NCA_OAACBD_Renewal-Expansion Proposal- Final

Corporate Office ▪ 2011 W. California Street ▪ San Diego, CA 92110 ▪ 619-233-5009 ▪ Fax 619-239-7105

Midwest Office ▪ 300 N. State Street ▪ Ste 4710 ▪ Chicago ILL ▪ 60654 New England Office: 42 Pearl Street ▪ New Bedford, MA ▪ 02740

[email protected] ▪ www.newcityamerica.com ▪ Facebook: New City America, Inc.

March 14, 2021 Attn: Daniel Weaver, Executive Director Ocean Avenue Community Benefit District c/o 1728 Ocean Avenue PMB 154, CA. 94112

Sent via e-mail: SUBJECT: Proposal for the Renewal of the Ocean Avenue CBD Dear Dan: Thank you for giving us the opportunity to respond to this RFP for the renewal and expansion of the Ocean Avenue CBD. We understand that your renewal is not due within the next year or so, and that the task of the selected consultant will be to expand the district boundary to include the BART station as well as renew the district for another 15 years, per the recommendations spelled out in the recently completed Ocean Avenue Strategic Plan. We assume that this expansion and renewal will need to be completed by June 2022, per the Strategic Plan’s recommended timeline and the time to commence the initial survey process, per the OEWD’s timeline, is at hand. Over the past 25 years, New City America has formed 89 CBD/BIDs nationwide, creating many of the Community Benefit Districts in the San Francisco Bay Area that include BART Stations, as well as managing or consulting for several districts that actively collaborate with BART officials. With regards to San Francisco specifically, New City America has formed 11 of the 18 districts in the City, having most recently formed the Downtown CBD in the Summer of 2019. Currently, New City America also consults with the SOMA West CBD to assist in their project/program deployment as well as serves as the Executive Director the Downtown Hayward Community Benefit District in the East Bay, which includes BART representation on its Board of Directors. Our success in forming districts is complimented by our concurrent management of 5 community benefit districts statewide: Little Italy/San Diego, Downtown Glendale/Glendale, Downtown Hayward/Hayward, Downtown Downey the Lincoln Heights Industrial Zone PBID in Los Angeles. In both forming and managing CBDs concurrently, New City America gains insight

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on how to craft assessment methodologies that are equitable for both private & public property owners of varying size and means, ensuring the eventual district that is formed is both functional and sustainable long term. We have attached letters of recommendations as well as Annual Reports depicting the success of the work we have achieved in this specialized field. New City America has managed the Little Italy district in the past 20 years winning awards and acknowledgements as follows:

• Was named one of the best examples of neighborhood revitalization in the US today (CNN Money Magazine).

• Was designated in April 2010 as the “Smart Growth Community of the Decade” by the Urban Land Institute San Diego/Tijuana Chapter.

• Was named the 10th most popular neighborhood for Millennials in the US today (Forbes Magazine, April 2014).

• Was identified as a “Smart Community” when San Diego was designated as National Geographic International Television series on World Smart Cities. This special ran Nationwide.

• Was named the most kid friendly neighborhood in Downtown San Diego by Red Tricycle Magazine in May 2015

• Was recently featured in Forbes Magazine as one of the most successful revitalization efforts in the country today. (February 2019).

Accolades aside, our strategy for working in the renewal & expansion of the Ocean Avenue CBD is spelled out in the detailed scope of work included after this cover letter. It is anticipated that this expanded district would be finalized by July 2022, in time for the County of San Francisco property tax notification and inclusion of the assessments for the December 2022 property tax billing cycle.

Dominic Li Mandri will be the on-site representative and the main point of contact for this contract throughout the entire process. I can be reached at 888 356-2726. We hope you find this proposal to be responsive to your needs and look forward to commencing work with the you and the Ocean Avenue Board soon on this crucial effort.

Sincerely,

Marco Li Mandri, President New City America, Inc. New City Public Spaces www.newcityamerica.com

http://www.newcityamerica.com/

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SCOPE OF WORK PROGRAM Detailed Scope of Work for the Ocean Avenue CBD Renewal

OCEAN AVENUE CBD PHASE II - RENEWAL AND FORMATION STAGE

Estimated Time Period

1. Once hired, work with the Board and staff to create a new Ocean Avenue CBD Renewal Steering Committee to oversee the entire process of the renewal and possible expansion. The Committee would be the standing committee to advise the Board on the process and timeline. Update the Supervisors office and OEWD on the timeline and work for the renewal.

Already Completed. Staff

would begin meeting with

2. If instructed by the Ocean Avenue CBD Board, collaborate on writing a newsletter explaining the CBD renewal process, timeline, meeting schedule, etc., to prepare property owners for the renewal process. Send out property verification forms to all affected property owners. Submit property database to the City for verification of database. Finalize the boundaries as determined by the Renewal Committee

May – June

3. Meet with possible expansion property owners or their designated reps to get their support or feedback on including their parcels into the renewed Ocean Avenue CBD

May – June

4. Write the first draft preliminary Ocean Avenue CBD Management District Plan, submit it to the CBD Renewal Steering Committee, meet with Steering Committee until the plan has been fully supported. The Management District Plan is a legal document which will include the costs per property owner; list of special benefit services to be funded; benefit zones, (if any); frequency of services; boundaries; and management by the Ocean Avenue CBD Association

July - August

5. Finalize the CBD Management District Plan; get approval from the Ocean Avenue CBD Renewal Steering Committee. Communicate with property owners on status of the district formation process. Have plan approved by OEWD and City Attorney’s office. Have the plan approved by an independent, certified assessment engineer.

August - September

6. Initiate a petition drive of support among the weighted property owners to trigger the ballot, mail out plan summary to all property owners. The Ocean Avenue Board will be responsible for getting property owners to sign the petitions, New City America will mail out the petitions, tally them as they are returned, coordinate the drive and submit the completed petitions to the OEWD office.

October – November

7. Complete petition drive; submit petitions to the OEWD’s office. Brief City officials as instructed

8. Work with the City on ballot preparation, if necessary January – February 2022

9. Follow up with Ocean Avenue CBD Renewal Steering Committee to ensure weighted majority property owners vote and return ballots

March – April

10. Attend public hearing, review the ballot counting Spring 2022

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Term of Agreement: Commencing on April 1st and concluding in the Spring of 2022 or until the public hearing is held. Both parties shall retain the right to withdraw from the agreement with a 60-day written notice. This is a performance-based agreement and any termination of the agreement by the Client will be based upon failure to perform as per the scope of services. Costs: The agreement is based upon a monthly retainer agreement. The monthly retainer shall be $6,000 per month, not including any third-party work done to complete this work. Assuming this agreement is between 10 – 12 months, the costs will not exceed $76,000. Those costs are broken down as follows:

• 12 months @ $6,000 per month (April 2021 – March 2022) = $72,000

• Assessment engineer’s report = $4,000

• Total not-to-exceed cost: $76,000 Billing of the consulting services shall be made as follows:

1. $ 6,000 per month commencing the first month of the contract and billed the first week of each month thereafter until the renewal is complete.

