Podiatrist in Solana Beach, CA

With its longtime chefs in residence taking over at Little Thief, its wine bar and bistro in North Park, the group behind Vino Carta has installed a new team at its Solana Beach kitchen that will be kicking off an indefinite run in the space on Monday, June 12. Operating there every Monday and Tuesday going forward, Cucina Carnevale is a pop-up pizzeria specializing in Neapolitan-style pies.

Founded by Mikey and Sara Carnevale, it revolves around a portable but mighty Ooni pizza oven that the couple received as a wedding gift. After traveling through Italy and Europe for four months last year, the Carnevales returned to San Diego and rolled out the pop-up at farmer’s markets in Solana Beach and Linda Vista as well as Culture Brewing Company’s tasting room and brewery in the Cedros Design District.

Now fueled by multiple pizza ovens, Cucina Carnevale will be offering several 10-inch pizzas at Vino Carta every week, including pepperoni, margherita, and a rotating special. Featuring on June 12 and 13 is the Vino Veggie, a tomato-sauced pie topped with mozzarella, red onion, black olives, green bell pepper, and mushrooms. The Carnevales source all their ingredients from California and making everything by hand, including the dough which undergoes a 48-hour fermentation for optimal flavor and texture.

Cucina Carnevale takes over the Monday and Tuesday night schedule from Mesa Agricola, which is currently cooking in North Park and scheduled to return to Solana Beach on August 2 where it’ll serve its farm-to-table menu Wednesday through Sunday. Mesa Agricola will be replacing Long Story Short, which is finishing up the summer in Solana Beach and then moving permanently into Little Thief.

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SOLANA BEACH — Leaders in Solana Beach are considering amendments to the city’s vacation rental regulations to bring more rentals into compliance and prevent nuisances to neighbors.

The coastal destination city generally has between 250 and 350 permitted vacation rentals, or short-term rentals, each year, with 267 counted as of 2022. In addition, city officials estimate that there could be between 100 and 150 unpermitted rentals operating in the city.

At a May 24 meeting, several City Council members said they would like to see updates to the city’s 2003 vacation rentals ordinance, including increased penalties for violations and a cap on the percentage of units allowed in certain areas.

“Our current ordinance is over 20 years old — it was crafted long before anything like Airbnb or Vrbo was really a thing that was around, so it’s definitely time to look at making some adjustments,” said Councilmember Dave Zito.

Owners of short-term rentals in Solana Beach are restricted from offering stays under the city’s 7-day minimum. However, a quick search on Airbnb or VRBO reveals several options for stays as short as one night in the city.

Kimberly Jackson, owner of Vacation Rentals by Kimberly, which operates short-term rentals in Solana Beach and other cities, said it is mostly the unpermitted rentals causing complaints about noise and other issues.

“Many of the issues your neighbors are experiencing … stem from [short term vacation rentals] that are not permitted and don’t even know the rules,” Jackson said. “They’re giving the good guys that operate responsibly a really bad name.”

City Manager Greg Wade said the city is responsive to complaints, most concerning a lack of permits. A first violation of the ordinance incurs a $500 penalty, followed by $1,000 for a second offense in the same year and permit revocation for a third strike in a year.

However, it can be difficult to track down some of these rentals. Staff are in the process of hiring a consultant to help track down those without permits.

“Sometimes they’re tricky to track these down, particularly those that don’t have permits,” Wade said.

Unpermitted rentals also lead to a loss of the city’s transient occupancy tax, or TOT, revenue. According to a staff report, the city collected $1.1 million in TOT from vacation rentals last fiscal year and approximately $850,000 in the first eight months of fiscal year 2022-23.

City staff said most permitted vacation rentals in Solana Beach are concentrated south of Plaza Street and west of Coast Highway 101 in blufftop condos along South Sierra Avenue. Around 13% of the units in this area are vacation rentals.

Council members said while they respect the long history of vacation rentals in that area, they would like to see a cap on such rentals in single-family neighborhoods, where the rate is around 4%.

“I think it’s super important to protect our neighborhoods, because nobody wants to have a short-term vacation rental next to them, even if they’re really quiet, they’re still kind of in the vacation mode … and you just don’t have neighbors,” said Mayor Lesa Heebner.

