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La Villa Hispana
The Intersection of Culture and Commerce

2017-2022 Action Plan

Hola Nuestra Gente Estimada,

La Villa Hispana, an effort that has brought together multiple facets of Clevelands Latino community,
is entering a phase of presence and physical manifestation. Through the efforts of the La Villa Hispana
Steering Committee and the leadership of the La Villa Hispana Executive Committee, we present
La Villa Hispana Action Plan. Guided by the mission to be the economic and cultural center of the
Latino community in Greater Cleveland, this document presents the intensive thoughts, dedicated
work, and challenging aspirations of the countless partners, tirelessly focused on fulfilling the twentyeight-year old dream of La Villa Hispana. More than a technical report, this action plan is a lens into
the dynamic cultural makeup of La Villa Hispana and how it frames our future and paves our legacy.
Muchas, muchas gracias to all who shared insight, inspiration and support throughout the last four
years. It is truly agradecido!

Como Siempre,
Jenice Contreras
Executive Director
Hispanic Business Center
Northeast Ohio Hispanic Chamber of Commerce

Juan Molina Crespo

Executive Director
Hispanic Alliance, Inc.

Lourdes Negron-McDaniel
Director- Inclusion and Diversity
The MetroHealth System

Adam Stalder
Managing Director
Metro West Community Development Office

La Villa Hispana Executive Committee

Cleveland, October 15, 2016

ACKNOWLEDGEMENTS
Its takes a community to actualize
La Villa Hispana
Many cross sector organizations have been actively
engaged and supportive in many aspects in the
development of our initiative. The leadership of La Villa
Hispana would like to recognize these organizations for
their unwavering commitment to la Comunidad Latina
de Cleveland. You shared your time, resources, and
skills, and for that, we are truly indebted.
Burton D Morgan Foundation , Care Source, City of
Cleveland, Cleveland Clinic, Cleveland Foundation,
Cleveland Neighborhood Progress, Councilman Brian
Cummins, City of Cleveland Ward 14, Cuyahoga Arts
& Culture, Cuyahoga Community College, Cuyahoga
County, Detroit Shoreway Community Development
Organization, Dollar Bank, Esperanza Inc, Forest City
Realty Trust, Forward Cities, Hispanic UMADAOP,
Hispanic Senior Center, Julia De Burgos Cultural Arts
Center, Gund Foundation, Key Bank, La Villa Hispana
Merchants Group, Latino Economic Development
Center Minneapolis, Minnesota, Mark Chupp,
McDonalds, MetroHealth, Metro West Community
Development Organization, National Association of
Latino Community Asset Builders, Neighborhood
Connections, Neighborhood Family Practice, PNC Bank,
RPM, Spanish American Committee, Tremont West
Community Development Organization, The Business
of Good Foundation, Ruiz Belvis Cultural Arts CenterChicago, Enlaces-Chicago, Puerto Rican Museum of
Arts and Culture, Chicago (Jose Lopez)

Table of Contents
Summary.......................................03

Community Engagement.............05
Economic Development...............09

Arts & Culture................................14
Index...............................................19

Working Calendar..............19

Working Agreement...........21

Community Resources......23

Acronym Index...................25

Visual Dictionary................26

Gracias

La Villa Hispana Action Plan

The mission of La Villa Hispana is to be the economic and cultural center of the
Latino community in Greater Cleveland

Summary
Led by a dedicated four-member Executive Committee (representing key community institutions), La Villa
Hispana Steering Committee has crafted a thoughtful and informed action plan for La Villa Hispana. La
Villa Hispana is nestled within Clark-Fulton, a neighborhood of Clevelands near west side, expanding
outward from the intersection of Clark Avenue and West 25th Street. Recently the Executive Committee
has participated in a process to create this Action Plan that identifies crucial elements in the development
process that will clearly define La Villa Hispana. La Villa Hispana will be a destination for the larger
community and serve as a boost for economic development and cultural activity for those who live here.
Three strategic areas of development have been identified:
1.
2.
3.

Community Engagement
Economic Development
Arts and Culture

These strategies hold eight components essential to the success of the plan and guide the
committee as it selects projects and programs:
1.
3.
5.
7.

Support new & existing businesses

Promote arts & culture
Develop catalytic real estate projects
Grassroots community engagement

2.
4.
6.
8.

Improve streetscape and aesthetics

Ensure safety
Market La Villa Hispana
Resident economic empowerment

La Villa Hispana is a vision that has a long history rooted deep in community dialogs. Long standing
residents recall discussions around the place making of a commercial area and neighborhood that
celebrates the distinct flavor of the Clark-Fulton population as far back as 25 years ago. Informed
by this history, La Villa Hispana committees have added breadth and depth to the plan by engaging
current residents at community forums, igniting conversations with local elected officials, assessing the
interest of businesses and institutional partners, along with seeking guidance from the greater nonprofit
community and the foundations that support them.
Three foundational projects have been selected by the Executive Committee to begin the social
and physical presence of La Villa Hispana:
1.
2.
3.

