Work Sample_redevelopment proposal

Student 62

FOSTERING DIVERSE OPPORTUNITIESRedevelopment of the Former Cal Compact Landfill Site, City of Carson

USC PRICE SCHOOLMaster of Planning Comprehensive Exam

Economic Development ConcentrationSpring 2016

The Former Cal Compact Landfill Site in City of Carson is the largest urban infill development site available in Los Angeles County. With convenient location and high visibility, the city wants to trans-form this area into a regional retail and entertain-ment center.

The major site is a 157-acres landfill. Over the years, the city has ideas to bring retail, multi-family hous-ing, and hotel into this project site. However, the economic downturn and Great Recession impeded the development plan.

Last year, the site was proposed as the location for National Football League stadium with six planning areas surrounding the site. There are 580 acres of vacant land with commercial, industrial, and recre-ational uses and several of properties in those areas seem as “distressed properties”. However, the city was notified the NFL had instead approved a stadium location in the nearby City of Inglewood.

Consequently, there are 737-acre usable lands and the city is interested in ensuring quality and compati-ble development in the six areas with any new pro-posal for the former landfill site.

Due to the environmental contamination, the site needs corresponding remediation systems and that has resulted in a need for Remedial Action Plan loca-tions to be fixed with the construction above lands. To reduce the risk, planning of land uses among residents, developers, and city officials must be in consistency to avoid adjustment after construction.

According to the Economic Development Element, the City indicates that the community needs more “desti-nations” for public arts, outdoor meeting spaces, community events, and retailers in particular. Given the demand, the recommendation is to provide living, working, and playing functions in the project site and two planning areas outside the landfill.

The proposed open space will substitute for former multi-family units on the north part. It can be a park of public/performing arts or Sport Park, which inte-grates with surrounding atmosphere like Porsche Experience and Victoria Golf Course. The main target users are local residents and visitor so the construc-tion of about 3,000 parking for multi-family units will be cut. Also, with 42-acre park, the city will meet the city’s expected park ratio, 4 acres per 1,000 persons; and bring revenues in local economy from park events.

EXECUTIVE SUMMARYEXECUTIVE SUMMARY

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USCPice Spring 2016 MPL Comprehensive Exam | Stdudent #62

Fostering Diverse Opportunities, Redevelopment of the Former Cal Compact Landfill Site, City of Carson

The second recommendation is to place the housing units into planning areas adjacent to project site, which have bus lines to Los Angeles Downtown, Long Beach and San Pedro and no environmental con-straints. The existing uses of proposed sites are old-er/inferior office buildings, fast food, and auto sales on temporary use permits. By providing high density residential buildings along transit, ease the over-crowded and traffic congestion issue. Moreover, by improving a balance of jobs and housings, reduce the commute time for a better air quality.

Besides, the retail and hotel will still follow the site plan of The Boulevards at South Bay for the purpose of creation and diversity in jobs and retails.

The major challenges to the proposals might be lack of interactions with surrounding businesses, such as logistics industry; and absent of affordable housings. Responding to these issues, I developed a conceptual economic development plan. First thing is to preserve industry capacity, and encourage existing businesses corporate with future retails by logistics and whole-saling industries. Second, implement the Inclusion-ary Housing Ordinance to ensure the new housing constructions having affordable units.

Next steps: with growing opportunities, City shall help people finding their right fits by provide funding for non-profit organizations or community centers to offer job and housing listing update. The plan will also reach out to future employers and nearby educa-tional institutions to assist student’s employment by providing intern, part-time, and full-time opportuni-ties for the sustainable economic development pur-pose.

EXECUTIVE SUMMARY

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Executive Summary

Table of Contents

Part 1: Background and Professional Context 1.1 Local and Market Trends 1.1.1 Community Profile 1.1.2 Challenges and Opportunities 1.2 Local Serving Uses vs. Regional Serving Uses? 1.3 The Boulevards at South Bay 1.3.1 Strengths and Weaknesses? 1.3.2 Recommendations

Part 2: Concentration Solution 2.1 Potential Proposals 2.1.1 Alternative Uses 2.1.2 Alternative Residential Sites 2.1.3 Feasibility Analysis 2.2 Phasing 2.3 Economic Development

Conclusion

References

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TABLE OF CONTENTS

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1.1 Local and Market Trends

This section includes a community profile and over-view of regional, and local economic conditions appli-cable for the project site area.

