USING BRANDING TO REVITALIZE DOWNTOWNS
A Thesis
Presented to the
Faculty of
California State Polytechnic University, Pomona
In Partial Fulfillment
Of the Requirements for the Degree
Master in Urban and Regional Planning
By
Cynthia Burgos
2019
SIGNATURE PAGE
THESIS: USING BRANDING TO REVITALIZE DOWNTOWNS
AUTHOR: Cynthia Burgos
DATE SUBMITTED: Summer 2019
Department of Urban and Regional Planning
Dr. Dina Abdulkarim Thesis Committee Chair Urban and Regional Planning
Dr. Julianna Delgado Urban and Regional Planning
Professor Richard Zimmer Urban and Regional Planning
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ACKNOWLEDGEMENTS
I would first like to thank my thesis advisor Dr. Dina Abdulkarim of the Department of Urban and Regional Planning at Cal Poly Pomona. I am extremely thankful and indebted to Dr. Abdulkarim for her valuable guidance and encouragement. I would also like to take this opportunity to express gratitude to all of the Department faculty members for their help and support.
Finally, I must express my very profound gratitude to my Mother, my sister Leticia and my study buddy Max for providing me with unfailing support and continuous encouragement throughout my years of study and through the process of researching and writing this thesis. This accomplishment would not have been possible without them.
Thank you.
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ABSTRACT
The goal of this thesis is to analyze how cities use branding as a tool for revitalizing
their downtown areas. Past studies have focused on the individual aspects of branding, such
as creating a sense of place or a business mix, but little attention has been paid to the collective process of implementing a brand. Hence, the objective of this thesis was to study how two cities used branding to revitalize their downtowns. The cities of Brea and Santa
Ana were selected as case studies because each city took a different approach to branding.
Brea created a brand first and then built a downtown to match its brand, while Santa Ana rebranded its downtown by focusing on changing the existing businesses and attracting a new demographic into the area. Data for this research was collected using public records, direct observation and interviews. The objective of examining public records was to gain a preliminary understanding of the cities, while the interviews shed light on the decision- making and challenges behind implementing the brand. Based on the research, a list of findings were created, including community involvement, identifying an area’s assets and weaknesses, developing a plan, implementing policies, and reviewing, analyzing and modifying the brand. However, since this thesis was limited in time and scope, further research is needed to gain a full understanding of the branding process. Future research should focus on a longitudinal study that could examine the long-term benefits and weaknesses of branding.
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TABLE OF CONTENTS
SIGNATURE PAGE ...... ii
ACKNOWLEDGEMENTS ...... iii
ABSTRACT ...... iv
FIGURES ...... vii
CHAPTER 1: INTRODUCTION ...... 1
CHAPTER 2: LITERATURE REVIEW ...... 4
CHAPTER 3: METHODOLOGY ...... 12
CHAPTER 4: BREA: FAMILY ORIENTED DESTINATION ...... 23
CHAPTER 5: SANTA ANA: AN ENTERTAINMENT ORIENTED DESTINATION. 44
CHAPTER 6: FINDINGS ...... 86
CHAPTER 7: CONCLUSION ...... 96
REFERENCES ...... 97
APPENDIX A: David Crabtree, City of Brea Community Development Director ...... 106
APPENDIX B: Michael Guzman, Brea Chamber of Commerce………………………108
APPENDIX C: Leslie De LA Rosa, Brea Downtown Owners Association……..…...... 111
APPENDIX D: Leigh A. Eisen, Santa Ana Downtown Development Liaison…….…..112
APPENDIX E: Francisco Martinez, Santa Ana Resident ...... 114
APPENDIX F: Kay Ayazi, Santa Ana Business Owner...... 117
APPENDIX G: Maricela Vela, Santa Ana Business Owner ...... 122
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APPENDIX H: Ryan Smolar, BID Manager for Downtown Inc...... 126
APPENDIX I: Madeline Spencer, Santa Ana Business Council Representative…...... 128
APPENDIX J: Sean Coolidge, Eat DTSA ...... 132
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FIGURES
Figure 1. Illustration of the three phases of development in Downtown Brea, by Cynthia
Burgos (2019)……………………………………………………………………28
Figure 2. Photo of Gateway Center, by Colliers International (2019). Retrieved from
https://www.realmassive.com/media/4839255556751360...... 29
Figure 3. Photo of Ash Street Cottages, by Cynthia Burgos (2019)………………….…30
Figure 4. Photo of Birch Street Promenade, by Cynthia Burgos (2019)………………...31
Figure 5. Photo of Downtown Brea, May 1975. By W. Weiss (1975). Orange County
Archives. Retrieved from
https://www.flickr.com/photos/ocarchives/1244304614...... 33
Figure 6. Photo of outdoor seating on Birch Street Promenade, by Cynthia Burgos
(2019)………………………………………………………………………….…34
Figure 7. Photo of Brea sign, by Cynthia Burgos (2019)……………………………..…37
Figure 8. Photo of “Charlie’s Clock”, by Cynthia Burgos (2019)………………………38
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Figure 9. Photo of Spurgeon Building 1953. By Online Archive of California (1953).
Retrieved from https://oac.cdlib.org/ark:/13030/c85m64gg/?brand=oac4...... 51
Figure 10. Photo of Spurgeon Building, by Cynthia Burgos (2019)………………….…51
Figure 11. Illustration of Downtown Santa Ana, by Cynthia Burgos (2019)……………52
Figure 12. Photo of Savor Santa Ana at the Fourth Street Market, by Cynthia Burgos
(2018)………………………………………………………………………….…63
Figure 13. Photo of Noche de Altares, by Cynthia Burgos (2018)……………...………65
Figure 14. Photo of the East End, by Cynthia Burgos (2019)……………………..…….67
Figure 15. Photo of the Artist Village Apartments, by Cynthia Burgos (2019)…………68
Figure 16. Illustration of the Artist Village, by Cynthia Burgos (2019)……………...…69
Figure 17. Photo of the Santora Building, by Cynthia Burgos (2019)……………..……71
Figure 18. Illustration of the East End, by Cynthia Burgos (2019)………………...……72
Figure 19. Photo of the Yost Theater, by Cynthia Burgos (2019)………………………73
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Figure 20. Photo of Fiesta Marketplace in 2002, by Santa Ana Public Library/Santa Ana
History Room Photograph Collection (2002). Retrieved from
http://imgzoom.cdlib.org/Fullscreen.ics?ark=ark:/13030/kt396nb7wv/z1&&brand
=oac4...... 74
Figure 21. Photo of the East End, by Cynthia Burgos (2019)……………………...……75
Figure 22. Illustration of the West End, by Cynthia Burgos (2019)……………….……75
Figure 23. Photo of the West End Theater, by Cynthia Burgos (2019)…………………77
Figure 24. Illustration of La Cuatro, by Cynthia Burgos (2019)……………………...…78
Figure 25. Photo of La Cuatro, by Cynthia Burgos (2019)……………………………...79
Figure 26. Photo of Downtown Santa Ana Signage, by Cynthia Burgos (2019)……..…82
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CHAPTER 1
INTRODUCTION
This thesis examines how two cities have used branding to revitalize their downtowns. Historically, downtowns have played a critical role in the economy of cities,
with many constituting a sizable share of a city’s tax base. However, with increasing
competition from malls, superstores, retail parks, and online retailers, many downtowns have been unable to compete effectively. The decline of downtowns began in the 1950s when stores that were once located downtown relocated to strip malls and shopping malls in suburban neighborhoods. The opening of the first suburban shopping mall in 1956, increased automobile ownership, and the arrival of the interstate highway all contributed to the mass departure of retail from downtowns. For decades, as shopping malls became more popular, many cities ignored their downtowns in favor of new and modern malls.
However, in the last twenty years, many cities have once again begun to see the benefit of having an active downtown. Since the 1970s, the majority of US cities have undertaken redevelopment of their downtowns, resulting in a revitalization of these areas (Sneed,
2011). No longer merely shopping destinations, downtowns are once again becoming the
core of their respective towns.
Creating a downtown brand has become one of cities’ main strategies for
revitalizing their downtowns. Branding is defined as the promotion of a particular product
or company through advertising and distinctive design. Although typically associated with
companies and products, branding has become a strategy that cities use to attract customers to their downtowns. Downtown branding uses traditional branding techniques such as
1 slogans, signs, and logos, but they further create a brand by creating a unique downtown
image and culture. Historical buildings, natural landmarks, and a good retail mix are examples of a brand that influences people’s expectations and perceptions of an area (Ryu,
2011). According to Ryu, “Downtown culture influences values, beliefs, and behaviors of stakeholders in a community, and in turn, determines the characteristics of the community.”
Downtown culture represents an area’s history, heritage and identity, because that is where a community’s history and norms began. There is so much competition that creating a brand allows cities to promote the unique characteristics of their downtowns. To create a brand, a city must take a holistic approach, aligning an area’s architectural design, businesses, and events to meet the promoted image. Many recent studies have focused on how branding has been used to revitalize downtowns, such as creating a sense of place or a business mix, but less attention has been paid to the collective process of implementing a brand. Creating a brand is a layered process that cannot be done by focusing on only one aspect of branding; it must be done holistically. For example, if a city would like to market its downtown as a nightlife destination but does not have the appropriate business mix, or the local community does not share the vision, then the brand is destined to struggle.
Therefore, further research is required to understand the complete process of branding. As more and more cities attempt to revitalize their downtowns, it is crucial to understand how cities have successfully used branding in the past.
This thesis will examine two different cities: Santa Ana, which has an established downtown but is in the process of rebranding, and Brea, which completely rebuilt its downtown to match a new brand. My research will examine the various methods Brea and
2 Santa Ana have taken to revitalize their downtowns, and I plan to examine the difficulties the two cities have encountered while implementing their branding strategies.
3 CHAPTER 2
LITERATURE REVIEW
Defining a Brand
A downtown’s image is a composite of many things such as historical buildings, natural landmarks, and retail mix. It is these things that influence people’s expectations and perceptions of a downtown (Ryu, 2011). Although branding has typically been associated with products rather than locations, as cities tend to blend into a single global marketplace, creating a well-defined brand can be an effective way to positively promote a downtown’s distinctive features (Ryu, 2012). A downtown’s unique characteristics include its retail centers, historic buildings, landscape, entertainment facilities, and brand events designed to attract tourists as well as locals. In creating a downtown brand, marketing managers must determine ways to enhance visitors’ positive experiences with the brand, which will ultimately determine its success (Beckman, 2013).
Creating a brand is different for all cities, because not all downtowns begin at the same “level”: cities with a long history of economic decline are likely to have a strong negative brand that needs to be overcome, while a community with a rich cultural history will already have a strong, positive brand (Runyan, 2006). Branding is more than just highlighting a location’s unique qualities. For many cities, a negative image deters an influx of new residents and investment, perpetuating a state of underdevelopment (Gibson,
2005), whereas an effective brand can be the crucial factor in local consumers’ decisions
to shop or dine downtown. A downtown’s brand is therefore critical to its marketing
success (Runyan, 2006).
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The Benefits of Branding
Creating a brand for a downtown means creating an image that will positively
differentiate that area from other community shopping areas or neighboring downtowns
(Runyan, 2006). Studies have shown that a strong brand identity has a positive influence
on a downtown’s success (Sneed, 2011). To successfully brand a downtown means
showcasing the features and businesses that will lure the desired demographics into the
area. Once consumers arrive in an area, they tend to stay for additional activities such as
dining and entertainment. This increase in local activities will lend a sense of vibrancy to
a downtown, and vibrant downtowns are more likely to have a favorable business
performance (Ryu, 2011). As well as attracting customers into an area, branding also
affects the way local business owners view downtowns. Many business owners perceive
branded downtowns as having fewer vacant buildings and greater economic success
relative to competing retail venues, and local businesses are seen as being more successful
(Sneed, 2011).
Branding Methods
Successful branding needs to be done holistically, with all aspects of a downtown
being taken into consideration. Thus, branding must be done in concert with various other
strategies and policies, and it must be supported by policy, design, structures, and events on the ground. If a downtown is branded as a family-oriented destination but the streets are not safe and there are only a few family restaurants, then that brand is not going to be successful. Hence, cities must use a variety of strategies to promote a downtown’s brand.
5 Some strategies can be done solely by the city, such as wayfaring and positioning, while
other strategies such as BIDS, a business mix, and market rituals require the aid of multiple
stakeholders. All of the following strategies are important in creating a brand. Individually,
each strategy can be used to enhance an area’s brand, but to successfully create a new brand, a mix of the following strategies must be implemented.
Sense of place. Creating a positive brand for a downtown means creating an image that will lure businesses and consumers to the area. One of the most critical strategies for branding is creating a sense of place. This is the understanding that each community and landscape is unique and deserves to be treated as such. It means creating an overall impression of an area by projecting the sum of the beliefs, ideas, and impressions that people have of that place (Aitken, 2013).
There are many ways to create a sense of place, but according to Runyan, the top
three qualities that people want is a walkable community, business development, and
historic preservation (Runyan, 2006). Creating a walkable downtown is crucial as it
provides an opportunity for people to meet and interact with their neighbors. This creates
a sense of community that is not always achieved in more car-centric developments.
Pedestrian improvements can strengthen a sense of place, and it is one of the most widely
used and most highly successful development strategies for downtowns (Sneed, 2011).
Having safe, pedestrian-friendly spaces is essential for creating a sense of place, but almost
as important is historic preservation. A 1999 survey of 57 small-city downtown planning
managers found that the most crucial sense-of-place characteristic for downtowns was
historic preservation, listed as the top downtown asset by 34 of the 57 (Sneed, 2011).
6 Preserving historic buildings helps cement the image of the uniqueness of an area, since
historic buildings represent the heart and history of a city.
Positioning. Positioning is a strategy used to communicate a brand image to consumers. Symbols, slogans, logos, historical plaques, holiday decorations, sculptures, benches, and banners depicting an area as, for example, “The Artist Village” or “Antique
Row” are all examples of positioning. This is used to communicate the brand of an area to
the public (Pryor, 2007), and these devices help people differentiate an area from
neighboring downtowns. Having a strong and consistent positioning statement gives an
area a strong brand.
An essential part of building a successful brand is understanding the needs of
stakeholders and ensuring that their goals are in harmony with community needs and
expectations (Kemp, 2011). However, since many downtowns are governed by a mixture
of public and private stakeholders, it is often difficult to present a consistent positioning
plan. Successfully transmitting a clear image to consumers leads to a strong brand identity,
as positioning informs them about an area’s target demographic and if it is somewhere they
will want to visit (Runyan, 2006).
Market place rituals (events). Once a sense of place has been created, it must be
accompanied by events that complement the brand. Such events include street parties,
parades, ceremonies, sales events, and artistic performances (Pryor, 2007). Hosting events
is a way in which areas can illustrate their brand while attracting more people to the area.
For example, Austin, Texas has branded itself as an entertainment city. To promote this
7 brand, the city of Austin hosts approximately 200 live music venues, and nearly 1,900
recording artists reside in the area. Austin has more live music venues per capita than other
cities known for music, such as Nashville, New Orleans, Memphis, Los Angeles, Las
Vegas, and New York City (Kemp, 2011).
Business mix. Integral to creating a vibrant downtown is having a mix of businesses in the area. A variety of businesses is important because there is a perception that the overall attractiveness of an area centers on the number of stores present (Sneed, 2011).
Having a variety of businesses is referred to as multi-purpose shopping (Runyan, 2006).
Consumers have a positive opinion of areas with a mix of businesses, and they rate the retail mix as more important than accessibility, parking, or infrastructure (Sneed, 2011).
Areas with a variety of businesses are perceived as more attractive, and they allow consumers to combine shopping with other activities, thus creating multipurpose trips
(Runyan, 2006). Consumers find downtowns with bundling of businesses more attractive because it reduces the cost and time of travel as shorter and fewer trips are required (Sneed,
2011).
Business improvement district. In the past, downtown renewal projects were mostly financed by federal grants and led by city planning departments. Today’s downtown revitalization process is often self-financed by local businesses and initiated by public– private partnerships (Mitchell, 2001). One of the leading ways the public–private process is implemented is through business improvement districts (BIDs). This is one of the most critical strategies cities use when revitalizing downtowns. BIDs vary from city to city but
8 the basic concept is the same: they are organizations comprising property owners that have agreed to pay added taxes or fees for an extra level of public services (Mitchell, 2001). It
is a quasi-government for a downtown area, helping to implement a brand and provide services that the city government cannot carry out. BIDs focus on what is most beneficial
for an area, and although services vary from city to city, they generally include greater security, additional upkeep of the area, and unique marketing of events (Leinberger, 2005).
While a city government must demonstrate concern for the entire city, a BID can be used
to focus exclusively on a specific downtown location (Mitchell, 2001).
There are over 1,400 BIDs in the country, and that number is increasing as more
cities discover that they are crucial for revitalizing downtowns (Leinberger, 2005). BIDs
are beneficial to downtowns because, unlike a voluntary merchant association that is
dependent on dues and fund-raising, they receive a steady source of tax-supported income collected by the local government. They are especially important for cities with a negative image to overcome. If a city is perceived as unsafe, then consumers will be reluctant to visit the downtown, but by having BIDs, cities can increase the security of the area without having to increase citywide security. BIDs are efficient because they take on municipal government responsibilities without being slowed by bureaucratic rules (Hipler, 2007).
Essentially, they are a downtown’s management team, ensuring that all elements work together to create a safe, attractive, unique, and well-functioning place (Leinberger, 2005).
As Marquardt (2012) stated, “To varying degrees, BIDs are not only actively immersed in marketing downtown districts and supplementing sanitation and security services in both large and small cities; they are also very involved advocating downtown revitalization policies to citizens and local officials.” Although BIDs have many benefits, they have been
9 criticized for not being accountable to the public and elected officials. However, they are
still generally perceived as being “more effective than government, and they can play a
strong role in implementing a downtown brand (Mitchell, 2001).
Community involvement. Creating a positive downtown brand is not something cities can do alone. Creating and implementing a brand requires the aid of many stakeholders. If a city tries to implement a brand without community support, it may
encounter numerous difficulties. Since each stakeholder has different interests and different perceptions of an area, dealing with multiple stakeholders can lead to problems when implementing the brand (Anholt, 2005). To avoid inconsistencies in the brand, strong
internal agreement must be achieved. There needs to be consensus among the various
stakeholders regarding the brand and how to achieve the end goals. For consensus to be
reached, the brand must be agreed upon by insiders such as city employees, business owners, and residents. If a city tries to implement a brand without support, it will struggle
to present consumers with a positive picture of the area. Consensus is essential for ensuring
commitment to a brand. Various studies show that communication among stakeholders
needs to occur for branding to be effective. To ensure success, the community must be kept informed about the branding process. When the community is informed about a downtowns image, vision, culture, and positioning it will increase the downtown business owners’ understanding of each component (Ryu, 2012).
An issue many cities must contend with when branding is how to attract outsiders into the area without alienating locals. Branding is often done by weighing the needs of the residents with the wants of visiting tourists, and this can lead to the problem of one group
10 feeling alienated and detached from the area. Cities must be careful not to focus too heavily on residents or tourists because doing so can create conflict and ultimately alienate both groups (Beckman, 2013). One way of avoiding this problem is by having separate branding strategies: one for residents and another for tourists. Some cities have been actively marketing their brands for years, occasionally changing or modifying their brand messages to enhance an area’s appeal to both residents and tourists.
11 CHAPTER 3
METHODOLOGY
The purpose of this thesis is to examine how cities use branding to revitalize
downtown areas, focusing on two specific cities: Brea, which created a brand and then built
a downtown to match the brand, and Santa Ana, which rebranded its existing downtown.
