Community District Needs
Assessment (CDNA)
Economic Development & Technology Committee
January 29, 2026
Context
2 • With ongoing discussions at Council about implementation of adopted Specific Plan recommendations, there is a need for tools that move beyond policy and into coordinated, place-based action. • Northwest Pasadena’s commercial corridors have consistently experienced weaker economic outcomes and lower levels of private investment relative to other parts of the city. Especially recently, with proximity to Eaton fire impact areas.
• A diagnostic and action-oriented approach can help translate Specific Plan goals into prioritized, implementable actions, informed by on-the- ground conditions.
• The CDNA framework helps clarify where City action is most effective and where implementation is best suited for property owners, businesses, nonprofits, and other partners.
Integration with City Plans
Economic Development Strategic Plan
3 • 2.0 Invest in Neighborhoods and Small Businesses by reducing barriers to market entry and improving neighborhood commercial corridors. • 5.0 Prioritize Place and Accessibility Investments by investing in walkability, mobility and spaces that create an attractive environment For visitors and the business activity they generate.
Planning & Community Development Specific Plans
Each specific plan includes an economic development component with recommended strategies. The CDNA provides an opportunity to align economic development actions and priorities with those in the specific plans. Recommended initial focus areas:
• Lincoln Avenue
• Fair Oaks/Orange Grove
• North Lake
Commercial District Needs Assessment
• A hyperlocal, district-level revitalization
tool.
• A point in time economic analysis focusing
on the existing business landscape and
unique economic characteristics of
neighborhood commercial districts.
• Assess community capacity, identifies
district strengths, challenges, and
opportunities for commercial revitalization.
• The findings guide investment, and
program design to ensure alignment with
community priorities and adopted plans.
4 (Figure is for sample purposes only)
Existing Models
5 CDNA Components
The process includes:
• Direct outreach to businesses and
commercial property owners
• Corridor-level analysis of business mix,
vacancies, rents, and physical conditions
• Identifying barriers to business stability
and growth
• Mapping existing programs, resources,
and service gaps
• Development of implementable
recommendations tied to specific tools,
partners, and timelines
• Partnership building through convenings,
engagement and data collection
6 South LA Example
7 South LA Economic Inclusion Plan
• 3 districts (zones) with distinct needs.
• Research included existing plans
review, survey and stakeholder
interviews, and strength, weakness,
opportunities, and challenges (SWOC)
analyst.
• Findings informed implementation
strategies, for example the need to
expand the Legacy Business program
to provide succession planning
technical assistance support.
• Nonprofits, business support orgs,
businesses, corporate philanthropy,
and local government as partners.
CDNA Successes
8 • In Detroit’s North End, leaders delivered nearly $600,000 in capacity-building grants to local small business support nonprofits. They organized a new business association,
launched a business district website, and more.
• When COVID-19 hit, partners that carried out CDNAs in three Los Angeles neighborhoods quickly delivered over
$5 million in grants to underserved small businesses,
helping expand their digital capacities, which helped retain businesses through the COVID period.
• In the north shore of Staten Island, community-based
organizations leading the CDNA formed a steering
committee comprised of local stakeholder groups. The
committee, in partnership with the local chamber of
commerce, led business arts initiatives and storefront
improvement grants for small businesses.
Commercial District Needs Assessment
What the CDNA is not:
• Not a plan to address housing,
homelessness, education, parking or
topics not squarely in the realm of
economic development.
• While commercial revitalization is
multifaceted and these are contributing
factors to the economy to be considered
as part of the overall analysis, the CDNA
is meant to specifically address local
economic development interventions.
• Not “just another plan.” Each CDNA will
leverage past outreach, data analysis,
partnerships and projects identified
through specific plans processes.
9 Proposed Next Steps
• Refine concept for Pasadena
context with timelines, costs, and
required staff, consultant and
partner resources.
• Make budget ask during annual
budgeting process to carry out
CDNAs along with seed funding for
early action projects.
• Continue coordination with Planning
DOT, and relevant departments to
develop a proposed rollout across
districts, beginning in Northwest
Pasadena.
10 End of Presentation
11 Thank you!