2. Bills are due upon receipt. 3. The Assessment Engineer cost will be billed separately when we have completed the

Management District Plan. Mutually agreed upon direct, reimbursable expenses will be submitted as they are incurred. Checks will be made out to: New City America, 2011 W. California Street, San Diego, CA 92110, except to the Assessment Engineer whose billing and address will be submitted when the time arises. New City America has 11 staff members working throughout the state. Marco Li Mandri, President and Dominic Li Mandri, Renewal Project Manager, will be the main point of contact for the Ocean Avenue CBD Board as well as the City of San Francisco. Our staff will handle all aspects of the district renewal process. Staff involved in this process will include: Marco Li Mandri – Chief Executive Officer, Shirley Zawadzki – Chief Operating Officer Laura Li Mandri – Controller and Chief Financial Officer Dominic Li Mandri – District Management and key Renewal support Monica Montes – Database, survey compilation Chris Gomez – Design and Layout Katharine Li Mandri – research and web site work Jerry Klink – Mapping Joey Li Mandri – Editing and communications

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NCA Personnel who may work on the Ocean Avenue

Project

Title and involvement in this renewal of the CBD in

Ocean Avenue

Years in this Field

Years with New City America

Marco Li Mandri [email protected]

President, Project Manager, Key personnel of the effort

27 Since 1994

Shirley Zawadzki [email protected]

Assistant Project Manager 25 Since 1996

Dominic Li Mandri District outreach, Renewal Committee Lead Contact

7 Since 2014

Chris Gomez [email protected]

District Management Officer, Graphics

20 Since 2001

Laura Li Mandri [email protected]

Controller of Corporation, Administration

16 Since 2005

Monica Montes [email protected]

Database work, meeting coordinator

18 Since 2003

Jerry Klink [email protected]

Mapping, graphics, public space design, assist in meeting coordination

5 Since 2016

Katharine Li Mandri Communications, web site work

1 Since 2020

Joey Li Mandri Communications, editing 4 Since 2017

The firm is a C Corporation owned 100% by Marco and Laura Li Mandri. We are a family owned and operated business and have conducted this work since the mid-nineties.

Public sector client references within the last 3 years 1. Mr. Kelly McAdoo, City Manager, City of Hayward, (510) 583-4344 2. Ms. Christine Connelly, Deputy Mayor, City of New Bedford MA (508) 979-1410 3. Mr. Kevin Ham, Economic Development Director, City of Vista CA (760) 809-6782 4. Ms. Christina Bibler, Deputy Director of Economic Development, City of San Diego

(619) 236-6330 5. Mr. Andre LeRoux, CEO, Smart Growth Massachusetts, Boston MA, (617) 263-1257 6. Mr. Chris Corgas, OEWD Office, San Francisco, (415) 554-6661 7. Ms. Ashley Golden, Asst. City Manager, City of Oxnard (805) 340-3689 8. Mr. Rodney Fong, CEO San Francisco Chamber of Commerce (415) 307-6106 District Management Corporations:

1. Little Italy Association/San Diego, CA, - Mr. Steve Galasso, President (619) 234-6767 2. Gaslamp Quarter Association/San Diego CA, Mr. Howard Greenberg, President (619)

254-5012 3. Jeff Jurow, President, Downtown Hayward Improvement Association, 1 (415) 515 9367 4. Mr. Jorge Villa, President of the Downtown Downey CBD (818) 359-3837

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5. Mr. Christian Martin, Executive Director of the SOMA West CBD 6. Ms. Amy Buckmaster, Executive Director of the Downtown Redwood City CBD (650)

520-3631 7. Mr. Rick Lemmo, Vice President of the Downtown Glendale CBD (805) 469-2255 8. Mr. Glenn Good, Secretary of the Downtown CBD, San Francisco (415) 576-1165

9. Mr. Seth Polen, President of the Lincoln Heights Industrial Zone PBID, (213) 595-5726

Approved by Ocean Avenue Board, Authorized representative ___________________________________________________________________________ Date Signed

Marco Li Mandri, President, New City America

Date Signed

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IN-DEPTH

LOCAL // BAY AREA & STATE

Downtown SF businesses to tax themselves to pay for clean streets, homeless outreach

Dominic Fracassa July 17, 2019 Updated: July 17, 2019 9:30 p.m.

Comments

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Supplemental Proposal Materials

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Supervisor Aaron Peskin during a board meeting on Tuesday, June 4, 2019, in San Francisco, Calif. The Board of Supervisors voted to shut down juvenile hall by the end of 2021.

But when given the choice to pay a little extra for more street cleaning, trash collection, power washing and street-beautification — all of which help attract tenants and customers — most landlords and businesses embrace the idea.

Merchant corridors have for years created commercial benefit districts, or CBDs — special zones where primarily commercial property owners elect to tax themselves a little extra to pay for additional services.

On Tuesday, the Board of Supervisors unanimously approved the city’s newest CBD — the Downtown Community Benefit District. It’s also one of the largest: Extra assessments on the 669 parcels on 43 blocks that make up the district will raise nearly $4 million annually to “help augment the city’s baseline services on everything from pressure washing to homeless outreach,” Supervisor Aaron Peskin said in a statement Wednesday.

Peskin was a longtime supporter of this CBD and represents the district where it resides. While merchants take a vote on whether to create CBDs, they have to be approved by the Board of Supervisors.

Supervisors also renewed CBDs encompassing portions of the North of Market/Tenderloin districts and Union Square. The board is scheduled to vote to renew and expand the Civic Center CBD next week.

CBDs began cropping up in places like Fisherman’s Wharf, Noe Valley and the Castro district in 2005. With the support and encouragement of city officials — the districts are overseen in part by the Office of Economic and Workforce Development — they’ve flourished. The Downtown CBD is the city’s 18th.

“A lot of cities are not set up the same way,” said Marco Li Mandri, the president of New City America who’s helped steer the formation of 10 CBDs in San Francisco and others in Los Angeles and San Diego. “The machinery is in place to make the whole thing work in San Francisco.”

Debra Niemann, executive director of the Noe Valley Association, a CBD, stressed that each district is different, offering varying services in response to the unique needs of individual neighborhoods and the size of the district overall, since smaller districts mean smaller revenue streams to pay for services. Unlike some CBDs, Niemann’s, for example, doesn’t hire extra security guards, focusing more resources on installing amenities like flower baskets and benches.

https://www.sfchronicle.com/bayarea/article/Downtown-SF-businesses-to-tax-themselves-to-pay-14104083.php

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“Everyone is different. The problems in central Market or Union Square are very different than Noe Valley or even the Castro,” Niemann said. “I’m one of the smaller CBDs. But I’ll shamelessly tell you I’m one of the mightiest in terms of the improvements on the street.”

Each CBD has somewhat different priorities. The Yerba Buena Community Benefit District employs two full-time social services workers tasked with connecting people in need to services. The Lower Polk Community Benefit District partners with UC Hastings College of the Law, La Voz Latina and the San Francisco Bar Association to operate a landlord-tenant clinic meant to smooth out housing disputes that can lead to displacement — in addition to a host of daily street-cleaning services.

“We’re out there seven days a week, cleaning and doing maintenance work, picking up trash, needles, feces, abating graffiti — just basically adding extra boots on the ground to stay on top of those issues that affect quality of life for businesses, residents and visitors to the neighborhood,” said Christian Martin executive director of the Lower Polk CBD.

— Dominic Fracassa

Dominic Fracassa is a San Francisco Chronicle staff writer. Email: [email protected] Twitter: @dominicfracassa



mailto:[email protected]

https://twitter.com/dominicfracassa

annual report

Our History, Our Legacy-Steven J. Galasso, President

I opened my business in 1991 with the new wave of development that came into Little Italy, which we refer to as the “New Pioneers”. At that point, Little Italy was a shadow of what it has become today, as can be seen in the before and after photo India and Date Streets.

In those days, the old Redevelopment Agency, CCDC, had forgotten the name “Little Italy”, even though it had been used for nearly 100 years. The new name was “Harborside”, a non-descript, generic name that did nothing to pay tribute to the history of this community as a portal of entry and opportunity for thousands of immigrant families, all here due an abundant fishing industry, a spiritual center in Our Lady of the Rosary Church and the only elementary school in Downtown San Diego – Washington Elementary School.