The primary objective of this thesis is to assess how branding is conducted and how it
positively or negatively impacted the downtown areas. Specifically, the thesis sought to
examine how branding decisions of city leaders, business organizations and local business
owners affect the revitalization of downtown areas. The study methodology consists of the
following components: a review of existing literature, interviews, archival research, direct
observation and case studies. To accomplish this goal, I conducted a series of interviews with various stakeholders and researched both cities to examine how the branding of the downtown areas has evolved over the years. I have divided this section into subsections addressing the choice of research design, selection of informants, data collection procedures, procedure, and data analysis.
Qualitative Research Approach
The purpose of this research was to examine how branding is used to revitalize downtown areas. This was accomplished by analyzing how cities use different branding strategies, how the strategies were implemented, and the effect the branding strategies had on the area. Consequently, case studies were selected as the research method, because they can illustrate how the branding process is conducted in the real world. They answer “how”
12 and “why” questions, and the behavior of those involved in a study cannot be manipulated,
thus facilitating in-depth examination of a real-life phenomenon, direct observation of
events, and analysis of documents. This qualitative data approach to research allows
exploration of a topic within its context using a variety of data sources, ensuring that an
issue is not explored through one aspect and that multiple facets are revealed and
understood (Baxter, 2008). As case studies are generated and evolve, they can explore a
topic during a specific time and in a specific place (Starman, 2013). As stated by Starman
(2013), “Case study is an in-depth exploration from multiple perspectives of the complexity
and uniqueness of a particular project, policy, institution, program or system in a ‘real
life.’” Hence, using case studies allows research to be more targeted and for questions to
be answered with direct evidence rather than projections.
I conducted research on various Orange County cities to determine which used
branding to revitalize their downtowns. I found four case study candidates – Brea,
Fullerton, Orange, and Santa Ana – but I chose to limit my research to two cities so that I
could conduct a more in-depth review of each city’s branding process. Orange was
eliminated because its brand was not as defined as the other cities and Fullerton was
eliminated because its brand and demographics was too similar to Santa Ana. Brea and
Santa Ana were selected because they differ in size, demographics, and how they implemented their branding strategy. Brea, located in northern Orange County, created a brand first and then built its downtown to fit the brand. Santa Ana, one of the largest cities in Orange County, rebranded its downtown without altering the existing infrastructure, instead focusing on changing the businesses and attracting a new demographic into the
13 area. Choosing two cities with such widely different approaches to branding allowed me
to analyze two different methods for implementing branding.
Data Collection Tools
Data for this thesis was gathered using a variety of sources, including written documents, in-depth interviews, and direct observations.
Archival data. I began the research for this thesis by gathering and reviewing data sources such as newspaper articles, specific plans, strategic plans, and annual reports. I used these documents to understand the history of the areas and see the progression of the downtown brand through the years. Once I conducted interviews, I continued with more in depth research on specific topics. Using BID reports, annual reports, and area studies I was able to examine how specific programs and branding techniques had affected the brand of the area. Archival documents were vital to understanding the branding practices of the cities as they presented a formal and official narrative of the area as well as the city’s goals.
Interviews. After conducting my initial research, I determined that the information
I would need for writing my thesis would be obtained by interviewing city officials, members of local organizations, residents and business owners. I created a list of the people that I wanted to interview, they were selected because they all had a role in the branding process. The purpose of the interviews was to understand the steps each entity took in creating the brand and their impression of how the process could be improved.
14 When I contacted the people I wanted to interview, I informed them that I was
conducting research regarding branding and asked if they would be willing to be interviewed for my thesis. I requested a meeting either in person or by phone to discuss questions I had regarding the branding process. Some of the interviews were conducted
within a day or two of my initial contact, while others took months to set up. All the
interviewees were informed that their responses would be used for a thesis, and they all
consented to allowing their responses and names to be used for this thesis. Apart from Mr.
Crabtree and Mr. Smolar, whose interviews were not taped, all the interviewees were asked
for their consent before I taped the interview.
I first contacted the planning departments in the cities of Brea and Santa Ana and
requested to speak with a planner to discuss each city’s downtown. The city of Brea
allowed me to schedule an interview with David Crabtree, the Community Development
Director, and in Santa Ana, I scheduled an interview with Leigh A. Eisen, Santa Ana
Downtown Development Liaison. The interviews with the city officials were utilized to
understand how the brands were created and how each city was participating in the
branding process. These interviews were also used to learn more about the history of the
areas and future plans for their brands.
After conducting interviews with city officials, I contacted local organizations and
business owners. In the city of Brea, I interviewed Michael Guzman, a representative for
the Brea Chamber of Commerce, and Leslie De La Rosa, a representative for the Brea
Downtown Owners Association. In Santa Ana, I interviewed business owners Kay Ayazi
and Marcela Vela, local resident Francisco Martinez, and Ryan Smolar, Madeline Spencer
and Sean Coolidge who are representatives for business associations. The interviews with
15 local organizations and business owners were utilized to understand how each entity
participated in the branding process and what concerns they might have about the brand
and how the brand was implemented. As I did not want to rely solely on people’s opinions of the branding process, I followed up my interviews with research to fill any gaps in the information they provided.
Direct observation. In addition to conducting interviews and archival research direct observation was also conducted. I observed various events such as public festivals, art walks and even protests. My observation ranged from participant to observer. Direct observation, together with interviews and archival data, was part of evaluating the data collected. The advantage of direct observation was that I could capture not only what people said but then also how people acted and how others around them reacted to those acts. I was able to compare what people said in their interview to what was actually occurring. Consequently, I was able to understand through my own participation but also explain these situations and concerns through academic analysis.
Participants
My research design included interviewing representatives for local organizations, city officials, residents and business owners. Out of the original fourteen people that were contacted, a total of eleven people consented to be interviewed for this thesis. Since I was not able to interview all the people I had intended to, I ended up supplementing any missing information with written sources.
16 The first interview I conducted was with the City of Brea Community Development
Director, David Crabtree. The interview was conducted at Mr. Crabtree’s office in the City
of Brea and lasted roughly 45 minutes. As this was my first interview, it helped form the
basis for the subsequent interviews. One of the things I learned from this interview was
that I should tape the interviews instead of just taking notes. I had a long and very
informative conversation with Mr. Crabtree, but since I only took notes, I found it difficult
to quote him for this thesis and I was unable to use much of the information I obtained. I
asked Mr. Crabtree the scripted interview questions I had prepared (see Appendix A), and
I followed up with questions regarding the history and demographics of the city. This
additional discussion was crucial in understanding the city official’s decision-making process regarding implementing the brand.
I then conducted an in-person interview with Michael Guzman, a representative for the Brea Chamber of Commerce. This interview took roughly 30 minutes, and the majority of the questions were targeted to the specific steps the Chamber uses to implement the brand (Appendix B). I then conducted a phone interview with Leslie De La Rosa, a representative for the Brea Downtown Owners Association. The phone interview was brief, taking roughly 15 minutes, but I followed up the interview with an e-mail questionnaire
(Appendix C).
I began the Santa Ana interviews by conducting a phone interview with Leigh A.
Eisen, Santa Ana Downtown Development Liaison. The interview lasted roughly 30 minutes. Ms. Eisen was asked the same scripted questions as the previous interviewees
(Appendix D). As my research progressed it became clear that many Santa Ana residents had a negative view about the changes to the downtown. Consequently, I interviewed,
17 Francisco Martinez, a longtime Santa Ana resident (Appendix E). The interview was
conducted in person and lasted thirty minutes. Mr. Martinez was selected because he had
a relationship with many of the previous and current Downtown business owners and as a
long-time resident he had been witness to the changes to the area. Interviewing Mr.
Martinez allowed me to gain insight as to how the changes were being perceived from the
outside.
Businesses play an important role in the branding of Downtown Santa Ana, so it
was critical that I speak with a variety of business owners. I conducted an in-person interview with Kay Ayazi a Santa Ana business owner. This interview was the longest interview at roughly one hour in length and it was the one that varied the most from the scripted questions (Appendix F). I began by asking Ms. Ayazi the same three questions I asked in all the previous interviews, but as she owns many businesses in the area, we also discussed the positive and negative perceptions that she and her customers had regarding the brand. I then interviewed Maricela Vela, who owns a children’s entertainment business
and is also a consultant for the Santa Ana Business Council (Appendix G). Since this
interview was conducted in Spanish the interview was less scripted then the other
interviews and it lasted roughly 15 minutes. These two business owners were chosen
because they each represent the two different categories of businesses in downtown. Ms.
Ayazi owns several restaurants and eateries that cater to a younger more affluent
demographic, while Ms. Vela owns a children’s entertainment company that deals mostly
with the Latino community. While the previous interviews dealt mostly with strategies for
implementing the brand, it was through these two interviews that I was able to learn about
the impact branding has on businesses.
18 After conducting these interviews, it became clear that the business associations had a significant impact on the ongoing process of branding. Consequently, I interviewed
Ryan Smolar, the BID Manager for Downtown Inc. and Madeline Spencer the representative for the Santa Ana Business Council (Appendix H and I). Both interviews were conducted by phone and each lasted roughly thirty minutes. These two interviews were very informative as they provided information regarding the decisions behind many of the branding strategies implemented and also about the future changes to the area. I also sought to interview Sean Coolidge, a representative for Eat DTSA, but due to scheduling conflicts an interview was not possible so he instead agreed to complete a questionnaire.
However, the responses to the questionnaire were so vague that I was unable to use the majority of the answers (Appendix J).
Procedures
The interviews were conducted over a period of three years and were either in person or by phone. The majority of the in-person interviews were taped, and each person interviewed was asked similar questions. All questions were concerned with the branding process, but they varied depending on the person being interviewed. For instance, city officials were asked about changes to branding policies and infrastructure, while local business owners were asked how the brand affected their decisions regarding the type of business they opened and their choice of location. The questions were open-ended so that each interviewee was able to provide an answer based on their perspective, eliciting a simple answer to a complex question.
19 Since the interviews were semi-structured, no two people were asked the same set or amount of questions. Questions varied depending on the responses – for example, in an interview with a local business owner, the lack of support from the city was brought up, so
I followed up by asking “How is your working relationship with the city?” I wanted to know if the issue was just with the branding process or if there was a more general lack of support. The purpose of each interview was to provide insight that could not be found in written documents. Consequently, I asked a series of questions that were intended to expand my knowledge of the area and not merely reconfirm the information I already knew.
Questions varied depending on the person being interviewed, but all interviewees were asked three core questions: (1) “What is the brand (image) of downtown Brea / Santa Ana?”
The purpose of this question was to see if all the stakeholders had the same brand in mind or if there was variation. This is important because if there is variation in the brand, there can be inconsistencies in how the brand is implemented and in the results. (2) “What specifically have you or your organization done to promote this brand?” This question was asked of all the interviewees because I wanted to know each participant’s level of involvement in the branding process. I wanted to know whether the branding process was done mostly by one entity or if there was a consensus regarding the brand and how to implement it. (3) “What organizations have you collaborated with?” This question was asked of all the interviewees to see the level of involvement of all stakeholders. I wanted to see if stakeholders were working independently of each other, because if they were, it could affect how the brand was implemented.
A number of other questions were asked depending on the interviewee: “Have there been any changes to the brand over time?” This question was asked because I wanted to
20 see if changes had occurred to the brand and, if changes had occurred, I wanted to know what had been the catalyst for those changes. “What are some of the future plans for the area?” This was asked to see if the brand was going to be continued or if modifications to the brand were being initiated. “What would you like to see that is not being done to promote the brand?” This question was asked because I wanted to know if the stakeholders had different opinions about how the brand was being implemented.
Data Analysis
One of the primary sources I used is a yearly report compiled by Downtown Inc. and the Santa Ana Business Council. This report has been vital in analyzing how Santa
Ana’s brand is progressing. I also used articles the cities published regarding future development and proposed changes to their downtown areas to see how each city’s brand has evolved. Although I was able to interview a variety of people both in city government and in community organizations, I was unable to interview all the stakeholders I had initially planned to interview. To compensate for this loss of data, I used existing interviews conducted with these stakeholders regarding this thesis topic. The sources included newspapers, magazines, and radio interviews that dealt solely with the topic of revitalizing the downtown area. These sources were essential in helping me understand the steps these organizations took in implementing the rebranding of the downtown areas.
Limitations
Branding is more than just a slogan or logo, it is creating an image of an area in peoples mind so that they are attracted towards it. Successful branding highlights the
21 unique characteristics of an area, it differentiates that area from the rest of the world.
Branding strategies strengthens communities’ sense of place and perceptions of an area.
As the importance of place branding has increased there has been a variety of research conducted into the various branding strategies. While the majority of the studies focus on the individual aspects of branding, such as creating a sense of place or a business mix, less research has been paid to the collective process of implementing a brand.
Case Studies
The goal of this thesis was to examine how branding is used in revitalizing downtowns, it is not meant to determine whether the branding process was successful. Two cities Santa Ana and Brea were chosen as case studies to analyze how each city used branding to revitalize their downtown area. The case studies are divided into three parts, a history of the area, the branding strategies that were used, and the future projections for the brand.
22 CHAPTER 4
BREA: FAMILY ORIENTED DESTINATION
City Profile
Brea is a small city of 11.1 square miles located in the foothills of northern Orange
County. It has a population of 40,377 residents, but more than 100,000 people visit the city daily for work, shopping or entertainment (Community Profile and Demographics, 2018).
The city has a robust entrepreneurial sector, with about 70% of its business license holders
being small, family-owned businesses. The city also has a high education level, with at
least 90% of the adult population having a high school degree or higher. With 48% of the
population also having a college degree, the city boasts a high median household income
of $78,229. The majority of the city’s residents are of working age, with 61.71% being
between the ages of 20 and 64. Of its 40,377 residents, 42.10% are White, 25% are
Hispanic, and 18.20% are Asian (Community Profile and Demographics, 2018).
Downtown Development
Brea began as an oil town in 1894 when the Union Oil Company purchased 1,200
acres of land to be used for oil development. The creation of these oil wells led to an oil
boom and the eventual development of Brea as a city in 1911. In the 1940s, when the oil
production declined, the city began to diversify its local businesses. The 1970s saw the
construction and eventual opening of the Orange Freeway (57), Brea Mall, and various
industrial parks and retail areas (Brea Yesterday, Today, Tomorrow, 2013). Despite Brea
diversifying its businesses in the 1970s, by the mid-1990s, there was concern among city
23 supervisors that Brea was lagging behind South Orange County cities like Irvine, which was seeing dynamic growth with the building of the Irvine Spectrum (Brennan, 1998). The opening of the Brea Mall in 1977 was a great achievement for the city, but it also had the unintended consequence of businesses abandoning Brea’s downtown, which like many others across the country was unable to compete with regional shopping malls. By the
1980s, the city was faced with a severe decline and abandonment of its downtown, and at its lowest point, part of the downtown was even turned into a quarry (Brennan, 1998).
In the mid-1980s, the city decided to revitalize its downtown, and although there was extensive interest from various developers, Brea did not want outside developers to have too much authority over decisions that would shape its community’s future character.
One of the leading organizations in the redevelopment of downtown was the Brea
Redevelopment Agency. Founded in 1972 and run by the Brea City Council, the Brea
Redevelopment Agency was created to help improve blighted areas and ensure that the
City’s economic base would grow by providing new public improvements. The agency had a part in creating many of the city’s projects such as the Brea Mall, the Civic and Cultural
Center, office parks, retail centers, and affordable housing (Redevelopment Agency, 2014).
As part of the development of the Downtown area the Brea Redevelopment Agency helped organize a process called “Brea By Design…the Downtown Charrette” (City of Brea,
2015).
In October 1989, over a three-day session, 150 residents and designers discussed the community’s vision for a new downtown. The charrette produced comments on the role, location, and design of various elements for the downtown area. This exercise resulted in a vision document of the community’s goals and values and created a framework for
24 master planning and development (Benest, 1999). The charrette produced several
recommendations for the future of the downtown area. Among the recommendations was that the Downtown should be the community’s symbolic focal point, it should appeal to
Breans of all ages and backgrounds and that the area should be accessible but that traffic
facilities should not carve up the area (Wells, 2003). The charrette also recommended that
the Downtown have diverse and affordable housing options. This was a crucial
recommendation because economic trends show that businesses ultimately follow workers, affordable housing is key to maintaining a balanced community and that the diversity of a
downtown is vastly enhanced by mixed-use development that incorporates affordable
housing (Wells, 2003). The city took the recommendations created by the charrette and
authorized a resource team to create a conceptual plan that included renderings of the
development.
The Brea Towne Plaza Specific Plan in conjunction with the General Plan and
Redevelopment Plan were used to revitalize the Downtown area (City of Brea, 2003).
Adopted in 1986, and later modified in 1993, the Brea Towne Plaza Specific Plan allowed
for construction of retail, commercial, entertainment, mixed used-development and various single-family and multi-family projects in the downtown area (City of Brea, 2015). The
downtown area which consists of a total of 2,175 acres or 3.4 square miles was designated
as Mixed Use I (City of Brea, 2003). This zoning designation allows intense, mixed use
urban environments with the opportunities for people to live, work, and shop without
having to leave the area. Mixed Use I encourages vertical integration of compatible
residential and commercial uses in the same building or upon the same lot. This intensity
of use allows for buildings to be multiple stories, three stories or more, with ground floor
25 used for commercial uses and upper floors for residential. Instead of having an apartment
building be adjacent to a retail commercial building the new designation allows apartments
to be constructed above neighborhood commercial businesses. This designation increases
residential uses by allowing buildings to dedicate two-thirds or more for residential use
(City of Brea: Zoning Code, 2019).
To minimize the potential conflict between the mixed-use designation and Historic
Brea the City created action programs to establish streetscape/landscape design plans that would complement the existing historic environment and resources. The city modified the
Brea Towne Plaza Specific Plan to include updated standards on the design guidelines for commercial development that would complement the historic character of surrounding neighborhoods. The Specific Plan was also amended to include define design guidelines to address orientation height, bulk, and the relationship of new development to the adjacent residential uses (City of Brea, 2003).
The process of revitalizing Brea’s downtown took years and was completed over various phases. Based on community feedback, it was agreed that the city would redevelop the area rather than simply rebrand it as “Old Brea,” which was what other cities had been doing with their downtowns. Downtown is part of the city’s vision, and it is considered the
“civic heart of the development” (Crabtree, 2014). Since the existing downtown contained poor-quality buildings and Brea could not use historic preservation to rebuild the area, the city instead began the process of land assembly and acquisition (Smart Growth, 2015).
Although some people protested against the demolition of Brea’s historic buildings, the development was able to go ahead because the city could point to the community workshops where feedback stated the desire to create a development that would match the
26 new brand. Having community workshops gave the politicians the cover to demolish the
historic buildings because they were able to state that they were only doing what the
community wanted (Crabtree, 2014).
By the early 1990s the city committed to spending $50 million on redeveloping its
downtown, with the private sector expected to spend another $50 million. Brea officials
felt that redevelopment was necessary to revitalize the downtown tax base, since the city
expected that the rebuilt downtown would draw an estimated two million visitors a year
(Brennan, 1998). While the city was committed to making downtown Brea “distinctly
Brean,” developers were more interested in creating a project similar to Long Beach’s Pine
Avenue, Pasadena’s Old Town and, more specifically, the Irvine Spectrum. It was decided that Brea’s downtown would be over 500,000 square feet of restaurants, retail, and entertainment facilities, which would have been more retail stores than the Irvine
Spectrum. It was also decided that downtown Brea would have a 22-screen theater – one
bigger than the 21-screen theater at the Spectrum. Developers were eager to create a
downtown to rival the Irvine Spectrum because they believed that Brea’s demographics
would allow them to compete against other wealthier cities. This sentiment was echoed by
Doug Miller, project manager for the $4.2 million Taps restaurant and microbrewery, who
stated in an interview conducted by the Orange County Business Journal that Brea’s
demographics “just blew everything else away. The per capita income was high, similar to
Newport Beach. We were very surprised by the income number” (Brennan, 1998).
