Communities planning process ran from October 2008 to June 2009. Research and discussions
revolved around the five LISC Sustainable Communities priorities and began with a comprehensive assessment of previous
Crenshaw Corridor planning processes, including a thorough
review of 14 existing plans generated during the 1990s and
early 2000s.
Results from the review were presented at three stakeholder
convenings that identified and discussed critical needs in the
Crenshaw Corridor, comprising:
Job development
Financial literacy
Homeless supports Gang intervention
College access
Public transportation
Mental health resources
The insights gained from convenings and plan reviews
generated a set of five strategic recommendations that will form the centerpiece of a broad-based community engagement effortthroughout 2009-10 to refine the recommendations and garner support from those willing to work toward their fulfillment. The
process will provide for multigenerational feedback, and build the communitys capacity to define and meet its needs. Community
stakeholders will engage public officials and the private sector toward the objective of completing a Green Marlton Square by
2015.
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10 Crenshaw Corridor: A Multigenerational Vision
Since 1996, various organizations and agencies have generated a total of 14 plans related to the redevelopment of the CrenshawCorridor, including the Los Angeles Planning Department, Office of the Mayor and several community-based organizations. Acomprehensive review of these plans conducted during the Crenshaw Corridor Sustainable Communities planning process revealedconsiderable work and point to a landscape that has multiple barriers and development goals that are difficult to reach.
List of Reviewed Plans and Reports
2008 Baldwin Village GRYD Needs Assessment Final Report, Office of the Mayor, Gang Reduction Youth Development (GRYD)Building a World-Class City for the 21st Century, Los Angeles Economy and Jobs Committee
City of Los Angeles Housing Element 2006-2014, City of Los Angeles, Office of City Planning
Connect Today Envision Tomorrow: The Impact of Built Environment on Crime and Fear of Crime in the Urban Draft General Plan:
Planning Tomorrows Great Places, Los Angeles County Dept. of Regional Planning
Gang and Gun Violence Enforcement Initiative, City of Los Angeles, Office of the Mayor
Healing our Neighborhoods: A Citywide Partnership to Combat Gang Crime, Office of the Mayor
Connect Today Envision Tomorrow: The Impact of Built Environment on Crime and Fear of Crime in the Urban League 70 Block Area ,Healthy City
Long Range Transportation Plan, Los Angeles County Metropolitan Transportation Authority
South Los Angeles Equity Scorecard, Community Health Councils, Inc.
2007 Leimert Park Village Principles of Design Development & Market Feasibility Study, The Leimert Park Collaborative, City of Los Angeles,
Community Redevelopment Agency
2005 West Adams, Baldwin Hills, Leimert Community Plan, City of Los Angeles, Office of City Planning
2003 Crenshaw Corridor Specific Plan Design Guidelines and Standards Manual, City of Los Angeles, Office of City Planning
2000 South Los Angeles Comprehensive Economic Development Strategy, The USC Center for Economic Development on behalf of the City of
Los Angeles Mayor's Office of Economic Development
1996 Leimert Park Village Demonstration Project Work Plan, Margaret Brumfield DIOP Enterprises on behalf of the Recognized Community
Organization Members
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Crenshaw Corridor: A Multigenerational Vision 11
Creating a Sustainable Future in Partnership
with the Next Generation
The Crenshaw Corridor Sustainable Communities planningprocess will generate a multigenerational vision for the targetarea, bordered by Washington Boulevard on the north,
Slauson Avenue on the south, La Brea Avenue on the west,and Arlington Avenue on the east. The area is a mix of newcommercial and housing developments, historic homes,community landmarks, churches, deteriorating storefronts,and crowded apartments surrounding the CrenshawCommercial Corridor which runs north-south the full lengthof the target area.
Planning process participants learned through reviewingnumerous reports, most issued in the last 12 months, thatmuch of the groundwork to demonstrate need and set newstandards for development had been done. What was lackingwas a plan for re-visioning Marlton Square, a large 22-acredevelopment, marked by significant bankruptcy and blight,and lying in the middle of the target area. Existing decades-old plans for renewal in Marlton Square were no longer
economically feasible. Instead, a new vision for MarltonSquare incorporates five core green economic andeducation strategies that combine into a new Multi-PurposeCommunity Campus where youth and their families willdevelop the skills and resources to benefit from opportunitiesgenerated by changes in the economy.