So much has happened over the past 30 years since I opened Ca�e

Italia in the Pensione building. The Little Italy landmark sign, the new piazzas, landscaping, wider sidewalks, more stop signs throughout the community, an expansive growth of new businesses and restaurants, and thousands of new residents (and their dogs), all signs of great success – but this success is also a double edged sword.

Little Italy did not grow with extraordinary speed without also su�ering the growing pains - environmental and social impacts throughout the neighborhood are abundant. For example, over the past year, Little Italy was ground central for the dockless scooters in 2018, leading to the proliferation of scooters everywhere in Little Italy. Though some people will state that the scooters will provide mobility for the “last mile”, the companies seeking to dominate the market share have created a minor nightmare on our sidewalks, which

are already crowded.

Though development continues at a rapid pace in Little Italy, the questions we will ask very soon is, “What type of development do we need? How many new market rate apartments can we accommodate? Where is the for-sale product that allows residents to become homeowners? How many restaurants are too many? How many people using our community for Instagram opportunities will be too many? How do we maintain steady growth without a deterioration of community?”

When this current economic cycle slows down, we will need to catch up and allow our sta� to manage the thousands of new challenges of this diverse and dynamic community. We have much to be

LittleItalySD.com #LittleItalySDLittleItalySD

thankful for, but also much to be wary of. This neighborhood was built on the shoulders of hard-working immigrants; keeping their legacy alive in the 21st century will be the priority for us all. It will happen with a very engaged

residential, business, retail/restaurant and visitor community. And, most importantly, the institutions that built this neighborhood – the fishing industry and its legacy, the church and the school, must continue to

play a central role as we enter the third decade of the 21st century.

Steven J. GalassoPresidentLittle Italy Association of San Diego

Marine Band San Diego Summer Concert - Piazza della Famiglia

I opened my business in 1991 with the new wave of development that came into Little Italy, which we refer to as the “New Pioneers”. At that point, Little Italy was a shadow of what it has become today, as can be seen in the before and after photo India and Date Streets.

In those days, the old Redevelopment Agency, CCDC, had forgotten the name “Little Italy”, even though it had been used for nearly 100 years. The new name was “Harborside”, a non-descript, generic name that did nothing to pay tribute to the history of this community as a portal of entry and opportunity for thousands of immigrant families, all here due an abundant fishing industry, a spiritual center in Our Lady of the Rosary Church and the only elementary school in Downtown San Diego – Washington Elementary School.

So much has happened over the past 30 years since I opened Ca�e

Italia in the Pensione building. The Little Italy landmark sign, the new piazzas, landscaping, wider sidewalks, more stop signs throughout the community, an expansive growth of new businesses and restaurants, and thousands of new residents (and their dogs), all signs of great success – but this success is also a double edged sword.

Little Italy did not grow with extraordinary speed without also su�ering the growing pains - environmental and social impacts throughout the neighborhood are abundant. For example, over the past year, Little Italy was ground central for the dockless scooters in 2018, leading to the proliferation of scooters everywhere in Little Italy. Though some people will state that the scooters will provide mobility for the “last mile”, the companies seeking to dominate the market share have created a minor nightmare on our sidewalks, which

are already crowded.

Though development continues at a rapid pace in Little Italy, the questions we will ask very soon is, “What type of development do we need? How many new market rate apartments can we accommodate? Where is the for-sale product that allows residents to become homeowners? How many restaurants are too many? How many people using our community for Instagram opportunities will be too many? How do we maintain steady growth without a deterioration of community?”

When this current economic cycle slows down, we will need to catch up and allow our sta� to manage the thousands of new challenges of this diverse and dynamic community. We have much to be

thankful for, but also much to be wary of. This neighborhood was built on the shoulders of hard-working immigrants; keeping their legacy alive in the 21st century will be the priority for us all. It will happen with a very engaged

residential, business, retail/restaurant and visitor community. And, most importantly, the institutions that built this neighborhood – the fishing industry and its legacy, the church and the school, must continue to

play a central role as we enter the third decade of the 21st century.

Steven J. GalassoPresidentLittle Italy Association of San Diego

PAGE 2 Little Italy Association of San Diego 2018-2019 ANNUAL REPORT

When people ask the secret to Little Italy’s success, and better yet, how it can be reproduced, I inform them: This is not a “smart growth” strategy nor simply the result of a new, mixed-use community’s evolution. We have engineered a formula for success, albeit ever changing, that we refer to as “dynamic density”. In other words, growing vertically within our 48 square blocks (or around 90 acres of land) without losing the intimacy of this neighborhood.

There are four factors to employ to reach a level of success relative to redeveloping and managing “city neighborhoods”. Density alone, or

a critical mass of new restaurants and bars, will not make a community great; ensuring that density is managed and coordinated with the overall needs of the community is key. The four factors that we have successfully used in Little Italy’s management include:

1. Identification and the “Place”2. Operating based on an

independent and sustainable revenue source

3. Managing the Place and the revenues by an entrepreneurial public benefit non-profit corporation

4. Capitalizing on the luck of

politics and timing

PLACE Little Italy has always been a special place in San Diego, anchored by Our Lady of the Rosary Church, Washington Elementary School and the thousands of immigrants tied to the fishing industry who built this waterfront and made Little Italy and the city the capital of the international tuna industry up until the 1970s. The removal of 3,000 families and houses with the construction of Interstate 5 in the early 1960s, began the long decline of this great community. The neighborhood’s identity was weakened and diluted until the mid-1990s, when the resurgence of new activity began. From the outset, the purpose of the Little Italy Association was to build a positive Association with the name “Little Italy” at the forefront. Recognizing that people are drawn to attractive, orderly, and well-maintained places, we have established clear boundaries that define our district and operate under high standards that benefit the community as a whole. We are also blessed with so many family-owned and operated restaurants and businesses, some dating back over 50 years. Many long-time residents continue to live on India Street, and it shows that they have watched this community grow and have stayed.

INDEPENDENT REVENUE SOURCEWhen the Association started in 1997, our annual budget was around $60,000. In 2019, our

Building Dynamic Density in Little Italy -Marco Li Mandri, Chief Exec. Admin.

• Solving unanticipated problems with innovative ideas (dogs, scooters, bikes, buskers);

• Working with developers to ensure that all new projects complement the neighborhood character and feel;

• Purchasing a building to be the Little Italy Association’s permanent address;

• Ensuring a meaningful and sustainable legacy for the Association by recruiting new Board Members; and

• Nurturing the future prosperity

of the Little Italy Community by facilitating a planned giving program.

Since 1996 the current Board and sta� have worked very hard to make the Little Italy neighborhood into what it is today. It is nearing the time to pass the baton and refresh the leadership with a more youthful perspective; the next generation of stakeholders who are dedicated to the long-term sustainability and managed growth of this community. We ask that you step

into the race and keep the baton moving forward to perfect this concept of Dynamic Density in Little Italy, as a model for city neighborhoods everywhere, and, as an example of community pride and coordinated teamwork.

Marco Li MandriChief Executive AdministratorLittle Italy Association of San Diegoand New City America, Inc.

budget is well over $3,000,000. Those funds are based on the Little Italy Business Improvement District ($100,000); the Community Benefit District (MAD)($1,000,000); Little Italy Parking District funds ($1,000,000); Contracted Services to property owners and businesses ($200,000), and programs including the Mercato, the Taste of Little Italy, the Christmas Tree Lighting, and several other community-benefit donations. Though we are generating more money than ever before, we have over 50 employees in our Field Operations sta� (Maintenance, pressure washing, landscape/ornamental) as well as a valet crew and administrative sta�. Today, we have a payroll of over 1 million dollars per year. We have also been very successful in soliciting and receiving public and private grants to fund many of our special projects in the district.