The project site covers 157 acres of former landfill in the middle west of city of Carson with boundaries Del Amo Boulevard to the north, I-405 to the east, and Main street to the west. It is highly accessible and visible by the highways with more than 300,000 vehicles passing by daily.

1.1.1 Community Profile

Resident ProfileCity of Carson contains 93,271 residents, approxi-mately 0.92% of the population of the Los Angeles County. Comparing to the Los Angeles County, it has relatively small population but larger average house-hold size (3.55), which indicates higher density com-paring to the 2.98 of the County. The median house-hold income is $71,420, which is much higher than $55,870 of the LA County (American Community Survey, 2014).

According to the ESRI 2016, the estimated

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PART 1 BACKGROUND AND PROFESSIOAL CONTEXT

2015-2020 annual population growth rate is 0.35%.The population is steady; only 324 people would move into city of Carson in the following 4 years.

Based on the standards of Kosmont Companies, the boundary of local market is within 5 miles; and 20-25 miles are the range of regional market area. In local market, there are 599,785 people with median household income of $51,566; and 9,232,801 people in total within regional market with slightly higher income of $54,129. (Kosmont Companies, 2016)

Housing ProfileCity of Carson has 25,990 housing units in total with 20,747 single-family housings, 2,831 multi-family housings, and 2,412 mobile homes respectively. The 2000-2010 census also show that the single-family housing stocks is still growing at 4% growth rate, however, multi-family and mobile homes are decreas-ing.

The current vacancy rate of multi-family housings is 1.8%, which is below optimal rate* (Kosmont Compa-nies, 2016). According to the 2010 Census, 10.2 percent of the occupied housing in Carson was defined as overcrowded** with approximately 2,548 households in total (Census, 2010).

* A 5% vacancy rate is commonly considered optimal in that this level of vacancy is low, but yet indicates that an adequate supply of vacant units is available for renters wanting to move within the rental market.

** The Census defines overcrowded households as units with more than one person per room, excluding bathrooms, kitchens, hallways, and porches. Severely overcrowded is identified as over 1.5 persons per room.



Workforce ProfileWorkforce characteristics in the site area reveal that the most workers do not live in Carson. 49,582 work-ers employed in the city but live outside; 37,121 workers living in the city but employed outside. 2,899 workers living and employed in the city is minority. About 80% workers drive alone and 2% bike or walk, with 37% experiencing a travel time within 20 minutes and 52% spend-ing 20 to 90 or more — meaning that many travel outside of the community for work (ACS, 2014).

Industry ProfileExhibit 1 presents the percentages of employment for the city and county for major industry catego-ries. While the top three industries by number of employees serving as a steady employment base, Location Quotient (LQ) measures top three concentrated industries compared

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Exhibit 1. Major Industry Category in City of Carson

to the county (Blakely, 2013): Transportation and Warehousing, Utilities, Public Administra-tion, and Manufacturing.

Countywide, in 2013, the L.A. Economic Devel-opment Corporation identified the Manufactur-ing: Apparel, Motion picture and sound record-ing, and Performing arts and spectator sports as having the highest LQs in L.A. County (LAEDC, 2015). And the top three industries for employment growth potential in the next five years are the International Trade, Enter-tainment, and Professional Service and Tech-nology; sectors such as logistics, wholesaling, information services, and waste services.



Land UsesIn the six stadium planning areas surrounding the site, there are over 580 acres of vacant and devel-oped land with commercial, industrial, and recre-ational uses.

The existing uses of these areas on the north are logistics, storage, and golf course; to the east are office, fast food, and casual sit-down restaurant, such as McDonald’s Pizza Hut; on the west side locates waste management, Pepsi Bottle Group, and K-Mart shopping center; and auto sales on tempo-rary use permits, gas station, and post office on the southeast.