San Diego has adopted caps on the percentage of units used as vacation rentals in certain areas. For whole-home rentals, the number of vacation rental licenses cannot exceed 1% of the city’s total housing units, or around 5,100.

The only exception is Mission Beach, where the number of licenses for whole-home rentals is limited to 30% of the total units in the community planning area.

In addition to capping the number of units in single-family areas, the Solana Beach council said they would favor limiting the number of days a property can be rented out per year.

“If you limit the number of days they can be rented, that might make them less attractive to someone who might purchase a property in order to just use it as a short term vacation rental,” said Councilmember Jewel Edson.

Some residents have also requested for the 7-day stay minimum to be raised. However, City Attorney Johanna Canlas said the city could only have a 7-day limit by compromising with the California Coastal Commission, which initially pushed the minimum stay to three days.

Once the City Council approves changes to the ordinance, they will be passed on to the state commission for final approval.

Councilmember Kristi Becker pointed out that while vacation rentals can be a nuisance for those directly neighboring them, they can be an essential source of income for some residents and bring visitors to local restaurants and other businesses.

“Some people do need the family income for these things. It’s also one of the things that really helps our local economy,” Becker said. “There are good things about it.”

SOLANA BEACH — Leaders in Solana Beach are considering amendments to the city’s vacation rental regulations to bring more rentals into compliance and prevent nuisances to neighbors.

The coastal destination city generally has between 250 and 350 permitted vacation rentals, or short-term rentals, each year, with 267 counted as of 2022. In addition, city officials estimate that there could be between 100 and 150 unpermitted rentals operating in the city.

At a May 24 meeting, several City Council members said they would like to see updates to the city’s 2003 vacation rentals ordinance, including increased penalties for violations and a cap on the percentage of units allowed in certain areas.

“Our current ordinance is over 20 years old — it was crafted long before anything like Airbnb or Vrbo was really a thing that was around, so it’s definitely time to look at making some adjustments,” said Councilmember Dave Zito.

Owners of short-term rentals in Solana Beach are restricted from offering stays under the city’s 7-day minimum. However, a quick search on Airbnb or VRBO reveals several options for stays as short as one night in the city.

Kimberly Jackson, owner of Vacation Rentals by Kimberly, which operates short-term rentals in Solana Beach and other cities, said it is mostly the unpermitted rentals causing complaints about noise and other issues.

“Many of the issues your neighbors are experiencing … stem from [short term vacation rentals] that are not permitted and don’t even know the rules,” Jackson said. “They’re giving the good guys that operate responsibly a really bad name.”

City Manager Greg Wade said the city is responsive to complaints, most concerning a lack of permits. A first violation of the ordinance incurs a $500 penalty, followed by $1,000 for a second offense in the same year and permit revocation for a third strike in a year.

However, it can be difficult to track down some of these rentals. Staff are in the process of hiring a consultant to help track down those without permits.

“Sometimes they’re tricky to track these down, particularly those that don’t have permits,” Wade said.

Unpermitted rentals also lead to a loss of the city’s transient occupancy tax, or TOT, revenue. According to a staff report, the city collected $1.1 million in TOT from vacation rentals last fiscal year and approximately $850,000 in the first eight months of fiscal year 2022-23.

City staff said most permitted vacation rentals in Solana Beach are concentrated south of Plaza Street and west of Coast Highway 101 in blufftop condos along South Sierra Avenue. Around 13% of the units in this area are vacation rentals.

Council members said while they respect the long history of vacation rentals in that area, they would like to see a cap on such rentals in single-family neighborhoods, where the rate is around 4%.

“I think it’s super important to protect our neighborhoods, because nobody wants to have a short-term vacation rental next to them, even if they’re really quiet, they’re still kind of in the vacation mode … and you just don’t have neighbors,” said Mayor Lesa Heebner.

San Diego has adopted caps on the percentage of units used as vacation rentals in certain areas. For whole-home rentals, the number of vacation rental licenses cannot exceed 1% of the city’s total housing units, or around 5,100.

The only exception is Mission Beach, where the number of licenses for whole-home rentals is limited to 30% of the total units in the community planning area.

