AzBusiness Magazine July/August 2013

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Table Of Contents Job 6 First Kimberly McWaters goes from receptionist to CEO Series 8 CEO Beverly Damore helps distribute 74 tons of food Small Biz 10 Marketing shift gives dueling piano bar a reason to shout 12 Accounting Industry looks for ways to retain its talented women 14 Tourism Navajo Nation's first Arizona casino reflects its heritage 16 Marketing Today, companies must raise their social media game 18 Banking Experts says women must utilize financial protection 22 Legal Be careful if you let employees use their own tech toys 26 Healthcare There are misconceptions about Obamacare's impact Influential Women 31 Most > 50 women who make an impact on Arizona business > 5 women under 35 who are Arizona's future leaders

54 AEC The legal view and an expert's view of the potential impact of the energy industry in Arizona

58 AzHHA > Arizona Hospital and Healthcare Association's CEO > Why health networks are the future of healthcare

CVB 66 Glendale Group uses special events to bring visitors to Glendale 73 WESTMARC > West Valley leads the region in anticipated growth

Lenore Grobstein: 1944-2013

It’s fitting that in this issue of Az Business magazine, where we profile the "50 Most Influential Women in Arizona Business," we also remember a dynamic colleague who influenced everyone at AZ Big Media, which publishes this magazine and seven others.

Lenore Grobstein, who passed away on June 26, was vice president of sales and marketing for Ranking Arizona, our nearly 500-page annual publication that ranks Arizona businesses based on the outcome of the largest business opinion poll in the state. He started at AZ Big Media in 2003.

Lenore was small in stature, but big in personality. If Ranking Arizona focused on individuals, there are several categories in which Lenore would rank No. 1. Most feisty. Most fearless.

Most fiery. Most fun. And now sadly, most missed.

Rest in peace, Lenore.

> Area becomes very attractive to new manufacturers

Michael Gossie Editor in Chief michael.gossie@azbigmedia.com Az Business on the Go: AzBusinessMagazine.com 2 AB | July-August 2013

SEPTEMBER

HOME GaME

aWaY GaME

Shout Outs Cited for safety

SRP earned the American Public Power Association’s Safety Award of Excellence for safe operating practices in 2012. It was SRP’s ninth first-place ranking since 1980 and third in four years. “SRP employees are proud of their safety record and we are striving to continually improve both our safety and the reliable electric service for our customers,” said Don Breiland, SRP’s director of Risk Management.

distinguished healthCare

Phoenix Children’s Hospital was named to U.S. News & World Report’s 201314 Best Children’s Hospitals rankings, the only Arizona hospital to make the highly coveted list. The Phoenix Children’s Hospital subspecialties that made the highly coveted list are cardiology and heart surgery, neonatology, neurology and neurosurgery, nephrology and urology.

legal groundbreaker

Susan Court was made the first female shareholder at JacksonWhite P.C., joining 12 other attorneys who share the distinction of shareholder. Court joined JacksonWhite in 2005 and focuses her practice on elder law, probate, guardianships, conservatorships and estate planning.

Court assists clients with end-of-life issues including incapacity, mental illness and the transfer of assets before or after death.

Making a differenCe

The Virginia G. Piper Charitable Trust provided a $2 million grant to the Cancer Has Met Its Match campaign, which is chaired by Freeport-McMoRan Copper & Gold President and CEO Richard Adkerson and benefits Banner MD Anderson Cancer Center. The grant will provide funding for capital, programs and services that will impact patients, their families and the community.

helping faMiles

The UnitedHealthcare Children’s Foundation offers grants to families in need of financial assistance to help pay for their child’s healthcare treatments, services or equipment not covered, or not fully covered, by their health insurance. Qualifying families can receive up to $5,000 to pay for medical services and equipment, counseling services, surgeries, prescriptions, wheelchairs, orthotics, eyeglasses and hearing aids.

4 AB | July-August 2013

President and CEO: Michael Atkinson Publisher: Cheryl Green Vice president of operations: Audrey Webb EDITORIAL Editor in chief: Michael Gossie Editor: Peter Madrid Associate editor: Hannah Hayes Contributing writer: Alison Bailin Batz Interns: Jacob Green | Jamie Mitchell ART Art director: Mike Mertes Graphic designer: Lillian Reid Contributing photographer: Glory Shim Photo intern: Cailey Kleiner DIGITAL MEDIA Web developer: Eric Shepperd Web and graphic designer: Melissa Gerke MARKETING/EVENTS Manager: Whitney Fletcher Az BUSINESS MAGAzINE Senior account manager: David Harken Account managers: Arthur Alcala Shannon Spigelman | Molly McGee OFFICE Special projects manager: Sara Fregapane Executive assistant: Mayra Rivera Database solutions manager: Cindy Johnson AzRE | ARIzONA COMMERCIAL REAL ESTATE Director of sales: Steve Koslowski Az BUSINESS LEADERS Director of sales: Carol Shepard RANKING ARIzONA Director of sales: Sheri King SCOTTSDALE LIVING Account manager: Gail Rosier EXPERIENCE ARIzONA | PLAy BALL Director of sales and marketing: Zoe Terrill Az BIG MEDIA EXPOS SCOTTSDALE SUPER EXPO/APRIL SCOTTSDALE SUPER EXPO/NOVEMBER Exhibit directors: Kerri Blumsack Tina Robinson | Marianne Avila Az Business magazine is published bi-monthly by AZ BIG Media, 3101 N. Central Ave. Suite 1070, Phoenix, Arizona 85012, (602) 277-6045. The publisher accepts no responsibility for unsolicited manuscripts, photographs or artwork. Submissions will not be returned unless accompanied by a SASE. Single copy price $4.95. Bulk rates available. Copyright 2013 by AZ BIG Media. All rights reserved. No part of this publication can be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from AZ BIG Media.

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AB | July-August 2013 5

CEO SERIES

◆ BY MICHAEL GOSSIE

BEVERLy DAMORE President and CEO St. Mary’s Food Bank Alliance

PHOTOGRAPH BY GLORY SHIM

how is being Ceo of st. Mary’s food bank different from being Ceo of a more traditional company?

I don’t know if it is a whole lot different. In terms of being a nonprofit, we are beholden to our mission and beholden to donor intent, whether it’s people donating their money or their time or food. Other than that, it’s very much the same. It’s about maintaining corporate policy and staying true to your intent. how do you define the company’s intent?

The concept of food banking was started here in Phoenix. St. Mary’s was the first food bank and is one of the largest in the nation. We are going out and finding food that otherwise would go to waste, whether it’s the dozen eggs you didn’t take home from the grocery store because one was broken or working with corporations who will donate Grade A products. Essentially, we are hunters and gatherers who have developed a network to distribute all the food that we gather to those who are in need.

What qualities do you have that make you an effective Ceo? I’m a manager that likes to bring people together to collaborate.

I like to find people who have strengths that complement my strengths or supplement my strengths. Once I have those people in place, I get out of their way and let them work their magic.

What’s been your biggest challenge at st. Mary’s food bank?

As a reaction to the economic downturn, we had to grow really big, really fast. When I fi rst came on staff (in 2008), we were distributing about 45 million pounds of food a year. Last year, we shot up to 74 million pounds of food, so that was really fast growth. Th at’s a challenge for any company to have that large an arc of growth. Now that we’ve achieved that growth, the challenge becomes “how can we run ourselves as a really strong, strategic business?”

What is st. Mary’s food bank’s strength?

We do exactly what we say we do. We’re devoted to our mission.

When people donate to us, they are confident that we are going to 6 AB | July-August 2013

beverly damore became president and chief executive officer for st.

Mary’s food bank alliance in June 2012. st. Mary’s, the nation’s oldest food bank, has been in operation for more than 45 years.

do exactly what we say we will do: feeding the people who need us in our community.

What would surprise most people about st. Mary’s food bank?

How big we are. The majority of people think “food bank” and think “soup line.” We are more like a Costco warehouse. We’re the step before the agencies that are serving the food. We have strong name recognition in the state, but most people don’t realize just how big we are. if you weren’t doing what you’re doing now, what would you be doing?