The Crenshaw Corridor Sustainable Communities plan is predicated on the
belief that the blight of Marlton Square must be addressed and eliminated.
Summary
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12 Crenshaw Corridor: A Multigenerational Vision
#1: Stimul ating Local Economic Activi ty A Multi-Purpose Community Campus at Marlton Square. Developa Multi-Purpose Community Campus to revitalize qualityeducation and training, remove blight, provide comprehensivecase-management services and support development along theCrenshaw Corridor. As the gateway to Baldwin Village,Baldwin Hills, View Park, and Windsor Hills, the Multi-Purpose Campus will meet local needs and also leveragedevelopment by MTA and Metro to bring more people to theCorridor as a unique green destination. Built with the latestenvironmental products and practices, the Campus comprising youth housing, the Green Home Center, a satellite
college campus and charter school, and a variety of commercialvenues catering to students will bring new vitality to theentire target area.
#2: Bui lding Family Income & Wealth Green HomeCenter: Position Marlton Square as a green distribution center for the emerging energy-efficient home and business constructionindustry. Green Home Center would serve as a new source of employment and would attract customers from other parts of the city.By inviting new green retail operations to locate in Marlton Square, the Crenshaw Corridor plan focuses on meeting the needs ofhomeowners, renters, and business owners who seek to comply with new water and energy conservation practices and regulations.
#3: Expanding Capital I nvestment i n H ousing and Other Real Estate Supportive Youth Housing: Create 120 unitsof permanent supportive housing for transition-age foster youth and youth recently released from detention, a response to the chronichomelessness that plagues this population. The proposed 120 housing units will be planned in collaboration with the targeted youthand the Department of Public Social Services and Probation to ensure it meets the needs of those it intends to serve. It will leverageproject-based Section 8 certificates for operation and tax credits and bridge and gap funding for development. Dorms housing 130students enrolled in trainings and college will facilitate retention.
Marlton Square Today
Five Proposed Focus Areas/Strategies
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#4: Improving Residents Access to Quality Education Satellite College Campus and Charter School: Neweducational resources will provide general education opportunities, practical technical training and environmental career preparation.Locally-based institutions will provide a variety of green workforce training opportunities and give interested residents andmiddle-school, high-school and community college students access to diverse instructors and courses. Courses will be available on-site, on-line and through other off-site options. The goal is increase the capacity of local residents to participate in the new greeneconomy and to attract students who are technologically-oriented, enthusiastic about science, and interested in moving intoengineering careers. Potential career paths include: waste management; weatherization; energy education; and solar powerinstallation.
#5: Developing H ealthy Environments and L if estyles A Community Resource, Referral and Treatment Center:With increased access to mental health services, residents may take better advantage of educational opportunities and jobs. Byproviding counseling and supportive services, the Community Resource, Referral and Treatment Center will address crises and buildthe soft skills that accompany success in careers and life. The community resource and referral office will ensure residents access to
mental health services available through LA County Department of Mental Health and community-based organizations.
Next Steps
As a next step, Community Build, Inc. will engage 10 youth to conduct research on each of the five focus areas. In partnership withthese youth, Community Build will continue to solicit community stakeholder input, generate a financing plan and refine the timelinefor implementation. The youth reports will be integrated into the final proposal to be issued in January 2010, along with acommunity engagement strategy and advisory committee roster.
Community Build, Inc. has full confidence that a multigenerational vision and partnership will result in a sustainable future for theCrenshaw Corridor and the green development of Marlton Square.
Summary
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Marlton Square Today
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Background
From the West Adams, Baldwin H il ls, Leimert Communi ty Plan, Department of City Planni ng, May 2001
History
The Crenshaw Corridor was originally settled in the 1820s by the
Spanish. The land was used for cattle, grain and vineyards. In
1822, Mexico won independence from Spain and California was
transferred to Mexican jurisdiction. L.J. Baldwin, the namesake
for the Baldwin Village neighborhood, acquired Rancho CienegaOPaso de la Tijera in 1875 for agriculture and cattle. About this
time, the rail line from downtown to Santa Monica was built,
helping the area grow its first commercial developments along
Crenshaw from 54th to Florence.