Ehhibit 2. Proposed NFL Stadium & Stadium Planning AreasSource: City of Carson

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* Middle-upper class is a combination of white-collar workers with college educations and post-graduate degrees. Income for these workers generally falls between $60,000 and $100,000.

The project site area has the characters that give it the potential to create a new era of sustainable eco-nomic development for the city. First, it is the largest urban landfill development site available in Los Angeles County and it has a good location; 13 miles to Los Angeles International Airport and close to the south bay communities. Second, the Porsche Experi-ence Center Los Angeles is going to open this year right on the north side of the project site. Third, there is one golf course next to the site and a multi-use sports complex with a 27,000-seat soccer stadium, a velodrome, and a tennis stadium within 4 miles. With these opportunities, Carson could bring people in and become an entertainment center attracting people from regional, national, or interna-tional area.

However, the site also has many challenges that keep it from optimizing its opportunities with the sur-rounding existing resources. First, from the land-scape perspective, several of the properties in the six planning areas are distressed properties needed to repair. Second, the city of Carson is overcrowded and lack of multi-family housing. If city aim to bring more population in here, city shall come up with

1.1.2 Challenges and Opportunities

housing capacity plan. Third, the local residents are middle-upper class* with $71,420 median household income. How to reconcile local needs with proposed regional retail and entertainment center? And how to preserve or transit local logistics, warehousing and manufacturing industry to respond to the impacts by new development?

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1.2 Local Serving Uses vs. Regional Serving Uses?

The existing retail development in Carson is concen-trated on low-median quality (Walmart, Target, Sears, IHOP, Five Guys, …etc.) and the retail catego-ries are not diversified enough to meet local resi-dents’ needs with the lack of specialty foods stores, clothing stores, general merchandise stores, and drinking places, ...etc. Additionally, industry land use has been a large portion of Carson. The city wants to maximize shopping and entertainment opportunities in the middle portion of Carson. For this reason, it is rational to emphasize the retail uses in the proposed site plan.

The proposed 688,700-sf outlet would be the only one outlet within 15 miles, which is between the local and regional serving range (10 to 20 miles). Citadel Outlets is 18 miles away from this site. In terms of distance, the proposed outlet should carry both local and regional retail needs. According to the demographic and market analysis by Kosmont, the entire city of Carson is included within 3 miles drive and the median household income is a little higher than population outside the 3 miles boundary. While providing regional serving with outlet retail, this project site has other enough spaces to

accommodate retail stores of local serving base; and the target potential customers (0-20 miles) would be middle class.

Basically, the local and regional consuming ability seem not that opposite (within 25 miles). The plan would respond to both local and regional uses. If there is a conflict between potential local serving and regional serving uses at this site, I would utilize these three retail-parcel (688,700 sf, 132,000 sf, and 678,000 sf) spaces to reconcile with local and region-al needs.

$61,469

$51,566

$54,129

25 mile

Exhibit 3. Local Market Radii and Drive Time with Median Household IncomeSource: Kosmont Companies, 2016

40 mins

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1.3 The Boulevards at South Bay

1.3.1 Strengths and Weaknesses?

The following is the strengths and weaknesses table after evaluating the strategies presented in The Boulevards at South Bay docu-ment:

Land UseStrengths – Opportunity to create local/ regional/international retail and entertainment centerWeakness – Adjacent to industrial uses – Residential units separate north and south commercial uses

CirculationStrengths – Locate near four major freeways – Locate 13 miles from Los Angeles International Airport – Convenient bus transportation systemWeakness – Lack of bike facility – Lack of surrounding pedestrian-friendly infrastructure

Economic DevelopmentStrengths – Employment opportunity – Retail stores in diversity – Regional draw with Ikea (visible 10 miles away) and Porsche ExperienceWeakness – No on-site affordable housing – No redevelopment obligations addressing socio-economic issues – No interactions with surrounding major businesses (logistics industry)

