Transcript Sefa-Boakye, Kofi.ppt

The Global Warming Crisis:
A Two-Legged Conundrum

AGENDA
 SB 375 Greenhouse gas, travel and urban development
 Limitation of Technological Solution:
 The Two Legged Stool Analogy
 Auto centric Institutional Culture
 Policies Shape The Future
 The Compton Story
 New Institutional Paradigm: Inclusive Development
 Redevelopment Role:
 Smart Growth,
 Specific Plan,
 TOD, Housing etc.
 Open Space
THE COMPTON STORY:
A JOURNEY TO
SUSTAINABILITY:
April 1, 2009
Dr. Kofi Sefa-Boakye
Director
Community Redevelopment Agency
City of Compton
Location of Compton in the
Region
QUARTERLY
HISTORICAL TAXABLE SALES
COMPARISON
Gross Cash before Adjustments
$1,600,000
$1,400,000,000
$1,500,000
$1,200,000,000
$1,400,000
$1,000,000,000
$1,300,000
$1,200,000
$800,000,000
$1,100,000
$600,000,000
$1,000,000
$400,000,000
$900,000
$200,000,000
$800,000
$700,000
$0
COMPTON TOTAL
STATEWIDE TOTAL
CITY of COMPTON
Comparison of Sales Tax Per Capita and
Total Employed
$70
32,500
32,200
32,100
$60
32,000
31,900
$50
31,500
31,500
Sales Tax Per Capita
31,000
30,900
30,800
$30
30,600
30,600
30,500
30,500
30,500
$20
30,000
$10
$-
$56
$53
$49
$45
$50
$49
$49
$53
$60
2000
2001
2002
2003
2004
2005
2006
2007
2008Q3
29,500
2008Q4
Benchmark Year Ended Quarter
Source: Labor Market Inf o - Employment
MuniServices, LLC - Sales Tax
Compton Sales Tax Per Capita
Compton Total Employed
Total Employed Data as of 2008Q4
Total Employed
$40
LOS ANGELES COUNTY
SELECTED CITIES QUARTERLY SALES
TAX
Jurisdicition
General Food
Retail Products Trans. Constr.
B2B
Misc.
%
2007 Q3 Total 2008 Q3 Total Change
Largest Gain
2nd Largest Gain
Largest Decline
2nd Largest Decline
1,227,485 1,474,742 20.1% Service Stations
Department Stores
Auto Parts/Repair
Food Markets
Compton
32.2% -0.5% 17.5% 58.7% 15.9% -20.5%
Los Angeles
-6.0% -1.5% 5.3% -9.9% 5.0% 4.5% 100,199,649 99,373,171 -0.8% Service Stations
Energy Sales
Auto Sales - New
Light Industry
Los Angeles County
-7.2% -3.4% 8.8% -8.1% -25.5% 24.6% 13,014,844 12,348,102 -5.1% Service Stations
Heavy Industry
Energy Sales
Light Industry
Long Beach
-3.3% -6.2% 5.5% 10.3% 3.2% -15.5% 11,412,883 11,564,739 1.3% Service Stations
Bldg.Matls-Retail
Auto Sales - New
Bldg.Matls-Whsle
Torrance
-7.5%
1.8% -2.3% -16.6% 6.0% 17.3%
9,980,920 9,688,625 -2.9% Service Stations
Chemical Products
Auto Sales - New
Furniture/Appliance
Industry
-4.1% -2.6% -14.4% 8.8% -30.4% -34.1%
7,682,911 6,470,455 -15.8% Bldg.Matls-Whsle
Electronic Equipment Light Industry
Auto Sales - New
Pasadena
-10.7% -1.0% -8.8% -10.2% 8.1% -29.5%
7,650,266 7,256,691 -5.1% Energy Sales
Electronic Equipment Auto Sales - New
Department Stores
Santa Monica
-8.4% -1.6% -8.4% -9.4% -3.8% -4.7%
7,543,655 7,090,974 -6.0% Service Stations
Leasing
Auto Sales - New
Furniture/Appliance
Burbank
-4.4% -4.2% 12.7% -8.6% -2.4% 61.1%
7,273,034 7,179,020 -1.3% Service Stations
Energy Sales
Leasing
Restaurants
Santa Clarita
-10.5% -2.8% -11.0% -9.2% -2.6% -51.0%
7,048,727 6,429,641 -8.8% Service Stations
Heavy Industry
Auto Sales - New
Miscellaneous Retail
Glendale
3.2%
5.0% -15.4% -0.9% 0.1% -15.4%
6,847,999 6,603,831 -3.6% Apparel Stores
Service Stations
Auto Sales - New
Department Stores
Santa Fe Springs
-10.8%
0.3% -12.2% -10.7% 0.2% 35.0%
5,904,350 5,665,907 -4.0% Chemical Products
Heavy Industry
Office Equipment
Bldg.Matls-Whsle
Cerritos
-12.1% -1.3% -18.3% -12.6% 5.6% -22.2%
5,724,988 5,055,870 -11.7% Light Industry
Office Equipment
Auto Sales - New
Department Stores
Beverly Hills
-7.0% -1.7% -7.0% 4.9% 11.0% 7.9%
5,669,600 5,429,099 -4.2% Office Equipment
Service Stations
Miscellaneous Retail
Auto Sales - New
$80M GATEWAY
TOWNE CENTER
$42m WILLOW WALK TOWNHOME
DEVELOPMENT
$15M ALAMEDA COURT
DEVELOPMENT
WHY THIS SUDDEN
ECONOMIC
RESURGENCE?
ROOT CAUSE:
INTERNAL INSTITUTI0NAL
TRANSFORMATION
Background research
CHARRETTE WITH STAKE
HOLDERS
The
Agency in conjunction with ICF facilitated a planning
charrette as a series of intensive and focused meetings that
brought together major decision makers and key personnel
within the City’s departments to:
Exchange best practices,
Identify community needs, opportunities and constraints
confronting the City.
Create a direction on which developments policy makers
should pursue to achieve the vision of the City and
community. The result is a Smart Growth Implementation
Plan to chart a new course of development imperatives for
the City.
CHARETTE FOR STAKE
HOLDERS
Meetings with Staff, Decision Makers,
Stakeholders, Community Leaders, and
Development Community
•
Conventional Wisdom: Two
Metro Stations

Two transit stations
Downtown Rebirth
Outdated Auto dominated
Land Use (Current)
Proposed Specific Plan
Artesia Blue Line Station
TOD Employment Center

The Artesia Station area
is a good place to focus
long term efforts to
create quality jobs for
Compton Residents.
This area could grow to
be a more intensive
employment center
accessible by both
transit and highways
The Brickyard
Pocket Park
Roller Rink
Roller Rink
Compton and Bullis Rd