In the 1920s residents would shop at the Degnan Center, one block
from the rail line. Oil was discovered and 500 oil wells were drilled producing 400 million barrels of oil per year. Four airfieldswere built between Exposition and Santa Barbara Avenue (now Martin Luther King Boulevard).
Homes began replacing the airfields in the 1930s and 1940s. In 1932, Los Angeles
hosted the summer Olympics and housing was developed in Baldwin Hills to
accommodate visiting Olympians. In 1947, the Crenshaw Regional Shopping
Center opened at Crenshaw and Santa Barbara Avenue. After WWII, Japanese-
Americans moved into single-family homes west of Arlington Avenue and
developed shops close by. By the 1950s most of the land was developed, andconverting older buildings into apartment buildings was one of the few ways to
increase density.
The construction of the Santa Monica Freeway in the 1960s split the West Adams
neighborhood and divided the community. At the same time, African-Americans
Crenshaw Plaza, aerial photo, 1948
Mesa Vernon Market and drug store, 1931
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and Japanese-Americans acquired more homes and White flight to the suburbs led to the exodus of local businesses owned by
Whites. African-Americans began moving into the areas north of Jefferson Boulevard and east of Crenshaw, and into the View Park,
Baldwin Hills, Windsor Hills and Ladera Heights neighborhoods.
Shopping centers suffered from a loss of revenue starting in the 1970s and some along Venice,
Washington, Jefferson, and portions of Adams Boulevard were converted to light industrial uses.
Suburban industrial parks led to the decline of the smaller urban industrial areas. Physicalconstraints, narrow or shallow lot depths, absentee landlords and competition from large outdoor
malls contributed to the decline of local strip mall commercial venues.
In the 1980s, mini-malls were having trouble maintaining a client base, resulting in increased
vacancy rates, boarded-up storefronts and abandoned buildings. Low real-estate prices in Moreno
Valley and Palmdale led African-Americans to purchase homes in outlying areas, while
Whites interested in historic properties and young Latino families moved into the area.The Community Redevelopment Agency created the original Crenshaw Redevelopment
Project (54 acres) in 1984 to redevelop the former Crenshaw Shopping Center. The one-
million-square-foot Baldwin Hills Crenshaw Plaza was completed in 1988.
The civil unrest of the early 1990s brought both blight and progress to the region, culminating
in a patchwork of new commercial developments interspersed with neglected storefronts and
abandoned empty lots. The Crenshaw RedevelopmentPlan was amended in late 1994 to include the Baldwin
Hills Crenshaw Plaza shopping center, the Santa Barbara Plaza, the Crenshaw and Martin
Luther King, Jr. Boulevard corridors, as well as the Leimert Park Village area, comprising a
total of 152 acres.
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Since 1995, significant development efforts have been completed or are under construction:
The West Angeles Cathedral
Historic Preservation Overlay Zone to preserve local residential communities
LANI Projects providing aesthetic improvements to portions of Leimert Park, Crenshaw
Corridor and Jefferson Park
Bedford Park mixed-use development of 70
market-rate condominium units and 9,500
square feet of commercial space
Community Builds 27,000-sq.-ft.
commercial development and pocket park in Leimert Park Village
View Park Preparatory Charter School
Los Angeles Sentinel
The Magic Johnson Theatersand parking structure
Rosa Parks Senior Villa
under construction
MTA Expo Line Construction along
Exposition Boulevard
Background
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Remaining Projects in Pre-Development
Vi sion Theater The 8th District City Council Office is spearheading the renovation and re-
opening of the Vision Theater, an entertainment venue in Leimert Park Village. When
finished, the 17,250 sq. ft. theater will include a stage with seating for 750 and will house
youth training and development programs and feature professional and community theater
productions. The total development cost is $14.8 million, including $7.9 Million for Phase 1. Baldwin H il ls Plaza, Phase I I I Capri Capital Partners, LLC, is proposing large-scale
revitalization of the Baldwin Hills Plaza. The
owner has produced plans to redevelop the
mall into a flagship urban retail lifestyle center
with approximately 1.5 million square foot of
retail, a 16-screen theater, 1,000 residential
units, a 400-room hotel, and 100,000 squarefoot of office space.