I have been involved with this organization for so long, I can honestly say that I have my dream job. I cannot imagine doing anything else.

602.247.7600

◆ BY MICHAEL GOSSIE

PHOTOGRAPH BY LILLIAN REID

FIRST JOB

KIMBERLy MCWATERS CEO of Universal Technical Institute What was your first job and what were your responsibilities?

I was a receptionist at Universal Technical Institute. I answered the phones and welcomed visitors to the campus. do you remember your salary from your first job? $800 per month.

What lessons did you learn from your first job that still help you today?

You have to be willing to listen to others and understand their needs before they can “hear” you. Being a good listener is essential to being a good leader, friend and parent.

What has been your biggest challenge as Ceo at universal technical institute?

The biggest challenge always seems to center around change management. Keeping our vision, mission and core values anchored in our strong culture helps us adapt to the changing environment.

8 AB | July-August 2013

you’re the only female Ceo of a publicly traded company in arizona.

What does that mean to you?

I feel honored to lead and represent our company whether we are public or private.

What advice would you give to women who aspire to be C-level executives?

First and foremost, place the needs of others before your own.

Be a servant leader to those around you and place priority on their growth and development. As you support them in achieving success, you will be successful.

What accomplishment are you most proud of?

I am the proud mother of three sons – Nick, Michael and Tanner. Nothing else compares to them. if you weren’t doing what you are doing now, what would you like to be doing?

I would open an art gallery. I love art. I have absolutely no artistic talent, but I would like to discover new artists and help them launch their careers.

Coming September 2013

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602.277.6045 | AzBusinessLeaders.com

SMALL BIZ

◆ BY MICHAEL GOSSIE

SOMEThING TO ShOUT ABOUT Dueling piano venue in Glendale sings a different financial tune after turnaround

M

any businesses in the entertainment industry struggled through the recession.

But what almost put The Shout!

House in Glendale on ice was the NHL lockout, which kept teams off the ice and kept patrons away from Shout! House’s Westgate location at the start of the 20122013 season. The Shout! House almost had to close its doors in January, but menu and marketing changes quickly helped the business sing a happier tune.

Az Business caught up with Emily Freeman, director of operations for The Shout! House to find out how she pulled off the amazing turnaround. az business: Describe The Shout! House for those who haven’t visited. emily freeman: Two piano players/singers perform face-to-face at grand pianos playing classic rock ’n’ roll hits to today’s popular music. It is a 21-and-over, nonstop, audience request driven show where the performers involve audience members in roasts and on-stage interaction. We are a destination place for all types of events, including bachelorette parties, birthdays and even corporate bonding retreats. ab: How did the NHL lockout impact The Shout! House? ef: We’re extremely fortunate that Westgate is home to a variety of events that provide a steady stream of locals and tourists to the area. That’s why the NHL lockout was such a scary obstacle for us.

It decreased the amount of traffic coming to Westgate, which made business really tough for a while. After weighing our 10 AB | July-August 2013

options, we decided that we had to cut back in order to weather the storm. We were up front with our staff that there would be fewer hours and a lot of hard work. The team stuck together in a way that was really inspiring and it paid off in the long run. ab: What did you do to turn things around from a business perspective? ef: We tightened up on food and drink inventory, cut frivolous expenditures, scaled back on labor and initiated more grassroots marketing. A surprisingly quick fix for cutting costs was opening one hour later on the weekends. We also implemented a new policy that ended up having a big impact. We no longer charge a cover to those who make reservations. This gives our guests an incentive to plan ahead and show up early, and it helps The Shout!

House better forecast for staffing and inventory. Plus, as our seats fill up with reservations, we become that hot spot that everyone is vying to get into. ab: What has been your biggest challenge? ef: Staffing. It has been difficult to find quality, trustworthy managers who care, servers who are invested in the company and piano players who want to live in the Valley and put in the work to create something special. When we first opened The Shout! House, we flew in a team of musicians from all over the United States.

Everyone seemed very disconnected from one another, and it was difficult to form the camaraderie necessary for this type of environment. As a result, we didn’t have a team to really “sell the show.” Little by little, we have been able to cultivate a group of musicians that is willing to put in the work necessary to create a unique

Emily Freeman, director of operations

guest experience. That snowballs big time, and ultimately the operations staff is inspired to be better, to get more involved and to work harder as a team. ab: Who is your target market? ef: Because of The Shout! House’s location, we tend to attract a higher percentage of tourists during football, hockey and spring training season. However, because The Shout! House offers them a form of entertainment that is difficult to find elsewhere, those same tourists become our regulars each time they come to town.

Every night, the piano players ask the audience, “How many people have ever been to The Shout! House before?” By the sound of enthusiastic screams, we are finding that our audience of regulars is growing rapidly. ab: The Shout! House prides itself as a business that operates like a family. What impact does that have on your bottom line? ef: In the customer service industry, we have two customers: our guests and our employees. As managers, we work for both of these groups of people. If our employees have a positive, memorable experience every time they come to work, then they will give everything they have, creating an amazing experience for our guests. This is something my boss taught me from day one: the valued, empowered employee will always give more than 100 percent. This philosophy didn’t yield a huge profit overnight, but it has created a tight-knit team with integrity – one who prospers personally and financially when our business thrives. That is what has created a strong backbone for this company, enabling us to weather any storm.

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ACCOUNTING

◆ BY STELLA M. SHANOVICH

LEADERS OF MEN Research shows that putting women in positions of authority can help create organizational sustainability

I

t's time to “reimagine” our workplace. Our organizations are in need of leaders who can maximize growth, anticipate issues and opportunities and impact sustainability. These leaders need to not only bring different ideas, perspectives and thoughtful leadership but they also need to mirror the marketplace, as the leadership and composition of our clients continues to change in terms of inclusion and diversity. If you are in public accounting, you enter the workforce with women comprising approximately 50 percent of newly hired graduates. However, as you progress in your career, women only represent 21 percent of its partners. This lack of advancement (and retention) of talented women in reaching key leadership roles poses a detrimental threat to the competitive advantage – and sustainability – of our businesses.

Changing demographics (which include the expected outflow of baby boomers retiring, changing business landscape, globalization and new technology) will continue to impact our talent shortage and the associated staffing gap and drain on intellectual capital. This talent and intellectual capital shortage may, in fact, be compounded further in countries like the United States. Based on the 12 AB | July-August 2013

Grant Thornton International Business Report (IBR), a survey of 6,600 business leaders in 44 countries, research shows that more women Stella M. Shanovich are advancing Accounting into senior management roles globally than at any time since 2010; however, progress is slower in the G7 group of developed economies. Globally, 24 percent of senior management roles are now filled by women, up from 21 percent in 2012 and 20 percent in 2011. However, the G7 economies cite just 21 percent of senior roles occupied by women, compared to 28 percent in the BRIC economies and 32 percent in South East Asia. The United States ranks in the bottom eight performing countries for women in senior management at 20 percent, along with Japan at 7 percent and the United Kingdom at 19 percent.

Gender diversity increases financial performance, improves problem-solving, enhances creativity, boosts employee satisfaction and retention, and enriches brand perception in the marketplace.

“While inclusivity is key, it is also important to understand that women and men are different in the ways we lead, communicate and build relationships,” said Stella Shanovich, West Region Women at Grant Thornton representative, Grant Thornton, Phoenix. “Being open to the differences in how each gender identifies, strategizes and solves issues will increase the collective intelligence, inspire creative ideas, improve financial performance, and enhance all talent retention.”

Today’s opportunities for women in public accounting are great – women make up the largest pool of talent resources.

However, to attract, retain and advance this talent, accounting firms will need to think and operate differently, since having women alone in the pipeline has not resulted in women being represented at all levels of an accounting firm. Firms will need to make focused, strategic changes in order to see measurable and significant change, which includes a more inclusive-based culture that values diverse opinions and perspectives. So: it’s time to “reimagine” your workplace.

Stella M Shanovich is audit partner at Grant Thornton LLP in Phoenix. She was named one of Az Business magazine’s 50 Most Influential Women in Arizona Business in 2012.