El Mercado
La Plaza
Streetscaping

These three formative projects each contain a plan of action matrix (see Table of Contents pg.2). While
each project stands alone as a critical component to this place making efforts; collectively, these three
components of La Villa Hispana manifest the vibrancy of the community.
La Villa Hispana is geared for forward momentum. These long standing ideas, now formed into
projects will create a present and visible Latino community within North East Ohio. Early successes
include a seasonal monthly event known as La Placita. La Placita, an event designed to celebrate the
intersection of commerce and culture brings together unique vendors and entertainers to celebrate the
Latino entrepreneurial spirt with residents and visitors.
La Placita confirmed that the conditions are in place to support business development. The success
of this temporary economy proved that a market exists for goods and services prepared by Latino
entrepreneurs. Additionally, La Placita showed that residents and others alike will attend events that
are entertaining and culturally educational within La Villa Hispana. Its success is a testament to the
continual search for culturally relevant opportunities for the community to gather. Most importantly, La
Placita supported that La Plaza and El Mercado will thrive if it serves as a place of exchange and is
reflective of the values that the community has identified.
The Action Plan provides important steps in transitioning ideas into projects, developing a physical
presence to an already cemented notion of place amidst of a historically important neighborhood. This
plan will be a living document, continually updating as efforts mature.

Community
Engagement

Community Engagement

is the process of
working collaboratively with groups of people who are
affiliated by geographic proximity, special interests or similar
situations with respect to issues affecting their well-being.
(Principles of Community Engagement, 2011)

We believe that La Villa Hispana

must be a nurturing environment
that
encourages
residents,
regardless of socio-economic
status, education attainment, race
or ethnicity, religion or lifestyle, to
remain in the neighborhood. We
must work with our community
partners and public officials to
organize and advocate for rent-control strategies, more
efficient public transit accessibility, enhanced police
presence and response time, clean streetscapes, and
better schools and libraries. We recognize that our faithbased community is an integral partner in the success of
La Villa Hispana, and will work diligently to strengthen
the relationship. We will support local businesses by
providing technical assistance, financial management
skills, and information on loans, grants and other available incentives to
encourage our business leaders to remain in the Clark/Fulton area. We must
encourage the availability and accessibility of fresh produce for all residents,
but especially our children. We will incubate new businesses. We understand
that the residents of the Clark/Fulton community are by far, our most valuable
resource. By the same token, La Villa Hispana must welcome and support all
new arrivals, permanent or temporary, who wish to open a business, buy a home
or grow a family.
Juan Molina Crespo, Executive Director, Hispanic Alliance, February 3, 2014

La Villa Hispana
Community Engagement Action Plan
Strategy:
Community Engagement

Action Priority:
Faith-based organizations

Long Term Goals (5 years)

Create synergy between the La Villa Hispana
community redevelopment project, local
churches, and other faith-based
organizations
Inclusion of churches and faith-based
organizations in community issues
Leverage the faith-based community as a
networking tool for La Villa Hispana
Establish cross-domain community
collaborations with the faith-based
community

Short Term Goals (1 year)

Inform church leaders about La Villa
Hispana
Ensure faith-based representation in
community engagement activities
Ensure a broad representation of
faith-based leaders on the Community
Engagement sub-committee

Key Activities:
Convene strategy sessions with leaders and
key lay people in churches
Establish a faith-based community directory
in order to ensure inclusion of all faiths in the
Latino Community
Establish a consistent schedule of touch
points with the faith-based community (i.e.
quarterly dialogue sessions)

Major Roles & Responsibilities:

Hispanic Alliance will spearhead initiatives
and provide resources
Association of Hispanic Pastors and the
Galilean Theological Center will be a
resource

Planning & Supporting Entities:

HAi
HAi Membership
GCC, OOC, JFC
Non-affiliated community churches

Other Resources:
Local, state, national, and international
Latino faith-based groups and organizations
Hunter College (New York)
Puerto Rican Cultural Center
Non-profit organizations