27
Figure 1. Illustration of the three phases of development in Downtown Brea, (Burgos, 2019)
Downtown Brea
The city outlined three phases for the development of downtown, but according to
Mr. Crabtree, the Community Development Director for the City of Brea, the first was the easiest to complete since it was a shopping center, which was something that had been done in other areas. The third phase – the promenade or “strolling” area – was more difficult because it involved getting the right businesses to move into the area.
Entertainment-oriented retail seemed the best approach, and consequently, the city approached Edwards Movie Theater about anchoring the development with two theaters in the area: one a 10-screen theater, and the other a 12-screen complex. Besides garnering
28 support from developers, efforts had to be made to address concern among residents that
the Promenade could overwhelm their downtown with too much activity, traffic, and an
influx of too many outsiders (Benest, 1999).
Phase I. In 1985 the Brea Redevelopment Agency began the first phase of development. Phase I consisted of acquiring 60 acres of the city center and removing blighted buildings, many of them through condemnation, relocating businesses, and constructing a 25-acre community shopping center directly adjacent to downtown (Benest,
1999). The 200,000-square-foot Gateway Center, located on the northeast corner of
Imperial Highway and Brea Boulevard, included the stores Ralphs, Cost Plus Imports,
PetSmart, Rite-aid, Starbucks, and Corner Bakery (Brennan, 1998). Gateway Center
featured approximately 185,000 square feet of retail/commercial space, restaurants and
office space.
Figure 2. Photo of Gateway Center (Colliers, 2019)
29
Phase II. Phase II of the development was completed in 1996 with the construction
of the Ash Street Cottage houses, which consisted of 96 single-family homes adjacent to downtown. Initially, the developers and the city had meant to construct high-density housing, but some of the residents had concerns about high-density housing, so it was instead modified to single-family housing (Crabtree, 2014). Since 1985, the City and its
Redevelopment Agency has introduced 190 new owner units and 71 new rental units into
the area, including 75 affordable units (City of Brea, 2003).
Figure 3. Photo of Ash Street Cottages (Burgos, 2019)
Phase III. Phase III began in 1997 and included a mixed-use development and the
Birch Street Promenade, which is the cornerstone of Brea’s downtown; it is a 750-foot long
stretch of road lined with shops, restaurants, and theaters. The village-style promenade has
narrow streets, wide sidewalk paving, lush landscaping and unique lighting. Public areas
include a town plaza, fountains and public art. Located at the end of Birch Walk next to
30 the Channel Park is a space for community activities which is intended to be used for special events, cultural activities and community celebrations (Georgino, 1994). There are
62 urban-style lofts built above two buildings in Birch Street, and 40 townhomes were constructed within walking distance (Alexander, 2005). The Birch Street Lofts provides two stories of apartments over ground floor retail, and includes eight low income, 25 moderate income, and 33 market rate apartments.
Figure 4. Photo of Birch Street Promenade (Burgos, 2019)
Brea spent almost $100 million to construct its downtown from the ground up, but according to some estimates, the city has more than recouped its money, since the development is now valued at around $2 billion. The success of Brea’s downtown is that it appeals to local residents while also attracting residents of the larger surrounding communities into the area (Alexander, 2005).
31 Creating a Brand
In its general plan, Brea stated the objectives it intended to accomplish in its
downtown. According to Mr. Guzman, a representative for the Brea Chamber of
Commerce, Brea’s goal was to differentiate its downtown by making the area more
pedestrian and family friendly. As Mr. Guzman stated, “a big difference between us and
other downtowns was that we wanted to promote walkability in the area. Brea has more
mixed-use development, so you may notice more people are walking around and there is
less traffic” (Guzman, 2015). From the beginning, Brea set out to create a small, family-
oriented, walkable downtown, and to accomplish this, the city used a variety of strategies,
including a sense of place, wayfinding, and positioning, to create the image they wanted to portray of their downtown.
Sense of place. Sense of place is often defined in relation to those characteristics that make a place special or unique, it is where “cultural identity, social history, and urban design are . . . intertwined” (Depriest-Hricko, 2013). Brea’s policies for creating a sense of place included providing diverse housing, employment, and cultural opportunities throughout downtown, with an emphasis on compact, mixed-use and pedestrian-oriented development. Since Brea was able to build its downtown from the ground up, it was able to design the area to promote the brand it desired, and chief among its goals was creating a pedestrian-friendly downtown. To accomplish this goal, the city altered the way the downtown related to the streets. The old downtown area was centered along Brea
Boulevard – a wide, auto-oriented street that discouraged walking – but the new downtown
32 is centered along Birch Street, which is a narrow, two-lane street that is perpendicular to
Brea Boulevard (Smart Growth, 2015).
Figure 5. Photo of Downtown Brea, May 1975. (Weiss, 1975).
Brea wanted to focus on creating pedestrian-friendly streets, which was accomplished by building narrow streets, specially paved crosswalks, on-street parallel parking, curb bulb-outs that shorten crosswalks, and mid-street crosswalks that calm the traffic on Birch Street. The streets on the promenade are meant to encourage consumers to walk; consequently, the city built wide sidewalks to accommodate pedestrians and street- side dining, with trees planted along the streets.
There is also street furniture provided, and buildings are built to the lot line and oriented toward the street. By using landscaping, street furniture, and narrowed streets the city has been able to promote the image of downtown Brea as an excellent area for
33 pedestrian shopping (Smart Growth, 2015). The landscaping and street furniture also have the effect of enhancing the appeal of the retail areas to customers. By adding these items, it creates a softening of the transition of building facades and the sidewalk. According to
Mr. Brooks, founder of Roger Brooks International, Inc., strong curb appeal is important because, “besides word of mouth, shoppers typically have only curb appeal to help determine whether or not a shop is worth visiting. Curb appeal can account for 70% of new visitor sales at restaurants, retail shops, and hotels and lodging” (Brooks, 2013).
Figure 6. Photo of outdoor seating on Birch Street Promenade. (Burgos, 2019).
Unlike most downtowns that can highlight their historic buildings, Brea’s downtown historic buildings were all torn down during the rebuilding process; however, the city wanted to create a downtown that felt like it had been there for decades. To accomplish this, the buildings along the promenade, which were completed between June
34 1999 and June 2000, incorporate a variety of facades and stand at different heights, hence giving visitors a sense that the streets have evolved over many years rather than being new.
Moreover, architects designed a mixture of modern, art deco and classical buildings for the promenade, thus reinforcing the illusion that the buildings have been constructed over decades. Old bricks from demolished downtown buildings were saved and used as paving for the courtyards and for the flowering trees that line the roadway (Lindsay, 2000). The city and the principal developer, CIM Group, agreed to use four different architects to design the buildings on Birch Street. As a result, the street looks like it was developed over a long period, giving it more of an urban feel (Smart Growth, 2015). The city also used benches, decorative trash, and ash urns, banner poles and historic light fixtures to accent the Promenade. “The landscape design created urban rooms and plaza areas in the downtown,” stated Mr. Crabtree. “It gives you a feeling of a place you want to be even if you don’t need to shop for anything. Birch Street is Brea’s urban living room. We didn’t have that in the past” (Isaacs, 2000).
Wayfinding. Wayfinding is an integral part of any branding strategy; it is a method that cities can use to implement the brand and reinforce a positive brand message.
Successful wayfinding needs to fit the brand and include both vehicular wayfinding as well as pedestrian wayfinding signage (Brooks, 2013). Wayfinding is a great way to showcase what an area has to offer, it can be used to control the movement of consumers and to determine what they see and when they see it (Hayzlett, 2015). It can also educate residents, tourists and employees of what you have to offer and where it’s located.
Wayfinding is much more than a collection of signs; it is how consumers find their way
35 through the brand as it allows them to be guided through the area. Nationally, less than 5% of visitors stop at visitor information centers, hence, regardless of how strong the brand message is if people cannot find their way to a destination in the first place, they will never become customers (Brooks, 2013). Successful wayfinding relies on all environmental features working together to give a clear, consistent message that should also reflect the brand (Jeffrey, 2007). Wayfinding should highlight the areas assets and reflect the ambiance of the town, promoting a feeling that you have arrived at a special destination.
As part of its master plan the Brea Redevelopment Agency created a wayfinding program for the Downtown area. The program called for installation of new signs at Birch
Street in the median of Brea Boulevard. The program also wanted to add a gateway sign which would allow for a sense of “arrival” into the area (Redevelopment Agency, 2014).
Originally constructed over 75 years ago the Brea Sign was removed in 1992, after the bridge the sign was located on was damaged by a passing vehicle. For over fifty years the sign stood in the same area and was seen as a landmark of the downtown area. On June 22,
2001, after almost 10 years in storage the Redevelopment Agency restored the Brea Sign placing the sign on the corner of Brea Blvd and Birch Street and making it viewable from all directions. To make the sign even more prominent it was placed upon a rotating pole (4 rpm) (Campbell, 2011). The addition of the Brea Sign created an architecturally-prominent entrance which visually highlights a key route much more effectively than locational signs.
Over the years, shade trees with benches have been added, along with a Directory to the
Downtown bringing even more prominence to the sign (Campbell, 2011).
36
Figure 7. Photo of Brea sign. (Burgos, 2019).
The city and its stakeholders also restored “Charlie’s Clock,” which used to be in
front of an old watch and clock repair shop. Devices such as artworks, landmarks or
architectural features are used much more subconsciously by consumers, but can be equally
effective for reinforcing branded messages and reflecting the essence of the marketing
campaign (Jeffrey, 2007). By restoring the old signs, the city has conveyed to shoppers the image of downtown Brea as being an established family-friendly area.
37
Figure 8. Photo of “Charlie’s Clock”. (Burgos, 2019).
Business mix. Business mix refers to the combination of different types of businesses that are in an area and it is one of the most important aspects of creating a successful brand. No matter how many signs or events are held that proclaim an area as being family friendly if the businesses do not support the brand then the brand will not be successful. Ultimately people go downtown to patronize the businesses so businesses must reflect the brand. When done successfully business mix will not only support and highlight the brand but it can also help attract new businesses into the area.
Downtown Brea has a mixture of residential and commercial land uses, with an emphasis on compact, mixed-use and pedestrian-oriented development. Downtown consists of approximately 350,000 square feet of commercial space, 19,000 square feet of
38 office space, a 22-screen theater, restaurants, retail stores, a comedy club, live-music clubs,
62 loft apartments, 40 townhomes, and 96 garden-style single-family homes (Smart
Growth, 2015). Having the right mix of businesses was an integral part of the image of downtown Brea, and from the very beginning the city set out to attract businesses they felt would complement the image they were portraying. To create the brand of a small-town
walkable downtown the City focused on attracting businesses that would appeal to families
such as Edwards theater, family restaurants and Farrells Ice Cream Parlor. The area has a
lot of dining options with roughly 21 of the 45 businesses along the promenade being
dining businesses.
To have a successful business mix there must be at least one or two anchor
businesses, they are the primary lure that bring people to the area. The benefit of anchor
stores is that they bring customers in to the area that will also patronize the surrounding
businesses (Brooks, 2013). In the Promenade area, the city actively sought Edwards
Theater to anchor the area, but instead of having one large multiplex, the theater was
separated into two buildings to reduce massing of buildings, and smaller stores surround
the large buildings to create a varied and exciting streetscape (Smart Growth, 2015).
The city has created a downtown with a mix of businesses and housing options.
One of the most interesting concepts is the Ash Street Cottages, which consist of 96 single- family homes built at 10 units per acre with a half-acre community park. The city was able to increase the density to 10 homes per acre by creating shared, public open spaces, which allowed the developer to reduce yard sizes (Smart Growth, 2015). This small-lot development highlights one of the city’s goals of creating a small-town feel by incorporating porches and walkways that create a neighborhood feel. Within the downtown
39 area, the city also built lofts, live–work accommodation, and housing over retail. Adjacent
to the downtown, they created a total of 250 new homes within one mile of the downtown
core (Smart Growth, 2015). By linking surrounding neighborhoods to downtown Brea, the
city has been able to create an active, 24-hour pedestrian scene with a festive atmosphere.
People want to spend time in vibrant downtowns so creating the right mix of business that
appeal to both residents and tourists is vital.
Events. Hosting events is a critical way to convey a downtown brand, and Brea has
been consistent in hosting events that promote the image of Brea’s downtown as a small- town, family-oriented destination. Every year, the Brea Chamber of Commerce hosts “The
Taste of Brea,” which is a way for people to sample the local restaurants while allowing the small businesses in the area to show off their products. According to Mr. Guzman, “this event is meant to celebrate the community in general, but it is also a great way to attract people into Brea” (Guzman, 2015). While 70% of Brea’s business license holders are smaller, family-owned businesses the majority of the businesses in Downtown Brea are corporate or franchises.
Originally, the redevelopment office was in charge of hosting events, but since the redevelopment office closed a few years ago, the city has been relying on outside sources to organize them. The city no longer has the means to conduct cultural events in the area, so a collection of downtown businesses are responsible for putting them together (Crabtree,
2014). Although the Chamber of Commerce will team up with the Downtown Business
Association (DBA) to host certain events, they do not work directly together. However, according to Mr. Guzman, they are not rivals, and the Chamber tries to ensure that its events
40 do not conflict with other events being hosted by the DBA. Both organizations try to work together to promote the brand, but it is not always perfectly harmonious. Since the Chamber is a citywide organization that tries to promote a wide range of businesses, the businesses in downtown do not always feel that the Chamber events benefit them. According to Mr.
Guzman, “Sometimes we allow non-Brea businesses to be part of events, but we mostly try to focus on Brea businesses” (Guzman, 2015). Although the Chamber thinks that these events bring publicity to the area, different people have different interests. The Chamber hosts the yearly “Taste of Brea” event, which, according to Mr. Guzman, is meant to bring publicity and patrons to the area; however, not all the local businesses are happy that the extra foot traffic is for the temporary businesses and not for the local restaurants.
Although some of the downtown businesses might dislike having events that interfere with their day-to-day operations, the goal of the Downtown Business Association and the Chamber is to host events that, in the long term, will help the local businesses by attracting more people into the area. Having such a firm understanding of the brand of the area has allowed Brea to bypass conflict between stakeholders when it comes to how the area is to be branded. Consequently, the events held are geared toward promoting a small- town, family-oriented destination, such as Brea Bonanza Days, a Country Music Festival
Lineup, a Jazz Festival, Kidz Block Party and Cruisin'’ Brea Annual Oldies Car Show &
Live Music Festival.
Revising the Brand
For years, Brea had been able to promote its brand almost seamlessly from the top down, but when the economy took a downturn in 2008, Brea had to reevaluate its
41 downtown and change certain aspects of its brand. Having Edwards Theater anchor its promenade was a great way to attract families to the area, but as the theaters have experienced financial issues in recent years, the city has had to deal with the potential loss of one or both of its anchor stores. To try to forestall that possible problem, the city has given the theater permission to sell alcohol in the hope that it will allow the theaters to stay in business. Allowing movie theaters to sell alcohol is only one of the changes the city is implementing. There has also been more of a push for nightlife development in the area, catering to these changing needs with the construction of a 14,000-square-foot micro- brewery called Taps, which seats 350 people. Brea has successfully rebranded its downtown as a family-oriented destination, but now there are attempts to bring younger people into the area – specifically, young professionals who are just starting their careers.
To that end, the Chamber of Commerce hosts a young professional group in Brea as a way to publicize restaurants in Brea like Taps, Buffalo Wild Wings and the Yard House, which are more attractive to younger people (Guzman, 2015).
Altering the image of Brea from a family-friendly destination to more of a nightlife area can cause conflict. Having a small-town culture is something Brea citizens have pushed for a long time, and they have stayed very consistent with the family-oriented approach. However, now that there is a push to bring younger people into the area, there is concern that the area might become too “rowdy.” “I’ve heard this specifically that they don’t want it to become like downtown Fullerton,” stated Mr. Guzman (Guzman, 2015).
As well as residents’ concern about altering the image of a family-friendly area, there is also concern that the area is straying from its pedestrian-friendly image. According to Mr.
Guzman, “there is a debate going on that we saw in the last city council election about
42 building a new parking structure where Tower Records used to be, since that would bring more outside people into the area. More people driving over to the city might be a little more of a culture change, since the new people might not want to walk around as much anymore” (Guzman, 2015).
43 CHAPTER 5
SANTA ANA: AN ENTERTAINMENT ORIENTED DESTINATION
City Profile
Located in Central Orange County, Santa Ana shares its boundaries with the cities of Orange, Tustin, Costa Mesa, Fountain Valley, and Garden Grove. Santa Ana is one of
Orange County’s oldest cities, with its founding dating back to 1869. When Orange County separated from Los Angeles County in 1889, Santa Ana was designated, and remains, the county seat for Orange County.
From 1970 to 1990, the population in Santa Ana nearly doubled, while the county’s population increased by only 25 percent during the same period (City of Santa Ana General
Plan: Land Use Element, 2010). Currently, Santa Ana is the 11th largest city in California, with a population exceeding 300,000. Santa Ana is one of the densest, youngest, and ethnically diverse cities in the state, with a wide variety of languages spoken and over 48% of households born in countries other than the United States. The majority of residents are of Hispanic descent, making up 78.2% of the population, with Asians constituting 10.4%, and Whites 9.2% (Facts and Figures, 2018). In 2010, the city’s population was the youngest among the larger cities in the nation, with a median age of 29.1 years, 34.1% of the population being younger than 18 years and only 5.4% being 65 years or older (Quick
Facts, 2010). Since many of Santa Ana’s residents are young or migrants, the average household income of Santa Ana residents is $54,521, which is lower than many other surrounding cities and $5,000 lower than the California average (Fact Finder, 2010).
44 Santa Ana is the fifth largest city in Orange County in terms of land area, consisting
of 27.3 square miles, with the majority of the city being “built-out.” Like many cities in
Orange County, Santa Ana began as a ranch, but today the city is mostly urbanized, with the few remaining vacant lots limited to scattered parcels in various locations. The majority
(58%) of the city is developed for residential use, while commercial areas account for 15%, industrial areas cover 14%, public and institutional uses are 11%, and public parkland and open space account for 2% (City of Santa Ana General Plan: Land Use Element, 2010). In its early years, Santa Ana had many houses with backyard gardens, but by the 1980s, many of its single-family residences were replaced with large apartment houses and high-rise buildings. Today, Santa Ana’s homes are citified and its business area is tightly packed
with buildings that are increasingly becoming larger. Although more than half of the land
in Santa Ana is designated for residential use, the city’s housing needs have not kept pace
with its population growth. Consequently, there has been a significant increase in the
average household size, with a city average of 4.7 persons per household compared to 3.1
persons per household for the rest of the county (City of Santa Ana General Plan: Land
Use Element, 2010).
The city’s commercial uses range from small, family-owned and operated businesses to large regional shopping centers, while its industrial base is characterized by a mixture of facilities which range from one- to two-person manufacturers to Fortune 500 corporations (City of Santa Ana General Plan: Land Use Element, 2010). As the county seat, Santa Ana is the financial and governmental center of Orange County and has become home to many federal, state and county facilities, including the Ronald Reagan Federal
Building and the Division Three Court of Appeal. Today, Santa Ana is home to such
45 businesses as The Orange County Register and the First American Financial Corporation,
which is the largest title insurance company in the nation and continues to be headquartered
in downtown Santa Ana on the same block where it was founded.
Santa Ana is known for its multiple avenues of access, including rail services via
Amtrak, air transportation at the John Wayne Airport and five freeways: the Santa Ana
Freeway (I-5), the Garden Grove Freeway (SR-22), the Costa Mesa Freeway (SR-55), the
San Diego Freeway (I-405), and the Orange Freeway (SR-57) (City of Santa Ana General
Plan: Land Use Element, 2010). Santa Ana’s central location and multiple avenues of access are credited as being one of the main reasons for the cities continued growth and economic vitality.