ENTREPRENEURIAL BOARD The 27-member Board of Directors of the Little Italy Association is very entrepreneurial in its approach to revenue generation. The Board clearly understands that its purpose and function is to use the independent revenues sources listed previously to improve the “place”, or Little Italy. To demonstrate the entrepreneurial nature of the Board and New City America sta�, understand that most other districts are solely funded by their property assessments. The Little Italy property assessments, on the other hand, represent less than 1/3 of our overall budget. Property assessments, business assessment, and parking meter funds (City) still only constitute less than 2/3 of our overall budget. It’s this entrepreneurial approach to funding events and public spaces that lends itself to managing a multi-faceted district.

POLITICS AND TIMING The Association rose at a time when there were a lot of redevelopment dollars being spent in Downtown. Prior to the demise of redevelopment, we were able to secure new sidewalks for India Street, hundreds of new trees throughout the district, new pedestrian lighting in most of the neighborhood, Amici Park in the late 1990s, and more recently, grants and developer impact fees for the Piazza della Famiglia. All of these public funds were based on the positive working relationships we have developed with the Mayor’s o�ce (seven Mayors since the 1990s), our City Council members’ o�ce (six Councilmembers, one of whom became Mayor), a few City Attorney’s, our Board of Supervisor’s rep, and other political representatives and appointees over the past 20 years.

As we move towards 2020 and into the third decade of the century, our priorities will continue to center on ensuring that this neighborhood is safe, attractive, certain dynamic,

and well-managed for residents, businesses, employees, property owners, and visitors alike.

The following goals are at the forefront of our e�orts in the next 2–3 years:

• Supporting the walkability of the community by being responsive to the needs of the community;

• Protecting and preserving our historic institutions including Our Lady of the Rosary Church, Washington Elementary School, and the Firehouse Museum;

• Re-designing and restoring Amici Park to create a much more event-oriented neighborhood venue;

• Creating a new landscape and urban forestry nursery to provide a base for the landscape team;

• Designing, building, and managing our current and new piazzas in the community. We currently have five piazzas and have plans for at least two more: The Piazza Costanza (2019) and the Piazza Stefano (2021);

Dedication of the Piazza Giannini - September 2018

LittleItalySD.com #LittleItalySDLittleItalySD








politics and timing












PAGE 3












Little Italy Mercato back on W. Date Street








politics and timing













Dockless Scooters and Bikes Take Over Little Italy












Action plan, attributing the proliferation of public safety disputes to improper usage, territorial staging, disruptive, post-use parking, and excessive speeds in high-tra�c, pedestrian corridors. Geofenced locations named in the ordinance include Martin Luther King Jr. Promenade, the North and South Embarcadero, and the Piazza della Famiglia, where mobile, dockless units will be slowed down to 3mph via geofencing, encouraging the rider to walk their bike in densely-tra�cked areas.

As a point of reference, the ordinance also contains verbiage regarding the 'operator's agreement to indemnify, defend, and hold the City harmless from claims and damages arising out of or related to the operators' activities under the permit or the operations of its business in the City'. Relative to our community, this is especially important for any businesses who may fear retaliation from reckless, albeit litigious, riders who injure themselves on public or private property.

We understand and fully support the concept of ridesharing in urban, mixed-use districts; however, we prefer to see units launched from designated scooter parking spaces in the street, not on the sidewalks which get used on a continual basis. Until further discussions are had, our maintenance crew will continue to relocate these bikes every morning from India and Kettner Streets.

On February 15, 2018, three rideshare companies – Bird, Ofo, & LimeBike – positioned their inventory in masse all throughout Little Italy, unbeknownst to the Association and much of San Diego county. Their goal: relieve tra�c congestion whilst encouraging an eco-friendly approach to transportation. The result: congested sidewalks, disgruntled residents, and impeded thoroughfares prime for ADA lawsuits. India Street, in particular, was used as their showroom as Little Italy is one of the most desired areas in the city.

After succeeding in repealing a State law requiring helmet use for rides under 15mph, users are now not required to wear helmets.

Preliminary data from UCSD Health Center reported 215 e-scooter-related visits to La Jolla’s Jacobs Medical Center and UCSD Medical Center in Hillcrest from January 1st, 2018 to November 30th, 2018. In San Diego alone, 1,560 scooter-related citations were issued over an eight month period, up from the 14 total issued from 2014-2017. The cherry on top: 90% of those involved the rider not wearing a helmet. In tandem, a recent UCLA study gathered data

from two Southern California hospitals from September 2017 to August 2018, observing 249 cases of scooter-related injuries with an overwhelming 40% of those patients - children included - su�ering head trauma. Alas, these figures exclude visits to urgent or primary care doctors, which inevitably bumps the nationwide average to the thousands.

Safe Walkways NOW (Not On Walkways), a group of San Diegans concerned over the misuse of motorized scooters, is putting their

proverbial foot down and asking Mayor Kevin Faulconer for stricter enforcement regarding use of e-scooters on sidewalks and walkways. The campaign, headed by PhD Jonathan Freeman, is demanding each scooter company lose its rights to operate in San Diego should they fall under noncompliance.

A recent, 17-page City ordinance — adopted by the City Council in April of 2019 — aims to provide streamlined mobility alternatives consistent with the City's Climate

Scooters Overtake the Sidewalks of Little Italy

LittleItalySD.com #LittleItalySDLittleItalySD PAGE 5

Action plan, attributing the proliferation of public safety disputes to improper usage, territorial staging, disruptive, post-use parking, and excessive speeds in high-tra�c, pedestrian corridors. Geofenced locations named in the ordinance include Martin Luther King Jr. Promenade, the North and South Embarcadero, and the Piazza della Famiglia, where mobile, dockless units will be slowed down to 3mph via geofencing, encouraging the rider to walk their bike in densely-tra�cked areas.

As a point of reference, the ordinance also contains verbiage regarding the 'operator's agreement to indemnify, defend, and hold the City harmless from claims and damages arising out of or related to the operators' activities under the permit or the operations of its business in the City'. Relative to our community, this is especially important for any businesses who may fear retaliation from reckless, albeit litigious, riders who injure themselves on public or private property.

We understand and fully support the concept of ridesharing in urban, mixed-use districts; however, we prefer to see units launched from designated scooter parking spaces in the street, not on the sidewalks which get used on a continual basis. Until further discussions are had, our maintenance crew will continue to relocate these bikes every morning from India and Kettner Streets.

On February 15, 2018, three rideshare companies – Bird, Ofo, & LimeBike – positioned their inventory in masse all throughout Little Italy, unbeknownst to the Association and much of San Diego county. Their goal: relieve tra�c congestion whilst encouraging an eco-friendly approach to transportation. The result: congested sidewalks, disgruntled residents, and impeded thoroughfares prime for ADA lawsuits. India Street, in particular, was used as their showroom as Little Italy is one of the most desired areas in the city.

After succeeding in repealing a State law requiring helmet use for rides under 15mph, users are now not required to wear helmets.

Preliminary data from UCSD Health Center reported 215 e-scooter-related visits to La Jolla’s Jacobs Medical Center and UCSD Medical Center in Hillcrest from January 1st, 2018 to November 30th, 2018. In San Diego alone, 1,560 scooter-related citations were issued over an eight month period, up from the 14 total issued from 2014-2017. The cherry on top: 90% of those involved the rider not wearing a helmet. In tandem, a recent UCLA study gathered data

from two Southern California hospitals from September 2017 to August 2018, observing 249 cases of scooter-related injuries with an overwhelming 40% of those patients - children included - su�ering head trauma. Alas, these figures exclude visits to urgent or primary care doctors, which inevitably bumps the nationwide average to the thousands.