CirculationStrengths – Job-housing linkage creation – Environmental remedial system generate electricity and enable reuse water for plants above landfill capWeakness – Lack of open space to mitigate different uses from residential units – Proximity to freeways leads to high levels of air pollution

SocialStrengths – Vibrant atmosphere – Attract greater regional attention and investmentWeakness – Activities in the area are insular – Pull the site away from the surrounding community


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1.3.2 Recommendations


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The following is the strengths and weaknesses table after evaluating the strategies presented in The Boulevards at South Bay docu-ment:

Based on my understanding, the project site is strongly retail and entertainment oriented. I would recommend rearranging the uses to emphasize the transition of commercial and residential land uses.

There are five cells in this site as showed on the exhibit 4. By moving upper two residential cells southward (west of proposed hotel) and rearranging outlet, entertain-ment, and power retail uses, enable the commercial and resi-dential areas have integrity respec-tively.

With rearrangement, we could keep all the functions of proposed uses (retail, residential, and hotel) in a more integrated but separate way. The strengths mentioned above would still exist; however, we could mitigate some of the weaknesses.

• 0.1 mile to 0.5 mile: increase the distance between existing industry land and proposed resi-dential use

• Expansion of the integrity in commercial use: combine the proposed retail use with Porsche Experience

• Proposed Multi-family units as a catalyst: create a smooth tran-sition from single-family, multi-family to retail. Build a welcoming atmosphere to local residents

• Mitigation of different uses: with the residential units facing either residential area (southward) or retail area (northward), resi-dents can decide the way they want to mitigate the feeling of transition

• Lower the opportunity of pol-lution: use retail and hotel build-ings as barrier to highway; decrease the opportunity to expose to noise and pollution

MULTIFAMILY HOTEL

RETAIL

Exhibit 4. Redevelopment AlternativeSource: City of Carson. Land Use Maps



2.1 Potential Proposals

2.1.1 Alternative Uses

Given the site’ s local as well as regional location, I agree with most proposed uses in The Boulevards at South Bay document.

According to the Economic Development Element of the General Plan by city of Carson, city staff and members of Econom-ic Development Commission identified Carson has large daytime residential popu-lation and residents do spend money on entertainment; total household retail expenditures by residents within the 5-mile primary trade area are estimated to increase about 10.0 percent from 2005 to 2020 (Environmental Impact Report, 2005). From the larger perspective, Carson’s exter-nal image is being undeserved, especially of retail market. And the city needs for more destinations to bring revenues (Economic Development Element, 2013). Based on these points, I think it is appropriate to propose large portion of retail uses on this site and offering corresponding hotel rooms for visitor.

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PART 2 CONCENTRATION SOLUTION

Strengths

Weaknesses

Residents who do spend

money on entertainment

Little inclu-sion/display of Public Art

Large daytime residential population

Stable residential population

Recognizable Landmarks (Goodyear

Blimp)

Few Outdoor Meeting Spaces

Need more Community Events (i.e. Outdoor) Concerts)

The city’s external image of

being under-served (espe-

cially by Retailers)

Need for more “destinations”

Lack of Regional new

filming locations

Exhibit 5. Strengths and Weaknesses, City of CarsonSource: Economic Development Element, City of Carson. 2013



However, some public objectives prefer different desirable uses. Economic Development Element also indicated that Carson has weaknesses such as little inclu-sion and display of public arts, few outdoor meeting places, and need more community events. Respond-ing to these opinions, I would recommend that open space might be a good substitute for multi-fam-ily units. Although Carson has several active parks and communi-ty centers, it does not have a “des-tination-like” open space. This site could have a smaller scale park with public arts, and become a place for community events.