History of Downtown Santa Ana
Listed in the National Register of Historic Places, downtown Santa Ana is among the largest downtown districts in California, consisting of a 21-block area with 99 buildings constructed between 1870 and 1929 (National Register of Historic Places Inventory, 1984).
The majority of the buildings are two to four stories high, with a few taller buildings scattered through the area. The buildings have no setbacks and extend up to the public sidewalk (City of Santa Ana General Plan: Urban Design, 2010). The area is roughly bounded by First Street, Ross Street, French Street and Fifth Street. Except for a few extended blocks and modifications, such as one-way streets, the historic street grid and structures have primarily remained intact from when downtown was originally built.
Like many downtowns across the country, Santa Ana has an established yet aging downtown that is in the process of revitalization. It is not being revitalized with new
46 buildings or changes in the design of its streets, but rather by creating a new brand for the
area. For years, downtown Santa Ana was known as a Latino enclave where Latinos
shopped and Latino stores abounded, but in the last decade, the image of downtown as a
Hispanic shopping enclave has been replaced with the image of a new younger nightlife- centered downtown.
The late 1950s saw a change in Santa Ana’s demographics as the city began to change from a majority white population to an increasingly large number of Hispanic residents. In the 1950s, Santa Ana’s Hispanic population was 15%, by the 1980s, it had grown to 40%, and today it is 78.2%, making Santa Ana the city with the highest percentage of Hispanics of any major California city (Fact Finder, 2010).
Over the years, as Santa Ana’s Hispanic population increased, many of Santa Ana’s white residents moved to the newly built south county cities. This pattern of “white flight,”
which occurs when white people move out of urban areas, particularly those with
significant minority populations, and into suburban areas, was not uncommon in large
cities that experienced similar demographic shifts (Sarmiento, 2013). By the 1960s, the
growth of the south county cities led to Santa Ana being displaced as the central
marketplace for Orange County. The 1960s saw numerous buildings in Santa Ana’s
downtown become obsolete and deteriorate, and many of the retailers left the downtown
for more desirable locations, which in turn affected the vacancy rate, lease rates and the
variety of merchandise available to residents. As businesses left the area streets emptied
out and the area became blighted with deteriorated buildings. To combat the changing
conditions the city planned to revitalize the area with the creation of the Downtown Santa
Ana Development Plan (DSADP). Approved in 1974, DSADP sought to revive the area by
47 improving traffic circulation, reestablishing businesses, stimulating private investment and
establishing more upscale stores in the area (González, 2018).
While the city planned to revitalize the area by bringing in more upscale businesses it was the local Latino community that ended up revitalizing the area. While many of Santa
Ana’s white business owners left, Latino business owners began to backfill the vacant
downtown commercial, retail and service-sector space. As more and more migrants moved into Santa Ana, local stores began opening along the downtown Fourth Street corridor to meet the new residents’ demands and by 1987, store owners in the area reported that anywhere from 75 percent to 95 percent of their clientele was Latino (González, 2018).
For over 100 years, the Chase family has owned property in Santa Ana. They currently own a large part of Santa Ana’s Downtown, and they are responsible for many of the changes in the area throughout the decades. In the 1980s, the Chase family capitalized on Santa Ana’s sizeable Hispanic population when they opened Fiesta Santa Ana, a
Hispanic-themed shopping center. Soon after opening, this became one of their most profitable locations. As Mr. Chase stated in a 2014 interview, “From the early eighties the
Hispanic population was coming over in huge numbers for better jobs, better life. So, for twenty or more years, Downtown Santa Ana thrived. Rents were pushing three to four
dollars a foot, which at the time was probably higher than Irvine. It was ultra-successful”
(Chase, 2014). For years, downtown Santa Ana was a Latino business enclave with
quinceañera shops and Mexican restaurants dominating the business landscape. Downtown
Santa Ana was largely known as “La Cuatro” – a reference to the Latino stores located
along Fourth Street. This area became the epicenter of Latino businesses in the city, and
for many years the area flourished. However, by the late 1990s, the immigrant Hispanic
48 population that had been the core clients of the downtown stores started to get courted by
large retail stores. As the core clientele of downtown Santa Ana began to shop at the local
malls and retail chains, the demographics of the city once again began to change. Santa
Ana is still a city with a majority Latino population, but the changes occurring in this city are no longer racial but rather economic. Second and third-generation Latinos tend to be more financially stable than their parents and shop for different brands. As a consequence of these economic changes, the once vibrant downtown area again started to see a decline.
To help reverse the decline of the downtown the city created a new redevelopment plan that would re-establish the downtown as a vibrant area. In October 2007, Santa Ana released its draft Renaissance Plan, which sought to revitalize 421 acres over 124 blocks, consisting of the downtown district, the Lacy and Logan neighborhoods, a rail station district, and a regional employment center (Irving, 2010). The plan envisioned hundreds of new lofts and apartments sharing space with shops, restaurants and offices. However, there was a lot of concern and resistance to this plan specially from Latino business owners.
Many Latino business owners felt that this plan would lead to existing businesses being pushed out in favor of new businesses that would cater to a white population. Due to the opposition the city leaders shelved the plan and instead repackaged a portion of the plan into a transit-oriented development plan called the Station District (SD). The SD covered about a quarter of the original RP acres, and narrowed its focused to smaller scale development such as a proposed streetcar line that would run through downtown and surrounding neighborhoods (González, 2018).
For years the city has created large redevelopment plans that for the most part have not come to fruition. The one thing the city has been able to do is enforce a zoning code
49 that requires the history of the area be preserved. Downtown Santa Ana is part of the Transit
Zoning Code which is defined by multi-story urban building, live-work, stacked dwellings,
and courtyard housing in the Downtown edges. The area is meant to contain a mixture of
retail, office, light service, and residential uses. The design standards for this area are meant
to reinforce the form and character represented by existing pre-World War II buildings.
The landscape style is urban, emphasizing shading and accent street trees in sidewalk tree wells. Parking is accommodated on-street and may also be in structures, underground, and
within block centers in surface lots not visible from streets (City of Santa Ana, 2010). By
creating these zoning requirements, the majority of the downtown area has primarily remained intact from when the downtown was originally built and had helped preserve the historic feel of the area.
Although the city has continually created plans to revitalize downtown they have met with resistance. While, in the 1970s it was Latino businesses that were responsible for much of the changes in the area, today it is the Associations and BIDs that are the main
forces for the revitalization of the area.
50
Figure 9. Photo of Spurgeon Building in 1953 (OAC, 1953)
Figure 10. Photo of Spurgeon Building (Burgos, 2019)
51 From La Cuatro to DTSA
Figure 11. Illustration of Downtown Santa Ana (Burgos, 2019)
For decades, most residents of Santa Ana referred to the downtown area as “La
Cuatro” – a place where Latinos stores abounded. However, an influx of new businesses catering to a younger demographic has caused many residents and merchants to fear that their neighborhood is being taken over by outsiders (Molina, 2015). In a panel discussion held by K.P.C.C. Radio, one of the main topics was the perceptions the residents had that
Latino businesses were being pushed out of the area. This perception was reinforced by
Gustavo Ariano, former editor of the OC Weekly, who contends that local business owners were told that they would need to appeal to a bilingual audience, not just a Mexican audience (Authenticity and Gentrification, 2015). Ryan Chase, President of Downtown
Inc., argued that the changes to the area were necessitated by the changing demographics
52 of Santa Ana and with vacancies rising and rents falling, it was necessary to pivot away
from a purely Latino demographic and more toward younger shoppers (Pimentel, 2014).
Although there are still many Latino businesses in downtown Santa Ana, the area
is in the midst of a brand change. It is no longer seen as “La Cuatro,” now it is being
branded as Downtown Santa Ana (or DTSA for short), the place where new hipster
restaurants, art galleries, and shops are flourishing. The change from a majority Latino
shopping area to a younger more diverse set of businesses did not occur overnight, as the
process has been occurring for years. Today, Downtown Santa Ana is a collection of four areas that all come together to create DTSA, a destination area for entertainment and restaurants. To create this new brand, the city and local organizations have implemented a variety of branding strategies, including BIDs, business mix, events, and placemaking.
Business Improvement Districts. Currently there are two major Business Improvement
Districts in Downtown Santa Ana, Downtown Incorporated and the Santa Ana Business
Council. Both of these organizations have been pivotal in many of the changes in the area.
These organizations oversee a set of programs which work to meet the needs of the 796 businesses located in downtown Santa Ana.
Business Improvement Districts (BIDs) are a special assessment in which business owners collectively choose to be assessed, with the assessment proceeds then used by local business organizations to improve and promote the business district. Ordinance No. NS‐
1715 adopted by the Santa Ana City Council in 1984 approved the creation of BIDs in
Santa Ana. The downtown BID stopped collecting funds in 2007 and was replaced in 2009 by the special property tax district. This new tax drew a lot of opposition, opponents stated
53 that the special property tax was overly burdensome with some property tax bills increasing
by several thousand dollars (Elmahrek, 2013). The special property tax, which was used to
primary fund Downtown Inc., a BID that is headed by the largest landlord in the area, drew
a lot of opposition. The increased taxes combined with the belief that Downtown Inc. was
a tool of the city’s gentrification caused a lot of people to opposed the tax.
In 2013 the city settled with opponents and altered the manner in which the taxes
where levied and also agreed to form a second BID, the Santa Ana Business Council. The
BID charge is collected from every business that pays the City a business license tax. Retail
sales, hotels, motels, theatres and food establishments are charge 1.5 times the annual
business license tax, commercial rental property, rental property, residential and rooming
house are charged .25 times the annual business license tax and all other businesses,
including professions, trades and services are charge 1 time the annual business license tax
(City of Santa Ana, 2019). This change in the tax means that a 12,487-square-foot property under the previous tax district was expected to pay $641 but under the new district they would only pay $65.75 (Elmahrek, 2013). Based upon current business license activity, the
City estimates that the BID charge revenue is approximately $250,000 per year, which is far less than the revenue generated by the previous property tax district (City of Santa Ana,
2019). Downtown Inc. and the Santa Ana Business Council evenly divide revenue from the business tax district with each receiving approximately $100,000 a year.
Founded in 2009, Downtown Incorporated is headed by Ryan Chase. Its stated goal is to enhance and improve Santa Ana’s central business district. Downtown Inc. is responsible for overseeing maintenance and safety in the area. In August 2009, Downtown
Inc. took over the clean streets program and security from the city. In 2009, Downtown
54 Inc. hired American Shield to provide services such as information ambassadors to the
public, patrolling the downtown streets, reporting graffiti, and directing and assisting
visitors. The importance of Downtown Inc. in the rebranding of downtown Santa Ana
cannot be overstated. Since the largest landowner also heads Downtown Inc., in many
cases, Downtown Inc. has more control than the city when it comes to implementing the
downtown brand.
The concept of branding downtown Santa Ana as an entertainment-oriented
destination is the brainchild of Ryan Chase. As the head of Downtown Inc., Mr. Chase has
been able to spearhead the rebranding process with little assistance from the city. The city’s
lack of participation in the branding process was confirmed by Ms. Eisen, who stated that
“any branding has to be done by the business associations. The impetus is on the business
associations to implement the brand. It’s not the city’s place to choose a brand for the area.
It’s up to the local businesses to decide what their brand is since it is their livelihoods that
are at stake” (Eisen, 2015). The fact that the branding process has been primarily led by
one organization means that there was consistency in the brand and in how it was
implemented. This viewpoint is echoed and supported by Sean Coolidge, a representative
for Eat DTSA, who stated, “The challenge in developing the brand is to not to try to appeal to all parties, or build a brand through a ‘design by committee’ process, as those rarely turn out to be spectacular brands” (Coolidge, 2015).
Although Downtown Inc. has been able to quickly and effectively create a new brand for Downtown their control on the area has led to resentment. Some have stated that
Downtown Inc. promotes the area’s trendy restaurants and bar scene instead of the more family-friendly Latino shopping district (Elmahrek, 2013). As part of the 2013 settlement
55 the city decided to form a second Downtown BID, one that could aid and promote all the
businesses in the area. Founded in 2013, the Santa Ana Business Council (SABC) goal is
on increasing and expanding the available social, cultural and recreational services. All
businesses that pay their business license are automatically part of the Santa Ana Business
Council unless they ask to opt out. SABC has taken an active role in helping businesses
advertise with a program that helps business owners learn how to advertise on social media.
This program has really benefited the Latino businesses since many of them had little to
no social media presence this program has really aided then in promoting their businesses
online (Spencer, 2019). SABC are also one of the leading forces in promoting the existing
Latino businesses. In 2019 SABC paired with a local Spanish network to advertise the
Downtown businesses. Although there was some concern about the advertising being in
Spanish according to Ms. Madeline Spencer, the representative for the Santa Ana Business
Council, “we’ve had to make a case in the city why we are doing marketing that is only
really targeting one demographic. We had to say we know this city is 80% Latino and a lot
of the people in the Latino community use television and radio as a form of advertising and
the businesses downtown have asked us specifically to advertise” (Spencer, 2019). While
in the past Downtown Inc. has been accused of not promoting the Latino businesses the
new BID has taken a more active role in promoting the existing Latino businesses.
According to Ms. Spencer, in the past the BIDs didn’t know how to market to people from the Latino community. Ms. Spencer stated that, “we’ve been very intentional. For us the
target market is still very highly the Latino market. Now we are doing radio and television
media but a lot of people are saying ‘you can’t do that, you can’t only target one group.’
But because that one group is a substantial group within our district it’s really important
56 that we market to them. If we didn’t give them any kind of marketing then you are actually excluding someone instead of including them” (Spencer, 2019).
Where as in the past Downtown Inc was the sole organization in propelling the downtown brand now the two BIDS are working together to implement the brand. Both organizations have an active role in many of the events held in downtown Santa Ana, including monthly art walks, a farmers’ market, and Savor Santa Ana (Annual Report,
2010). There is also more community outreach with a variety of meetings held to engage stakeholders on important topics from the City Budget to the Sales Tax Ordinance, to issues of Homelessness. Both BIDs host informational meetings on public interest topics such as
“Pizza with a Planner” which allows residents and business owners to speak with a city planner regarding the changes in the area. The BID groups have also hosted mixers with residents including the recent Artists Village Apartments Mixer that better connect downtown with hundreds of residents living in the middle of the district (Downtown Inc.,
2019). In the last three years the outreach to the community has increased with both BIDs regularly holding informational meetings with residents, business owners and city officials.
Both BIDs are working together to implement programs, advertise businesses and promote the area. According to Maricela Vela, a local business owner, “the two organizations are always working together. Each one with the part that corresponds to them. We are a big team and we all know what areas are our strengths. We are a good team” (Vela, 2019). Although the BIDs may be working together it is not always toward the same goal. Although Mr. Chase is still trying to promote the area as an entertainment destination SABC is working to promote the area towards families. While in the past
Downtown Inc was accused of promoting the new businesses to the detriment of the
57 existing Latino businesses at least the brand of the area was clear. Today that brand has
become confusing as different associations promote the area differently. When asked what
the brand of Downtown Santa Ana is in the past all the stakeholders would state it is an
entertainment destination but when Mr. Smolar was asked this same question he stated
“right now we have two brands one for the day and one for the night” (Smolar, 2019).
Having two BIDS has helped many of the businesses but its also caused conflict in
implementing a specific downtown brand.
Business mix. As consumers turn to online retailers downtowns must now also
compete with online markets for customers. One way that downtown Santa Ana is
competing with online businesses is by becoming a destination rather than just another
block of stores. To be able to successfully create a destination brand downtowns must
amass a collection of businesses that support the brand. A successful business mix is more
than just a duplicate of the same type of business, it is a collection of businesses that support
the brand but that also complement and enhance existing businesses. Successful
downtowns must have a sense of 24-7 activity in the area. Businesses need to cater to both
residents and tourists, there should be a variety of businesses in the area such as dining,
retail, offices, entertainment and businesses that are open past 6:00 pm. (Brooks, 2013).
Having businesses stay open late is important because if a majority of businesses have limited hours it can lead to missed opportunities to serve people leaving an event or looking for nightlife after activities.
Successful businesses attract similar businesses, but to have a thriving downtown there needs to be a cross-section of businesses, not just a collection of identical businesses.
58 Having a cross-section of businesses is essential because, as Ms. Eisen stated, “having a variety of businesses in the area complements each other, with office workers in the area patronizing the local businesses, which creates an area with 24-7 activity. To be successful, you need to do it all, to be competitive you need the attention of the whole region” (Eisen,
2015). For years the majority of downtown Santa Ana businesses closed well before night fall, and by nightfall on weekends the area became deserted. According to Francisco
Martinez, a longtime resident of Santa Ana, “in the past I used to wish that businesses would stay open past eight. All the businesses would close around seven except for the
Taqueria, everything else was closed and I wished that I could have come down here
(Downtown) and that some businesses would still be open like in Santa Monica or
Manhattan Beach. That was like fifteen years ago, now you can walk up and down and there are businesses that are open late and they are spread out through the area so you can walk around the area (Martinez, 2019). Since 70% of all consumer spending takes place after 6:00 pm having businesses open late not only creates a sense of activity but benefits the economy of the area (Brooks, 2013). Having businesses stay open late has created a sense of 24-7 activity in the area that was not present before. Today offices are open in the day time and bars and restaurants are open into late at night, creating a downtown with constant activity.
Another method to create 24-7 activity in an area is by having residents live on or near downtown. Having people live locally would create 24-7 activity for the area as residents drives retail, since businesses typically follow residents. Currently residents are something Downtown Santa Ana is lacking. While downtown Anaheim has more than
4,000 residents living in its downtown Santa Ana has less than 1,000 people (Smolar,
59 2019). This lack of housing is something the local associations are aware off and are trying
to rectify by pushing for more transportation and housing in the area (Smolar, 2019).
Part of the branding process for downtown Santa Ana has been to add businesses that promote the new DTSA brand. According to Ryan Smolar, Downtown Inc. BID
Manager, the goal of Downtown Inc. is to “activate the brand, if we see that there is a gap
for a business in the area we might do subsidized rents to encourage those types of
businesses into the area” (Smolar, 2019). Currently the majority of the businesses in
Downtown Santa Ana are non-corporate, mostly mom and pop shops and according to Mr.
Smolar that is the kind of businesses they are targeting since they are looking for destination businesses that can attract people from other areas (Smolar, 2019). The Chase family has specifically tried to add new businesses that will complement the new DTSA image. In an interview given to a local magazine, Ryan Chase stated, “I noticed successful downtowns were filled with cool, cutting-edge, networked people, and they thrived off one another. These places had independent film theaters, concert venues, record stores, barbershops, bars, restaurants, cool independent boutique retailers, and a real synergy. So,
I tried to find those kinds of tenants” (Loose, 2014). The goal of opening new unique businesses was to attract similar businesses into the area, and this seems to be occurring.
According to Mr. Chase, he was hesitant when he was approached to open a small, cutting- edge restaurant in DTSA, since it would be the first of its kind, and if it failed it would damage the image of the area. However, the restaurant was a success, and a year and a half later, the same owners opened Playground 2.0, a high-end restaurant, a bakery, a lounge bar, and four new concept restaurants in the Fourth Street Market (Loose, 2014). The success of these restaurants has attracted many new businesses to the area. According to
60 Leigh A. Eisen, Santa Ana Downtown Development Liaison, a six-story building in downtown was bought because the owners were in the area to eat at a local restaurant and when they saw the building, they decided to buy it (Eisen, 2015).
Maintaining a diverse mix of businesses is essential for an active and dynamic downtown. Restaurants, entertainment venues, and retailers draw evening and weekend activity, which supports the needs of residents and local businesses, and helps attract visitors to the area. Mr. Chase is actively looking to diversify the businesses in DTSA, and one approach is to bring in more music venues. As Mr. Chase stated, “A music venue will bring a wide demographic of people from a wide range. People probably won’t drive from
San Diego to go to a restaurant, but people will drive to see a musician they like. So, we thought if we have a wide range of music – ska one night, punk another, then rock, pop,
etc. – we could bring in a wide range of people. If we have 25 events a month and each one has 1,000 people, that’s 25,000 people a month discovering downtown” (Loose, 2014).