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3:33 P

TOURISM

◆ BY HANNAH HAYES

A SURE THING Navajo Nation opens its first casino in Arizona near Flagstaff

T

win Arrows Navajo Casino Resort, the Navajo Nation Gaming Enterprise’s first casino in Arizona, is expected to be a major economic engine for the Flagstaff area.

“Twin Arrows will create a new benchmark in gaming entertainment while improving the economic health and prosperity of the Navajo Nation,” said Derrick Watchman, chief executive officer of the Navajo Nation Gaming Enterprise.

“As northern Arizona’s premier destination casino resort, Twin Arrows will create approximately 800 full-time jobs with an annual payroll of $34 million, including salaries and benefits.”

Az Business caught up with Watchman before the 267,000-square-foot facility opened over Memorial Day weekend to get his thoughts about Northern Arizona’s hottest new spot. az business: What has been your biggest challenge opening the casino? derrick Watchman: This project has been going on for five years, from ideas and concepts to financing and securing land, but there really hasn’t been any one big obstacle. We’re shorthanded on employees.

Each employee has to be licensed. With three other casinos, there is a lot of turnover, as there is with all restaurants and in retail. We had challenges securing money. I was hired to secure financing, but about that time (2008 and 2009), the market crashed. But, we convinced the tribe that we were a really good investment. Other challenges? We hit rockbottom — literally. At groundbreaking. It was limestone. There are only a few big rock 14 AB | July-August 2013

[demolishing companies] in the country so we had to secure them. The rock you see around here, around the lobby and hotel, is part of the land. ab: How does Twin Arrows reflect the Navajo Nation? dW: When we started development, we identified a cultural committee. They worked with the architects and decided how to incorporate Navajo elements.

The chandelier in the rotunda is actually representational of the four levels of worlds we believe in. Each hotel depicts the four

worlds of the Navajo. We commissioned 33 different, very well-known Navajo artists. They put in their vision. You’ll see depictions of Navajo beliefs, creatures, animals, plant life and different directions.

Our nation is known for mutton stew and fry bread, too, which is served in the casino food court. ab: What can visitors expect? dW: Our goal is to be a four-diamond resort. The amenities in the rooms are all geared to four-star ratings. When someone comes to Twin Arrows, we want them to say, “Wow.” We want to be a great food venue. We have the latest and greatest slot machines. Our poker room has 12 tables.

We plan on having tournaments. We want folks to stay here, have meetings here, and have fun. I’ve heard the term “oasis in the desert.” We want to be that. ab: Why did you pick that particular location for your first Arizona casino? dW: We’re next to Flagstaff and the Indian Reservation — right where it stops.

We’re also on Route 66, a historic route, and on the way out or into Flagstaff and Winslow. It’s an ideal location.

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AB | July-August 2013 15

MARKETING

◆ BY DAVID EICHLER

IS yOUR social media GLASS hALF FULL OR hALF EMPTy?

y

ou don’t need a Masters degree in Facebook – is there such a thing? – to know that social media is bringing customers and sellers closer than ever before. In the early days, transactions this intimate usually took place with a red light above the door.

Social media enables consumers to make more informed decisions and share how they feel about them, thus forcing companies to raise their game or perish.

At the same time, your company now can gain more insight into each customer/ guest/client and market to them more precisely than ever before.

My agency has opened its fair share of restaurants and retail stores across the country. Whether quick service, fast casual, apparel or a health and wellness provider, what they all share in common is that thanks to social media, there no longer is an opportunity to launch “soft.”

Once upon a time, you could point to the “pardon our dust” sign and customers 16 AB | July-August 2013

David Eichler Marketing

either forgave or forgot, but their opinion didn’t travel very far.

In a world where Yelp, Amazon and Trip Advisor have given people digital megaphones, you better open your doors perfectly and be ready to respond to each and every

one of your critics.

On the other hand, after years of dominance, a successful business may now be looking to reach a whole new target demographic. So, they will literally have to start marketing from scratch.

Pay attention, job seekers. This applies to you, too. After identifying the decision maker and getting in the room, a salesperson has to find a way to connect personally. Who among us has not resorted to pointing over to the credenza behind the customer’s desk, shamelessly

saying - “your kids are adorable,” or “great boat.” Even visitors to the Oval Office point and say, “Mr. President, great portrait with your daughters.”

Thanks to social media, businesses can be armed with a treasure trove of personal intel about their prospective customers that would make Vladimir Putin blush.

Alma mater, kids’ names, marital status, favorite music, hobbies, bankruptcies and professional networks - you name it. The kind of stuff you used to hire a private eye to collect.

I worked for an immensely influential executive 20+ years ago that insisted his staff work together as a team because “information is power.” This holds true even more today. It doesn’t matter if your company sells coffee, skin care, real estate or a lawyer’s time. You can dismiss social media as being not relevant to your business, and you can challenge it, asking to prove it works. The simple fact remains that your competition is using it to acquire, leverage and share information. They are doing it about you, your customers and employees, right now. What are you going to do about it?

David Eichler is founder and creative director of Tempebased Decibel Blue Creative Marketing & PR, which offers advertising, public relations, marketing, interactive and branding services. Decibel Blue has been recognized for numerous creative and business awards including the Obie, Spirit of Enterprise and Impact. For more information, visit decibelblue.com or call 480-894-BLUE.

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AB | July-August 2013Ω 17

2/8/13 9:44 AM

BANKING

◆ BY ALISON BAILIN BATZ

PUTTInG FEMALE finanCes into foCus

Women need to employ financial protection strategies to secure their future

I

n this issue, Az Business magazine honors 50 amazing women who are leading the charge in both professional and community service throughout Arizona — business owners, attorneys, political leaders. Women of every generation should look to these women as mentors in so many aspects of life, but they should also keep something in mind.

“All too often, women — no matter how business-savvy — rely on the advice of friends, family and co-workers when it comes to planning their financial futures,” says Dianna Moses of AXA Advisors Southwest, a leader in financial protection strategies and wealth management services.

“As a result, misconceptions abound.”

So it’s time to dispel some of the biggest myths once and for all.

18 AB | July-August 2013

graduating… into financial folly?

Fresh out of college, women are apt to focus more on developing sweat equity than stock equity.

“Given the economic landscape over the past several years, it is no surprise that earning a position in one’s chosen field is priority number one as graduation nears,” says Moses. “And, in some cases, those entering the job market during this time have done so at a lesser rate of pay than those who came before them.”

As a result, many young women mistakenly forgo developing a strategy for their financial futures, thinking they have years before they really start saving. But, they would not be more wrong.

“The earlier you start to save, the longer your assets can potentially grow, thanks to the power of time and the ability of your earnings to generate additional earnings

through compounding,” says Moses. “The cost of procrastination can be expensive.”

Just how expensive?

“If you can believe it, if a woman invests just $189 per month starting at age 25 and does so for 40 years, assuming an average 7% return, she will have $500,000 by retirement at age 65,” says Moses. “Do the math — this woman has only invested about $91,000 in those 40 years. The other $410,000 comes from the power of compounded returns.” Th is is, of course, a hypothetical example and does not reflect the returns of any actual investment.

Conversely, according to Moses, if a 50-year-old woman wanted to get to that $500,000, she would have to contribute an eye-bulging $1,568 a month, at the same hypothetical 7% return, to even come close.

“Aside from not taking advantage of time while it is still on their side, women

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SAVING PAYS OFF Save $189 per month starting at age 25, for 40 years, assuming an average 7% return, you will have $500,000 by retirement at age 65

new to the job market may also focus on one savings option — usually a 401(k) through their company,” says Paul Rutkowski of Nelson Financial Services.

“While a start, putting all of one’s eggs into one basket is rarely the best option for anything – savings or otherwise.”

Therefore, after contributing the maximum amount to a 401(k) and taking advantage of any match offered, Rutkowski recommends looking into starting a Roth IRA, which does not offer any tax advantages when funds are deposited, but grants a tax break on qualified withdrawals from the account in your later years, as well as researching annuities, which are long-term retirement products that can help protect against the risk of outliving one’s assets.

what you’re trying to achieve, you can gather information on your own from publicly available information or you can work with a financial professional to save you time.”