Marlton Square While the Vision
Theater and Baldwin Hills Plaza developments are moving forward, Marlton
Square, a proposed mixed-use development with 140 single-family homes, 150
condo units and 150,000 sq. ft. of retail
space, is in bankruptcy, increasing blightand depressing not only the immediate area but the Crenshaw Corridor as well.
Construction has ceased on Buckingham Place, a nearly-complete senior housing
development with 71 units also located in the Marlton Square development area. The site
remains vacant and deteriorating.
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Project Area & Demographic Snapshot
The target area is bordered by Washington Boulevard,
La Brea Avenue, West Slauson Avenue and Arlington
Boulevard, and has a total population of 80,412. As
noted in Figure 1, the project area population is 68.6
percent African-American, 24.3 percent Latino/Latina,3.2 percent Asian and 2 percent non-Hispanic White.
Figure 1: Demographics for Crenshaw Corridor compared to Los Angeles County
Figures 1 and 2 summarize estimates for the Crenshaw
Corridor based on 2000 U.S. Census data from the
census tracts included in the target area. In some
instances the boundaries of the census tracts do not
conform exactly to those of the target area. The Los
Angeles County statistics also come from 2000 Census
data compiled by the United Way of Greater Los Angelesin its Zip Code Data Book
Demographic Snapshot
Indicators Crenshaw Corridor Los Angeles County
Total Population 80,412 9,519,338
Race/Ethni city Compositi on
African-American 68.6% 9.5%
Hispanic/Latino 24.3% 44.6%
Asian/Pacific Islander 3.2% 12.1%
Non-Hispanic White 2.0% 31.1%
Age
Youth Under 18 21,971 2,667,970
% of Total Population 27.3% 28%
Seniors 65+ 11,237 926,673
% of Total Population 14.0% 9.7%
Low-Income Households
Income Under $20,000 33.6% 23.3%
Pover ty Levels
Total Under Poverty Level 21.9% 17.9%
Under 18 30.4% 24.0%
Employment
Unemployment Rate 11.7% 8.2%
Education
Adults Age 25+ with no High School
Diploma or Equivalent25.8% 30.1%
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20 Crenshaw Corridor: A Multigenerational Vision
Figure 2: Household Income of Crenshaw Corridor compared to Los Angeles County
Figure 2 presents graphic evidence
of dramatic levels of poverty and
small pockets of wealth. The
Crenshaw Corridor remains a
stabilizing community for African-
American residents and institutions,as well as for growing numbers of
Asian, Latino and White residents.
The need for significant gains in
employment and education must be
addressed.`
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Figure 3: Map of Crenshaw Corridor and Gang Reduction Zones
Gangs and gang-related
violence are a major
concern for Crenshaw
Corridor residents. In
Baldwin Village alone,
four gangs carried out 201
gang-related crimes in
2007; 76 percent were
violent crimes and 79
percent of victims were
under age 35. There aretwo designated Gang
R e d u c t i o n Y o u t h
Development zones inside
the target area, and another
just adjacent to it. In 2008,
the City of Los Angeles
funded gang preventionand intervention services at
$1 million per zone, and
increased funding per zone
to $1.5 million in 2009.
Gang Activi ty and Reduction
Background
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Crenshaw Corridor: A Multigenerational Vision 23
Figure 4: Components of the Marlton Square Multi-
Purpose Community Campus
Senior Housing
Youth Supportive Housing
Student Dorms
Satellite College Campus
Green Jobs Center
Green Home Center
Charter School
Retention of Green Space Community Resource, Referral and Treatment
Center
Snapshot of a Proposed Green
Marlton Square
Healthy, Green & Prosperous Development
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24 Crenshaw Corridor: A Multigenerational Vision
Objectives: Establish more vibrant commercial districts; Retain
and strengthen existing businesses in commercial and transit
corridors; Attract new businesses to the area.