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Open Space

Exhibit 6. Proposed Alternative UseSource: The Boulevards at South Bay




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Victoria Golf Course

Goodyear BlimpAirport

Porsche Experience

PotentialOpen Space

Retail

Hotel

Exhibit 7. Proposed Alternative Use - VisionSource: Google Maps, Google Images, Porsche Experience Officail Website



2.1.2 Alternative Residential Sites

As for the housing, I agree with city to discourage resi-dential use on the site. Although based on client briefing it is safe to build residential building on landfill, I would not take this risk. As the Environmental Remedial Sys-tems Diagram shows, there are several piles and vertical extraction well under building construction. If the reme-dial systems need repair someday in the future, it would be more complicated when people live on them. Open space and retail could temporary closed for the repair propose, residential could not. If city have to place resi-dential buildings on the site, I think it is necessary to have a plan of evacuation for residents beforehand in case.

Due to these concerns, I would recommend moving residential out from the site to the surrounding underutilized commercial lands.

The existing zoning of proposed sites is commercial and there are at least four bus-lines around to downtown LA, Long Beach, and San Pedro. City could encourage mixed use and transit-oriented development in commercial area by mixed-use and TOD program. Mixed-use devel-opment standards in the commercial areas are more flexible, with the intention of accommodating a range of unit types and sizes (City of West Hollywood, 2013).


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Victoria Golf Course

Goodyear BlimpAirport

Porsche Experience

ProposedOpen Space

Retail

Hotel

Commercial to

Mixed Use

Commercial to

Mixed UseExhibit 8. Proposed PlanSource: Google Maps



Exhibit 9. Potential Sites for Residential UnitsSource: Carson Vision Plan, City of Carson. 2016

These two sites could accommodate multi-family units based on city’s needs. Both of them locate in the previous stadium planning areas sur-rounding the project site and have no environ-mental constraints (City of Carson, 2016). First one is planning area number 5; it is 34 acres, occupied by older/inferior office buildings (Peiser, 2012) and fast food, which might be not competi-tive with future development. Second one is planning area 6, 27 acres; some part of its exist-ing uses is auto sales on temporary use permits. I would recommend putting mix-used buildings with affordable units to accommodate residents and those living in mobile homes.

By moving uses around, I reemphasize the integ-rity of each land use. Moreover, utilize land resources to accommodate different uses and persons in diversity.


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*The 2010-2014 median gross rent in Carson is $920**Current population: 92,678; assuming 1,550 units accommodate 3,100 residents; Proposed open space: 42 acres.

2.1.3 Feasibility Analysis

My recommendation is to take residential units out of this project site for the follow-ing reasons: First, 1,550 residential units require 3,238 parking spaces, which means about 3,000 cars would exist in this site. Second, if the Environmental Remedial System has safety issues some-day, the worst case might need to relocate the residents with corresponding compen-sation. Third, the current park and popu-lation ratio is 3.5 acres per 1,000 persons. Adding residential unit will decrease the ratio and slow down the way reaching the City’s target ratio of four acres per 1,000 persons (Final Environmental Report, 2006).


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3,238 Parking

Relocation Fee

Park Ratio

Traffic CongestionAir Quality Impact

1,550 units * $920 median gross rent 1,426,000 per months*

3.5 3.4 acres per 1,000 persons**

Exhibit 10. Adversely Affected by Proposed Multifamily HousingSource: Final EIR, Census



Alternative open space use could mitigate these points and bring other benefits; First, the mainly users of open space might be local residents, visitors, and retail shoppers, who would walk and take public transit (Uber) to here; reduce potential traffic. Second, decrease the potential relocation number of people to save budget. Third, increase the park ratio from 3.5 to 4 acres per persons. Forth, open space could hold community events, which bring revenues, and drive local economic development.


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3,238 Parking

Relocation Fee

Park Ratio

WalkerBikersPublic Transit

Save $1,426,000

3.5 4 acres per 1,000 personsMeet the City’s goal

Space for Community Events

RevenuesLocal Economic Development

Exhibit 11. Benefits of Alternative UseSource: Calculation by student #62



2.2 Phasing

According to The Boulevards at South Bay Specific Plan (Carson Marketplace, 2011), the site needs nine years and three principle phases to complete. The three phases are:

(1) Site Preparation(2) Implementation of the Remedial Action Plan (RAP)(3) Site Construction.