He adds to be sure to update your financial strategy as your situation and investment or market conditions change.

Some major changes may include family illness and potential college expenses.

Candace hunter Wiest

deborah bateman

Mid-career conundrums

“By one’s early-to-mid 30s and into one’s late 40s, women have not only put in the blood, sweat and tears to their careers, but many have also gotten married, started families and/or committed to a community cause or two,” says Deborah Bateman of National Bank of Arizona.

“Today, many of us not only juggle one career, but four or five once you factor all of this in.”

And just like that — time becomes an issue again.

“In this case, however, we assume we have too little time to add in yet another responsibility, especially one as time consuming as financial planning,” says Bateman. “As a result, planning may fall to the spouse or partner — or fall off the map altogether for years.”

According to Bateman, this myth is particularly dangerous given the sheer 20 AB | July-August 2013

dianna Moses

paul rutkowski

number of years women outlive the male counterparts in their lives.

“In most cases, we outlive the men in our lives,” says Bateman. “Th is means the male who was delegated to handle all finances for the family may not be there at the end. Then what?” says Bateman.

We all know of women who have never had to write a check, and then suddenly have to handle all the household finances — it is a very difficult position.

Rutkowski agrees and recommends keeping things simple by answering one question: Who do you want to be in retirement?

“Your strategy starts with your life goals,” says Rutkowski. “Once you know

retirement ready…or not?

“So, you’ve worked long and hard – and now it is time to simply collect on retirement and just sell off some unnecessary assets, like a large family home, as needed to replace one’s regular paycheck, right?” says Candace Hunter Wiest of Valley National Bank: “WRONG!” According to Wiest, there is an art and science to liquidating savings, investments and other assets, and timing is critical.

“Without planning, women may run the risk of taxes and penalties in the hundreds of thousands,” says Wiest.

“Similarly as critical — understanding your tax bracket, which will most likely be lower once you retire.”

And finally, adds Wiest, never assume anything – especially when it comes to distribution of your assets after you are gone.

“Many women assume their estates will automatically go to their spouse and/or children, but without an actual will, the state can get involved, delaying or blocking the transfer of assets to those you love,” says Wiest.

There are more fables in regard to women and financial planning, it seems, than in all of Greek and Roman mythology combined. Get informed. Get empowered.

Get professional help as needed.

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FDIC2013Ω 21 AB Member | July-August

Equal Housing Lender

EQUAL HOUSING

LENDER

LEGAL

◆ BY MICHAEL GOSSIE

BRInG yOUR OWn DISASTER? The ‘Bring Your Own Device’ to work trend creates a growing concern among business owners

T

he rise in popularity of smart phones, tablets and laptops has blurred the increasingly thin line between professional and personal life and between work time and personal time. But it’s also creating security concerns for business owners who let their employees use their personal tech toys for work.

“Employers need to address the question of how to react to the inevitable or current use of personal or shared devices by their employees,” said Cheri Vandergrift, a staff attorney for Mountain States Employers Council, a leader in human resource and employment law services for the business community.

“From IT issues to privacy and litigation concerns, companies that ignore the rising ‘Bring Your Own Device’ tide may find that BYOD brought nothing but disaster.”

While an AccelOps Cloud Security 22 AB | July-August 2013

Survey of IT security personnel ranked BYOD as the top source for fear of incurring data loss, there are also concerns regarding employee privacy should litigation ensue and the use of personal devices goes into the courtroom. The use of personal devices in the workplace stirs questions within the IT, legal and human resources departments of companies.

“Data access and ownership are significant legal issues that surround the BYOD trend,” said John Balitis, director at Fennemore Craig. “Employees accessing employer systems with personal devices can create major network security risks and employer IT staff accessing the devices to support them can infringe on employee privacy. Further, how to define who owns what information on the devices is challenging.”

Laurent Badoux, a shareholder in Greenberg Traurig’s Phoenix office, said there are a number of legal issues that could

arise from the BYOD trend. Among them: Breach of confidentiality — especially with medical or financial data.

Commercial espionage or unfair competition.

Fair Labor Standards Act (FLSA) claims of unreported or unpaid time.

Dispute as to ownership of data stored on personal devices.

Claims of harassment, defamation, invasion of privacy, etc. from improper social media postings of workplace conduct.

Negligence torts if an employee tries to answer a work text or email while driving and causes an accident.

“The most glaring risk (an employer takes) is that sensitive confidential corporate data becomes compromised, either because an outsider is able to access that data through an employee’s device or to copy data stored on that device,” Badoux said. “When their sensitive data becomes

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AB | July-August 2013Ω 23

6/19/13 1:42 PM

travis Williams

laurent badoux

Cheri vandergrift

tibor nagy, Jr.

BYOD IS POPULAR-AND GROWING

38% 82% of US CIOS were expected to support ByOD by the end of 2012

of surveyed companies in 2013 allow some or all workers to use employeeowned devices

Bring your Own Device: new Opportunities, new Challenges. gartner.com/DisplayDocument?doc_cd=238131

compromised, companies face damage to the bottom lines and public image.”

According to Travis Williams, senior counsel at The Frutkin Law Firm, if a company believes information is jeopardized or upon termination of an employee’s employment, the employer may have the right to seize the device for a short time to ensure proper protection or removal of the company’s sensitive information.

“Employees need to understand that business information on their device is the property of the employer,” Williams said. “The employer has the right to protect the information. The protection may allow the employer to seize or force ‘wipe’ the device to ensure proper removal of the information.”

While there is no doubt that the BYOD trend has given tech-savvy employees the opportunity to create a more flexible schedule and therefore increase their productivity, experts said it’s imperative that companies find a balance between protecting sensitive work data while still providing employees flexibility and independence.

“Have a policy that specifically addresses what employees can and cannot do with PEDs (personal electronic devices) used for work-related purposes and enforce that policy,” said Tibor Nagy, Jr., a shareholder at the Tucson office of Ogletree, Deakins, Nash, Smoak & Stewart. “Be sure the policy addresses what happens to employer data when the employee leaves employment.”

24 AB | July-August 2013

Experts said companies who worry about issues related to the BYOD trend should look to impose tighter security constraints; develop technology guidelines and policies; or employ mobile-device management tools, services and systems.

“An employer absolutely should implement a BYOD policy if the employer allows or encourages employees to use personal devices for work,” Balitis said.

Badoux said an effective BYOD program should include:  Mandatory Mobile Device Management software.  Clarification of expectations on ownership of data, privacy and access to dual-use devices.  “Acceptable Use” procedures harmonized with the employee handbook or agreement.  A well-crafted social media policy.

“Do not allow highly sensitive employer, personnel, health information, or customer data to be stored on an employee’s PED, unless you are certain that device will be used and protected to the same degree as an employer-owned device,” Nagy said.

“Only allow PEDs that are ‘enterprise' enabled. Enterprise requirements include encryption of storage media; the ability to remotely wipe or clean a device; the ability to enforce password changes and password complexity; the ability to apply upgrades and patches; and the ability to revoke rights to data or corporate network access.”

John balitis

EMPLOYER PROTECTION Legal experts offer advice to protect employers whose employees use their own devices for work functions: Tibor Nagy, Jr., shareholder, Ogletree, Deakins, Nash, Smoak & Stewart: “Beware of accessing employee’s text messages and personal emails. Just because the employee is using the device for business reasons doesn’t automatically permit an employer to access information stored on that device. The employee may have a ‘reasonable expectation of privacy’ over the contents of the PED. To reduce this risk, your policy should include an acknowledgment signed by the employee that the PED may be remotely monitored and allowing access to the PED’s memory.”

Travis Williams, senior counsel, The Frutkin Law Firm: “Employers should have policies in place to address the proper use of devices with company information. Policies may include password protection; use of company information; and proper removal of company information upon termination of employment.”