In addition to capping the number of units in single-family areas, the Solana Beach council said they would favor limiting the number of days a property can be rented out per year.

“If you limit the number of days they can be rented, that might make them less attractive to someone who might purchase a property in order to just use it as a short term vacation rental,” said Councilmember Jewel Edson.

Some residents have also requested for the 7-day stay minimum to be raised. However, City Attorney Johanna Canlas said the city could only have a 7-day limit by compromising with the California Coastal Commission, which initially pushed the minimum stay to three days.

Once the City Council approves changes to the ordinance, they will be passed on to the state commission for final approval.

Councilmember Kristi Becker pointed out that while vacation rentals can be a nuisance for those directly neighboring them, they can be an essential source of income for some residents and bring visitors to local restaurants and other businesses.

“Some people do need the family income for these things. It’s also one of the things that really helps our local economy,” Becker said. “There are good things about it.”

This interview originally appeared in the new BroadwayWorld Monthly Marketing Update, a monthly email designed for theatre marketing professionals. In each update, we'll share data and trends from our audience, wider trends in the marketing industry, helpful tools and resources that you can use to promote your shows and seasons, and, introduce you to some of the best marketers working in the arts today.

Don't miss the next issue - subscribe now!

Nancy Richards is an accomplished marketing professional with a distinguished career in the world of theater. As the Director of Marketing and Press Relations at North Coast Rep for the past decade, Nancy has been instrumental in elevating the theater's brand visibility and driving ticket sales to new heights.

What is your biggest challenge in marketing productions at the moment? How are you facing it?

Our current marketing landscape presents us with a unique challenge: effectively promoting our world premiere productions. It's important to note that our subscription rates have remained healthy, mirroring pre-Covid levels, indicating the strong loyalty and trust our audience places in us. However, as we embark on this new season featuring two exciting world premieres, we've encountered a distinctive hurdle. Patrons, understandably, tend to approach new and unfamiliar productions with caution.

This hesitancy poses a significant challenge in generating initial interest. In these cases, our marketing efforts heavily rely on the power of word-of-mouth recommendations, as the allure of the unknown can be a tough sell. Even with substantial marketing budgets at our disposal, convincing our audience to take a leap of faith on an unfamiliar production remains a formidable task.

Nonetheless, we're committed to embracing this challenge creatively and persistently, working to build intrigue and anticipation around these world premieres through strategic campaigns and engaging storytelling.

What advice would you offer to other marketers based on what is working for North Coast Rep at the moment?

We have found success in offering a bundle package alongside our standard subscription of seven shows. In this bundle, patrons have the option to choose three shows from the seven-show lineup at a discounted rate of $9 off each show's full price ticket.

This approach addresses the hesitancy some patrons have in committing to a full season, especially when they are unfamiliar with the productions. By allowing them to select three shows that pique their interest, we offer flexibility and encourage them to experience our theater. It's a strategy that focuses on flexibility and affordability to attract a broader audience.

How do you approach designing the various assets for your campaign? Is it driven by the marketing department, the show's creative teams, or a hybrid?

The approach to designing various campaign assets at North Coast Rep is primarily driven by the marketing department. However, it's important to note that the creative direction can also be influenced by the Artistic Director's choice of the show. The strategy may vary depending on the nature of the production.

For instance, if we are promoting an unknown show, our marketing efforts might be more pronounced to build awareness and generate interest. On the other hand, for well-established formats like musicals or comedies, the approach may be different. The allocation of marketing dollars varies accordingly; we tend to be more conservative with spending on shows we anticipate might be challenging to sell.

Why do you utilize BroadwayWorld as part of your marketing mix?

Our utilization of BroadwayWorld in our marketing mix is driven by two key objectives. First, it plays a vital role in branding our theater and shows, both within our local community and on a national scale. Notably, during the COVID-19 pandemic, we experienced particular success when we leveraged BroadwayWorld to promote our streaming productions.

By strategically targeting major cities across the U.S., we were able to garner media attention from prestigious outlets such as The New York Times and The Wall Street Journal, effectively expanding our reach far beyond our immediate vicinity. Second, we place significant value on the BroadwayWorld eBlast as it allows us to reach a highly relevant and engaged audience consisting of individuals who actively attend theater events in our area. The re-blasting feature, which targets those who have already shown interest, provides a second opportunity for potential patrons to consider our shows.