Currently, DTSA is known for its restaurants, nightlife, and art galleries, but it lacks retail stores, which is something both Mr. Chase and Ms. Eisen acknowledged. However, Ms.
Eisen believes that retail businesses cannot simply be forced into the area. She believes that an American Apparel store that opened but soon closed in DTSA illustrates that the market is the one regulating the businesses in the area, and as such, the area currently has no need for retail businesses. This recognition has led many in the area to try to broaden their customer appeal by redefining what they sell and how they sell it. Specifically,
Downtown Inc. has assisted retailers by partnering with the OPIS Network and Mi Empresa
Exitosa to analyze retail conditions and develop a downtown retail activation strategy
(Loose, 2014).
61 Events. A critical aspect of becoming an entertainment destination has been the creation of yearly and monthly events that draw people from all over the county.
Downtown Santa Ana is home to a vast array of events, such as the first Saturday of the month Art Walk, Dia de Los Muertos, Patchwork, OC Pride, Cinco de Mayo, Mexican
Independence Day, OC Film Fiesta, and the Blading Cup (Chase, 2013). These events help promote the area and strengthen its image. One of the most popular events held is the monthly Art Walk, which is held on the first Saturday evening of every month, with 200 to 1,200 people typically attending. Most come from outside Santa Ana, and although many are regular participants, the event also routinely draws in newcomers (Mattern, 2001). As well as showcasing the thriving arts and culture in downtown Santa Ana, the Art Walk brings in people and helps to promote restaurants and bars.
While in the past Downtown Inc. was the lead organization in promoting local events, today there is a group effort to host events. According to Ms. Spencer, “both of our organizations (Downtown Inc. and SABC) work together, we each put in something.
Working together makes it easier to be able to throw the events” (Spencer, 2019). Although some events are hosted by only one organization most of the larger events require the support of multiple associations and the city. According to Ms. Spencer larger events such as, the literature festival, street breakfast, and Savor Santa Ana require sponsorship from the city because the associations do not have the funds to host such large events (Spencer,
2019).
Since its creation in 2014 Savor Santa Ana has become one of the most popular yearly events in Downtown Santa Ana. According to Ms. Spencer, Savor Santa Ana was created because the restaurants wanted some kind of event that they could do as a
62 collective. Savor Santa Ana is a food event where people pay ten dollars for five tickets that they can redeem in any of 40 or more participating restaurants and eateries (Spencer,
2019). Although its primary goal is to bring attention to the restaurants, Savor Santa Ana has grown to be an entertainment event with music and performances throughout the whole downtown. Savor Santa Ana is about experiencing food all over downtown, it is a chance to experience the district in an exciting way with friends and family (Smolar, 2019).
Figure 12. Photo of Savor Santa Ana at the Fourth Street Market (Burgos, 2018)
There are multiple events held in downtown Santa Ana that promote local businesses and local culture. This abundance can sometimes cause events to overlap. It is not unusual for two events to be held on the same day on opposite sides of downtown. For instance, every year, the City of Santa Ana hosts the Noche de Altares, an event that brings nonprofits, families, and tourists to the downtown area to celebrate Día de Los Muertos
(Day of the Dead), but a few years ago, the Noche de Altares event was held on the same day as a skating and music event. At the East End of Downtown there were skating ramps,
63 hip-hop music and teenagers from all over the county, while at the West End there was a collection of alters to the dead, Latin music and mostly local Hispanic residents. While having two polar-opposite events on the same time might seem ill-considered in this instance, it actually had a positive effect. The intermingling of participants allowed people to participate in events they would generally never attend and interact with people with whom they would generally not interact. While this example of hosting two distinct events at the same time was successful, I cannot claim this to be true for future events. When asked about how they avoid conflicts from different events in the same area Mr. Smolar stated that, “one reason why the events have been successful is that the local associations hold quarterly meetings where they discuss the upcoming events and how they are going to effect the businesses. The response has generally been good to the events. Although we sometimes do have people who complain we can usually sort it out quietly in the meetings”
(Smolar, 2019).
64
Figure 13. Photo of Noche de Altares (Burgos, 2018)
City engagement. Although Downtown Inc. has been able to lead many of the modifications in the downtown area without the aid of the city, the creation of an entertainment-oriented destination would not have been possible had it not been for the city’s involvement. One of the significant challenges to creating an entertainment-oriented destination was regulations that restricted the sale of alcohol. In the 1980s, regulations were passed that toughened rules for liquor licenses and that closed bars and music venues in downtown that were seen as causing crime. For decades, regulations required that restaurants serving alcohol must also serve food, and they limited the number of bars allowed to operate in the area. However, in 2013, the City Council passed new regulations that allowed entertainment venues to be open until 4 a.m. as long as they stopped serving
65 alcohol by 2 a.m., and they allowed new bars to be opened so long as they were not within
250 feet of a children’s school, park or another bar. Lowering the distance rule and
eliminating the food requirement allowed new bars to open in the downtown, and this has
been the catalyst for the expansion of new bars and music venues in the area (Elmahrek,
2013).
The city has also helped improve the area by passing the Santa Ana Downtown
Façade Improvement Rebate Program. Approved by the Redevelopment Agency in July
2008, the rebate program provides financial assistance to improve storefronts (Santa Ana
Economic Development Strategic Plan, 2016). This program encourages economic
revitalization and promotes urban renewal in the Downtown area, while at the same time maintaining the historic and cultural traditions of the area.
Although the city has passed programs that help support the brand of the area there still two issues that according to Mr. Smolar the city needs to address. One is the creation of BIDs for the surrounding Downtown area. Currently there are less than 1,000 people living in downtown Santa Ana so aiding the surrounding residential areas would ultimately aid the downtown by having more people live nearby. The other issue Mr. Smolar would like to see the city correct is the creation of separate development standards for different areas in the Downtown area. Downtown Santa Ana is one of the largest downtowns in terms of size but all of Downtown Santa Ana is under the same zoning restriction. Dividing the area into subsections would allow each section to have its own standards according to the area and architecture and in the long run this would allow development to be easier and faster (Smolar, 2019).
66 Placemaking. Downtown Santa Ana has been able to differentiate itself from other
downtowns by focusing on art. Murals and sculptures are located throughout the entire
downtown area. This art is geared toward the history of the area and its residents. One of
the most prominent features of downtown Santa Ana is the large murals, with many styled like graffiti and representing a sharp contrast to the historic buildings that surround them.
These murals are not used merely as ornamentation, as they help to portray the area as a young urban center rather than just another historic downtown. As Ryan Chase stated in an interview, “We have brought in graffiti artists and muralists to help build upon the art scene and urban experience. Again, we want to be a destination and offer something unique and different that you would find in major cities throughout the world” (Loose, 2014).
Figure 14. Photo of the East End (Burgos, 2019)
67
Figure 15. Photo of the Artist Village Apartments (Burgos, 2019)
The city has used art as a way to differentiate itself from other areas and as a way
to connect with residents. In 2018, the city installed a bronze sculpture called “El Tiempo,”
which is one of nine statues created by Mexican figurative artist Jorge Marín and is part of the public art installation “Wings of the City.” This particular art installation was chosen because, as Mayor Pulido stated, the city wanted “to create awareness, especially for the younger generations. There are a lot of Hispanics here whose parents or grandparents came from Mexico. This is an opportunity for that community to reconnect, if you will. I think it’s a very important facet that we don’t often think about” (Chang, 2017). Art is a substantial part of the brand of downtown Santa Ana, it is used to promote young new artists while also highlighting the area’s unique characteristic and history.
68 Creating the DTSA Brand
Using branding strategies has allowed the city and local organizations to rebrand
downtown Santa Ana into an entertainment-oriented destination. DTSA is comprised of
four districts: the Artist Village, the East End, the West End, and La Cuatro. Creating one
brand from four different areas has been a challenge and has taken years to accomplish.
Artist Village. Located from First Street to Fourth Street and from Bush Street to
Birch, the Artist Village is the most extensive section of downtown Santa Ana and also the
area that has had the most redevelopment. The Artist Village comprises dozens of historic
buildings and art galleries, art studios, and artists’ lofts.
Figure 16. Illustration of the Artist Village (Burgos, 2019)
In the 1970s, the Central City Redevelopment Project Area was started with the goal of creating a redevelopment plan for the downtown area. Although the goal was to
69 create a five-year implementation plan, many of the stated goals were not put into action
until decades later. One of the primary goals of the redevelopment plan was the creation of
an Artist Village. Although the creation of the Artist Village was proposed in the 1970s, it
was not until the early 2000s that development began. In the early 2000s, building of the
Artist Village lofts began; the lofts encompass three blocks within the heart of the
downtown area and consist of 86 live–work studios. The lofts were built over three phases,
with the Main Street Studios being built first, followed by the East Village Studios and,
finally, the Santa Ana Lofts, which were completed in 2011. Even though the Lofts were
built over many years, they all incorporated the same design concept of a live–work unit
configured as a two-story townhome on the first and second levels and single-floor “flat”
units on the third level. While the interior layouts of all the lofts are similar, the materials
and finishes for the exteriors differ in style. The Main Street Studios, which were built
within the Old City Hall, have an exterior art deco design, while the East Village Studios
have a simple modern design similar to the buildings in the immediate area. The Sycamore
Street Lofts embody a “brownstone” design in keeping with the design of the rest of the
Downtown Historic District.
Besides creating the artist lofts, the Central City Redevelopment Project also called for the creation of art galleries. The Santora Arts Complex, a building constructed in the
1920s, was converted to house several galleries, including the Santa Ana College gallery and the Alternative Repertory Theatre. Created as the anchor for the 10-square block area designated as the Artist Village in August 1998, the refurbished Grand Central Art Center opened across the pedestrian mall from the Santora (Mattern, 2001). The Artist Village is home to various restaurants, shops, and artist galleries, as well as art institutions, including
70 the Cal State Fullerton Grand Central Art Center and the Orange County Center for
Contemporary Art. Despite all the new development in the area, the cost to the city has been relatively modest, with the city spending approximately $7.2 million on acquiring and redeveloping Grand Central and approximately $60,000 on infrastructure improvements and banners (Mattern, 2001).
Figure 17. Photo of the Santora Building (Burgos, 2019)
71 The East End. The East End lies between Main Street and French Street and
includes a multitude of restaurants and the renovated Yost Theater.
Figure 18. Illustration of the East End (Burgos, 2019)
Built-in 1913, the Yost Theater has a long history in Santa Ana. In the 1920s, famous silent movie stars were often seen at the Yost, and from 1950 to the 1980s, it became a Mexican cinema house where famous Mexican singers would often come to perform. However, by the mid-1980s, the Yost became a movie theater and started to fall into disrepair. In 2010, the Yost was renovated and opened as an electronic-music nightclub. The reopening of the Yost Theater was the catalyst for many of the changes in the East End, with a variety of new businesses opening in the area, including the Frida
Cinema – a two-screen theater converted to an art-house theater – and the Fourth Street
Market – an indoor food market housing a variety of restaurants.
72
Figure 19. Photo of the Yost Theater (Burgos, 2019)
In the mid-1980s, the Fiesta Marketplace was opened with the intention of
capitalizing on the city’s Latino population. The Marketplace was an open-air retail
complex designed to look like a traditional Mexican plaza. In 2010, as part of the
rebranding of downtown, the area previously known as Fiesta Marketplace became the East
End. Among the changes to the area was the removal of the carousel located in front of the
Yost theater and the change to the façade of the existing buildings. Many of the buildings
in the area lost their pink and blue facades for a more muted shade of beige and brown.
Part of the new East End was the creation of the Fourth Street Market, a collection of restaurants and eateries. The East End developers hoped a new mix of retailers would generate higher profits than those seen from Fiesta Marketplace. When the Fourth Street
73 Market opened the rents for the area were about $3,200 a month for the restaurant spaces, which was roughly about five times the average in the area. Although the rents were significantly higher than surrounding businesses the tenants still flocked to the Fourth
Street Market. By the time the Market open the storefronts were nearly fully occupied and there was a waiting list of stores wanting to rent space (Pimentel, 2014). One of the main reasons the Fourth Street Market was so popular was that the developers were able to remove startup costs for the businesses and all of the businesses were able to benefit from a liquor license that covered the entire building (Hughes, 2014).
Figure 20. Photo of Fiesta Marketplace in 2002 (Santa Ana Public Library/Santa Ana History Room Photograph Collection, 2002)
74
Figure 21. Photo of the East End (Burgos, 2019)
The West End. The West End is located between Ross and Broadway and is home to many historical and government buildings.
Figure 22. Illustration of the West End (Burgos, 2019)
75 This section of the downtown has evolved into a cultural and entertainment hub for
Orange County’s LGBTQ population, with notable LGBTQ-friendly destinations,
including Theater Out, The Velvet Lounge, and the LGBTQ Center, which focuses on arts,
culture, and social events. As well as housing LGTBQ businesses, the area also hosts the annual Orange County Pride Festival (Molina, 2015).
The West End also incorporates some parts of the civic center, and this area is home to several institutional city and county buildings, including the Santa Ana Transit Terminal and the Ronald Reagan Federal Building. The city tried to encourage federal and state employees to go to the downtown by providing a free trolley, which ran in the summer of
2011 from 11 a.m. to 2 p.m. The city discontinued the program because they found that
even without the shuttle the employees were continuing to go to the downtown. In an
interview given in 2012 to the Orange County Business Journal the former Executive
Director of Downtown Inc. Vicky Baxter stated, “Now, we don’t have the trolley. They
still come, but they walk and that was the goal for them to realize we’re not a mile away;
we’re two to three blocks away. They didn’t understand how close downtown was”
(Hamanaka, 2012).
76
Figure 23. Photo of the West End Theater (Burgos, 2019)
La Cuatro. For decades, all of downtown Santa Ana was known as La Cuatro
(Fourth Street). The area was filled with Latino stores, and famous Latino musicians were often seen in the Yost Theater, but now La Cuatro has been reduced to a .3-mile corridor bounded by Main Street and Broadway.
77
Figure 24. Illustration of La Cuatro (Burgos, 2019)
La Cuatro has a mix of food, retail, and dining businesses that target mainly the working-class immigrant Latino population. However, in the past decade, the zone has seen a surge of new businesses like those in the Artists Village, but mainly around the edges near the East End and Artists Village. Although La Cuatro might have been reduced in size, this is still considered the heart of Latino culture in Santa Ana, and even though many of the downtown stores and restaurants shifted toward catering for a younger clientele, the majority of stores along Fourth Street still catered to Spanish-speaking customers.
78
Figure 25. Photo of La Cuatro (Burgos, 2019)
Community Perception: Gentrification or Revitalization
To some in the community, the re-branding of downtown Santa Ana is concerning, as it is perceived as gentrifying the neighborhood. Gentrification is the process of repairing and rebuilding homes and businesses, usually by middle-class or affluent people, that results in the displacement of the existing population, which often comprises low-income families and small businesses. While many see the changes in downtown Santa Ana as gentrification, others applaud the changes, saying they are good for the city and its residents.
The perception that downtown has become gentrified is something that new business owners have had to deal with head-on. When Ms. Ayazi opened one of her businesses, nobody from the neighborhood would patronize it: “Nobody from the apartments, no one from the houses came in. Every one of our customers was through
79 social media, and they would come from outside the neighborhood. We couldn’t figure out what was going on, so in the morning we put out a table with samples of coffees. I had my
Spanish speakers go out there, and in Spanish, they were telling them ‘Come try the
Coffee.’ We learned through them that all the residents thought that we were just an
American white-owned business trying to take over the neighborhood” (Ayazi, 2015). It
was not until after Ms. Ayazi told the residents that one of the owners was Latino and was
born and raised in Santa Ana that the residents finally began to patronize the business. This
distrust of perceived outsiders can be quite strong and pervasive in some areas of the
community. In a 2014 interview, Mr. Chase stated, “A vocal minority were not very happy
with the direction we were taking. They wanted to keep it the way it was, and they were
very concerned with gentrification. It got pretty ugly to the point where my dad’s nickname
was El Diablo (the devil) and we got threatening voicemails” (Loose, 2014). These strong
opinions were also voiced by city officials; according to Mr. Chase, during a City Council
meeting, one of the council members compared his family to Hitler and implied they were doing the same thing to the Mexican population as Hitler did to the Jews (Loose, 2014).
Many believe that Latino businesses are not only being pushed out of the area but that
Latino culture is being looked down upon. As Gustavo Ariano, former editor of the OC
Weekly, stated in an interview, “Santa Ana is code for crime. Santa Ana is code for poverty.
More importantly, Santa Ana is code for Mexican and of course in Orange County Mexican
is like being the devil. So, the problem with that is this identity crisis that Santa Ana
officials and some Santa Ana residents have in that they want to appeal ‘oh we don’t want
to be seen as that Santa Ana we want to be seen as this new Santa Ana’” (Authenticity and
Gentrification, 2015). This sense that changes in the area are an attack on the culture and
80 not just a change for economic gain is one of the main reasons why so many in the community have a negative feeling about the rebranding of the downtown area.
Although there is still a negative perception by some residents as more people come to the area their perception of the area improves. According to Ms. Vela, “I have seen positive changes because to be honest before I did not come to Calle Cuatro. When my daughters turned fifteen, they told me we are going to look for a dress and I said yes but not on 4th street. I had a negative view of 4th street. But since we started to come and I noticed all the positive changes. The streets are very clean, there’s a lot of security. If you come here and then go to Downtown Los Angeles you will notice it's very different. Here it is very clean” (Vela, 2019). This perception was echoed by Mr. Martinez, a longtime resident of Santa Ana who stated that although he missed the old businesses, he has found new businesses that he enjoys just as much. “I miss that old carousel because families would go there, I miss the paleteros, the area was a Mexican center. It does not feel like that anymore the area has changed its no longer the ‘mexicanizimo’ area, but we still go there. The crowd that we hang out with is different but we still go there” (Martinez, 2019).
In 2009, the city hired an architectural design firm to create wayfinding design concepts, including style guidelines, typology, and locations (Kwong, 2015). Although signage might seem an innocuous topic, the inclusion of the East End sparked a heated debate as to what areas should be included. Madeleine Spencer, a consultant for the Santa
Ana Business Council, was concerned that a publicly funded program would be used for a private area. Spencer and many others were concerned that a part of downtown primarily owned by Ryan Chase would be funded by public money. “Privately it’s cool, East End is a brand, but publicly funded, that is where the issue comes in,” Spencer stated (Kwong,
81 2015). The inclusion of the East End is not the only concern residents have, as there is also a strong belief that Hispanic businesses are being marginalized. During a 2015 Council meeting to vote on the proposed new signs, many activists argued that the designated districts exclude Latino businesses from the downtown by cutting off Fourth Street at
French Street. “Perception, it’s more powerful [than reality]. People are going to think
Fourth Street ends at French,” stated Claudia Arellanes, a member of the Santa Ana
Business Council (Vo, 2015). Council members were aware of the community perceptions:
“As you all know, there are sensitivities to downtown. There are folks who really believe, for better or for worse, [that] as downtown evolves, even directional signs could be a way that changes the look and feel and brand of the downtown,” stated Councilman Vincent
Sarmiento. Ultimately, the council voted unanimously to approve the $472,480 contract for the new directional signage (Vo, 2015).