Research: South Los Angeles has lacked the leverage to bringdevelopment where it is most needed. The Los AngelesEconomy and Job Committee highlighted the need to put localeconomic development corporations and IndustrialDevelopment Bonds to better use. Currently, Los Angelessubmits few applications for bonds and therefore loses out onfunds other jurisdictions receive. Meanwhile, requests that the
Regional Business Assistance Network (RBAN) increase itssupport for small businesses, now the largest employers in thetarget region, have gone largely unheeded.
The fallout from blight and unemployment hits youth thehardest, leading to gang affiliation, tagger recruitment, familyproblems, high drop-out rates, and a lack of job-readiness. InBaldwin Village alone, four gangs carried out 201 gang-relatedcrimes in 2007; 76 percent were violent crimes and 79 percentof victims were under age 35. There are two GRYD zonesinside the target area, and another just adjacent to it (see Figure3).
The City of Los Angeles invests numerous entities in fightingcrime. Agencies and individuals involved include:
Community Law Enforcement and Recovery
(CLEAR) Program
Bureau of Alcohol, Tobacco, Firearms and
Explosives Community Gang Intervention Specialists
County Probation
Department of Justice
Federal Bureau of Investigation
Gang Reduction and Youth Development (GRYD)
Prevention and Intervention Programs
Deputy Mayor Jeff Carr
LAPD Chief William Bratton
Los Angeles Sheriff's Department
Office of the District Attorney
The Armed Prohibited Possessor Database System(APPS)
Law enforcement as the primary response to safetyconcerns remains a controversial solution, with thecommunity split down the middle on its satisfaction withthe police. Even the Los Angeles Police Departmentacknowledges they do little to solve the problems thatcreate crime. Jobs, and training to prepare youth to step
Proposed Strategies By Focus Area
Focus Area #1: Stimulating Local Economic Activity and Connections to the Regional Economy
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Crenshaw Corridor: A Multigenerational Vision 27
Existing chambers of commerce, tenant-owner associations, and local Business
Improvement Districts (BIDs) are strong advocates for these improvements.
One small example is the Planning Department guideline that all car repair and
service venues should be shielded from the street and adjacent residential areas
by a six-foot wall with clinging vines, oleander trees, or similar vegetation, anda three-foot landscaped set-back. This change alone would greatly improve the
Crenshaw Corridors appearance (Crenshaw Corridor Specific Plan Design
Guidelines).
Finding: Strategies that work in South Los Angeles, including small business
development and leveraging of industrial lands, need to be centerpieces in the
creation of a vision for the Crenshaw Corridor. Where these plans can be
combined with others to upgrade the look and feel of the area, to coincide with existing regulations as well as spur job development,
they will serve multiple purposes.
Strategy: Green Home CenterRaise income levels, local assets and employment prospects in the Crenshaw Corridor by
developing new green businesses, apprenticeship programs and job placement services and creating a center to distribute
supplies created in green industries for the home-improvement and business-improvement markets.
2.1: Green Jobs Center: Define retail needs.
2.2: Out-sourcing Program: Clarify how students at the satellite campus will be available to provide consultation to local
residents and business people. This program will provide immediate employment for local residents, as well as prepare them
to move into positions in the broader economy.
2.3: Research: Conduct employment projections in partnership with researchers such as the Los Angeles Economic
Roundtable (LAER), which can deliver both regional and neighborhood-level studies on forecasted job growth and skills
matching.
Focus Area #2: Increasing Family Income, Assets & Employment (contd)
Healthy, Green & Prosperous Development
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Crenshaw Corridor: A Multigenerational Vision 29
opportunity for them to pursue productive life paths.
3.1: Permanent Supportive Housing: Develop 120 unitsof housing for transition-age foster youth and youthrecently released from detention, using tax credits andbridge and gap funding.