Launch Activities:
Dinner
Workshops
Lectures

La Villa Hispana
Community Engagement Action Plan
Strategy:
Community Engagement
Long Term Goals (5 years)
Create a neighborhood/ resident Advisory
Council for La Villa Hispana
Integrate community residents/ neighbors
within key committees and planning processes
for La Villa Hispana
Established process for increasing awareness,
knowledge and empowerment of residents, so
that they can take pertinent actions in support
and maintenance of La Villa Hispana
Key Activities:
Representation in neighborhood block club
meetings, school meetings, church meetings,
etc., in order to engage residents
Combining efforts of the HAI and Metro West
in order to work together on canvassing and
engaging the neighborhood residents
Development of Neighborhood/ Resident
Advisory Council
Planning & Supporting Entities:
LVH Steering Committee
LVH Community Engagement sub-committee
HAI Community Engagement Coordinators
Metro West Community Organizer

Action Priority:
Authentic Grass-Roots Community Resident
Engagement
Short Term Goals (1 year)
Increase overall Knowledge and
Awareness-building- Engage neighborhood
residents in La Villa Hispana community
engagement meetings
Inclusion of neighborhood residents within
LVH sub-committee
Convene neighborhood resident-led review
process of La Villa 5 year action plan
Organize and convene annual LVH Town
Hall
Major Roles & Responsibilities:
LVH Community Engagement subcommittee and overall LVH Steering
Committee facilitates
HAI Community Engagement Coordinators
Metro West Community Organizers

Other Resources:
Seek funding for community engagement
efforts
Neighborhood Connections Grant for
residents to implement
Lincoln West High School
Christian Family Ministries
Puerto Rican Cultural Center (Chicago, IL)
HAi Membership
HALDI Alumn & Current participants

Launch Activities:

Unveiling of the LVH Strategic Plan to the community.

Hosting a neighborhood/resident advisory meeting.

La Villa Hispana
Community Engagement Action Plan
Strategy:
Community Engagement

Action Priority:
Securing & Fostering Leadership

Long Term Goals (5 years)

Annual review of action plan progress
Ensure necessary funding to support LVH
initiatives
Dedicated staffing for LVH
Establishment of a leadership/talent pipeline
Assess HALDI Alumni leadership progress

Short Term Goals (1 year)

Obtain city approval from city leadership for
LVH plan
Engage key stakeholders to engage in the
fund development strategy for LVH
Establish co-chair for sub-committees
Engage HALDI participants to complete
LVH capstone project during the 2016-2017
Ensuring participation from all key
stakeholder groups

Key Activities:
Convene Nonprofit leadership to review
process of LVH 5 year plan
Meet with social clubs and engage leadership
Development of the MOU

Major Roles & Responsibilities:

LVH EC &SC
HAi
Metro West CDO

Planning & Supporting Entities:

LVH EC &SC
HAi
Metro West CDO

Other Resources:
LVH Champions
Funders
Hunter College (New York)

Launch Activities:
Presenting the LVH plan,
Signing of the MOU
Engagement of the LVH Champions
Unveiling of the LVH Plan

Economic
Development

Economic Development:

Actions taken by an
organization to improve the economic situation of local
residents (income and assets) and local businesses
(profitability and growth); and enhance the communitys
quality of life as a whole (appearance, safety, gathering
places, and sense of positive momentum.
Temali, Mihailo. The Community Economic Development Handbook

El Mercado
The Latino Public Market/
Food Hall concept is seen as a
way to drive the three main
Goals of this project: economic
impact through job creation and
business development, to counter
gentrification, and creative placemaking. This project
will be one avenue used to strengthen employment
opportunities and tap into the underutilized skills and
abilities of this entrepreneurial population. According to
the Kaufman Index, Latinos are nearly twice as likely as
non-Latinos to start their own business. A large majority
of Latino immigrants were small business owners in
their country of origin but, due to institutional or cultural
barriers, are unemployed or working jobs below their skill level here in the
United States. This community served as the home to many employees who
worked in the steel mills and local manufacturers that operated in Cleveland
for many decades during the Rust Belt era. The loss of these jobs over time
has contributed to urban decay in the Clark-Fulton neighborhood. The Latino
Public Market concept is an opportunity to incubate small business, provide
economic opportunity to members of the Latino community and empower them
into improved positions and solid economic foundations.
Northeast Ohio Hispanic Center for Economic Development, 12/15/15

La Plaza
"La Plaza is the heart of the city and
the region; Plazas are a reflection
of society; the plaza must have a
diversity of actors and uses, and
support intercultural interaction;
It should provide real necessities of life; It should be a
plaza, not a park. The potential for social integration in
the city depends on possibilities for social encounter
and exchange among people. In this sense, the use of
public space, and particularly the plaza, is an effective
instrument for social cohesion."
(The Plaza: A Place of Encounter)

One of the centerpieces of the district will be La Plaza

Central, which will be a multi-purpose public space that will host public
gatherings and events while also providing much-needed public parking for the
district. La Plaza will create a public gathering space for La Villa Hispana. The
space will also be the home of La Placita, a Hispanic-themed festival and market
that debuted May 2015. The plaza will also help with neighborhood identity, as
plazas are a common centerpiece in the cities and towns of Latin America.