Safe Walkways NOW (Not On Walkways), a group of San Diegans concerned over the misuse of motorized scooters, is putting their

proverbial foot down and asking Mayor Kevin Faulconer for stricter enforcement regarding use of e-scooters on sidewalks and walkways. The campaign, headed by PhD Jonathan Freeman, is demanding each scooter company lose its rights to operate in San Diego should they fall under noncompliance.

A recent, 17-page City ordinance — adopted by the City Council in April of 2019 — aims to provide streamlined mobility alternatives consistent with the City's Climate

Direct revenues from the Mercato will contribute almost half a million dollars to the Little Italy Association’s annual budget this year. As the cost of providing ongoing maintenance and improvements to San Diego’s most vibrant neighborhood continues to rise, fundraising becomes ever more critical.

The USDA, National Farmers’ Union and the Farmers’ Market Coalition all provide statistics that show that local communities benefit from farmers’ market enterprises. Three times as much money stays in the local economy when farmers and food makers sell directly to consumers than when decentralized distributors and retailers sell the same items.

The Little Italy Mercato demonstrates the veracity of those studies as it continues to grow as a well-loved community asset and a valuable economic engine.

ARTWALK2019's Mission Federal ArtWalk was one of the most successful years to date, drawing crowds close to

100,000 and netting roughly half a million dollars for local and nationwide artists. Over 350 artists showcased their original work — mixed media from blown glass and regional photography to handmade housewares and intricate mosaic sculptures. This year's fundraiser entailed a partnership with non-profit, Rerip, an organization that facilitates surfboard upcycling to promote sustainable living. Rerip advocates for cleaner industry through its donation drop-o� facilities, where surfers can donate their unwanted boards, fins and wetsuits for repair, giveaways, art, down-cycling, and resale. In honor of the 35th anniversary of Mission Federal ArtWalk, Rerip provided upcycled surfboards for more than 25 artists to transform into original artwork to be displayed and auctioned o� at the Piazza della Famiglia. The majority of the proceeds directly benefitted ArtReach, ArtWalk's not-for-profit art education a�liate that delivers art workshops at Title One Elementary Schools throughout the County. Diego, a non-profit advocating for more art in elementary schools.

DA VINCI DAYSLeonardo di ser Piero da Vinci, most commonly referred to as Leonardo da Vinci, embodied a true Italian Renaissance Man with interests in the arts, architecture, literature & writing, astronomy & anatomy, mathematics, engineering / invention, and many more. Widely considered one of the greatest painters of all time, da Vinci also made substantial discoveries in civil engineering; however, did not publish his findings nor did they bear great influence on later science. Nonetheless, his legacy withstands the test of time, providing inspiration for 20th Century artists alike.

da Vinci passed away on May 15th, 1519, with 2019 marking the 500th anniversary of his death. In tandem with da Vinci's accomplishments as an inventor, our goal is to transform Little Italy into the first da Vinci district, encapsulating his ideas, his art, and his forward-thinking innovation.

To kickstart our e�orts into honoring da Vinci in 2020, the Little Italy Association is currently scouting areas for public art. What this means for you; help us identify walls around the neighborhood where a da Vinci-inspired piece can be installed. Considering his work di�ered greatly in subject and scale, we encourage you to use your imagination. As a property owner, you have the canvas. As an artist, you have the vision.

TRICK OR TREAT ONINDIA STREETOur signature Halloween event, Trick-or-Treat on India Street, drew crowds of thousands all throughout the district and into the Piazza della Famiglia for a beautiful evening of safe, sugar-fueled fun! Over 55 Little Italy businesses participated in handing out candy, in addition to

Events Over The Past Year

LITTLE ITALY MERCATOThe Little Italy Mercato returned to its original West Date Street location, now enhanced by the development of the Piazza della Famiglia, just in time to celebrate its 10th anniversary in June of 2018. The largest Certified Farmers’ Market in San Diego County, the Mercato extends six full city blocks from west of Kettner Boulevard to Front Street, providing freshly harvested vegetables and fruits, pastured eggs and meat, locally

caught seafood, breads, olive oil, sea salts and more. With an emphasis on California farmers and San Diego makers, the Mercato’s place as the neighborhood’s full service “grocery store in the street” is well established, along with its significance as a community gathering place.

The market attracts residents of downtown San Diego and beyond, with many shoppers visiting on a weekly basis, year-round, rain or

shine. Tourists from throughout the US and the world include it on their itineraries when planning trips to San Diego and the Mercato generates more than a million visits each year to Little Italy. Both local and international press feature the market in food and travel stories each year, and news segments on local agriculture, small business and community development often include insights from market participants.

California small farms and small businesses supported some 400 California families through the participation of more than 160 farmers, vendors and their employees last year. While market farmers and vendors generated more than 3 million dollars in sales, they also brought money to every day brick and mortar businesses in Little Italy. Surveys show that 70% of farmers’ market shoppers also frequent surrounding restaurants, co�eehouses and retailers, contributing to local tax revenues and bolstering the economy. Local realtors include proximity to the market in their descriptions, highlighting its addition to property values.

our several generous sponsors who helped subsidize our event decor. Year after year, this event couldn't have been made possible without support from RanchoTed, Urban Dental, Naked Juice, FireHouse Museum, Batta Fulkerson, FYC Labs & F45.

LITTLE ITALY TREE LIGHTING & CHRISTMAS VILLAGEOur 20th Annual Tree Lighting & Christmas Village was a night to remember, albeit a few technical glitches! In all, over 40,000 attendees came to eat, shop, and enjoy a free night of holiday fun. As a non-profit, we are thrilled to report that the Christmas Village doubled its profits from last year.

Coupled with the help from our event Sponsors and the enthusiasm from general public, the Little Italy Association was able to make this year's event our most successful to date! Visitors were encouraged to share their pictures with us on Instagram, Facebook, and Twitter!

Little Italy Tree Lighting & Christmas Village



















Trick-or-Treat on India Street - October 2018

EXPENSE / $3,666,255

Supplemental Maintenance

$157,183

Parking District$733,483

Business Improvement District (BID)

$73,218

Programs$973,286

Miscellaneous$85,645

Community Benefit District (CBD)

$967,752

Administration$415,331
















INCOME / $3,650,473

Parking District$892,673

BusinessImprovementDistrict (BID)$126,876

Programs$1,398,942

Community Benefit District (CBD)$1,025,708

SupplementalMaintenance$206,274

Little Italy Association FY19 Financials




Recognizing a need for representation on a front other than food or retail, we recently launched our first Little Italy Hotel Council to provide a voice for the 10+ hotels whose guests call our neighborhood home away from home. Using our collective e�orts –

our expertise in district management and the hotelier’s experience in hospitality – the goal for the Hotel Council is to share information on how each entity can better serve the other. Industry guests are frequently in attendance to speak on trends within the hotel

market, providing applicable data the Association can also use when marketing our neighborhood to the public. Meeting locations change every month to encourage familiarity within the neighborhood and fellow hoteliers.