Figure 26. Photo of Downtown Santa Ana Signage (Burgos, 2019)
82 One of the main concerns regarding the rebranding of the area has been the perception that Downtown Inc. is focusing on promoting the areas that are owned by the
Chase family while ignoring the Hispanic businesses in the area. This perception was fueled when, in 2011, two board members of Downtown Inc. left the board of directors, citing lack of promotions for the mostly Latino Fourth Street merchants. According to
Lopez, one of the board members left the organization because it became clear that its vision was not to promote the existing businesses but to change downtown into an area that appealed to a different demographic (Elmahrek, 2011). This perception that Latino businesses are being pushed out is something that not all Latino business owners agree with. According to Ms. Vela, a Latina business owner, “what we should do as a community is to understand that we have to support small businesses. You hear a lot of people say,
‘Oh I do not go to 4th street because there are no Latinos anymore or they are pushing
Latinos out of their businesses.’ That’s not true. No one is pushing us out. Instead of shopping here people are going to the malls or buying online. So you are not supporting small businesses and if you do not support small businesses they will not be able to make enough income to pay rent, buy merchandise or make a profit from their investment. So they have to close their businesses and go. We need the support of the community for our small businesses. I say come support the businesses on 4th street” (Vela, 2019).
The residents’ negative perception of the rebranding of downtown Santa Ana is not about changing the area but rather about outside forces changing the area without the consultation of residents. People like Mr. Ariano would prefer to see changes to the downtown area by residents instead of by perceived outsiders. Mr. Ariano cited Boyle
Heights as an example of a changing city, stating that its residents are changing the area
83 while working with the local community and not just casting them aside, like developers, mayors, or other city councils would do (Authenticity and Gentrification, 2015). Alicia
Rojas, co-founder of the Santa Ana Community Artists Coalition, agrees with this viewpoint: “There are different developers that work differently. When we come into the artists’ village right now, the Santora is a perfect example of having empty gallery spaces for the last two years when there were tenants there that had been paying their rent on time, but the owner decided to terminate that lease. So there is gentrification. That is going on beyond the economic” (Authenticity and Gentrification, 2015).
“The area’s divided. There is the old school who doesn’t want to see any changes; they just want to keep everything the way it is. There’s also a new school who wants to get rid of everything, who says you guys just take away everything and start brand new, but I like to think of us as being in the middle,” stated Kay Ayazi, an owner of three businesses in downtown Santa Ana, when I interviewed her. According to Ms. Ayazi, there has been much resentment from residents, who believe that the area is being taken over by outsiders.
Ms. Ayazi empathized with this belief: “I’m a child of immigrants and my fiancé is a child of immigrants, and he was born and raised in Santa Ana, and for us, it’s a sensitive spot.
Some of these people that are coming in from the outside, that want to roll everyone out, they aren’t sensitive to the neighborhood and what’s going on. I preferred to see us rebuild and rejuvenate, not gentrify and get rid of.”
Downtown Santa Ana in the Coming Years
While there has been a negative reaction from some residents to the rebranding of downtown Santa Ana, city officials and stakeholders have embraced and continue to push
84 the image of downtown as an entertainment destination. To that end, the city plans to
promote and expand the brand of DTSA. The city of Santa Ana has stated that in the coming
years it will continue to expand its growth to compete with adjacent cities. Some of these
goals include attracting high-end/boutique hotels to the downtown area, continuing to
convert old office buildings into upscale housing and creative office space, redeveloping
the Third Street and Broadway parking structure into a mixed-use development, and
introducing a street car that connects the Santa Ana Regional Transportation Center
(SARTC) to the downtown. The implementation of this new street car has been something that has concerned businesses in the area. According to Ms. Spencer, “my main objective is that all the existing businesses still be here when the construction ends. Typically, the older businesses are displaced while the new businesses get to benefit from the change. So my goal is that we are going to move through this together and we are going to make sure that the old businesses are still here (when the construction ends)” (Spencer, 2019)
85 CHAPTER 6
FINDINGS
In the “Branding Era” where everything from a place to a person needs to have a brand the term branding is used constantly but the concept is mostly misunderstood. There is a misconception that by simply attaching a slogan or a logo to an object or place it will become that brand. A brand is created by more than physical structures it is the perceptions created by visual cues, word of mouth, and publicity which creates a brand. As these case studies illustrate creating a brand is a holistic approach that requires layering multiple branding strategies.
Case studies were chosen for this thesis because they allow us to examine real- world examples of how branding is used to revitalize downtown areas. The previous sections have analyzed how cities have used various branding strategies to create and strengthen a brand. One conclusion from this thesis is that there is no one right branding process. Each city has its own assets and drawbacks, and each city must tailor the branding process to its own needs. The goal of this thesis was to learn from past branding strategies and present findings that cities may incorporate when using branding to revitalize their downtown areas. Based on the information gathered, the following section describes effective branding strategies to revitalize downtowns.
Community Involvement
One of the most important aspects of creating a successful brand is community involvement. Involving the community is more than just informing the residents of the
86 proposed changes – it means including them in the decision-making process. To foster
community involvement, cities should create outreach programs to engage, inform and
energize partners about the brand. Regular communication with the public and local
businesses is essential to keep opinion makers and the media informed about the
revitalization process.
Involving the community in decision-making allows the residents to feel a sense of
ownership over the changes in the area. It also allows city officials some latitude in decisions that might otherwise be controversial. For example, to construct its downtown, the city of Brea had to demolish old historic buildings, and the city was able to proceed because it could point to the community workshops where the residents stated that a new downtown would need to be built. These community workshops gave the politicians the
cover they needed to demolish the historic buildings, because they were able to state that
they were only doing what the community wanted (Crabtree, 2014).
Creating and implementing a brand from the top down is an effective and relatively
fast way to create a brand. For example, for years the city of Santa Ana created specific
plans to revitalize the downtown but every time the plans met with opposition and the
changes never materialized. The changes to the area only occurred when one entity, the
Chase family, took it upon themselves to create a new brand. They single handily created
an entertainment-oriented destination by bringing in new businesses and changing the
atmosphere of the area. The Chase family was able to effectively and quickly create a brand
where the city struggled for years in its attempts. While this top down approach was
effective in creating a brand it also had the consequence of creating strong community
opposition to the brand. When decisions are made from the top down with no input from
87 the community it can lead to a sense that changes are occurring without the resident’s
opinions being taken into account. While including the community in the decision-making
process may slow down the branding process in the end it will lead to a better understanding
of the brand and how to implement it.
Regular communication with merchants, organizations, and residents allows them
to feel a sense of ownership over the brand. When the community is not part of the decision-
making process, it can lead to a sense that they are a being left out or, in some cases, even pushed out. For instance, the changes to downtown Santa Ana led some residents to believe that the new businesses were “gentrifying” the area. “It’s dangerous when people believe that narrative; that it is gentrified; that change is happening, but it’s not for them,” stated community organizer Marilynn Montaño (Molina, 2015). Implementing a brand requires the support and involvement of residents and stakeholders, since local support can facilitate development while opposition can, in some cases, stop development altogether (Kemp,
2011).
Identify an Area’s Assets and Weaknesses
Identifying an area’s assets and weaknesses is an essential part of the branding process. Each city has different strengths and weaknesses, and so the branding process must be customized to a city’s physical conditions, assets, consumer demands, and history.
Not all cities begin at the same level – some cities have a negative image that must be overcome. However, despite these negative perceptions, cities must remember that each downtown has a unique set of strengths, and these strengths must be built upon in
88 developing the revitalization strategy (Leinberger, 2005). Understanding an area’s assets and weaknesses can allow a city to begin the branding process more effectively.
A city’s history, residents, and shared sense of values can be as important as the physical assets of an area. For instance, one of Brea’s assets is the community’s population.
According to Mr. Crabtree, one of the reasons why there was no criticism of the development of the area was that Brea had a less diverse population, both ethnically and economically, than other cities. Therefore, residents did not face the issue of having a segment of their population feeling left out.
While Brea benefited from having less diversity, diversity can be a great benefit to an area. An area’s assets are not always physical, as they can include its history, residents, or a shared sense of values. For example, in the last few years, downtown Santa Ana has rebranded as an entertainment destination center, and this has been accomplished by concentrating on attracting new businesses into the area. However, this focus on attracting new businesses has led to resentment from some existing businesses that feel they are being left out of the branding process. Subsequently, there has been a new awareness among residents and local officials that one of the area’s assets is its historic Latino roots and that those roots should be promoted. According to council member Alejandra Martinez, “When
I first got elected, my goal on the City Council was to bring hip, cool restaurants and amenities that were going to attract young people like myself. I didn't really care about the color of your skin. What I cared about was making sure we had all incomes coming into downtown Santa Ana. What I realized over the years ... what makes Santa Ana special is not the buildings, it’s the people. ... And the majority of the people that live in this community are (of) Latino descent, and we should be proud to embrace that” (Molina,
89 2015). The concept of embracing Hispanic branding in the area is backed up by a
September study, commissioned by the California Endowment, that found that downtown
Santa Ana could bring in more than $137 million in new sales per year if it catered
primarily to the purchasing needs of the Santa Ana residents (Molina, 2015).
Develop a Plan
Although having a plan might seem an obvious step before beginning to implement
a brand, in many cases this is not always true. For example, branding in the city of Santa
Ana has been accomplished at a quick pace but most of the branding strategies have been
done without a plan in place to identify a set of goals. This lack of a plan has led to
misconceptions by the stakeholders as to the brand and how to implement it. While the
Santa Ana Business Council talks of bringing in more family-oriented businesses
Downtown Inc is still actively promoting the area as an entertainment destination. Having
no set plan means that stakeholders are not working cohesively toward one end goal.
Successful branding strategies require a plan. Bringing together stakeholders to work together towards a common goal and a defined direction is necessary to successfully implement a brand. Once an areas strength has been discerned cities will be able to identify the consumers they will target and the set of goods and services that should be offered.
Whether this consists of small goals or a 10-year redevelopment plan, developing a plan is an integral part of the branding process. Objectives for the brand need to be clearly stated
and understood by all stakeholders. Having a clear set of objectives will help all involved
know what the ultimate goal is and how it can be achieved. Plan development will vary
depending on the final objective. Some cities, like Brea, will create a large-scale plan that
90 involves demolishing large tracts of existing buildings to construct new developments, while other cities may take a more gradual approach with a series of incremental changes to the existing strengths of a neighborhood rather than replacement of existing infrastructure (Leinberger, 2005).
Partnerships
Regardless of the scale of the branding process, partnerships are essential, and they typically involve a nonprofit organization that engages in downtown advocacy, a development corporation that finances public facilities and infrastructure, and a not-for- profit or quasi-public management enterprise that provides security, maintenance, and other services (Mitchell, 2001). Bringing existing nonprofit organizations into the branding process and creating new organizations to fill necessary roles is essential in implementing a brand. A strong partnership is crucial to get the revitalization process off the ground and to build the infrastructure needed to spur on development. One of the leading ways the private/public process is implemented is through nonprofits, particularly business improvement districts (BIDs). Having a BID whose sole function is to advocate the interests of downtown is vital. For example, Downtown Inc. has been instrumental and, in many cases, has been the leading entity in the rebranding of downtown Santa Ana.
Policies
Once a brand has been established, policies need to be put in place that will help strengthen and propel it. It is crucial to have a strong understanding of the brand, as policies that complement a brand will strengthen it. For instance, if a brand is geared towards
91 walkability, then implementing policies that support that goal, such as converting streets
into pedestrian promenades or introducing a light rail to the area, would help support that brand. Although many aspects of branding can be implemented solely by organizations or business owners, without support from the city, an effective brand will not be achieved.
For instance, downtown Santa Ana was branded as an entertainment destination, but
without policy changes to the area’s alcohol licenses and business hours, the brand would
not have been successful. The city has further helped propel the brand by implementing an
adaptive reuse ordinance, which will allow for the conversion of current buildings into residential buildings without having to meet the parking standards of other residential buildings. This policy change will have the benefit of bringing more residential development to the area, which will complement the brand as it will create an area with
24-hour activity.
Review, Analyze and Modify
The objective of a brand is to positively differentiate an area from the surrounding
shopping centers. A strong brand should attract businesses that match the brand image, but
the brand must not become specific to one particular business. If a brand becomes tied to a
specific business, the downtown is tied to the success or failure of that business. For
example, according to Mr. Crabtree, “The city wanted a movie theater to anchor the
development and they got Edwards Theater to have not only one but two theaters in the
area. The problem now is that the theaters are having financial issues so the city is
concerned that one or both of the theaters might close. So, to help the theater stay open, the
city has given them permission to sell alcohol, hoping that this will allow the theaters to
92 stay in business” (Crabtree, 2014). Using the theaters as the cornerstone of the brand means
that the success of the area is tied to the continued success of the theaters, and to keep the
theater in business means that the city must alter the brand. A brand must be able to attract
multiple businesses and not just represent one. When asked what his organization does to
promote the brand of downtown Santa Ana, Sean Coolidge stated, “The restaurants
themselves are the brand. The last thing we would ever want is to identify too closely with
an existing restaurant. Our brand should only exist as a springboard for the restaurants
within the downtown.”
Branding is a slow process that tends to occur in increments and can take years or
decades to be accomplished. Although defined goals are essential, branding is not a static
process, as brands are continually evolving. Long-term development is part of the branding
process, and cities will often create 5- or 10-year branding plans; however, even if the plans are implemented step by step, it is necessary for cities to occasionally analyze the brand and decide if revisions are required. Cities should sporadically analyze and modify the brand message to enhance an area’s appeal to both residents and tourists (Beckman, 2013).
For instance, Brea set out to create a walkable, family-oriented destination, but recently,
city officials have discussed adding more parking, which would allow some of the local
businesses, such as the Improv Center, to expand (Crabtree, 2014). However, the additional
parking would mean that more traffic would come into the area, and this could have an
adverse effect on the brand of a walkable downtown. Cities must always be aware that
changes to the area can affect the overall brand, and they must weigh up the consequences
of modifying it.
93 Summary
There is no one right way to brand an area; the strategies listed in this thesis are not meant to be used by all cities all the time. All cities are different and each should tailor the branding strategies to their individual needs. While Brea utilized all the findings when creating their brand, Santa Ana disregarded many of the findings and yet both have successfully been able to brand their downtowns. Brea engaged the community in the decision-making process when they hosted the "Brea By Design…the Downtown
Charrette". The City identified the area’s assets and weaknesses and decided that they would need to rebuild the downtown area, they adopted the Brea Towne Plaza Specific
Plan, partnered with local associations and businesses, implemented policies that supported the brand, and they have systematically reviewed and adjusted their brand through the years. Having done all these steps has meant that Brea has been able to implement the brand smoothly and with relatively limited opposition. While in comparison, Santa Ana has taken a different approach to its brand implementation. Santa Ana did not engage the community in their decision-making process and they have not created a set of plans for the area. The Santa Ana brand was created and spearheaded by one individual Mr. Chase, who pushed for changes to the area despite heavy opposition from many in the community.
Having no set plans, no community engagement and limited participation with partners has meant there is opposition from the community and confusion among stakeholders as to how to implement the brand. Having its brand be spearheaded by one individual has meant that Santa Ana was able to implement the brand relatively quickly and successfully, but by not following all of the findings they have also come across a lot of opposition and difficulties. Although Brea and Santa Ana have taken a different approach to implementing
94 their brand, both areas can be said to be successful. However, although Santa Ana was able
to brand their downtown successfully it has not been as smooth of an implementation as
was done in Brea. While Brea was able to seamlessly implement a brand with little to no resistance from the community, Santa Ana has struggled to get the community to support the changes to the area. Ignoring some of the findings can still lead to a successful implementation of the brand but doing so can also lead to significant challenges and
opposition from the community.
95 CHAPTER 7
CONCLUSION
As more cities use branding to revitalize their downtowns, learning from past cases
can help them better implement their own branding strategies. The aim of this thesis was to examine real-world examples of how branding is implemented and to create a list of
findings so other cities can have a road map of how branding can be used for revitalizing
their downtowns. A prosperous downtown can have a strong economic impact, raising
employment and bringing shopping, recreation, and social activities into an area.
Downtowns can help secure the long-term economic stability of a city, provide jobs, and
ensure that there is a variety of services for all city residents. This thesis focused on the
physical and policy strategies that cities have used for implementing a brand; however, less
focus was on the actual economic impact of branding. A closer investigation into the impact
of branding on the economy of downtown areas was beyond the scope of this thesis but
should be further studied to fully understand the economic benefits of branding. Although
the scope of the study was limited in this thesis, it is this author’s belief that branding
provides an important model for informing future revitalization practices for cities.
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105 APPENDIX A
Interview: David Crabtree, City of Brea Community Development Director Interview conducted on November 4, 2014
1. What is the brand of downtown Brea? Who created this brand?
After the construction of the Brea mall the downtown area fell into disrepair the city wanted to redevelop it so they had community workshops to get the community involved in the process. Based on the community feedback it was agreed that they would redevelop the area rather than just rebrand the area as “Old Brea” which was what other cities had been doing with their downtowns. Downtown is part of the city’s vision, it is considered the ‘civic heart of the development.” The city created three phases of development the first was the easiest to get done since it was a shopping center, something that has been done in other areas and cities. The second phase was the promenade or “strolling” area the difficulty with this was getting the right businesses to move to this area. The city wanted a movie theater to anchor the development and they got Edwards Theatre to have not only one but two theaters in the area. The problem now is that the theaters are having financial issues so the city is concerned that one or both of the theaters might close so to help the theater stay open the city has given them permission to sell alcohol hoping that this will allow the theaters to stay in business. The Downtown plan always included a main street promenade or Strolling Street however other aspects of the development did changed over time. The Ash Street housing, which is collection of single-family houses, was originally meant to be high density housing but some people had concerns about having high density housing so it was modified to single family housing.
To construct the current Brea downtown the city had to demolish old historic buildings and although they did have some people protesting the demolishment of historic buildings the city was able to continue because they could point to the community workshops where the community stated that the new development is what they wanted to see done. Having done the community workshops gave the politicians the cover to demolishing the historic buildings because they were able to state that they were only doing what the community wanted to be done.
2. Is there any criticism of the development of the Brea downtown, did any portions of the community felt left out or pushed out by the development?
There had not been. Brea has less of a diverse population both ethnically and economically than other cities, so they didn’t face the issues of having a segment of their population feeling left out.
3. How is the city is implementing cultural programs or events into the downtown?
Since the redevelop office closed a few years ago the city has been relying on outside sources to do cultural aspects such as the annual jazz festival. The city no longer has
106 the means to conduct those sorts of event so instead there is collection of downtown businesses that are responsible for putting together cultural events in the area.
4. What are some of the future plans for the area?
The city would like to add more parking structures but due to the lack of a redevelopment office they cannot to do it. Adding more parking would allow some of the local businesses to expand such as the improve center, the improve would like to hold concerts but is currently unable to do so since there is not sufficient parking for the added people who would attend the concerts. For the parking to be approved by city officials they would need to justify it to the city and the benefits of lessening parking congestion for local businesses would not be enough of a justification. For the parking building to be approved there would have to be other future development planned such as the high-density housing that was originally planned. If high density living was built then having added parking would be necessary and could then be shared by the residents of the new development and the local businesses.
107 APPENDIX B
Interview: Michael Guzman, Business Advocacy & Communications Brea Chamber of Commerce Interview conducted on February 3, 2015
1. What is the image (brand) of Downtown Brea?
They wanted to differentiate it from Fullerton, they wanted to make it more Family friendly, a big thing, a big difference between us and other downtowns was that we wanted to promote walkability in the area. Brea also has more mix use development, so you may notice more people are walking around more and there is less traffic. They are trying to have more of a small town feel to it that is mostly what they try to promote. But lately there has been more of a push for more of a night life.
Brea has always tried to have a small-town culture even though it’s kind of a big town. That is something their citizens have pushed for a long time. I live in Walnut but I come to Brea all the time and I have seen how they have kept pretty consistent with that feel. I don’t know when Fullerton decided to make their nightlife push for young people but it used to be a bunch of antique stores but they totally switched that up where as Brea has stayed pretty consistent trying to keep that small time feel.