EMPLOYEE PROTECTION Legal experts offer advice to protect employees who use their own devices for work functions: John Balitis, director, Fennemore Craig: “An employee can reduce the risk of liability associated with his or her use of a personal device for work by adhering to employer policies that govern such devices, avoiding malware or viruses that can compromise an employer’s IT systems through access by the device, being vigilant about securing the device, and immediately reporting to the employer if the device is lost, damaged, or stolen.”

COMING NEXT ISSUE • Financial Planning Guide/ Management Consultants • Who’s Adding The Most Jobs?

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2/12/13 4:36 25 PM AB | July-August 2013Ω

hEALThCARE

◆ BY MICHAEL GOSSIE

fever pitCh A look at what the Affordable Care Act means for small businesses

S

mall-business owners who are anxiously waiting for regulators to finalize rules that will define the threeyear-old Affordable Care Act remain uneasy. Their anxiety is justified since they are waiting for rules that will be enacted next year and no one knows what growing pains lie ahead.

But they shouldn’t necessarily view the ACA as a bad thing for business.

“Beginning in 2014, purchasing insurance coverage should become simpler and more streamlined,” said Jon Pettibone, managing partner of Quarles & Brady in Phoenix. “When a small business purchases a new insurance policy, insurance rates will vary only due to the following limited factors: family size, age, geography, and tobacco use. Insurers will no longer be able to base insurance rates on pre-existing conditions, claims history, gender, size of employer, and/or occupation of employees.

In addition, insurers cannot deny a small business’s application for insurance if the business fails to meet the plan’s minimum participation or minimum contribution requirements as long as the small business applies for coverage between November 15 and December 15. Although coverage may not become cheaper, increases from yearto-year will be based on a significantly larger risk pool and so may become somewhat more predictable.”

26 AB | July-August 2013

What is expected?

According to Scott B. Carpenter, an attorney with Carpenter, Hazlewood, Delgado & Bolen, the ACA will require all business with 50 or more employees to provide affordable, minimum essential coverage or face a penalty of $2,000 per employee, excluding the first 30 employees.

“An employer with 60 employees, for example, that does not provide coverage, will pay a penalty of $60,000,” Carpenter said. “If a small business owner decides to pay the penalty, the amount of the penalty is not a deductible business expense.”

So what happens if an employer realizes that a $60,000 non-deductible penalty is still less than what she would pay in health insurance?

“That decision will force those employees into the individual market or ‘exchange,’ where there is no guarantee that the subsidies and premium tax credits will make the insurance affordable for that employee based on the wages they receive,” Carpenter said. “In other words, employees who do not receive coverage through their employer may seek employers who do provide coverage.

This is one of the biggest unknowns — the behavior of employees who do not receive coverage through their employer.”

Pettibone said a small business owner should analyze the “shared responsibility” payment it might owe if it makes no changes to its health insurance program.

“In some cases, a small business owner might discover that it could have a small

— or even zero — shared responsibility payment,” Pettibone said. “In that case, the business owner may decide to make little change to its health insurance program. In other cases, the small business owner might discover that it could have a very large shared responsibility payment and thus needs to develop a strategy to minimize the amount of the payment. Developing a plan now will help avoid an unwelcome surprise later.”

Carpenter also suggested that small business owners need to make sure that they are outsourcing non-critical functions — including payroll processing, IT support, etc. — to reduce headcount, if possible.

“From there, an attorney can be utilized to make sure that employee and independent contractor policies are ironclad and that possible business restructuring options are pursued,” Carpenter said. “ There is no question that today there is an incentive, until the Affordable Care Act and the various markets it will create — both good and bad — become more mature, to stay under 50 employees. Companies under 50 employees will have maximum flexibility.”

Misconceptions arise

While the potential impact of the ACA remains anything but clear for smallbusiness owners, there is one major misunderstanding that needs to be cleared up, even for companies with fewer than 50 employees.

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2012130

Scott B. Carpenter

Rich Boals

“The biggest misconception out there,” said Rich Boals, president and CEO of Blue Cross Blue Shield of Arizona (BCBSAZ), “is that health insurance is going to be free.

That’s not going to happen.”

The cost of health insurance has been a growing concern for small businesses, said Jeff Stelnik, senior vice president of strategy sales and marketing for BCBSAZ. Overall, about 71 percent of firms with 10 to 24 employees offered health insurance in 2011, compared with 77 percent in 2001, according to a 2011 Kaiser Family Foundation survey. Of firms with three to nine workers, 48 percent offered insurance in 2011, compared with 58 pecent in 2001.

“While the Affordable Care Act gives more people access to health insurance coverage, it doesn’t address the affordability issue,” Stelnik said. “In the coming year, small businesses will see higher premiums that are the result of the ACA provisions including essential health benefits, guaranteed issue, ratings and taxes/fees. These increased premiums are a weight that could have a significant impact on the bottom line of small businesses.”

Another misconception is that many small business owners don’t think there are many requirements if they stay under the 50 full-time employee or 50 fulltime employee equivalent threshold, but experts said that is not the case.

“Small employers still need to be educated on their compliance responsibilities,” said Shay Bierly, director of client services for MJ Insurance’s employee benefits department. “Those compliance responsibilities include maximum waiting periods, how to distribute medical loss ratio rebates, SBC (Summary of Benefits and Coverage) disclosure rules and reporting requirements, to name a few.”

Bierly said that all business owners — no matter the size of the business — need to educate themselves and prepare a strategic plan with a professional consultant or advisor so that they don’t fall prey to the many misonceptions that are floating around regarding the ACA. “The law is here and is not going 28 AB | July-August 2013

Shay Bierly

Jon Pettibone

away before the big implementation date of January 1, 2014,” Bierly said.

“Business owners need to understand the expectations, possible financial impact and prepare themselves and their employees.”

5

THiNGs To KNoW FoR small BUsiNesses

On average, small businesses pay about 18 percent more than large firms for the same health insurance policy because they lack the purchasing power that larger employers have. The Affordable Care Act provides tax credits and gives small businesses the ability to shop for insurance in the new health Insurance Marketplace, which should help close the cost gap.

1. If you have up to 25 employees, pay average annual wages below $50,000, and provide health insurance, you may qualify for a small business tax credit of up to 35 percent (up to 25 percent for nonprofits) to offset the cost of your insurance.

2. Under the health care law, employerbased plans that provide health insurance to retirees ages 55-64 can now get financial help through the Early Retiree Reinsurance Program. This program is designed to lower the cost of premiums for all employees and reduce employer health costs.

3. Starting in 2014, the small business tax credit goes up to 50 percent (up to 35 percent for nonprofits) for qualifying businesses.

4. In 2014, small businesses with generally fewer than 100 employees can shop in the health Insurance Marketplace, which gives you power similar to what large businesses have to get better choices and lower prices. Open enrollment begins on October 1, 2013.

5. Employers with fewer than 50 employees are exempt from new employer responsibility policies. They don’t have to pay an assessment if their employees get tax credits through an Exchange.

the bottom line

Bierly said the ACA provides an opportunity for employers to assist their employees in becoming educated consumers.

“With the possibility of moving to a consumer driven health plan, employees will have more skin in the game and, by

Jef Stelnik

necessity, find the need to understand the cost and quality of services they need,” she said. “It is all about working smart and staying in the know. Employers must be engaged in what the market demands from a recruiting and retention standpoint while creating a responsible, healthy workforce.”

To make sure they are ready for the arrival of the ACA, Stelnik said business owners should do these things: ✚ Understand if your business has a grandfathered health plan. ✚ Know how your business is classified under the ACA. For example, businesses with 51 or more full-time employees will have to pay a penalty if they do not offer employees health insurance. Small businesses with fewer than 25 full-time employees may be eligible for tax credits to assist with cost of insurance. ✚ Balance the decision to offer health insurance by weighing corporate finances, culture and the best interests of your employees. ✚ Begin looking into unique, new offerings specific to small businesses.

Companies like BCBSAZ is tailoring plans to meet the needs of small businesses.

“For some businesses, a number of employees may be eligible for subsidies through the ACA, lessening the employer’s responsibility to offer health insurance,” Stelnik said. “Employers might also see improved employee satisfaction and quality of life as a result of the increased access to healthcare.”