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Site Preparation

RAP

Construction

Site Construction

mass grading, dynamic compaction, fill-and-cap foundation, rough grading and the establishment of building pads

establishment of structur-al slabs, utility installa-tion, building construc-tion, roads, parking lots and landscaping

installation of the cap/requisite contain-ment/collection/treatment facilities, placement of piles

off-site improvements

2008

2010

2011 2015

Exhibit 12. Original Construction Timeline of The Boulevards at South BaySource: Carson Marketplace Specific Plan, 2011



Given the size, it is hard to believe these three phases can be done all in once. However, it is possi-ble and feasible by client’s narrative. The client hopes to complete all the constructions before open-ing retail stores, or it might give customers a nega-tive shopping experience with grading and dust next to the mall. Therefore, all the phases should be done in “sequential one phase” because phases do overlap of activities with each other. From their narrative, I think we define the word “phase” in different way.

To me, the definition of phase is more on construc-tion side; not based on the timeline. I agree with Carson Marketplace that the site has to be developed in phases. The pad dimensions and foundation loca-tions depend on uses above the land. As construc-tion of the building foundation is tied to user demand, this phase of construction could proceed in multiple phases. Consequently, the buildings above the foundations also be developed in multiple phases. For the reason that having a specific plan before construction is important. Also, contingent on the approval of the Planning Officer, access and mitigation measures must be implemented so the development in each phase does not produce

unforeseen impacts to reduce the risk (Carson Mar-ketplace, 2011). These might be the only ways to minimize therisk, or it would cause more time and money either ways.


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Foundation

Use

FIXED

Exhibit 13. Relation Between Pre-determined Foundation and Land UsesSource: Carson Marketplace, Specific Plan, 2012



2.3 Economic Development Plan

My economic development plan considers the strengths, weaknesses, and future challenges of city of Carson, and recognizes the impor-tance of balancing near-term goals of preserv-ing existing industries, with longer term goals to position the community for future opportu-nities. The following goals represent a phased approach for near-, mid- and long-term mea-sures that focus on stimulate economic devel-opment, while also protecting the disadvantage groups.

The nearby example I would envision for this location is in the city of Ontario. Ontario has a popular outlet – Ontario Mills, which is about 54 miles away from project site. The setting is much bigger than project site but the use arrangements are similar to my vision; with open spaces, shopping center, and housings. It is a successful case by zoning with following goals: a balance of employment, shopping and housing opportunities reducing the need for long commute; a higher density housing orien-tation, recognizing trends toward smaller household size; and a mixture of recreation

and entertainment opportunities for Center users. The median household income of On-tario is $54,156 (American Community Survey, 2014), which is much lower than Carson. With this precedent, I assume the combination uses of recreational and retail would be doable in Carson in which has higher consuming power.

VisionTo create a regional retail and entertainment center that capitalizes on current/emerging industries to provide diverse job opportunities to a regional workforce; and provide open space and housing to enhance quality of life.


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Goal 1: Create a diverse employment hub that phases in new industries, while supporting existing industries.

The main existing businesses include manufacturing and logistics. With introducing new retail stores, the existing businesses might have opportunity to grow with market trends by providing logistics and wholesaling.

• Emphasize the preservation of industrial capacity for current and future need. While the retail’s future is uncertain, the industrial space currently houses a large number of jobs that must be preserved. Furthermore, it is important to maintain industrial capacity to be able to absorb other opportunities in the county’s growing international trade, entertainment, and professional service and technology.

• Emphasize on the preservation of industries locate on west and north of the project site.

Goal 2: Create “destination” and encourage community to engage in community events, public arts to bring revenues.

By proposing open space on the north side of project site, offer community a destination and outdoors meeting places.

• Integrate with Porsche Experience center, Victoria Golf Course and StubHub Center across highway to stimulate spectator sports industry.

• Bring performing arts and events in the open space to attract residents and visitors who would spend money on surrounding businesses.