Small Business
" small business covers a range of seven different size categories, ranging from a two-person
mom-and-pop grocery store to a factory with nearly 500 employees. Seventy-five percent of the jobs
created in the state of Ohio are created in small business. They are not created by huge corporations
and those who are very wealthy."
Ohio House Speaker William G. Batchelder, 2011

In an effort to best understand the needs of small business owners; three major barriers have been
identified:

Lack of Business literacy

Awareness of services available to minority and immigrant business owners
Lack of access to affordable capital

"The proposed project is designed to assist early businesses in meeting these challenges for long
term sustainability. Northeast Ohio Hispanic Center for Economic Development

10

La Villa Hispana
Economic Development Action Plan
Strategy:
Economic Development

Action Priority:
Support New and Existing Businesses

Long Term Goals (5 years)

100 new businesses in La Villa Hispana
Key Activities:

Short Term Goals (1 year)

10 businesses in place and 20 jobs created
Major Roles & Responsibilities:
1. HBC develops marketing plan and materials
and delivers through outreach campaign by
end of 2016
2. Enlist Hispanic Chamber and Hispanic
Alliance for additional distribution
3. HBC develops outreach and media plan for
Buy-Local Campaign by 3rd Quarter 2016
4. HBC & Hispanic Alliance recruit community
members for clean-up campaign by 2nd
Quarter 2016 (April) Adam is lead

1. Assist business development through

expansion, retention and/or relocation
a. Develop a marketing and outreach plan to
ensure awareness of current resources
2. Support LVH Merchant Association
a. Buy-Local Campaign
b. Clean-Ups
c. Joint Marketing
3. Support existing businesses in Clark Ave.
Merchants
4. Utilize neighborhood construction company to
build El Mercado
5. Hold a business plan competition for space/
funding assistance at El Mercado
6. For El Mercado businesses-obtain Hebrew
Free loans-5 loans-create 5 jobs; create 20-35
jobs w/in 18 months
7. Pursue funding: Kresge-Healthy Food; State
proposal; CED proposal
8. Ward 13-14: Provide exterior improvements
of $5-10,000 (25-50% match), SBDC provides
support for retention
9. Create move-in ready spaces to attract new
retailers (Long-term)
10. Develop and implement a business attraction
strategy to attract needed retailers and
services to the area

Planning & Supporting Entities:

Other Resources:
HBC/Metro West
Storefront Renovation Program, Ward 14
SE: NEOHCC, Hispanic Alliance, CDC, Coun- Business Matching Fund, HBC Programming,
cil
Traditional & Non-Traditional Business
Financing, Business Fundamentals Program,
Small Business Development Center
(technical
assistance), Mainstreet Program
Launch Activities:
HBC develops marketing plan and materials of current resources available by March 31; 100
flyers delivered at Hispanic Chamber Meeting

11

La Villa Hispana
Economic Development Action Plan
Strategy:
Economic Development

Action Priority:
Develop El Mercado

Long Term Goals (5 years)

El Mercado is 95% occupied and 80% self
sufficient

Short Term Goals (1 year)

HBC has site control of building to be
rehabbed, financing for rehab and contract
for construction, and/or purchase agreement
by June 2016

Key Activities:
1. Identify building for purchase by June
a. Determine location of La Plaza
b. Secure financing sufficient for ownership/
site control
c. Execute purchase agreement
2. Sign agreement with developer
a. Secure construction financing
b. Procure contractor: General contractoridentify Latino firms
3. Secure entitlements/variances
4. Manage construction
5. Create marketing materials
a. Advertise to perspective businesses
b. Organize orientation events/sales
6. Ribbon cutting ceremony-June 2016
a. Press release
b. Phone calls
c. Food

Major Roles & Responsibilities:

Planning & Supporting Entities:

HBC, Metro West
SE: NEOHCC, Hispanic Alliance, etc.
Community Members

Other Resources:
Bond financing through city; tax credits;
private;
CED or other government financing

1. Find all suitable buildings through realtors

a. HBC with board approval makes decision
on building and whether La Plaza is
adjacent;
b. HBC secures financing for purchase of
building (Kresge, State Capital grant, ART
Place, City Capital Bond)
c. Building is purchased
2. Sign agreement with Developer
a. Work together on financing for
construction/rehab
b. Procure contractor
c. Secure tenant commitments
3. Developer secures entitlements and permits
4. Developer outlines responsibilities for
construction oversight
5. HBC creates marketing materials
a. Advertising in papers, radio, tv creates
additional tenant commitments
b. Orientation is held on site or nearby to
prepare for move-in
6. HBC/NEOHCC prepares for open house and
ribbon cutting ceremony
a. Prepares and distributes press release
b. Folllow-up phone calls are made to
assure attendance
c. Major speaker is secured, e.g. Mayor,
Council
d. Tenants prepare food for events