Ultimately, experts said the ACA may drive small businesses in Arizona to new levels of success and innovation.

“Currently, many people who would like to start businesses do not do so because they cannot obtain affordable insurance in the private market and must rely on employer-provided coverage,” Pettibone said. “If those budding entrepreneurs can obtain subsidized coverage on the individual insurance marketplace, they might be more likely to take career risks and start new businesses. It’s thus possible that the Affordable Care Act will enable more people to pursue entrepreneurial activity and create more small businesses.”

AB | July-August 2013立 29

“With any endeavor in life, to have success, you have to own it.”

Chuck Schwab Founder and Chairman, Charles Schwab & Co., Inc.

I’ve always thought the best part about this country is that we get to create our own futures. We have the opportunity to make a life, not just live one. I’ve been around long enough to recognize the successful people who are out there owning it.

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1-800 - 4SCHWAB | 300 Branches | schwab.com 30 AB | July-August 2013

©2013 Charles Schwab & Co., Inc. All rights reserved.

Member SIPC. (0613-4025) ADP74917

FIFTY MOST INFLUENTIAL

WOMEN IN ARIZONA

BUSINESS

ATTORNEYS DENVER L AS V EGAS N OGALES PHOENIX R ENO TUCSON

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FIFTY MOST INFLUENTIAL

WOMEN IN ARIZONA

BUSINESS

T

here are more women advancing into senior management roles globally than at any time since 2010.

According to research from the Grant Thornton International Business Report, 24 percent of senior management roles are now filled by women, up from 21 percent in 2012 and 20 percent in 2011.

Arizona is following suit. A growing number of women are trailblazers, groundbreakers, and leaders of men. Many of those innovators are among Az Business magazine’s 2013 list of the 50 Most Influential Women in Arizona Business.

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To select 50 of the best and brightest women to recognize, the editorial team from Az Business compiled a list of more than 500 women from every facet of Arizona’s business landscape. Once that list was compiled, we vetted the nominees and came up with a list of the 100 women we thought were most worthy of consideration.

We sent that list to 20 of their peers — female leaders from a variety of industries — and asked them to vote. If they wanted us to consider someone whose name was not on the list, they were invited to write in the names of women who they thought deserved to be members of this exclusive club. Women who were named to the 2012 list of

the 50 Most Influential Women in Arizona Business were not eligible for consideration.

When the votes were tallied, the final list featured women who hail from all walks of life and conduct business in industries of every trade.

While their resumes and industries may differ, they have all procured influence in their respective fields through hard-earned track records of profitability, innovation, business ethics, and leadership.

Az Business magazine is proud to congratulate the 50 women who earned the right to call themselves one of the Most Influential Women in Arizona Business. They are changing the face of Arizona business.

Karen M. Abraham

Mara Aspinal

Abraham oversees eight departments including finance, taxes, facilities and risk. With 30 years worth of experience at BCBSAZ, she works directly with the CEO on the development of long-range plans and policies.

Aspinal, who holds an MBA from Harvard, joined Ventana as president and CEO in 2011. She founded the European Personalized Medicine Association and advised the Obama and Bush administrations on diagnostics and genomics.

Surprising fact: “My mother was a bookkeeper and at an early age recognized that I liked math.

By the 8th grade, I actually knew what a CPA was and I wanted to make it my job.”

Surprising fact: “I will attend any live sporting event – from baseball to rodeo – any chance I get.”

Senior vice president and CFO Blue Cross Blue Shield of Arizona

Biggest challenge: “I’ve worked through difficult economic times, operating losses and much government regulation. I have wonderful relationships with many talented colleagues who have helped me through challenging times.”

President and CEO Ventana Medical Systems

Biggest challenge: “My approach to my first leadership role in manufacturing was that I asked lots of questions, studied our business vs. competitors and put a strong team in place. In three years, we turned the business around and had the industry’s best profit margins. The lesson for me is not to be afraid of new challenges, take the time to learn and then trust the data alongside your gut.”

Jan Brewer Governor State of Arizona

Brewer became Arizona’s 22nd governor in 2009, inheriting the worst budget deficit in the country. Through her support of free-market principles, competitive taxes, lean regulations and a ready workforce, she has transformed Arizona into one of the most business-friendly states in the nation.

Surprising fact: “I’m a gardener at heart. You need the right seeds, plus water and sunshine. And you have to run off the rabbits. Sounds a little like the Legislature, right?”

Biggest challenge: “Balancing my family and home life with a career in public service. While this issue can never be truly ‘overcome,’ it’s one I manage day-by-day, guided by my love of family and the people I serve.”

Diane Brossart President and CEO Arizona Forward

Brossart joined the nonprofit civic group — which aims to move Arizona forward environmentally, economically and socially — as a member 30 years ago. She was appointed to her leadership role in 1991, when Valley Forward focused exclusively on Maricopa County. Rebranded as Arizona Forward is 2012, its expanded statewide sustainability agenda includes: land use, transportation, air quality, energy, water and environmental education.

Surprising fact: “I believe my mother who passed away nearly 10 years ago lives as a rabbit in my backyard.”

Biggest challenge: “Taking Valley Forward statewide after 43 years as the Valley’s voice for balance. I’m bringing the best and brightest talent around Arizona together to help make the Grand Canyon State the greatest place in America to live.”

Theresa E. Chacopulos

Senior vice president and senior financial advisor Wells Fargo Advisors Chacopulos was ranked among Barron’s Top 1,000 Financial Advisors for 2013 and was ranked No. 1 in the state of Arizona.

Chacopulos serves high net worth clients, offering a customized approach to portfolio management. A 29-year financial services veteran, she holds the Certified Financial Planner and Certified Investment Management Analyst designations. She is insurance licensed in Arizona and has Series 7 and 66 registrations.

Surprising fact: “I started my career as a drive-in teller with First Interstate Bank.”

Biggest challenge: “In 1999, I transitioned my business, reducing my client base to a manageable number, allowing me to provide better service.”

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INFLUENTIAL WOMEN Diane Costantino

Managing partner PricewaterhouseCoopers Costantino has been managing partner of PricewaterhouseCoopers since June 2004. She helps her clients with acquisition structuring, global expansion and other complex tax matters. She also gives back to the community through her involvement in Boys and Girls Clubs and United Way. She also received the Spirit of Philanthropy Award for her work with the Arizona’s Children Association. She is a Graduate of the University of Arizona.

Surprising fact: “I love being outdoors, am an avid hiker and have hiked the Grand Canyon numerous times.”

Biggest challenge: “To succeed as the managing partner required seeking advice from accomplished leaders, prioritizing what I wanted to achieve, collaborating with my partners and developing a winning strategy.”

Debbie Cotton

Interim director Phoenix Convention Center Cotton oversees daily operations of the Phoenix Convention Center, Executive Conference Center, Orpheum Theatre, Symphony Hall and five parking garages. She manages a staff of 240 employees, a budget of $47.5 million, and is the city’s chief representative to the state’s tourism and hospitality industry.

Surprising fact: “I have a bachelor’s degree in speech and hearing science from Western Illinois University and began my career working for Xerox Corporation.”

Biggest challenge: “Stepping up to manage the Phoenix Convention Center in the midst of a global economic crisis that greatly impacted the hospitality industry. Not only did I have to deal with the effects of the economic crisis, but I had to quickly learn about an industry that was new to me.”

Tamika Curry Smith Founder and president The TCS Group, Inc

Curry Smith leads The TCS Group, Inc., a human resources and diversity and inclusion consulting firm. She helps clients resolve human resources and diversity-related issues that impact business and organizational performance. Before founding The TCS Group, Curry Smith was the director of diversity for both Target Corporation and Deloitte Consulting.

Surprising fact: “I’m a huge football fan. I love to watch college and NFL games and I’m usually the only woman in my Fantasy Football league.”

Biggest challenge: “People assuming I’m inexperienced due to my petite size and young-looking appearance. I overcome those perceptions by being confident, establishing credibility, then showing the value I bring.”

Michelle De Blasi Shareholder Greenberg Traurig

De Blasi focuses her practice on environmental law, with an emphasis on natural resources matters.