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Goal 4: Assist employers and residents in finding the right personnel for their business and homes.

With growing opportunities, city shall help people finding their right fits for the sustainable economic development purpose.

• Work with non-profit or community center to provide job/housing listing update.

• Proposed retail, hotel and existing businesses shall work with California State University, Dominguez Hills to assist student’s employment by providing intern, part-time, and full-time opportunities.

Goal 3: Make the best and highest use of underutilized vacant land nearby; provide housings for people in needs.

Respond to the overcrowded housing issue; create mixed-use development on the southeast commercial zone.

• Promote multifamily housing around transit system by mixed-use and transit-oriented program.

• Implement inclusionary housing ordinance to ensure affordable units in new housing development. This set-aside is 20 percent for projects with over ten units and one unit for projects with ten or fewer units. For projects with ten or fewer units, the City allows the option of paying an in-lieu fee that is deposited into the City’s Trust Fund.

• Relocate residents living in mobile homes to affordable units to improve city’s overall image.


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The proposals outlined in this document seek to make this area more attractive by coordinating with sur-rounding land uses. By providing 42-acre open space replacing multi-family units in the site for local resi-dents and visitors, create a destination of public arts and community events. Also, by proposing potential 62-acre commercial and residential sites with no environmental constraints adjacent to project site, encourage the best and highest uses on underutilized lands and buildings. These proposals address the different desirable land uses and meet the public’s needs.

The proposals synthesize working, living, and enter-tainment. It provides opportunities for businesses to follow the economic trends; a balance of working and living spaces to reduce commute time/air pollution; and open spaces integrated with surrounding Porsche Experience and golf course for recreational use. With job/housing/entertainment creation, city of Carson will guide a new era of sustainable economic develop-ment.

CONCLUSION

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12. [Untitled photograph of Hotel]. Retrieved from https://www.google.com/search?q=hotel&espv =2&biw=1146&bih=580&site=webhp&tbm=isch &source=lnms&sa=X&ved=0ahUKEwjf2JmKrb TMAhUK2GMKHUXGBrUQ_AUICCgD#imgrc=W7 NHlso26Fg_SM%3A13. [Untitled photograph of Park]. Retrieved from https://ibiartwestpalm.wordpress.com/ 2015/02/16/landscape-public-art-for-mlb-train ing-park/14. [Untitled photograph of Porsche Experience]. Retrieved from https://www.porschedriving.com /centers/Los-Angeles15. [Untitled photograph of Shopping Mall]. Retrieved from https://www.google.com/search?noj=1&tb m=isch&q=open+shopping+mall&spell=1&sa=X& ved=0ahUKEwjku7rGqLTMAhUURmMKHZLUDao QBQgaKAA&dpr=1.25&biw=1146&bih=545#imgrc =D3kXS3Zi_6CQ8M%3A16. [Untitled photograph of Victoria Golf Course]. Retrieved from http://www.golfadvisor.com/ courses/131-the-links-at-victoria-golf-course/ #slide-course-607217. U.S. Census Bureau. Census 2010.

1. American Community Survey. 2014 5-Year Esti mate.2. Blakely, E. J., & Green-Leigh, N. (2013). Planning Local Economic Development: Theory and Practice. Los Angeles: SAGE.3. Carson Marketplace, LLC. (2011). The Boulevards at South Bay Specific Plan.4. City of Carson. (2016). Carson Vision Plan.5. City of Carson. (2013). Economic Development Element of the General Plan.6. City of West Hollywood. (2013). West Hollywood Housing Element Update. 7. Environmental Impact Report Draft. (2003). Carson Marketplace.8. Final Environmental Impact Report. (2006). Carson Marketplace.9. Kosmont Companies. (2016). Carson Vision Plan: Demographic and Market Analysis.10. LAEDC Institute for Applied Economics. (2015). Los Angeles: People, Industry, and Jobs.11. Peiser R. B. and Hamilton D. (2012). Professional Real Estate Development. Urban Land Institute.

REFERENCES

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Documents

Work Sample_redevelopment proposal