Launch Activities:
HBC selects building and secures financing for purchase by 2/1/2016

12

La Villa Hispana
Economic Development Action Plan
Strategy:
Arts and Culture/Economic Development

Action Priority:
Develop La Plaza

Long Term Goals (5 years)

Have a public engagement space open
Key Activities:
1. Site selection pending El Mercado site
selection
2. Financing is committed
3. Design Plan
4. With neighborhood input on the concept
5. Select contractor and oversight
6. Maintenance which is tied to the management
and maintenance of the street scape and
public art.

Short Term Goals (1 year)

Site control and commitment of funding
Major Roles & Responsibilities:

Planning & Supporting Entities:

HBC is potential owner
Executive Committee supports; HA provides
community

Other Resources:
TIF for planning and perhaps maintenance;
city bond; tie to street scrapping; Regional
(NOWACA); Sewer management; ArtPlace;
Foundations; Naming opportunities;

1. Find suitable outdoor space:

HBC with board approval on
oversight of the development and
ongoing maintenance of La Plaza,
ideally adjacent to El Mercado
Secure financing for land and buildout (Kresge,
State Capital grant, ART Place, City Capital
Bond)
Site is identified and committed
2. Sign agreement with General Contractor/Artistic
Elements
Collaboration on financing
Procure contractor
3. Developer/GC secures entitlements and permits
4. Developer/GC outlines responsibilities for
construction oversight
5. HBC/NEOHCC prepares for open house and ribbon
cutting ceremon
6. Prepares and distributes press release
Folllow-up phone calls are made to assure
attendance
Major speaker is secured, e.g. Mayor, Council
Coordination of open air market and other
community events

Launch Activities:
Site control and beginning of conceptual planning process.

13

Arts & Culture

Arts & Culture are the cornerstone of what defines who we are and where we come
from. It is important that authentic Arts and Culture be integral and omnipresent in La Villa Hispana.

La Villa Hispana
From W. 25th to Fulton Road, the foundation for La Villa Hispana, a district
intended to celebrate the Latino cultures of its residents and business owners,
has already been established. This district has a well-established commercial
stock, and has started to express its identity through some public art.

Our Built Environment

A new, unique streetscape will enliven the district while
public art and enhanced architectural design elements
will clearly tell visitors that they have entered Ohios
Latino neighborhood. Coats of brightly-colored paint
on dreary buildings and Public art with a Latino flare will
brighten the district.

Education
Authentic immersive experiences
and programs will allow residents
to celebrate their heritage while
visitors learn about unique and
vibrant Latino cultures.

14

La Villa Hispana
Arts & Culture Action Plan
Strategy:
Arts and Culture

Action Priority:
Public Art

Long Term Goals (5 years)

Create a comprehensive public art vision for the
district
Build La Plaza Central. Include public art
Curated Public Art in La Villa
Establish a long-term funding strategy to
maintain public arts programming in La Villa
Hispana

Short Term Goals (1 year)

Julia de Burgos Doors to Mi Barrio Project
Inventory and prioritize all public art
opportunities and property ownership in the
district (blank walls, fences, gardens, etc.)
Install 1 mural in the district
Creation of a Latino Artist Advisory Group
Identify Cultural Art Organization to lead
LVH arts programming

Key Activities:
Create a comprehensive public art vision for the
district
Build La Plaza with public art included
Curated Public Art in La Villa
Establish a long-term funding strategy to
maintain public arts programming in La Villa
Hispana

Major Roles & Responsibilities:

Metro West will research all properties and
owners in the district
LVH A&C Committee will research public
art
ideas and review and prioritize potential
sites
Identified Art Organization will coordinate
projects and artists

Planning & Supporting Entities:

Research all property ownership in the district
Identify all potential project locations
Identify funding sources for arts projects

Other Resources:
Foundations
Corporate Sponsors
City of Cleveland

Launch Activities:
Install 1 new mural in La Villa Hispana

15

La Villa Hispana
Arts & Culture Action Plan
Strategy:
Arts and Culture

Action Priority:
Architecture & Design

Long Term Goals (5 years)