3.2: Sustainability: Conduct study of financial optionsavailable to youth in transition so that the operations ofthe developed housing leverages public support providedthese youth, including securing project-based Section 8certificates.
3.3: Dorms and Apartments: develop housing for
students attending the satellite college campus.3.4: Youth workers: During the summer and fall of2009, Community Build will appoint two youthworkers to conduct a needs assessment on the level
of housing needed for community college students,emancipated foster youth and youth on probation.They will assemble a report of case studies that willhelp raise financial and community support for thehousing development and ensure the proposed
supportive services meet the target audiences needs.
Focus Area #3: Expanding Capital Investment in Housing & Other Real Estate (contd)
Focus Area #4: Improving Access to Quality
Education
Objective: Improved student performance resulting in higher
graduation rates and an increased number of residents attending
college and vocational training schools.
Research: The target area is characterized by extremes, especially in the area of educational attainment. In the affluent areas ofBaldwin Hills there are many professionals who have college and advanced graduate degrees. Because of this, the overall educationstatistics for the target area are higher than Los Angeles County as a whole. In South Los Angeles, 8 percent of residents have less
Healthy, Green & Prosperous Development
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Crenshaw Corridor: A Multigenerational Vision 31
incorporate the technology and trade skills needed to step into growing fields in green industries, as well as start on the careerladders that lead to futures as engineers, computer technicians, and designers, are crucial.
Strategy: Satellite College Campus and Charter SchoolPreparechildren, youth and adults for new economic opportunities and living-
wage jobs in developing green industries through a new satellitecollege campus and charter school.
4.1: Satellite College Campus: Provide the community access toeducational opportunities to move into living-wage careers, particularlycareers in emerging green industries.
4.2: Charter Primary and Secondary School: Work with CaliforniaCharter School Association and local charter operators to identify
partners to create a K-8 Charter School with a focus on environmentaleducation.
4.3: Job Training: Partner with local job-training efforts to build onexisting resource networks.
4.4: University Partnerships: Provide on-site teaching space for collegeand university instructors from universities and local community colleges.
4.5: Research: Develop MOUs with educational institutions to undertake research efforts that will help match trainingprograms with growth industries these partnerships would help clarify a range of opportunities with career growth prospectsof participants in mind.
4.6: Youth workers: During the summer and fall of 2009, Community Build will appoint two youth workers to conductresearch on green education centers and environmentalism-focused charter schools. They will interview local experts andassemble a report on best practices that can be leveraged in carrying out the Sustainable Communities plan.
Focus Area #4: Improving Access to Quality Education (cont d)
Healthy, Green & Prosperous Development
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5.2: Space-in-Trade Program: Provide low-cost or no-cost counseling office space to South Los Angeles mental healthprofessionals in exchange for a fixed amount of free services for low-income families, youth and children.
5.3: Career Counseling: Help youth develop personal plans covering their family, educational, career and income goals, andundertake realistic financial planning so they can realize their life goals, including starting a family, owning a car, purchasinga home, and travel.
5.4: Resource and Referral: Provide access information to enable youth and families to take advantage of the Los AngelesCounty Department of Mental Healths existing low- and no-cost mental health services, as well as other parenting, job-training, internship, tutoring, recreation and related programming.
5.5: Youth Workers: During the summer andfall of 2009, Community Build will appointtwo youth workers to conduct a communitysurvey that explores the proposed services andgathers input from youth about how to makethe services more accessible and useful.