2. What specifically has the chamber done to promote this image?
What we try to push or promote is some of the events like the community events, the biggest thing that I can talk to you about is our taste of Brea event which is the biggest community event in Brea. The taste of Brea is a big thing for one day a year we try to push the whole helping the businesses in the community so it’s meant for people to sample all the restaurants but is also allows all the small business in the area to also show of their own products, so it’s like a big trade show. It’s meant to celebrate the community in general but it also attracts other people to Brea. We try to promote all of Brea but mainly the chamber members. We make a strong push for people to join the chamber of commerce because when people do that it shows their business has more legitimacy and it’s a good way to filter the businesses that come into Brea. Sometimes we allow non-Brea businesses to be part of the events but we mostly try to focus on Brea businesses.
3. Are there specific businesses that are targeted for downtown? If so, what is done to encourage them to locate to downtown?
The chamber promotes the businesses that are already exciting in Brea so it not like we’re trying to attract more businesses to that specific location that is more what the Downtown Business Association does. They are probably very particular in who they court.
4. Does the chamber work with the community in promoting the downtown image?
108
There’s no formalize process to talk about what the brand is. We just have an understanding of what the Brea citizen’s desire.
5. You talked earlier about there being more of a push for nightlife in downtown Brea, what are you doing to try to promote this change?
It has been family oriented and now they are trying to bring younger people like newlyweds and people just starting their careers. So, we have a young professional group in Brea that’s a good way we help to publicize the restaurants in Brea like the more hipper kind of places like Taps, Buffalo Wild Wings or Yard House that are more attractive to younger people. So yea now it’s not just so targeted at families
6. Has there been any changes to the brand of Downtown Brea over time?
They have stayed pretty consisted with the family-oriented approach. Now they are trying to bring younger people but they just don’t want the area to become rowdy. I’ve heard this specifically that they don’t want it to become like downtown Fullerton.
7. What are some of the future plans for the area?
There’s more of a push for night life development and a there’s a bigger push for mix use development. What’s interesting in the city right now is that there is a debate going on and we kind of saw it on the last city council election about building a new parking structure where Tower Records used to be since that would bring more outside people into the area. More people driving over to the city might be a little more of a culture change since the new people might not want to walk around as much anymore.
8. Is there ever any difference in views between you and the city or other organizations in how you promote the brand of downtown?
We try to have chamber events not conflict with whatever Brea downtown might want to do. They have a couple events that we aren’t related with. Farrells, they’re a chamber member, has an annual ice cream contest that we do team with them on but there a lot of other events that we don’t team up with. We don’t work directly with the Downtown Businesses Association, they’re not rivals or anything we just don’t work directly with them.
Its’ never a perfect harmony for instance when we do our taste of Brea event sometimes the set up might anger some of the businesses right there because there is all this foot traffic talking to these restaurants trying to sample their food and they are not going into the local restaurants. We think those events give publicity to the area over the long term but different people have different interest.
9. Is there anything else you think I should know about the area?
109 Brea has tried to keep to a small town feel for so long that is probably the essential thing to know. Maybe talk with one of the businesses owners they might have a good take on the area. They would give you a good idea about what the area is like.
110 APPENDIX C
Leslie De LA Rosa - Brea Downtown Owners Association Interview conducted on May 1, 2015
1. What specifically has your organization done to promote this image?
The BDOA has an integrated marketing strategy which provides more awareness of Brea Downtown to Orange County and surrounding areas. This awareness results in more people coming to Brea Downtown to shop, dine, and enjoy entertainment. The marketing efforts tell the story of this unique downtown to a very large audience. It increases the profitability for the businesses located here. It also attracts upscale tenants who desire to be located in Brea Downtown
2. Are there specific businesses that are targeted for downtown? If so, why those businesses in particular and what is done to encourage them to relocate to the area?
Similar venue as a Kodiak Theater to bring in more entertainment
3. Does your organization work with the community in promoting the downtown image?
We have large events car shows, music festival(s).
4. Has there been any changes to the brand of Downtown Brea over time?
There have been several changes Birch Street, Birch Street Promenade, Brea Downtown
5. What are some of the future plans for the area? For example, adding more entertainment venues or changing current businesses.
To bring in more entertainment - brand the downtown as the entertainment spot.
6. What do you hope to achieve by creating this brand in your downtown? Are you hoping to attract tourist, residents, and or businesses?
To promote Brea Downtown as a distinguished North Orange County urban-oriented, dining, retail and entertainment destination by enhancing the success of its businesses while providing and maintaining a unique, attractive and safe environment."
111 APPENDIX D
Interview: Leigh A. Eisen, Santa Ana Downtown Development Liaison Interview conducted on April 7, 2015
1. What is the image or brand of downtown Santa Ana?
The downtown area is having a bit of an identity crisis, the city needs to tap into what makes it unique and special. Downtown has a broad mix with traditional Latino businesses, newer restaurants, and office buildings. Currently it is the local business associations that are in charge of promoting a downtown brand. Although there is a variety of business in the area the businesses complement each other with office workers in the area patronizing the local businesses creating an area with 24-7 activity.
2. What are some of the things the city has done to create a specific image for downtown Santa Ana?
It’s not the city that does the programs for the area but rather the associations, what is being done by the city are things like social media and outdoor elements like banners, trash cans, logos, directories, wayfinding signage, and consistent colors and signs for the area. What the city is responsible for is the safety and cleanness of the area. To that effect the city has additional contracts to do trash and cleaning in the area. They also have safety ambassadors who help answer questions and direct people in the area
Some of the events being held in the area are the Art Walk which is being sponsored by Downtown Inc. and the Farmers Market which is a non–profit but is being sponsored by Downtown Inc., with the city waving their fees.
3. What other organizations has the city collaborated with?
The city works with the Chamber of Commerce and business associations, property associations in the area. Such as Downtown Inc. and the Santa Ana Business association.
4. How has the city been able to communicate the brand they want to project to the rest of the stakeholders?
Any branding has to be done with the business associations. The impetus is on the business associations to implement the brand. It’s not the city’s place to choose a brand for the area. It’s up to the local businesses to decide what their brand is since it is their livelihoods that are at stake.
5. To what extant has the community been involved in the branding process?
112 The local businesses are involved in the branding, currently there are two groups that are creating separate brands for the area. Anyone can participate because they pay into the associations which are creating the brands.
6. What are the future plans the city has for the area? For example, changes in zoning, encouraging different businesses into the area, altering current buildings or new construction?
Adoptive reuse ordinance, convert current buildings into residential buildings without having to meet the parking standards for other residential buildings. The city also wants to convert a parking structure on 3rd and Broadway into a mix use building. There are also plans to introduce a streetcar line that would run from the Santa Ana regional center to downtown Santa Ana. This would make it easier for residents to go to downtown, it would be convenient since the streetcar would go slow and allow residents to see the area and be able to get off and shop. Merchants in the areas are also interested in creating a promenade where the street might be blocked off and opened only to pedestrians this is something that has been discussed and might be implemented in the next 5 years or so.
7. What does the city want to achieve my creating this brand in their downtown? Are you hoping to attract tourist, residents, and or businesses?
All of the above, to be successful you need to do it all, to be competitive you need the attention of the whole region. New investment into the area is brought in by current business, for example a six-story building in downtown was bought because the owners where in the area to eat at a local restaurant, Playground, they saw the building and decided to buy it.
8. Is there anything else you think is important for me to know about the area?
There is no cohesive image there are two associations each promoting a different brand for the area. To that end the city should be involved in implementing a brand. There also needs to be more Placemaking in downtown – branding and creating a place, promenade and outdoor seating are examples of this.
Another issue is that right now there is not a lot of retail but the retail that was there like American apparel was not successful so it illustrates that the market is regulating the businesses in the area.
113 APPENDIX E
Francisco Martinez, Santa Ana Resident Interview conducted on May 14, 2019
1. Before the changes to the area, how would you have defined the image of Downtown Santa Ana?
I remember saying once “man, there are no ‘güeros’ (white people) in downtown”, it was very “mexicanísimo”
2. Did you shop in the area often?
I had a favorite store, it was near where the Playground Restaurant is now. There used to be a taquería and a little market there. They used to sell this very specific seeds that I liked and I remember going there, buying a taco and then taking my kids to the carousel. I remember doing that often, we used to make it into a little trip, to go down there, get the little seeds, get the tacos, and go on the carousel.
3. So it was a special event to go to the area?
It was a special outing, it was how I got to know downtown Santa Ana.
4. How would you describe the image of Downtown Santa Ana now?
Well, that little store is gone. There used to also be a little indoor swap meet in the area that I used to go to an buy my jerseys, but that store is also no longer there. It’s the Fourth Street market place now. The little taqueria is gone and the carousel is gone. So all the things I would go to the area for are gone but now I like to go to Lola’s and Native Son so there are new things that I like to go to now but for different reasons.
5. It seems like before you would go to the area with your family do you still do that?
We still do that, we go to the Michoacana Express (Ice cream parlor) by the Yost. That is an outing for us, we go get ice cream.
6. So there are still some businesses that you go to?
Yes, and we go to the Fourth Street Market and sometimes we go there I get a drink and they (his children) get something to eat and we go to the patio because there is usually a band playing there. But it has changed though it’s no longer the “mexicanísimo” area we still go there but the crown that we hang out with is different.
7. Overall would you say that the changes are good or bad?
114 It depends I think on the people. There was a family I knew that used to owned a little bakery across from the Yost. I remember going there once and talking to the owner asking what they though was going to happened to their business and the owner stated the they were raising the rents and if they raised the rent they weren’t going to make it and sure enough they closed and the Playground took over. For them it was not good. For some people it’s been good for others there is resentment.
8. Why do you think the businesses are closing?
In the 80’s La Calle Cuatro kept Santa Ana going in the hard times. When all the big chain stores started opening up the people started shopping there so there was less businesses going to downtown. But I still think that people want to La Calle Cuatro to be at La Calle Cuatro, a place where you can find “mexicanísimo” things. Where you are going to go to a shop, where there are certain things that you just go there an shop for. In that sense I don’t know if the area is better or worse I know there are less of those stores but they are still there. I think I have adapted, there is still something there that makes the area “mexicanizo” but I see less and less of it and I do feel that in talking to a few of them (business owners) that they are being pushed out.
9. Pushed out by who?
By the owners, because they are the ones that raise up the rents. There used to a bike shop in the area that I sued to take my bike, but it’s no longer there. I used to talk to the owner and ask how are you guys doing and the owner would reassure me that they were ok that they were going to be there for a long while but two months later the store closed.
10. It seems like you had a personal relation with a lot of the business owners, do you still have a similar relationship with the new owners?
I do have some personal relationship but it’s different not as close as I used to be. I now see less and less of the crowd that I used to hang out with. At Native Son there might be a chance that there might be one or two brown guys down there but everyone at La Guadalara is brown.
11. Do you think that there are certain areas in Downtown that are Hispanic and other areas where its mostly people from outside of the city?
I think there are spots. Even in La Calle Cuatro there are spots where it is still “mexicanisimo”. At one point at thought it was the West End, from where Starbucks opened on Broadway, everything on that side is all white and the other side is the “mexicanisimo” side. Now I think that because of the Fourth Street Market, the East End and a lot of little business here and there I think there is no longer this side and that side. I now see white people walking everywhere. However, I do remember saying
115 in the past I used to wish that businesses would stay open past eight. All the businesses would close around seven except for the Taqueria, everything else was closed and I wished that I could have come down here (Downtown) and that some businesses would still be open like in Santa Monica or Manhattan Beach. That was like fifteen years ago, now you can walk up and down and there are businesses that are open late and they are spread out through the area so you can walk around the area. Is it good or bad I do not know. For me it blends, but it blended to me before. Do I miss things from the past, yes I do. I miss that old carousel because families would go there, I miss the paleteros, the area was a Mexican center. It does not feel like that anymore the area has changed its no longer the ‘mexicanizimo’ area, but we still go there. The crowd that we hang out with is different but we still go there”
12. Have your feeling toward the changes in the area altered over time?
I think its not ok to a certain point, I think maybe it’s a little too much maybe they should help the business that are there maybe they would grow. I think they need more economic support.
13. Who do you mean by they?
The small businesses, the vendors. Give them incentives to get better carts. To make it look nicer.
116 APPENDIX F
Interview: Kay Ayazi, Santa Ana Business Owner Interview conducted on March 23, 2015
1. What is the brand (image) of downtown Santa Ana?
Right now, the image of downtown is going through a renaissance, a rejuvenation. When you ask anyone the first thing, they say is oh they are going through a rejuvenation, its rebuilding that’s the image that it has right now. I’m not from Santa Ana and I’ve only been here a few years but I know from what I have heard from the experience of everyone else is that it was not good before and now it’s rebuilding and everyone is hopeful that it is going to be better.
2. Did the image (the rebranding) have any impact on you when you decided to open your business?
Yea, definitely yea. When we first saw the location of our first business I think there was only Chapter One that was out there then, Chapter One and Gypsy Den and Lola's had just barely open and again I wasn’t familiar with the neighborhood but my fiancé was and he came and was like “you have to come and check out this place it used to be so bad and now there’s all these restaurants opening up lets’ take a look” and when I came I was like oh this isn’t so bad, what do you mean.
3. So, you only had a negative perception until you came and saw it?
Yeah, yeah, yeah. And that had a huge impact because we knew the potential for the neighborhood. Not what it is right know but we knew what the potential of what was coming. As a business owner there are two thing you look at, whether you are already established and how long the neighborhood has been established. Because that will determine the consistence and the flow of your clientele or customers coming in. The other one is your potential understanding that it might not be the biggest thing right now but in a 3 to 5-year plan it’s going to be where I want it to be. So, the potential for the neighborhood from my own experience and from others business owners, the potential of what it’s going to be, lock down the prices now because I know that in 3 years it's going to be impossible to get.
4. What are the businesses that you do have in downtown?
So, we have a coffee shop. We have the ice cream shop, a Peruvian restaurant and were opening one more.
5. What is the name of the new business?
Last call on Broadway, that one is going to be an America fusion (Restaurant).
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6. Have there been any events trying to promote the area?
Yea, there is a lot. It’s hard because there's still resistance in the neighborhood. The areas divided, there is the old school who doesn't want to see any change they just want to keep everything the way it is. There's also a new school who wants to get rid of everything, who say you guys just take away everything and start brand new over. I like to think of us as being in the middle. I'm an immigrant or I'm a child of immigrants and my fiancée is a child of immigrants and he was born and raised in Santa Ana and for us it's a sensitive spot, some of these people that are coming in from the outside that want to roll everyone out they aren't sensitive to the neighborhood and what’s going on. I preferred to see us rebuild and rejuvenate, not gentrifying and get rid of. I'd rather see OK you know if you have four quinceanera shops on a street, clean them up don't have the flyers all over the windows. As a building owner they should rebuild the building make it look nice and make it look better, because it doesn’t matter, you're in Santa Ana and somebody's going to have a quinceanera and they need to go somewhere to have a quinceanera. So, you just can't get rid of your neighborhood but you have to rebuild it so get rid of the posters, get rid of the flyers, get rid of the people on the street begging people to come in and make it look nice. Make it look better for someone who is coming from Newport or Costa Mesa, so it doesn't feel like they're walking into a ghetto or the alleys of downtown which they're used to. So, they're coming into somewhere like the Third Street Promenade or the Gas Lamp or somewhere more of a nice downtown area.
7. Who is responsible for doing a lot of these events?
OK, so events. So, then you have Latino Health Access, they do a lot of the Hispanic cultural events. You want to acknowledge and keep (the events) in the culture, it's just like going to Chinatown Korea town whenever there is an event like Cinco de Mayo, you want to keep those events and then there's the new events that are coming in from the Restaurant Association. Events like Savor Santa Ana or taste of Santa Ana to kind of bring the two and mingle them in together. Then there's the Farmer's Market, the Farmer’s Market, Savor Santa Ana, Taste Santa Ana anything that you see related to the restaurants is usually through the restaurant association. Anything cultural will come from the nonprofit organizations in the area. The city backs them up, I don't know how much the city funds them, but I know that they support and that they're open to having any type of event that comes in.
8. Are you part of any association? Do you pay fees?
We're part of the restaurant association. No, the restaurant association right now is free. Some other cities you have to pay for membership, but you use that membership to pay for flyers for brochures. There was a nominal fee I think everyone paid to get their brochures for jury duty, when you're in jury duty they pass out a brochure (to the jury members) where they can go get their lunch. So, we created those, the restaurant association created those themselves.
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9. Does the city have anything to do with the branding of downtown?
The city, to be honest, has recently started. When I first started out here there wasn't much involvement. I know that the complaint was that they didn't do a lot, but since I started in 2013, I've begun to see them grow more and they've actually created a new department within the city that helps the community develop the culture arts department. So, they're bringing things like that into the city now.
10. How is your working relationship with the city?
I've built a good relationship with them because I harass them. I made my network but in the beginning it was difficult, it was very difficult to get in touch with anybody to get a response, to get answers. You know I had to remind them that I am a business owner here and I am paying my taxes, I'm paying my fees, and bringing income to the community. I'm bringing tax dollars to the neighborhood in essence you have to work for me too, to get me what I need. So, dealing with the right people and getting to the right departments, now I have a very good working relationship and I know who to call for whatever I need. I think each person has their own network at the city, who they trust and who they can talk to. So, it’s just about building a relationship, I have my people that I know in each department that I know I can call. They’re helpful to me and I appreciate it, you know we help each other out, I think everybody has their person. As a whole, I don't think you would be able to get answers, but because I'm there every day I'm able to foster a relationship with them.
11. What issues have you seen come up in regards to the brand?
Yes, there is resistance, even when I opened here, we couldn't get anybody from the neighborhood to come in. Nobody from the neighborhood came in, nobody from the apartments, no one from the houses came in. They would walk across the street and they would go to school and come back and no one would come inside. Every one of our customers were through social media and they would come from outside the neighborhood, they would come here in the evenings after work. We couldn't figure out what was going on, why is nobody coming in, it’s 7 am the school is packed, why is nobody coming in, it’s 3 o’clock the school is packed. So, in the morning we put out a table, two weeks after we opened, we put out a table across the street and put some samples for coffees. I had my Spanish speakers go out there and in Spanish they were telling them "come try the Coffee." We learned through them that all the residents thought that it was all just an American white owned business trying to take over the neighborhood. And the girls are (saying) but the name says “Cafe con leche didn't that trigger something” and they said “oh we didn’t think, we just thought because the city is trying to get rid of us”. So, they said no the owner he is Mexican, from Santa Ana and they finally started coming in. We had some bold people who would walk right in and walk right out just to take a look really fast but they wouldn't stop. But after about two weeks of going outside word finally spread and they're finally comfortable coming in. Then they notice ok there are Spanish speakers in here they can take their order. I
119 mean our huge demographic is Hispanics our menu caters to Hispanics, we want outside of Hispanic to come in but being in Santa Ana that is what you learn. Owning Tootsies, I learned to speak Spanish. I think anywhere you go you have to make the demographics feel comfortable, I don't like when they say oh you have to speak English because you're living here, the customer’s need to learn to speak English. I could go into a Russian neighborhood and I would assume that they're going to have Russian speakers there too because I don't speak Russian, so they can speak English, but the person next to me you know an elderly lady speaks Russian so I think in any demographic you've got to be sensitive of the language barrier and have at least a couple. Not everyone has to be bilingual but at least have a couple bilingual (employees). The employees are there so that your customers’ can communicate.