Implement a zoning overlay district to allow
street vendors to locate closer together and on
narrower sidewalks than currently required citywide
Create Design Guidelines to define La Villa
Hispana as a unique and exciting destination
Improve safety through CPTED practices
Formalize design review process through an
overlay district passed by CPC.
Use the exterior design of El Mercado and
La Plaza as a showcase of La Villa Hispanas
design principles
Use incentives established in the Economic
Development section of this document to
encourage improvement of existing commercial
buildings
Key Activities:
Establish strong partnership with City Planning
Staff and NWDRC
Hold a CPTED Training Session
Research and create design principles for La
Villa Hispana using examples from other Latino
districts throughout the country and world
Research street vendor legislation and make
recommendations to City Planning through an
overlay district

Short Term Goals (1 year)

Introduce the NWDRC to La Villa Hispana.
Hold a CPTED training session for La Villa
Partners
Research design and architectural
principles in
other cities and countries
Establish La Villa Hispana Representation
on NWDR Committee

Planning & Supporting Entities:

Lead: LVH Executive and Arts & Culture
Committees, City Planning Staff
Support: NWDR Committee, HBC will act as
liaison with local businesses

Other Resources:
Funding for CPTED consultant
Local foundations
City of Cleveland
National Funders

Major Roles & Responsibilities:

Metro West will coordinate initial meetings
between LVH and NWDRC Committee and
City Planning
City Planning Staff will guide La Villa
Hispana
team through City processes
NWDRC will be responsible for ensuring
appropriate designs of renovations within
LVH

Launch Activities:
Creation of joint LVH and NWDR focus group that will develop the design principles that will
guide the future development of La Villa Hispana.

16

La Villa Hispana
Arts & Culture Action Plan
Strategy:
Arts and Culture

Action Priority:
Arts & Culture Education

Long Term Goals (5 years)

Position LVH as the premier space for Hispanic/
Latino cultural arts, education, programs and
events:
1. Integrate Cultural Arts and Education as an
essential component of LVH
2. Create a multifaceted Creative
Community Collective/ Advisory Body/
Department
3. Sustainability for Arts and Culture
Education at LVH
Establish a Latino Cultural Museum
Key Activities:
Establish a position at a partner organization to
coordinate arts and cultural programming in La
Villa Hispana.
Attract and/or relocate a key Latino Arts
organization to LVH in order to drive the arts
and culture plan
Attract organizations and performers to LVH
Partner with local community arts and cultural
programs to implement joint programming
Establish Cultural Event Series
Attract Latino-Focused Art Galleries to LVH
Identify funding sources and resources in order
to sustain the Arts and Culture programming at
LVH
Planning & Supporting Entities:
LVH Arts and Culture Committee
Identified community/ arts organization to drive
the arts and culture plan for LVH
Creative Community at LVH Advisory Body

Short Term Goals (1 year)

Develop an Arts & Culture education
strategy
for La Villa Hispana
Develop the Cultural Encounters
programmatic
series
Implement one Cultural Encounter
experience

Major Roles & Responsibilities:

Identify a lead group/ program/ entity to
drive the arts and culture plan for LVH
Identify funding sources in order to hire a
lead for the programming, pay for the short
term programs
Identify long-term funding sources- we will
explore local, state and national funding
opportunities (i.e. Cuyahoga Arts and
Culture, local foundation community, Ohio
Arts Council, Kellogg Foundation, Kresge
Foundation, etc.)

Other Resources:
Identified funding sources for cultural
programs as place making/ community
identity
Cuyahoga Arts and Culture Grant

Launch Activities: Host one cultural encounter activity.

17

La Villa Hispana
Arts & Culture Action Plan
Strategy:
Arts and Culture

Action Priority:
Streetscape

Long Term Goals (5 years)

Complete Streetscape Construction/
Engineering plan (blueprint)
New Streetscape Installed
Benches, Trashcans, Street Trees,
Crosswalks
Programmed banners on utility poles (flags,
holidays, heritage celebrations, etc.)
New Bus Shelters
Gateways to La Villa Hispana designed and
installed
Establish an honorary street naming program in
the district.
Key Activities:
Secure funding and consultants for planning
Streetscape
Gateway
Bus Shelters
Permanent Banners
Secure funding for installation of Streetscape,
Gateway, and Bus Shelters
Install National Flags and secure funds for
maintenance (interim solution for permanent
banners)
Paint utility boxes using local Latino artists

Short Term Goals (1 year)

Installation of National Flags in the District
(expand on Clark to Fulton Road in 2017)
Complete a Streetscape Conceptual Plan
(visual plan)
Install artwork on utility boxes in La Villa
Hispana
Research process to update the
neighborhood information kiosks in La Villa
Hispana

Major Roles & Responsibilities:

Secure Funding & Consultants
LVH Executive Committee
Install National Flags
SCFBC and HBC through La Placita
program
Utility Box coordinated by LVH and Julia De
Burgos
Install Streetscape and Gateway
City of Cleveland
ODOT