Focus Area #5: Supporting Healthy Environments & Lifestyles (contd)
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34 Crenshaw Corridor: A Multigenerational Vision
1: Bring a new vision to Marlton Square
by promoting it as a cutting-edge
green destination
Yr 1 Yrs 2-3 Yrs 4-5
Timeline & Priorities
PROPOSED STRATEGY TIME FRAME
1.1 Re-visioning Marlton Square X
1.2 Youth workers develop video and hold
local community meetingsX
1.3 Resource identification X X X
1.4 Marketing & public relations
strategiesX X X
1.5 Technical assistance for new
small business operatorsX X
1.6 Leadership development
through the Business
Improvement District
X X
1.7 New services cultivation X X
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Crenshaw Corridor: A Multigenerational Vision 35
2: Develop new green businesses,
apprenticeship programs and job
placement services
Yr 1 Yrs 2-3 Yrs 4-5
2.1 Youth workers research green job
centers and present findings to business
leaders
X
2.2 Green jobs center defined X
2.3 University partnerships developed X
2.4 Research on forecasted job growth and
skills matchX X
2.5 Out-sourcing program developed
providing employment for local residentsX X
PROPOSED STRATEGY TIME FRAME
3: Develop housing for emancipated
foster youth and dorms for college
students
Yr 1 Yrs 2-3 Yrs 4-5
3.1 Youth workers report on level of youth
housing neededX
3.2 Sustainability study of public support
for youth housingX X
Timeline & Priorities
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36 Crenshaw Corridor: A Multigenerational Vision
3: Develop housing for emancipated
foster youth and dorms for college
students (contd)
Yr 1 Yrs 2-3 Yrs 4-5
3.3 Permanent supportive housing finance
and development X X X
3.4 Dorms and apartments for satellite
college campusX X
PROPOSED STRATEGY TIME FRAME
4: Satellite college campus and charter
schoolYr 1 Yrs 2-3 Yrs 4-5
4.1 Youth workers report on green
education centers and environmentalism-
themed charter schools
X
4.2 Resource identification among
government and private entitiesX X X
4.3 Satellite college campus X X
4.4 University partnerships X X X
4.5 Job-training partnerships X X X
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Crenshaw Corridor: A Multigenerational Vision 37
4.6 Research partnerships on growth
careers and career advancementopportunities
X
4.7 Charter primary and secondary schools
developedX X
4: Satellite college campus and charter
school (cont d)Yr 1 Yrs 2-3 Yrs 4-5
PROPOSED STRATEGY TIME FRAME
5: Community resource, referral and
treatment centerYr 1 Yrs 2-3 Yrs 4-5
5.1 Youth workers conduct a community
survey on proposed servicesX
5.2 Community resource, referral and
treatment center developedX X X
5.3 Career counseling provided X X X
5.4 Space-in-trade program partnership
with mental health professionalsX
5.5 Resource and referral services devel-
oped and deliveredX X X
Timeline & Priorities
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38 Crenshaw Corridor: A Multigenerational Vision
Appendix
Bicycle repair and bike delivery services
Car and truck mechanic jobs, production jobs, and gas-station jobs related to bio-diesel, vegetable oil and other alternative fuels
Energy retrofits to increase energy efficiency and conservation
Food production using organic and/or sustainably grown agricultural products
Furniture making from environmentally certified and recycled wood
Green building
Green waste composting on a large scale
Hauling and reuse of construction and demolition materials and debris (C&D)
Hazardous materials clean-up
Green (sustainable) landscaping
Manufacturing jobs related to large scale production of a wide range of appropriate technologies (i.e. solar panels, bike cargo systems, greenwaste bins, etc.)
Materials reuse/producing products made from recycled, non-toxic materials
Non-toxic household cleaning in residential and commercial buildings
Parks and open space maintenance and expansion
Printing with non-toxic inks and dyes and recycled papers
Public transit jobs
Recycling
Solar installation and maintenance
Tree cutting and pruning
Peri-urban and urban agriculture
Water retrofits to increase water efficiency and conservation
Whole home performance (i.e. HVAC, attic insulation, weatherization, etc.)
Green Jobs
The phase green-collar jobs commonly refers to traditional blue-collar jobs in green business, in other words, manual labor jobsin businesses and industries whose products and services directly improve environmental quality. Sources identify 22 differentsectors of the U.S. economy providing workers with green-collar jobs. These sectors include:
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Community Build, Inc.
Corporate & Administrative Office
4305 Degnan Blvd., Suite 105
Los Angeles, CA 90008
(323) 290-6560 (main)
(323) 294-2812 (fax)
Report Production:
Brian Shelton, Graphic Artist
Dawson Weber, Graphic Design
Eric Wat, Special Service for GroupsMapping Consultant
Todd Zagurski, Special Service for GroupsMapping Consultant