Ethnic-Based Organizations As Social Justice Interventions:What Happens after the Protests?

Background and Purpose: In the current political climate, social justice movements are rising to battle economic, racial and gender inequities. Although there is significant research on political activism and social movements, there is a gap in the research concerning the work needed to sustain social change once the protests are over.   

This paper helps to fill that gap by examining the social change efforts of three Asian American Community Development Corporations (CDCs) that emerged out of the 1960s Asian American movement.  These organizations provided the structure to continue the work of community activists through social service provision, affordable housing development and youth leadership development.

Specifically, this paper analyzes how community organizing and a social justice oriented mission and values are infused and re-affirmed throughout the life of three longstanding community organizations.   It is believed that this commitment to racial and economic equity is one of several key factors that lead to successful ethnic-based CDCs. 

Methods:  The research project was a multiple-case study using grounded theory methods to analyze data collected from interviews, documentation and artifacts of selected CDCs that have been in existence from 35-40 years (The Little Tokyo Service Center in Los Angeles, CA; Chinatown Community Development Center in San Francisco, CA and InterIm Community Development Association in Seattle, WA).  The organizations were selected due to their longevity, their reputation in the community and their budget and size. 

Field notes from various organizational activities (board meetings, community events, community programming) provided insight and context for data analysis. Content analysis of historical documents from each organization (board meeting minutes, grant reports, annual reports, etc.) was key in constructing the histories of each organization and informing the analysis of each neighborhood.

Semi-structured interviews were conducted with 25 individuals who represented key leadership (founding and current Executive Directors, board presidents, etc.) as well as current line staff.  Interviews were transcribed verbatim and coded thematically, guided by an inductive approach to qualitative analysis.

Results:  Data analysis reveals that these CDCs have evolved into complex community development organizations that rely on the moral legacy of the Asian American Movement.  The data suggests that the social justice values and mission of each organization were reinforced through: moral leaders who reaffirmed the values in staff meetings and events; on-going tours of the neighborhood that focus on community organizing and social protest history; engagement of youth in learning the socio-political history of the neighborhood as site of political struggle; connection of social services to issues of social equity; and coalition-building with other racial and economic justice movements to establish AAPIs as stakeholders.

Conclusions and Implications:  

Findings highlight the importance of continuous and deliberate affirmation of social justice-oriented values, strategies and mission in CDC work.  By remaining true to their civil rights, activist past, ethnic-based CDCs can counter the negative impact of the new political economy that includes the domination of neoliberal policies on community development and has eroded sources of funding and public support in order to continue the work towards economic, racial and gender equity.