Planning & Supporting Entities:

Other Resources:
Leads:
NOACA
LVH Exec Committee (Funding)
Cleveland City Council
LVH Arts & Culture Committee
Community & Economic Development
City of Cleveland (Streetscape)
Local Grant Sources
Support:
National Grant Sources
Julia De Burgos (Artists)
GCRTA (Bus Shelters)
Launch Activities:
Install National Flags as a temporary solution until permanent banners are installed. Extend
these flags on Clark Avenue to Fulton Road in 2017.
Install art on utility boxes in the district

18

19

La Villa Hispana
Working Calendar

Index

La Villa Hispana Action Plan

20

Sample Working Agreement

La Villa Hispana
Working Agreement

This working agreements defines guidelines developed by the La Villa Hispana Steering Committee as to
how we will work together with partner organizations to create a positive, productive process. This document
describes positive behaviors that will collectively guide us to success.
As a group of individuals representing a variety organizations, institutions, and community stakeholders it is
important to create shared expectations for working towards the success of La Villa Hispana. This document
will confirm the mutual understanding that the objective for each organization, institution, and stakeholder is
to be clear and comfortable in their role, understanding that each organization, institution, stakeholder, and
their employees respectively bring gifts and talents to this effort driven by La Villa Hispanas mission, strategic
areas, objectives and values:
The mission of La Villa Hispana is to be the economic and cultural center of the Latino community in Greater
Cleveland

Strategic areas for La Villa Hispana:

1.
2.
3.

Community Engagement
Economic Development
Arts and Culture

La Villa Hispana will create this epicenter by achieving the following objectives:
1.
3.
5.
7.

Support new & existing businesses

Promote arts & culture
Develop catalytic real estate projects
Grassroots community engagement

2.
4.
6.
8.

Improve streetscape and aesthetics

Ensure safety
Market La Villa Hispana
Resident economic empowerment

La Villa Hispana Steering Committee has articulated the following values as critical when
considering actions for La Villa Hispana:
1.
3.
5.

Authenticity
Responsibility to residents & market demand
Trust among the group

2.
4.

Affordable housing
Ongoing transparency

These values form the guidelines for the following values-based set of agreements for
collaborative operation:
1.
2.
3.
4.
5.
6.
7.

21

We will seek authenticity and transparency in all of our work together.

We build trust in the group by sharing information openly.
We communicate with others outside of the meetings in ways that support our work during
meetings.
We have defined priorities as a group and do not deviate from them.
We explicitly acknowledge the concerns of those with the most diverse viewpoints.
We will be responsive to both residents and market demand.
We will use local talent and expertise when possible and will seek appropriate professional
vendors in all cases to assure expected outcomes.

The ideas and requirements set forth in this working agreement are established so as to provide the best
possible working conditions for moving forward the place making efforts for La Villa Hispana. This agreement
was unanimously adopted by designated representatives of

1. Organization Name Here

2. Organization Name Here
3. Organization Name Here
On _______________ (date). The signature of the chief executive officer of each participating organization
below, represents the full commitment of their organization to participate actively in the collaboration and
implement fully all elements in this agreement.

22

La Villa Hispana
Community Resource Inventory

23

Organization

Contact

What They Can Contribute Specific Programs

Metro West
Community
Development
Organization

Adam Stalder
AStalder@dscdo.org
(216) 961-9073 x209

Evaluation
Impact assessment
Real Estate Development
Community Organizing
Board Development
Strategic Planning

Free Tax Preparations

Single Family Homeownership
Multi Family Rental
Senior Housing
Commercial real estate
development
Economic development

El Barrio - The Ingrid Angel

Centers
Ingrid.angel@thecentersohio.org
(216) 401-6829

Fundraising (all aspects)

Marketing
Succession planning
Evaluation
Real Estate Development
Board Development
Strategic planning

Career Development/ Employment

Counseling
Financial education

Northeast
Ohio Hispanic
Chamber of
Commerce

Jenice Contreras
jcontreras@hbcenter.
org
(216) 281-4422

Fundraising (all aspects)

Small Business Development
Financial Education
Community Organizing
Strategic Planning

Business Planning/Training for

Small Business Owners

Hispanic Alliance, Inc.

Juan Molina Crespo

jmolinac@hispanicallianceinc.org
(216) 661-4249

Grant writing, fundraising plan, Community organizing and

other
mobilization
Community awareness and
education
Voter registration
Civic engagement
Leadership development

Hispanic
UMADAOP

Nelson Ramirez
nramirez@hispanicumadaop.org
(216) 459-1222

Grant writing
Evaluation
Community Organizing

MyCom Coalition

Julia De Burgos Cultural

Arts Center

Gerardo Colon Jr.