We firmly believe that repeated exposure is often essential to effectively connect with our target demographic. Moreover, the excitement of seeing our show's interstitial prominently featured when subscribers open BroadwayWorld adds an extra layer of engagement to our marketing strategy. This visibility and interaction contribute significantly to our overall promotional efforts.

What has been your favorite show that you’ve had the pleasure of putting together a campaign for?

One of the most memorable shows I've had the pleasure of putting together a campaign for at North Coast Rep was Neil Simon's "Laughter on the 23rd Floor." This production holds a special place in my heart for several reasons. First and foremost, we were fortunate to have an incredibly talented and hilarious cast that brought the script to life in a remarkable way. The production values were top-notch, and we had all the right elements to work with.

What made this campaign particularly enjoyable was having a generous budget at our disposal. This allowed us to think outside the box and come up with creative and engaging marketing strategies. One standout idea was the creation of a large cut-out featuring the main character, which we strategically placed in various local locations. We turned this into a "Where's Waldo" style promotion, inviting the community to guess the cut-out's whereabouts. It generated a lot of buzz and excitement around the show.

Additionally, we encouraged patrons to interact with the cut-out by posing with it when they attended the show, creating memorable moments and a sense of connection to the production. "Laughter on the 23rd Floor" offered us numerous opportunities to step beyond traditional advertising and engage our audience in fun and interactive ways, making it a truly enjoyable campaign to work on.

With over 20 years of experience in promoting theater, Nancy is also the visionary founder of Richards Marketing Group, creating a line in the production budget for marketing and promotions, a testament to her commitment and passion for the arts. Her journey began in the bustling theater scene of New York, where she honed her expertise and achieved remarkable success increasing tickets sales, promotions, and brand awareness for Broadway shows.

Don't miss the next issue - subscribe now!

This interview originally appeared in the new BroadwayWorld Monthly Marketing Update, a monthly email designed for theatre marketing professionals. In each update, we'll share data and trends from our audience, wider trends in the marketing industry, helpful tools and resources that you can use to promote your shows and seasons, and, introduce you to some of the best marketers working in the arts today.

Don't miss the next issue - subscribe now!

Nancy Richards is an accomplished marketing professional with a distinguished career in the world of theater. As the Director of Marketing and Press Relations at North Coast Rep for the past decade, Nancy has been instrumental in elevating the theater's brand visibility and driving ticket sales to new heights.

What is your biggest challenge in marketing productions at the moment? How are you facing it?

Our current marketing landscape presents us with a unique challenge: effectively promoting our world premiere productions. It's important to note that our subscription rates have remained healthy, mirroring pre-Covid levels, indicating the strong loyalty and trust our audience places in us. However, as we embark on this new season featuring two exciting world premieres, we've encountered a distinctive hurdle. Patrons, understandably, tend to approach new and unfamiliar productions with caution.

This hesitancy poses a significant challenge in generating initial interest. In these cases, our marketing efforts heavily rely on the power of word-of-mouth recommendations, as the allure of the unknown can be a tough sell. Even with substantial marketing budgets at our disposal, convincing our audience to take a leap of faith on an unfamiliar production remains a formidable task.

Nonetheless, we're committed to embracing this challenge creatively and persistently, working to build intrigue and anticipation around these world premieres through strategic campaigns and engaging storytelling.

What advice would you offer to other marketers based on what is working for North Coast Rep at the moment?

We have found success in offering a bundle package alongside our standard subscription of seven shows. In this bundle, patrons have the option to choose three shows from the seven-show lineup at a discounted rate of $9 off each show's full price ticket.

This approach addresses the hesitancy some patrons have in committing to a full season, especially when they are unfamiliar with the productions. By allowing them to select three shows that pique their interest, we offer flexibility and encourage them to experience our theater. It's a strategy that focuses on flexibility and affordability to attract a broader audience.

How do you approach designing the various assets for your campaign? Is it driven by the marketing department, the show's creative teams, or a hybrid?