The Little Italy Hotel Council

The DifferenceA Year Makes

UPCOMING OPENINGSAbove Ash (Carte Hotel)Bobbio Gelato (AV8)Corepower Yoga (Ariel Suites)Fit Athletic Club (Carte Hotel)Fonte de Vino (Carte Hotel)Watercolors (Carte Hotel)Zinque (AV8)

PAST-YEAR OPENINGSBella Woof Pet StoreBobboi Gelato (Food Hall)Born & RaisedChoice Juicery

DermaPoint Identity Doggie Style PetsF45Farmer’s TableLittle Italy Food HallMorning GloryNolita HallParakeet CaféPortal Co�eeRaindrop MarketingSalt n’ StrawShake ShackSupernatural SandwichesUBreakIFix

PIAZZA GIANNINIAmadeo Giannini was an Italian-American who founded the Bank of Italy, which he later transformed into the Bank of America. Piazza Giannini is a 500 square foot public space complete with a bust and pedestal, centrally-located in one of San Diego’s most vibrant districts. We believe the first step in fostering connectivity within an urban environment is creating unique public spaces for people to congregate at. Piazza Giannini is no exception, encompassing a plaque of Amadeo Giannini’s story, concrete planters and barriers, and street furniture for the public to enjoy. Giannini invented branch banking in the U.S. and the concept of “social equity” – equal access to goods and services for all. The completion of each public space welcomes people from all walks of life to come relax at. A portion of this public space was generously funded by Bank of America, with additional funding needed to reach our $100K goal. Please consider purchasing a plaque to have your family or business name prominently displayed for all of the public to see.

New Public Space UnveiledLittle Italy is made-up of the following:

DISTRICT STATS48 Square Blocks67 Acres7 1/2 Miles of Frontage

COMMUNITY BENEFITDISTRICT2,123 Parcels1,858 Property Owners1,753 Condos1,113 Apartment UnitsApprox. 5,000 Residents1,018 Trees210 Trashcans100 Recycling Receptacles

BUSINESS IMPROVEMENT DISTRICT476 Business Licenses944,969 SqFt of Commercial O�ce Space1,092 Hotel Rooms166 Motel Rooms27 B&B RoomsApprox. 6,300 Employees

ASSOCIATION EMPLOYEES14 Maintenance 6 Landscaping 2 Pressure Washing18 Valet6 Mercato48 in Total

PIAZZA DELLA FAMIGLIAThe Piazza della Famiglia o�cially opened in March of 2018, serving as the communal plaza. Our work with the City of San Diego granted visitors and residents the privilege to stroll through the confines of the 10,000-square-foot, European - style piazza with a beer or wine in hand. A beautiful, tiled fountain sits at the East side of the Piazza with comfortable tables and chairs lining the cobblestone street — inviting the public to take in the beautiful scene and San Diego Bay views over lunch, co�ee or an evening gathering with friends and family. Piazza della Famiglia is located in the “heart” of Little Italy and is dedicated to the past, present, and future families of the Little Italy neighborhood. It has become a central community gathering place to host farmers’ markets, concerts, cultural events, and more. The Piazza della Famiglia was developed by the Little Italy Association and H.G. Fenton Company. The project is a mix of public, residential, retail and restaurant space, including 125 apartment homes over 16,000 square feet of retail and restaurants on the ground levels surrounding the Piazza.


Did You Know?!

Relaxing at the Piazza della Famiglia


MEDIA RELATIONSOver the past year, San Diego’s Little Italy has gained the attention of top national and regional outlets, as well as international publications as a top community on the map. San Diego’s Little Italy is regularly recognized around the country and within San Diego County for its amazing culinary scene, signature events, local shopping, growth and development, European-inspired public spaces and much more! Its neighborhood happenings and community events are featured year-round on San Diego broadcast stations including NBC 7, FOX 5, CBS 8, The CW San Diego, KUSI and ABC 10, as well as repeatedly featured in top San Diego outlets including San Diego Magazine, The San Diego Union-Tribune’s Night + Day, Pacific San Diego, Modern Luxury San Diego, The San Diego Union-Tribune, Thrillist and many more!

In addition to regional media, Little Italy has been highlighted as a top neighborhood to visit in San Diego by other regional outlets including The Los Angeles Times, East Bay Times, NBC Phoenix, The San Jose Mercury News, and AZ Family to name a few. Nationally, the community has been recognized as a popular travel destination and model community for other business districts in outlets such as Forbes, British Airways HighLife Magazine, BizBash, Entrepreneur, Conde Nast Traveler, Alaska and Beyond Magazine, National Italian American Foundation and more.

SOCIAL MEDIAThrough thoughtfully curated content and strategic campaigns, the Little Italy Association of San Diego utilizes social media as a tool to showcase the history, lifestyle and values of the neighborhood. Connecting with residents,

businesses, restaurants, media, travelers and influencers, Little Italy has become a hub for all things happening in the community and has grown to become the leading resource for visitors and locals alike.

In the last year, these networks have grown by 12% on Facebook, 21% on Instagram and 10% on Twitter. Little Italy has proved to be a top destination and has the largest social media following of any community within San Diego.

With the opening of many more piazzas, a boom in residential developments, more businesses opening their doors and the return of the neighborhood’s most loved community events, San Diego’s Little Italy will continue to make waves in the media around the globe and grow its engaged community on social media.

Illuminating Our Greatness

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68,70012% INCREASE

42,40021% INCREASE

7,1460% INCREASE

LITTLE ITALY ASSOCIATION

OFFICERSSteven Galasso

President

Daniel MoceriVice President

Luke VinciSecretary

Louis PalestiniTreasurer

BUSINESS OWNERSSandi CottrellTom Di ZinnoPerry Meyer

PROPERTY OWNERSVito Altieri

Debi BesmerDomenic BrunettoCharlie Coradino

Dino CresciJim DeSpenza

Anne MacMillan EichmanRich Gustafson

Jonathan HerbertPasquale IoeleChristie KongJack Pecoraro

Fr. Joseph TabigueBryan Thompson

COMMUNITY-AT-LARGEJenn Borba Von Stau�enberg

Joe CordileoneFrank StiritiCatt White

Tom Zolezzi

CHIEF EXECUTIVE ADMINISTRATORMarco Li Mandri

DISTRICT MANAGERChristopher Gomez

FINANCIAL MANAGERRosie DeLuca

STAFFLaura Li Mandri

Shirley ZawadzkiJeri Keiller

Monica MontesJoey Li Mandri

SR. MAINTENANCE OPERATIONSSUPERVISORJasen Nichols

ORNAMENTAL LANDSCAPINGSUPERVISOR

Scott Sponholtz

VALET SUPERVISORSteve Jackson

Piazza della Famiglia

Piazza BasilonePiazza Pescatore

Piazza Giannini

Piazza Stefano

Piazza Costanza

Piazza Tomaso

Open Piazzas

Proposed Piazzas

LITTLE ITALY’SCOMMUNITY BENEFITDISTRICT MAP

Historic Fir Street Cottages serve as Great Retail Spaces

San Diego's Little Italy: A Surviving,

Thriving Cultural Jewel

Forbes Magazine

February 8, 2019

Jeffrey SteeleContributor

https://www.forbes.com/sites/jeffsteele/

San Diego's Little Italy serves as a model to many other Italian business districts and cultural enclaves around the United States.LUNA PHOTO

Ask natives and visitors to name popular, thriving enclaves in San Diego, and

Little Italy will come in near the top on most folks’ lists. In recent decades, the

historic fishing community has been reborn, and now serves as a beacon to those in

search of great Italian restaurants, as well as shops, art galleries and an eclectic

housing stock.

The most venerable, continuously-existing neighborhood business district in

downtown San Diego, Little Italy historically served as home to the thousands of

immigrant Italian and Portuguese fishermen who made their livings on the ocean.

It also housed the canneries that processed their catches. Together, the fisherman

and canneries helped burnish the city’s early repute as “tuna capital of the Western

U.S.”

But in the late 1970s and early ‘80s, competition from foreign tuna processors

helped spell an untimely demise for the canneries, just as the construction of the I-

5 freeway carved a wedge through Little Italy, destroying more than a third of the

historic enclave. With its economy’s lifeblood cut off, the beloved community

withered. Its swift downturn was followed by nearly three decades of economic

stagnation.