2162240428
gcolon@city.cleveland.
oh.us

Arts and culture development

Arts and culture programing

Doors to My Barrio
Miss Puerto Rico Image
Latino Arts & Culture
Celebration

Ministerios
Ciudad y
Reino, Inc.

Juan Carlos Vargas

Small Business Development
Mercado, pastoresjcyli- Community Organizing
marie@gmail.com
Strategic planning
(216) 357-1157

Spiritual and personal

counseling
Photography
Advertisement Products
Grocery store

La Villa Hispana
Community Resource Inventory
Organization

Contact

What They Can Contribute Specific Programs

MetroHealth
System

Lourdes
Negron-McDaniel
lnegronmcdaniel@
metrohealth.org
(216) 778-5647

Marketing-all
Evaluation
Strategic Planning
Facilitation
Project planning
Advocacy
In-kind support

Health care
Public health
Health advocates
Care navigators
Care coordinators
Main hospital and 22 other
sites

Spanish American
Committee

Ramonita Vargas
RamonitaV@spanishamerican.org
(216) 961-2100

Cultural outreach
Family Support
Economic Strength

Nueva Luz Urban

Resource Center

Max Rodas
mrodas@nlurc.org
(216) 651-8236

HIV/AIDS Services
Family Support
Youth Development

Employment
Housing
Financial counselling
ESL
GED
Early Childhood Enrich
ment
Legal Services
Translation Services
Proyecto Luz
Adelante
Siempre Papa

Cleveland Neighborhood Progress

Evelyn Burnett
EBurnett@ClevelandNP.org
(216) 830-2770

Place making
Economic opportunity
CDC Advancement

Capacity Building
Community Financial
Centers
Neighborhood Marketing

Neighborhood
Family Practice

Jean Polster
jpolster@nfpmedcenter.org
(216) 281-0872

Health Care Access

Community Health

Esperanza, Inc.

Mentoring
Victor Ruiz
victor@esperanza.org Education
Family Engagement
(216) 651-8236

Medical Care
Family Planning
Pregnancy, Birth, &
Beyond
Behavioral Health
Patient Wellness
Refugee Services
ELLOS/ELLAS
One-On-One Mentorship
College mentoring
Tutoring
ASPIRA/Youth
Leadership
Alumni Networking

24

La Villa Hispana
Acronym Index

25

CDC

Community Development Corporation

CPTED

Crime Prevention Through Environmental Design

GCRTA

Greater Cleveland Regional Transit Authority

GGC

Greater Cleveland Congregations

HAi

Hispanic Alliance, Inc.

HALDI

Hispanic Alliance Leadership Development Initiative

HBC

Hispanic Business Center

JFC

Jewish Federation of Cleveland

LVH

La Villa Hispana

LVH EC

La Villa Hispana Executive Committee

LVH SC

La Villa Hispana Steering Committee

MOU

Memorandum of Understanding

NEOHCC

Northeast Ohio Hispanic Chamber Of Commerce

NOACA

Northeast Ohio Areawide Coordinating Agency

NWDRC

Near West Design Review Committee

OCC

Ohio Organizing Collaborative

SBDC

Small Business Development Center

TIF

Tax Increment Financing

Hispanic UMADAOP

Hispanic Urban Minority Alcoholism Drug Abuse Outreach

Program

Location

La Villa Hispana
Visual Dictionary

Key

Proposed
Mercado Site

Proposed
Plaza Site

Proposed
Plaza Site

26

Grand Mercado, Phoenix, AR

S. 9th St. Italian Market, Philadelphia, PA

Sindhi Market, Ahmedabad, IND

27

6
5

4
3

Mercado Central, Minneapolis, MN

2
1

Mercado De San Alejo, Medellin, COL

Portland Mercado, Portland, OR

El Mercado

5
Bhadra Plaza, Ahmedabad, IND

Town Square, St. George, UT

Fruitvale Plaza, Oakland, CA

1
Main Plaza, San Antonio, TX

Magic Gardens, Philadelphia, PA

Columbia Hts. Plaza, Washington D.C.

La Plaza
2

28

Park Gell, Barcelona, SPN

16th Ave. Tiled Steps, San Francisco, CA

Chinatown Crosswalk, Washington, D.C.

29

6
5

4
3

Mural Utility Box,Las Vegas, NV

2
1

Mosaic Floor National Gallery, London

Public Park, Sacramento, CA

Streetscape & Public Art

El Puente Bushwick Center, Brooklyn, NY

Paseo Boricua, Chicago, IL

Paseo Boricua, Chicago, IL

Public Mural, Pilsen, Chicago, IL

Streetscape & Public Art

8

10

30