She advises clients on energy and environmental matters, including traditional and renewable energy project development, environmental permitting and compliance, and greenhouse gas emissions. She is also co-chair of the Arizona Energy Consortium.

Surprising fact: “I grew up on a working farm in rural Colorado, but I started my career near the ocean working for the National Oceanic and Atmospheric Administration.”

Biggest challenge: “Finding a good work-life balance as a working mom.

There are sometimes challenges, but many rewards, and I’m proud my kids know both are options for them.”

Sara R. Dial

Chief development officer Discovery Triangle Development Corporation Dial is president and CEO of Sara Dial & Associates, a consulting firm specializing in site selection, government relations, and economic and community development. She also helps lead the Discovery Triangle, a nonprofit services company that hopes to form a coordinated, regional force for urban redevelopment.

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Surprising fact: “I was a nationally-ranked competitive swimmer as a child. It taught me the skills to be successful in business and life: self-discipline, focus, drive and teamwork.”

Biggest challenge: “In 2008, Mayor Phil Gordon challenged me to create a big idea around urban revitalization. After months of research and outreach, the Discovery Triangle, a new approach to regional urbanism, was born. Today, the Discovery Triangle region is thriving.”

Celebr ating 50

Women

Who are Tr ansforming Our Community

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92251-13

Your leadership and influence tremendously impacts our daily lives. Thatâ&#x20AC;&#x2122;s why Blue Cross Blue Shield of Arizona is proud to recognize the 50 Most Influential Women in Arizona, including our own Karen Abraham, CFO. Your commitment, passion, and determination inspire us all.

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INFLUENTIAL WOMEN Judith Dworkin Managing partner Sacks Tierney

Dworkin’s practice is devoted primarily to Indian law and water resources law issues. She also teaches courses in water law and natural resources Law at the ASU College of Law and advises its Indian Law Program. She lectures regularly and publishes on topics relating to economic development on Indian reservations.

Surprising fact: “After earning a Ph.D. and pursuing a career as an academic at universities in Canada and the United States, I left academia, with a newborn son in tow, to enter law school.”

Biggest challenge: “Whether managing or negotiating, I try to understand the people sitting at the table, so I can find a solution that works for all.

It’s a continuing challenge.”

Diane Enos

President Salt River Pima-Maricopa Indian Community

Christine Espinoza Founder and CEO Platform Scottsdale

Espinoza has been selling residential real estate since 1997 and currently works with HomeSmart Elite Group. In 2012, she started a women’s group called Platform Scottsdale. This group welcomes everyone from the stay-at-home mom to the business owner and serves to connect, promote and inspire local women.

Enos is the second woman elected as president of the SRPMIC. She is dedicated to promoting education for the SRPMIC people and creating new opportunities that allow the traditional O’odham (Pima) and Piipaash (Maricopa) lifestyle to flourish within the community.

Enos is the first member of the SRPMIC to become an attorney and is chair of the executive board for the Inter-Tribal Council of Arizona.

Surprising fact: “I am a painter at heart. My undergrad degree is in fine arts and I had started on a career in painting and sculpture before getting the political bug.

Biggest challenge: “Time management and learning how to accomplish as much as I can without being scattered.”

Surprising fact: “My family and I were on ‘Family Feud’ in 2010.”

Biggest challenge: “Going through a divorce. Coming from a family where my parents have been married over 40 years, I was not prepared for this overwhelming life change ... To surround myself with supportive, wonderful women, I founded Platform Scottsdale ... I discovered that I can accomplish much more with the support of these women, and create lifelong friendships that I will forever cherish.”

Nicole France Stanton Partner Quarles & Brady

The primary focus of France Stanton’s practice is defending professionals such as lawyers, accountants, insurance brokers and others in malpractice actions, earning a spot in The Best Lawyers in America in 2011 and 2013. In 2012, she created the award-winning Stop Bullying AZ to bring awareness of the issue of bullying.

Surprising fact: “I have three tiaras from pageants I was in during high school. I am a firm believer that every women should have at least one tiara.”

Biggest challenge: “Trying to balance the competing interests in my life ... I have overcome this by knowing what my highest priority is — my kids ... I’ve become much more organized and intensely selective in what I choose to participate in both professionally and personally.”

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Kathleen Goeppinger President and CEO Midwestern University

Under Goeppinger’s leadership, Midwestern’s Glendale campus has become the state’s largest and most comprehensive university for health professionals, as well as a significant economic engine in the West Valley, as evidenced by WESTMARC, which awarded the university its economic engine award in 2012 for its outstanding contribution to the West Valley’s economy.

Surprising fact: “I commute between the two Midwestern University campuses in Arizona and Illinois every week and have been doing this for the past 18 years.”

Biggest challenge: “Building a strong leadership team that shares in the values and mission of the organization. Together, we have grown and developed our strong academic institution.”

The Tribal Leaders of the Arizona Indian Gaming Association congratulate Valerie Spicer, Executive Director AIGA, for being recognized as one of the Fifty Most Influential Women in Arizona Business.

We salute Valerie’s leadership, innovation and accomplishments on behalf of Tribal gaming in Arizona. Tribal gaming directly benefits all Indian people who live on tribal lands, creates thousands of jobs for Arizonans and generates shared revenue that supports statewide needs like education and trauma and emergency care.

A R I Z O N A I N D I A N G A M I N G A S S O C I AT I O N A D V O C AT E S • E D U C AT E S • P A R T N E R S • P R O M O T E S

2214 N. Central Avenue Suite 250, Phoenix, Arizona 85004 | 602.307.1570 | azindiangaming.org AB | July-August 2013 37

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INFLUENTIAL WOMEN Beth Harmon-Vaughan Managing principal Gensler

With more than 30 year’s experience, Harmon-Vaughan leads design teams in innovation and service for Gensler in Phoenix. Her body of work, encompassing almost every type of commercial and institutional project, is continually recognized for design excellence.

As managing principal, Harmon-Vaughan oversees project design development, management and overall strategy. She serves as the client’s advocate, challenging the team to explore all options to ensure solutions are thoroughly developed. Harmon-Vaughan has been recognized and honored by her peers with fellowship status in the IIDA. Surprising fact: “I’m half Canadian.”

Biggest challenge: “The recent recession, which we have overcome by having positioned for a better market while building our local design portfolio.”

Kathy Hancock

Lynne Herndon

Executive director Fennemore Craig

Phoenix city president BBVA Compass Bank

Hancock manages Fennemore’s administration across its offices in Arizona, Colorado and Nevada. Her experience includes complex government relations and issues management projects for business and industry, including mines, energy companies, development companies and manufacturers.

Herndon, who has worked in the banking industry for roughly 25 years, oversees the business lending activities in Phoenix for commercial lending and commercial real estate lending, including treasury management and deposits. Total loans outstanding under management are $950 million. Herndon also serves as the 2012-2013 chairman of the board of directors for the Arizona Bankers Association (AzBA).

She earned her bachelor’s degree and MBA from the University of Alabama.

Surprising fact: “I asked my husband and he said, ‘You’re a pretty straight shooter. I don’t think much would surprise people.’”

Biggest challenge: “The multi-year process that started about 10 years ago involving a diagnosis of lymphoma for my husband, who went through chemotherapy, relapsed and then underwent a successful bone marrow transplant. He has done well in the 7 years since ... Ultimately, we hung in there together, took baby steps when anything more was too much to contemplate and kept on marching.”

Surprising fact: “I love rock ’n’ roll music and I go to about 20 concerts a year.”

Biggest challenge: “Keeping the sales team motivated during the 2008 downturn was challenging. Frequent communication as well as positive feedback for good work was critical.”

Sheryl Hildebrand Partner Deloitte

Hildebrand is Deloitte’s Phoenix leader for its Enterprise Risk Advisory Services practice. She previously held similar roles in Silicon Valley and Seattle. Hildebrand leads a team of 40 professionals providing internal audit, IT auditing, enterprise risk management and finance process improvement services.