The approach to designing various campaign assets at North Coast Rep is primarily driven by the marketing department. However, it's important to note that the creative direction can also be influenced by the Artistic Director's choice of the show. The strategy may vary depending on the nature of the production.

For instance, if we are promoting an unknown show, our marketing efforts might be more pronounced to build awareness and generate interest. On the other hand, for well-established formats like musicals or comedies, the approach may be different. The allocation of marketing dollars varies accordingly; we tend to be more conservative with spending on shows we anticipate might be challenging to sell.

Why do you utilize BroadwayWorld as part of your marketing mix?

Our utilization of BroadwayWorld in our marketing mix is driven by two key objectives. First, it plays a vital role in branding our theater and shows, both within our local community and on a national scale. Notably, during the COVID-19 pandemic, we experienced particular success when we leveraged BroadwayWorld to promote our streaming productions.

By strategically targeting major cities across the U.S., we were able to garner media attention from prestigious outlets such as The New York Times and The Wall Street Journal, effectively expanding our reach far beyond our immediate vicinity. Second, we place significant value on the BroadwayWorld eBlast as it allows us to reach a highly relevant and engaged audience consisting of individuals who actively attend theater events in our area. The re-blasting feature, which targets those who have already shown interest, provides a second opportunity for potential patrons to consider our shows.

We firmly believe that repeated exposure is often essential to effectively connect with our target demographic. Moreover, the excitement of seeing our show's interstitial prominently featured when subscribers open BroadwayWorld adds an extra layer of engagement to our marketing strategy. This visibility and interaction contribute significantly to our overall promotional efforts.

What has been your favorite show that you’ve had the pleasure of putting together a campaign for?

One of the most memorable shows I've had the pleasure of putting together a campaign for at North Coast Rep was Neil Simon's "Laughter on the 23rd Floor." This production holds a special place in my heart for several reasons. First and foremost, we were fortunate to have an incredibly talented and hilarious cast that brought the script to life in a remarkable way. The production values were top-notch, and we had all the right elements to work with.

What made this campaign particularly enjoyable was having a generous budget at our disposal. This allowed us to think outside the box and come up with creative and engaging marketing strategies. One standout idea was the creation of a large cut-out featuring the main character, which we strategically placed in various local locations. We turned this into a "Where's Waldo" style promotion, inviting the community to guess the cut-out's whereabouts. It generated a lot of buzz and excitement around the show.

Additionally, we encouraged patrons to interact with the cut-out by posing with it when they attended the show, creating memorable moments and a sense of connection to the production. "Laughter on the 23rd Floor" offered us numerous opportunities to step beyond traditional advertising and engage our audience in fun and interactive ways, making it a truly enjoyable campaign to work on.

With over 20 years of experience in promoting theater, Nancy is also the visionary founder of Richards Marketing Group, creating a line in the production budget for marketing and promotions, a testament to her commitment and passion for the arts. Her journey began in the bustling theater scene of New York, where she honed her expertise and achieved remarkable success increasing tickets sales, promotions, and brand awareness for Broadway shows.

Don't miss the next issue - subscribe now!

1

ATCA Concludes First Year of Helbing Program

The first year of the Helbing Mentorship program from the American Theatre Critics Association (ATCA) and Foundation ATCA concluded August 31, 2023.

2

Industry Pro Newsletter: SAG-AFTRA Close to a Deal

Some of our more significant stories this week come from across the pond: the first being that a new survey indicates that the vast majority of women working in theatre don’t feel like they are seeing an increase in opportunities. While the data comes from the UK, I think we would find a lot of anecdotal agreement in the US industry as well.

3

Theater Resources Unlimited Writer-Director (Virtual) Communications Lab Open For Writer Submissions

Theater Resources Unlimited (TRU) is open for writer submissions to the Writer-Director (Virtual) Communications Lab, held on Zoom from 12 to 6:30pm on Sunday 11/12.

4

Concord Theatricals Recordings Re-Releases John Bucchino's ON RICHARD RODGERS' PIANO on Digital Platforms Worldwide

Concord Theatricals Recordings digitally re-released On Richard Rodgers’ Piano, award-winning songwriter John Bucchino’s solo instrumental interpretations of Richard Rodgers’ classic songs on the composer’s own Steinway.