A welcoming outdoor café beckons in San Diego's Little Italy. LUNA PHOTO

Enter the LIA

The formation of the Little Italy Association (LIA) of San Diego more

than 20 years ago eventually reversed those fortunes. The lone district management corporation of its kind in any U.S. cultural neighborhood,

the LIA sparked a revolution of sorts.

https://www.littleitalysd.com/

The organization helped reinvigorate and enhance a community that’s become a model for other Little Italys around the country seeking to

preserve historic charm and character, while at the same time propelling

economic growth.

“ The Little Italy neighborhood of San Diego has evolved rapidly over the last 20 years ,” says Marco Li Mandri, Little Italy Association CEO

and New City America president.

“Much of its success, in terms of attracting new market-rate housing

and immigrant- owned Italian businesses, is due to its comprehensive management of all aspects of the neighborhood. That management

includes cleaning and beautification, parking and mobility, public space

development and management, maintenance of order and setting a

balance of needs of residents and needs of businesses.”

San Diego’s Little Italy now encompasses almost 50 square city blocks,

making it the largest Little Italy in the nation. The district’s award-

winning restaurants include both its traditional Italian eateries and newer bistros launched by talented Italian immigrants. Its flourishing public

spaces have recently been joined by the new Italian-inspired 10,000

square-foot piazza, the Piazza della Famiglia. Its imaginatively designed mixed-use developments – combining residences, wineries, art galleries

and other entrepreneurial ventures -- have helped make the enclave a

highly-coveted place not only to visit, but to call home.

Embracing small biz

One of the keys to Little Italy’s success has been its embrace of small businesses, which have helped invest the nook with its distinctiveness

and charm. The LIA made this warmly welcoming attitude a key priority, recognizing small businesses would foster additional economic

development. In the years since, the small enterprises have created jobs

that helped fuel the enclave’s economy. Meantime, locally-owned eateries and entertainment venues, along with a potpourri of special

https://twitter.com/intent/tweet?url=http%3A%2F%2Fwww.forbes.com%2Fsites%2Fjeffsteele%2F2019%2F02%2F08%2Fsan-diegos-little-italy-a-surviving-thriving-cultural-jewel%2F&text=The%20Little%20Italy%20neighborhood%20of%20San%20Diego%20has%20evolved%20rapidly%20over%20the%20last%2020%20years

https://twitter.com/intent/tweet?url=http%3A%2F%2Fwww.forbes.com%2Fsites%2Fjeffsteele%2F2019%2F02%2F08%2Fsan-diegos-little-italy-a-surviving-thriving-cultural-jewel%2F&text=The%20Little%20Italy%20neighborhood%20of%20San%20Diego%20has%20evolved%20rapidly%20over%20the%20last%2020%20years

events, have helped attract tourists from across California, the nation and

the world.

The LIA's success has helped differentiate San Diego's Little Italy from

other similar urban districts across the U.S. that were forged from the

hard work of Italian immigrants and their descendants. Many of these venerable business districts have begun to disappear, in part because of

the dispersion of Italian families from these enclaves. San Diego's Little

Italy serves as a template for what is possible, not only for the remaining Little Italys, but for other revitalized legacy communities across the

nation.

“Most importantly, the organization that manages the Little Italy

neighborhood consists of members from all aspects of the community,” Li Mandri concludes. “And it funds its operations by a sustainable

assessment district, parking district revenues, and an entrepreneurial

approach to community development.”

1

BUSINESS MOVING FORWARD

6 Reasons 'Community' Matters in

Business -- Your Business You've heard of BIDs, or business improvement districts. Now,

get acquainted with CBDs, or community benefit districts.

Image credit: Meinzahn | Getty Images

MARCO LI MANDRI

https://www.entrepreneur.com/topic/business-moving-forward

https://www.entrepreneur.com/author/marco-li-mandri



2

GUEST WRITER

President and Founder, New City America Inc.

During my first entrepreneurial venture with my partners -- opening an Italian-food

manufacturing plant in San Diego in the late 1980s -- I experienced first-hand the

importance of opening a business in an older, but emerging community.

Related: This Big City Will Soon Add Traffic Lights to Sidewalks for People Who

Don't Look Up From Their Phones

When that manufacturing business faltered and closed in 1993, I again turned toward the

notion of community: I leaned on my experience as the president of a business

improvement district (BID) to form New City America, dedicated to creating, reinventing

and fixing business districts throughout the nation based on the principles of place,

financing and district management.

Since that time, my team has formed 78 community benefit districts (CBDs), which

evolved out of the older business improvement district concept, though both are centered

around creating sustainable financing to help businesses through assessments levied on

property owners (who ultimately benefit). Our organization has also helped write local

and state legislation to facilitate this growth.

So, why should a business owner, entrepreneur or property owner move into an area with

a CBD when the latter requires a higher level of operating costs relative to a district

without one? Here are seven ways these districts can benefit your business:

https://www.entrepreneur.com/article/276795


http://www.newcityamerica.com/

3

1. Brand identity

Whether your business category is retail, restaurant, office, co-working, professional or

something else, consumers identify with branded areas. In fact, a district's identity is key

to creating demand for walking traffic and a dynamic critical mass that draws people.

The Little Italy Association of San Diego, which New City America established and has

managed for over 20 years in San Diego's Little Italy district, is one of the best examples

of a comprehensive approach involving branding all assets in the district.

2. The creation of order

"Order" comes in many forms: clean sidewalks, trimmed trees, good landscaping,

management of homeless encampments, elimination of odors, security and more. As

municipal services nationwide are cut back due to the chronic financial crisis in our

cities, CBDs fund the services that many cities have never provided yet are in need of

more than ever.

Related: 5 Ways Small Businesses Can Endear Themselves to the Community

CBDs provide services from curb to property line, not just curb to curb -- thus ensuring

that a district's public rights of way are clean and making small business fronts attractive

for customers. One of the best examples of a turnaround district is the Downtown

Glendale Association in Glendale, California. Its level of growth and strong attraction for

businesses, as well as new residential development, over the past five years, makes it one

of the true success stories in Los Angeles County.

3. New public spaces and place-making

Consumers are increasingly drawn to great, well-managed public spaces. The

management of the "place" accentuates an area's history, the leaders who created it, plans

for the future and mitigation of the impact of new developments.

http://www.littleitalysd.com/


http://www.downtownglendale.com/

http://www.downtownglendale.com/

4

The most valuable real estate in the country today, in fact, is found around beautiful well-

managed public spaces. One of the best examples of this correlation between public

spaces and higher-valued business districts is Bryant Park in New York City -- operated

by the Bryant Park Corporation.

Post Office Square in Boston is another example; also worth citing is the array of piazzas

in San Diego's Little Italy -- like Piazza Basilone. Placing well-managed and thoughtfully

designed public seating areas throughout a district is key to encouraging the community

to spend more time there.

New City America has made place-making and public-space management a core feature

of its business model. We have led and activated at least 10 public space developments

around the nation, including ones in Liberty Station, San Diego; Downtown San Leandro;

and (the aforementioned) Downtown Glendale.

Placing well managed and thoughtfully designed public seating areas throughout the

district is key to encouraging the community to spend more time in the area. The leaders

in this field and the first international experts who understood the impact of

implementing public spaces in a business district is Project for Public Spaces, which has

been responsible for activating the core of San Diego's Balboa Park and New York's

Bryant Park.