12. Do you think the brand is helping downtown or it has no influence on whether people go to downtown Santa Ana?
No, it’s helping. It’s definitely helping, it’s getting a lot of people from outside the neighborhood who would never even drive this way. So, that's definitely working and I think it's only working because you have, and I'm going to reference Jose (her partner). Because to me he's the poster boy born and raised in Santa Ana, went to college and came back he never left but he came in and he put money back into the area. When I see all of this new business opening up there and they're Mexican American, Hispanic American and they are in touch with their culture but they’re modern so they know how to cater to you and to the whole population. The thirty something’s, who are from a Hispanic culture they are very close to their families and they don’t want to leave because they want to stay close to the family, but they don't want to live in a rundown house either. So, when they start seeing the city seeking initiative to rebuilt properties or developers are coming in and rebuilding properties there’s more of an urban lifestyle, they start saying I want to live an urban lifestyle. I don't want to live in a ghetto property but I don’t want to be far away from my family so seeing that it's bringing back economic growth. So, thirty something’s twenty something new college grads who are buying their own places that are renting their own apartments now and get the best of both worlds. There are pockets of areas that are still not good in Santa Ana but there are pockets that are really nice and it just depends on where you are going. One if you go to main and MacArthur one side is Santa Ana one side is Irvine but you have the high rises right across the street with urban living and it’s still Santa Ana.
13. What would you like to see that is not being done to promote the brand of Santa Ana?
I do think that city wide, county wide it is very slow. They kind of leave the business owners to themselves they're like ok great here’s this great incentive to come, and then that's it they’re done. There is not a lot of promotion, acknowledgement, I just think they could do more to engage other cities to bring in more revenue to help out because for the small business owners it’s very difficult to open a business here. It's very difficult in Santa Ana and its driving people away so I think if they work with the business owners and give better incentives to help them bring in more business, I think we have the opportunity to build a lot more businesses but people aren't because it's so
120 hard.
14. What did you have to do compared to another city?
It can take between two to five years to open a new business here specially a food restaurant, each business has taken over a year to open up. Our restaurant took two years to open up, I know like other restaurants in the neighborhood took five years to open up, all these bigger ones it takes years to actually get them open because the process is so stringent and it takes forever. City is low on staff and it takes them six months to finally review something and get an answer from them. I pay rent in those six months and I am losing money so what happens, I drop my business, because I can't afford to pay for anymore because it’s taken you six months to give me an answer that I have to fix, and it’s going to take you another six months to look at it again. Other cities and Orange County don't work like that they're much faster. If you notice which cities, they're the more affluent ones with more revenues coming in because the process is so much easier. The more business you have the more tax dollars you have coming in so I don't know if they connected the two. There are two restaurants by the Yost, it’s been almost two years for them and they can't get open. It’s just one thing after another nobody's on the same page. You put your heart and soul into it and spend all this money and then you're just waiting to open the doors but you can't until the city says yes, but you don’t want to give up either.
121 APPENDIX G
Maricela Vela, Santa Ana Business Owner Interview conducted on June 14, 2019
1. ¿Qué clase de negocio tiene?
Es un negocio para niños infantiles y de decoración también.
2. ¿Usted ayudo a organizar el evento que está sucediendo ahorita (maratón de la estación de radio Que Buena) O solo fue contratada como parte del entretenimiento?
Trabajo con el Santa Ana Business Council entonces y tenemos un contrato con la radio y ellos vinieron hacer esto el día de hoy y el trabajo me invitaron a participar con ellos.
3. ¿Cuándo abrió su negocio aquí en esta locación?
Cinco años.
4. Estoy hacienda una investigación sobre los cambios que se están desarrollando en esta área y eh hablado con las organizaciones y dueños de negocios sobre sus experiencias con los cambios. ¿Usted que ha estado aquí por 5 años ha notado un cambio en el área?
Si definitivamente sí. eh visto pero positive porque para serte honesta antes yo no venía a la Calle Cuatro. Cuando mis hijas cumplieron 15 años me decían vamos a buscar un vestido y yo decía si, pero no a la calle cuatro. Yo tenía un concepto muy equivocado de la calle cuatro. Pero ya que empezamos a venir y miramos todos los cambios. Han sido para bien. Hay mucha limpieza, mucha seguridad. Si tu vienes aquí y vas al Downtown de Los Ángeles es muy diferente. Aquí está muy limpio.
5. ¿Hay algo con lo que el Business Council o el Downtown Inc. le haiga ayudado con su negocio?
Si, por ejemplo, ellos hacen la publicidad para todo el Downtown en general y eso nos beneficia a todos. También nos proporcionaron unos cursos para aprender a manejar nuestros negocios en páginas web. Nos proporcionaron un estudiante para que nos ayudaran con eso.
6. ¿Y que tal Downtown Inc. ellos también les proporcionan alguna ayuda?
Si las dos organizaciones siempre están en comunicación. Cada uno con la parte que le toca. Somos un equipo grande y todos sabemos en que área somos Buenos y en esa área estamos bien. Somos un buen equipo.
122 7. Cuál es la imagen de Downtown Santa Ana. ¿Si usted le tuviera que describe la imagen de Downtown Santa Ana a alguien que nunca ha venido aquí que le diría?
Pues para las personas que no han venido tienen la idea equivocada de hace años, pero los que vienen les gusta. Yo estoy aquí en la calle todos los sábados y domingos y veo las parejas van de la mano y “Wow, que bonito” Los que realmente vienen a dares la oportunidad de conocer el Downtown les gusta. Al ver anta limpieza y tanta seguridad también les gusta. Se sienten seguras las familias de venir al Downtown.
8. Qué clase de gente son los que los negocios están tratando de atractor al área.
Estamos generalizados. No estamos enfocados en un Mercado e solo niños o adolescentes, no. Tenemos diferentes áreas para cubrir las necesidades de toda la familia.
9. ¿En su opinión hay alguna cosa que el área todo vie necesita cambiar o improbar?
Realmente en lo que se refiere al Downtown no creo. Estamos hacienda muchísimas cosas para que venga la gente. Mas bien lo que tendríamos que hacer es como comunidad es entender que tenemos que apoyar a los pequeños negocios porque escuchas mucho, “Oh ya no voy a la Cuatro porque ya no hay latinos o están corriendo a los latinos” No es cierto. Nadie los está corriendo, simple y sencillamente no venimos a consumir a la calle cuatro. Nos vamos al Mall o compramos por internet. ¿Qué pasa? No estas apoyando al pequeño negocio y si no apoyas al pequeño negocio no tendrá para sustentar su renta, alquile, su mercancía su inversión entonces se van. Mas bien el apoyo de la comunidad para nosotros los pequeños negocios que vengan a suportar los negocios de la calle cuatro.
10. ¿Hay algo más que quiera compartir conmigo sobre el área?
Pues que, es una área completamente tranquila y turística. Que los invitamos a que vengan a conocer Calle Cuatro.
ENGLISH TRANSATION
1. What kind of business do you have?
It is a children’s entertainment business and decorations as well.
2. I see there’s an event going on right now, did you participate in the planning or organization of this event. (Radio station Que Buena) Or were you hired as part of the entertainment?
I work with the Santa Ana Business Council and we have a contract with the radio and they came to do this today so I was invited to participate.
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3. How long have you had your business at this location?
Five years.
4. I am doing my thesis about the changes that are taking place in this area and I have spoken with organizations and local business owners about their experiences with the changes. Since you have been here for 5 years have you noticed any change in the area?
Yes, definitely. I have seen positive changes because to be honest before I did not come to Calle Cuatro. When my daughters turned fifteen, they told me we are going to look for a dress and I said yes but not on 4thstreet. I had a negative view of 4thstreet. But since we started to come and I noticed all the positive changes. The streets are very clean, there’s a lot of security. If you come here and then go Downtown Los Angeles you will notice it's very different. Here it is very clean.
5. Is there anything that the Business Council or Downtown Inc. has helped you with as far as your business goes?
Yes, for example, they do the advertising for the whole Downtown and that benefits us all. We were also provided with some courses to learn how to manage our business on web pages. We were provided with a student to help us with that.
6. And how about Downtown Inc. did they also provide some help?
Yes, the two organizations are always working together. Each one with the part that corresponds to them. We are a big team and we all know what areas are our strengths are and we do well them. We are a good team.
7. In your opinion, what is the image of Downtown Santa Ana. If you had to describe the image of Downtown Santa Ana to someone who has never been here, what would you say?
Well, for the people who have not come they have a negative image of Downtown. They have the same image we all had from years ago but those who come here like it. I am here outside every Saturday and Sunday and I see couples walk by hand in hand and they say, "Wow, how beautiful" Those who come to Downtown get the opportunity to see what it really is like now. It’s clean and it is safe. Families feel safe coming to Downtown.
8. What group do you think businesses are trying to attract to the area?
We are widespread. We are not focused on a certain age group or market. We have different areas to cover the needs of the whole family.
124 9. In your opinion is there something lacking or that needs improvement in this area?
Really when it comes to downtown I do not think so. We are doing a lot of things for people to come. Rather what we should do as a community is to understand that we have to support small businesses. You hear a lot of people say, "Oh I do not go to 4th street because there are no Latinos anymore” or “they are pushing Latinos out of their businesses.” That’s not true. No one is pushing us out. Instead of shopping here people are going to the malls or buying online. So you are not supporting small businesses and if you do not support small businesses they will not be able to make enough income to pay rent, buy merchandise or make a profit from their investment. So they have to close their businesses and go. We need the support of the community for our small businesses. I say come support the businesses on 4th street.
10. Is there anything else you want to share with me about the area?
Well, it is a safe area and tourist area. We invite you to come and visit Calle Cuatro.
125 APPENDIX H
Ryan Smolar, the BID Manager for Downtown Inc. Interview conducted on May 23, 2019
1. Tell me about your organization. What are its goals?
Our goal is to activate the brand, if we see that there is a gap in the businesses in the area we might do subside rents to encourage businesses into the area.
2. How do you decide which businesses to target?
The economy is the driving force in which businesses located to the area. The majority of the businesses are non-corporate, mostly mom and pop shops. We are looking for destination businesses as they attract people from other areas.
3. What is the brand of Downtown Santa Ana?
Right now, we have two brands the daytime businesses and the nighttime businesses. The daytime brand is geared toward offices workers while the nighttime brand is more entertainment oriented. To help with this branding issue the city paid for a study to create a brand but they rejected the findings of the study.
4. What are the demographics you are targeting for the area?
Currently DTSA attracts younger people but we are trying to encourage older people as well as families to come into the area. We are working with school districts to encourage families to come to the area.
5. What is it that you would like the city do more of?
We are pushing for more transportation and housing in the area. Anaheim has more than 4,00 residents living in its downtown but Santa Ana has less than 1,000 people. Having people live locally would create a 24/7 activity for the area. We would like to see more Bids not just in DTSA but in the surrounding area, which would ultimately help DTSA. Selectorial development were each section has its own standards according to the area and architecture. The strategic plan for the area expired we would like the city to renew the plan. We are also keeping a close eye on measure X to see where the sales tax money is being spent. The City raised taxes, which effects the most vulnerable businesses, since they are being squeezed out.
6. How is your working relationship with the city?
126 The city has a lot of turnover, which has affected the brand, since every time a new person comes in they have to start from the beginning. So it affects how the brand is implemented.
7. Do you collaborate with other organizations?
DTSA works with other organizations and cities to learn what they do and how to implement those changes in Santa Ana. We hold events by ourselves but also with other organizations, or sometimes with people we have no associations with. Savor Santa Ana is an event we do with the help of other organizations. This event is about experiencing food all over downtown, it is a chance to experience the district with friends and family.
8. Has there been any complaints by businesses regarding the events you hold?
One reason why the events have been successful is that the local associations hold quarterly meetings where they discuss the upcoming events and how they are going to affect the businesses. The response has generally been good to the events. Although we sometimes do have people who complain we can usually sort it out quietly in the meetings.
9. What are some of the changes you would like to see or expect to see in the area?
Since the city legalized marijuana sells there is now talk of looking into allowing marijuana lounges in DTSA.
127 APPENDIX I
Madeleine Spencer, Consultant for the Santa Ana Business Council Interview conducted on June 10, 2019
1. What is the brand of Downtown Santa Ana is?
The city did a branding study and the brand they created was “Lo hacemos”, (We make it).
2. Who did the branding study?
A person from the California Endowment, his name is Jeff. It was done through the Building Housing Communities’ initiative.
3. When they say “we made it”? What do they mean? What image are they trying to portray?
There’s a whole band analysis. In terms of the city. The city tried to do a city-wide branding study but that got put on the shelve, no one ever used it. My group Santa Ana Business Council fought with The Building Housing Communities to have the Calle Cuatro plaza. We fought to named La Calle Cuatro Plaza and to have all the Calle Cuatro street signs. And since then they have been calling it La Calle Cuotro Market Place.
4. Can you tell me about your organization? Who do you represent and what do you do?
I’m the business district manager for the Santa Ana business Counsel.
5. I spoke to Ryan from Downtown Santa Ana do you represent the same businesses or different businesses?
There’s only one set of businesses in Downtown. There are 796 of them.
6. Do you overlap some of the businesses that he represents?
We haven’t overlapped because there use to be only one business improvement district group and they had a lawsuit and that’s why there’s now two. Not a lawsuit sorry, the grand jury found the city did something illegal with the voting in downtown which is why there are now two groups. We manage the same people.
7. Who came first, them or your organization?
Their organization was established first but it’s not the same organization since the disestablishment of the PBID.
128 8. How do businesses join your organization? Do they have to pay a fee?
If they are within a certain boundary of the city they are automatically become part of the BID. They can opt out of the BID if they chose to and they are given a time every year to do that.
9. Do they pay a fee for being part of the BID?
Yes, it’s similar to like a neighborhood association so every business pays a tax depending on how much money the organization makes for instance a McDonald’s makes a lot of money so they pay a little bit more tax than a Mom and Pop shop. It depends on how much income the business brings in. They pay a small tax, we actually have a sheet that shows how that works as well. It shows that for some businesses they are taxed like $40 dollars a month and it allows them to have all the things that come with being part of the BID which is a clean and safe area. There’s somebody who actually power washes the streets, who gets rid off graffiti, who makes sure everything is taken cared off. We help with marketing, we help with social media, and programs for businesses. For instance we did an intern program with the Career Technical Education so that businesses who don’t have good websites and social media have students helping them put those together. We have programs like…it’s called the Small Business Development Center came out and trained over 100 people to be chefs. We have all different kinds of things. We have a bid report that comes out every month and talks about what we’ve done.
10. You say that the business are automatically part of the BID, do you target certain businesses to come to Downtown Santa Ana? Or do you not have anything to do with recruiting the businesses?
We have nothing to do with the recruitment. It would be great if we did because then we could make sure there is a balance mix of businesses. Right now we have a lot of vacancies and so until the downtown is at some kind of a capacity where it’s actually full we will have a lot buildings that have nobody in them.
11. If you could target certain businesses, to have that balance you talked about earlier, what businesses would you target?
A lot of people have told us that it would be great to have like an Olive Garden where tons of families can eat. We don’t’ have a family restaurant like a real family restaurant in Downtown and there are a lot of families in Downtown. So people go to some of the other places but that’s something we hear as a huge need. People also love breakfast. They don’t feel like there’s a good breakfast place, so those are the things that are missing for the restaurant sector. Other things people have told us is they want to have a youth center so that while people are out partying on Fridays they still have a place to study and still feel part of the area and doing stuff with their peers in a place that’s safe Downtown. So there’s like a lot of different kinds of things that we know that
129 groups of people have said to us, this would be great, this would be great and those are some of the top things that I’ve heard.
12. Does your organization work with the city or other organizations on the programs you provide or do you work on your own?
We do our own programs but we often ask the city to help because they have a fund so we often ask the city if they would help fund certain things. Like for a community wide event we are doing a street breakfast that’s for everybody so we asked the city for help sponsoring because that’s actually beneficial for the city as well and we are doing it for the 150th birthday of the City. So typically, some of the bigger events our literature festival, street breakfast, Savor Santa Ana they all get sponsorship from the City. And then both of our organizations throw in too, we all throw in together we each put in some so it makes it easier to be able to do them.
13. I heard you talk about some of the events that you hold, how are those events chosen? For example, I’ve been to Savor Santa Ana. Who came up with that concept? Is that something that you spearheaded or was it the restaurants.
We have multiple meetings of different stakeholders, the three major stakeholders groups that we have organized in Downtown is our bridal association, restaurant association and the arts district. The thing is that there is multiple sectors and we are constantly working to do more for each of them but it takes a long time to get each sector organized. So, what you asked for instance, Savor Santa Ana is a part of the restaurant association. The restaurants wanted some kind of event that they could do as a collective. Something that would tie all the businesses, that they could all do as a collaborative in the Downtown. So, Savor Santa Ana came out of that and they really liked it because it gives people opportunities to taste little bites of every single restaurant. People pay ten dollars for five tickets that they can redeem in of the participating restaurants and eateries so you can try out many restaurants. So that’s given them exposure to people who maybe never tried their restaurant. Something that they desire and they want more of is a summer festival and so we are trying to figure out what exactly to do. We’ve had businesses who do pairings like the Pilipino restaurant has been doing collaborative events with art people. So they do an art showcase and the cultural food will go along with the art. So they are able to share something about history, art the food and that’s something they’ve done a few times. We’ve had a Good Beer company pair up with Calacas to do something. But those are just some of the events that we support. We support any event people want to do in the Downtown.
14. Can you tell me about some of the programs your organizations is doing?
Businesses were asking us for more advertising they didn’t feel that they were being promoted. Advertising can be very expensive generally it can cost about $100,00 a month to advertise on tv which we do not have. Working with a local tv station we signed a year contact to advertise our businesses on a local Spanish tv station. They
130 gave us a reduced price so we are now able to advertise monthly on that tv station. However, some people were unhappy we were advertising on a Spanish tv station. We’ve had to make a case in the city why we are doing marketing that is only really targeting one demographic. We had to say we know this city is 80% Latino and a lot of the people in the Latino community use television and radio as a form of advertising and the businesses downtown have asked us specifically to advertise. we’ve been very intentional. For us the target market is still very highly the Latino market. Now we are doing radio and television media but a lot of people are saying ‘you can’t do that, you can’t only target one group.’ But because that one group is a substantial group within our district it’s really important that we market to them. If we didn’t give them any kind of marketing then you are actually excluding someone instead of including them.
15. Can you tell me about any future projects or changes to the area?
Right now the biggest thing is the new transportation line coming to Downtown Santa Ana. People are very excited about it but there is also concern that the construction will hurt businesses. My main objective is that all the existing businesses still be here when the construction ends. Typically, the older businesses are displaced while the new businesses get to benefit from the change. So my goal is that we are going to move through this together and we are going to make sure that the old businesses are still here (when the construction ends).
131 APPENDIX J
Interview: Sean Coolidge, Eat DTSA Interview Conducted on April 4, 2015
1. What do you think is the brand for downtown?
The brand is generic and doesn’t properly identify with the history, as well as the future of the city’s downtown.
2. Who do you think should be responsible for implementing a brand?
Both the private market and the city as they are both the driving factors (these days) in shaping the vision of the downtown.
The challenge in developing the brand is to not to try to appeal to all parties, or build a brand through a “design by committee” process as those rarely turn out to be spectacular brands.
3. Is there anything your organization does to create a brand for the area?
Speaking as The Farmers’ Market - We try to capture (through photography) basic human interaction, familiar and the familiar and anonymous faces that make up this area as our brand. We are a diverse community and that in itself is the strength of our brand.
Speaking as Eat DTSA - The restaurants themselves are the brand. The last thing we would ever want is to identify too closely with an existing restaurant. Our brand should only exist as a springboard for the restaurants within the downtown.
4. Do you think having brand for the area would benefit downtown why or why not?
In terms of marketing, it always helps to have a logotype and or typography associated with a company, group, affiliation, etc. The problem when branding a community is that not everyone will identify or attach themselves to the brand.
5. Is there consensus in the city as to the brand of the area?
I feel that most people see it as a means to an end, but don’t feel as if it is “their brand”, something that unites the community, or simply that speaks to their heart, but rather marketing doing what marketing does best–making something out of nothing.
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