4. Stronger community

Dynamic district management corporations attract quality businesses, employers and

employees. These groups seek an environment that is thriving -- and which in turn often

increases opportunities for collaboration and growth. Businesses get support from the

non-profit organization that's managing the CBD, so it's crucial that the management

corporation have an entrepreneurial mindset as it implements new projects.

http://www.bryantpark.org/about-us/management.html

http://www.littleitalysd.com/explore/piazza-basilone

http://libertystation.com/

http://downtownsanleandro.com/

https://www.pps.org/

5

5. Effective community voice

District management corporations become the first line of defense for problems in the

district, as well as advocates for local businesses and property owners. In other words,

they take care of issues for the community.

That may mean countering decisions by local elected leaders that disregard the short- and

long-term needs of the community. An effective CBD can assume responsibility for

resolving issues in a timely matter, making things painless for local businesses.

Related: Forget Silicon Valley: Build Your Business in the 'Burbs

6. Increased customer traffic

CBDs focus on marketing the district as a destination for shopping, dining, living, social

activities and more -- highlighting what defines "community" and increasing the value of

the area. This generates awareness about the community, ultimately increasing foot

traffic to the district and allowing entrepreneurs to capitalize on that fact, so they can

increase their sales and establish rapport with new customers, as well as maintain

relationships with older ones.

One of the best districts that manages high levels of pedestrian traffic is the Times Square

Alliance. By vacating Broadway in New York City, the Alliance made Times Square a

successful model for integrating vehicular traffic and pedestrian traffic.

In sum, CBDs are the solution to our increasingly dense and dynamic city districts. They

provide management for the financing mechanism that allows a community to provide

the special services it needs -- ultimately creating the thriving business district that can

help local businesses -- your business -- be successful.

Free Webinar: Build a Better Customer Experience


http://www.timessquarenyc.org/index.aspx

http://www.timessquarenyc.org/index.aspx

6

MARCO LI MANDRI

Marco Li Mandri is the president and founder of New City America Inc., a company

dedicated to business district revitalization throughout the country. Li Mandri has over

30 years of entrepreneurial experience and 20 years of experience creating community

based assessment districts and district management corporations.

http://www.cbsnews.com/pictures/most-heavily-armed-states-in-america/?ftag=ACQd3cf1ab&vndid=entrepreneur-publisher

http://www.cbsnews.com/pictures/most-heavily-armed-states-in-america/?ftag=ACQd3cf1ab&vndid=entrepreneur-publisher


Improving physical, social, and economic conditions downtown

ECONOMIC GROWTH

Outdoor kiosks breathe new life into long-dormant space

ATTRACTION

Seven strategies for salvaging the holiday shopping season

(Continued on page 3)

(Continued on page 5)

© 2020 Alexander Communications Group, Inc. All rights reserved.

When downtown boosters in tiny Tionesta, PA (est. pop. 326), sug-gested activating a long-vacant lot by using garden sheds as outdoor kiosks, the reaction was mixed.

Some wondered if downtown Tio-nesta would simply be home to a flea market. One wag derided the concept as “sheds on sleds.”

Seven years later, the Tionesta Market Village is a success. Gov. Tom Wolf visited in 2017 as part of a tour of Pennsylvania’s small towns. Seek-ing a low-cost way to inject life into struggling downtowns, Conneautville, PA (est. pop. 721), and Coudersport,

Vol. 67, No. 10 October 2020

Inside this issue

Narrower roads, not wider ones, are the answer to traffic congestion, urbanists say . . . . . . . . . . . . 2

How to deal with bikes on sidewalks? Ordinance, fines are one approach . . . 4

Street performers draw visitors downtown . . . . . . . 7

District-wide approach to outdoor dining . . . . . . . . . . . 9

In one downtown, self- parking garage shows glimpse of future . . . . . . . 10

Art fills vacant storefronts downtown . . . . . . . . . . . . . . 10

Turkey trot, Micro-events, Ice rink, and more . . . . . . . 11

@DowntownDevelopment .com

DIY retail development fills vacant block, an archive article

Automated valet parking video

PA (est. pop. 2,699), both adopted the concept.

For the 2020 season, Tionesta’s tenants included a bakery, a barbe-cue place, a jeweler, a candy shop, a winery, and a gardening store.

The concept was born from desperation, says Farley Wright, president of the Forest County Industrial Development Corp. A downtown building burned to the ground in the early 2000s, and the vacant lot languished as Tionesta residents waited for an investor to take an interest.

During the coronavirus reces-sion, American consumers turned away from brick-and-mortar retail and toward online shopping. It’s a trend that doesn’t bode well for downtown retail activity heading into November and December.

To salvage the holiday shopping season, downtown leaders must be realistic about the conflicting trends that are roiling consumer behavior, says Matthew Wagner, vice presi-

dent of revitalization programs at the National Main Street Center.

On the one hand, the monthslong pandemic will have many consumers craving the comfortable experience of shopping in a quaint downtown. On the other hand, persistent fears about COVID-19 will push many to avoid in-person shopping.

Wagner points to consumer surveys showing a significant number

DowntownIdea Exchange

October 2020 • Downtown Idea Exchange • DowntownDevelopment.com 9

ATTRACTION

District-wide approach to outdoor diningMarco Li Mandri, who runs San Diego’s

Little Italy Association, admits he was stunned by the coronavirus pandemic.

“No one knows how to deal with this,” he says. “We’ve never had a situation where we’ve been confronted with the entire econ-omy shutting down.”

After the initial shock, Li Mandri got creative. His district has survived the COVID-19 shutdown by enthusiastically embracing outdoor dining.

When the state of California extended its stay-at-home order and clamped down on indoor dining, the business improvement dis-trict just north of downtown responded with an outdoor dining campaign.

Known as Ciao Bella, the program has been a success, says Li Mandri, chief executive administrator of the Little Italy Association. In fact, the program is such a success that Li Mandri expects closed streets and al fresco dining to become a “semi-perma-nent” feature in the district.

In June, Little Italy became the first neighborhood in San Diego to close streets for open-air dining. The Little Italy Association also advocated for parklets.

After the city signed off in July, the Little Italy Association installed several hundred linear feet of barriers for two dozen restaurants.

Today, 33 restaurants have created par-klets, an addition that opens nearly 25,000 square feet to serve patrons outside. Li Mandri says he has taken pains to make the outdoor dining look good.

For instance, the Little Italy Associa-tion provided not just railings but also railing covers.

“When people are looking up the street, it looks uniform,” he says. “It doesn’t look like everyone is doing their own thing.”

Li Mandri says many downtown lead-ers have scrambled to set up outdoor dining areas — but without paying attention to those details.

“Most are doing outdoor dining, but it’s not really coordinated, so it can look kind of junky,” he says.

To fund the program, the Little Italy Asso-ciation collects $50 from each restaurant for each night that streets are closed to traffic.

“It’s about $400 a month — which they’re going to make, easily,” Li Mandri says. “They don’t mind paying it.”

The fee simply covers the busi-ness improvement district’s costs of administering the program, Li Mandri says.

When his district launched Ciao Bella, Li Mandri shut down streets to vehicle traffic three nights a week — on Fridays, Saturdays, and Sundays. However, three nights of street closings proved disruptive, so now the street dining takes place on Fridays and Saturdays.

“We know that when we shut down a street, it creates a whole other set of problems,” Li Mandri says. “Any place operating on pickup can’t do it any more.”

Parking hasn’t been an issue, he says. There’s a 700-space parking garage that patrons can use, and many diners use Uber, Lyft, or the public trolley.

“Without the outdoor dining,” Li Mandri says, “we’d be flat on our back or out of business.”

Contact: Marco Li Mandri, Little Italy Association, 619-233-3898.

“Without the outdoor dining, we’d be flat on our back or out of business.”

Visitors enjoy outdoor dining at San Diego’s Little Italy.

DIX

https://www.littleitalysd.com/

NCA_OAACBD_Renewal-Expansion Proposal- Final

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