Surprising fact: “On sunny weekends, you can find me on the back seat of a Harley — in desert mountain ranges near Phoenix or forested highways of Washington state, traveling with the wind in my hair.”

Biggest challenge: “Being asked to uproot and move my family and my practice two times to take on business growth and leadership responsibilities in new locations. Network, network, network.”

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Amy Hillman

Surprising fact: “One of my earliest executiveeducation experiences was helping give tools to Czech professors to train managers in their country after the Berlin Wall came down.”

Hillman, a world-renowned management expert, popular teacher and noted researcher, took over as dean of the W. P. Carey Schoolon March 1. Hillman is the first-ever female dean of the school, which has undergraduate, full-time MBA, part-time MBA and online MBA programs all ranked Top 30 in the country

by U.S. News & World Report.

Biggest challenge: “Managing dual careers, since my husband is also an academic. We commuted long distance and traded off ideal positions. We both couldn’t be happier at ASU.”

Dean W. P. Carey School of Business at Arizona State University

Congratulations Christine Espinoza!

Realtor for 16 years ABR, CNE, CRS, GRI, CHMS, CSSN, SFR, CSSPE

www.ChristineEspinoza.com

CEO/Founder of Platform Scottsdale www.PlatformScottsdale.com

Congratulations Christine

From Mom and Dad, We are so proud of you

Charlie Stidham

Associate Broker

Selling Luxury Homes for over 30 years

KW A GLOBEL COMPANY AB | July-August 2013 39

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INFLUENTIAL WOMEN Jodi Jerich

Executive director Arizona Corporation Commission As executive director of the Arizona Corporation Commission, Jerich oversees a state agency that has 300 employees and a $27 million budget. She came to the commission after serving about three years as director of the Arizona Residential Utility Consumer Office, a state agency that advocates for consumers on electric, gas, phone, water and telecommunication issues. The commission is responsible for granting or denying utility rate adjustments, enforcing transportation safety and public service requirement.

Jerich is an attorney and a member of Phi Beta Kappa.

Surprising fact: “I have never eaten a peanut butter and jelly sandwich.”

Biggest challenge: “My parents gave me good advice: “Don’t ignore a challenge; instead, set a course to conquer it.”

Wendy Jameson Co-founder and CEO Colnatec

Jeri Jones

CEO UnitedHealthcare

Jameson, who earned a 2011 White House “Champion of Change” award, has developed and launched multiple technology companies as both a consultant and founder. This includes a multinational consulting organization, her self-owned company, Potentiate, and Colnatec. Colnatec is the only company in the world designing and developing state of the art manufacturing process control sensors for thin film measurement of high temperature processes.

Jones has been with UnitedHealthcare for more than a decade and currently oversees employer and individual markets for Arizona, Utah and Idaho. Prior to taking this role, Jones was chief of staff for the West Region of UnitedHealthcare, responsible for strategy and execution of the regional vision and business plan. Jones holds a B.S. degree in accounting from Northern Arizona University and is a C.P.A.

Surprising fact: “I’m an introvert. I’m loud and seemingly outgoing, but I’m far more comfortable with a good book.”

Surprising fact: “I co-owned a hot-air balloon.”

Biggest challenge: “Public speaking. It hasn’t been easy, but as the CEO of a major healthcare company, I had to get use to speaking in front of groups, on TV and about myself, which I wasn’t very comfortable doing.”

Biggest challenge: “Allowing myself to take some credit for Colnatec’s wins. I’m not as good at recognizing my own contributions as I am in recognizing others’ contributions.”

Sharon Lechter Founder and CEO Pay Your Family First

Lechter, winner of National Bank of Arizona’s fourth annual Women’s Financial Group (WFG) Woman of the Year Award. is a local businesswoman, investor and financial literary activist whose philanthropic work has helped establish, educate and train professional women in the Valley. She also is the co-author of “Rich Dad Poor Dad,” a financial selfhelp book that has sold more than 26 million copies worldwide.

Michelle Lind

CEO Arizona Association of Realtors Lind oversees the strategic direction and day-to-day operations of the largest trade association in Arizona. Prior to becoming CEO, Lind served as the primary legal advisor to the association and was integral in the development of AAR’s contract forms. Lind began her legal career at Jennings, Strouss & Salmon and later joined two other

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Surprising fact: “I am as comfortable and happy driving an ATV through the Tonto National Forest on our ranch as I am sitting in a corporate board room negotiating a multi-million dollar deal.” lawyers and became a partner in Combs, Mack & Lind, a law firm focusing on real estate litigation and transactions.

Surprising fact:“Prior to attending law school, I was a registered nurse working in obstetrics and out-patient surgery.”

Biggest challenge: “My biggest challenge has been balancing my professional life and personal life. I try to overcome the challenge by setting priorities both at home and at the office.”

Biggest challenge: “Creating legislative change to require financial education be taught in high schools ... and the battle goes on.”

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INFLUENTIAL WOMEN

Jennifer Linder, M.D.

Lori Linder

Linder, a board-certified dermatologist and a fellowship-trained Mohs micrographic skin surgeon, guides all product development and clinical trials for PCA Skin, ThinkGlobal’s 2013 Exporter of the Year in the Health & Beauty category. She is one of the foremost U.S. experts in the use of the cosmetic filler, Sculptra, and is also on medical advisory boards for Botox and Juvéderm.

In May, Linder brought more than 33 years of experience to MomDoc, a women’s health organization with six practices and 15 offices in Arizona. Before MomDoc, Linder served in both CFO and CEO roles for Banner Health.

Chief scientific officer PCA Skin

Surprising fact: “While I majored in engineering in college, I pursued my love of art through painting classes. Through medical school and into my life today, I still paint.”

Biggest challenge: “My husband and I spent five years living in separate cities – before and after marriage. Being apart was difficult, but we traveled to visit each other frequently.”

COO MomDoc

Surprising fact: I am not the typical stereotype of an accountant. I am known for being approachable with excellent communication and listening skills that have enabled me to effectively collaborate, negotiate and maintain positive relationships.”

Biggest challenge: “Opening a new hospital in Northern Pinal County and taking on many assignments that went above and beyond financial experience. I overcame the challenge by just jumping in with both feet and learned as I did the assignment. I asked a lot of questions and utilized my resources.”

Robin Milne

Executive director Phoenix Suns Charities Milne said her job is “a dream” because she can combine her passion for sports and philanthropy.

Milne works with the organization’s board of directors to raise and grant more than $1 million annually to programs in the areas of education, health, human services, the arts, rehabilitation, sports and recreation.

Surprising fact: “In college, I was a ‘lock’ on the scrum of a women’s rugby club. We were the Phoenix ‘Squash Blossoms‘ — our name said it all.”

Biggest challenge: “The organization took on a first-time initiative to ‘adopt’ Central High, in an effort to significantly increase graduation rates. We brought in ASU Teacher’s College’s iTeach AZ graduating teachers to mentor Central High teachers and its students to deliver that individual attention needed.”

Zandra O’Keefe, CPA Managing director CBIZ

With more than 20 years of experience providing accounting, tax planning and compliance services, O’Keefe has developed a specialty and expertise in providing services to professional service practices such as medical practices, architectural and law firms.

She is active in the community and serves as the Past President and an Executive Board Member of Southwest Human Development.

Surprising fact: “I used to re-break horses so that they could be ridden safely again.”

Sheryl Palmer

President and CEO Taylor Morrison Homes Palmer became president and CEO in August 2007 after serving as executive vice president for the western region of Morrison Homes. She brings more than 20 years of experience to her position, including leadership in land acquisition, sales and marketing, development and operations management. In April, Palmer helped her Scottsdale-based company raise $526 million through its initial public offering of 28.6 million shares.

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Surprising fact: “I started my career at McDonald’s and the high point was being the ‘Hamburglar’ and popping out of Ray Kroc’s birthday cake at the (San Diego) Padres’ stadium.”

Biggest challenge: “Overcoming what was potentially a life-threatening health issue and maintaining perspective on what’s important.”

Biggest challenge: “I tend to be an impatient perfectionist, so I’ve had to learn to relax, let go and teach and empower others so they can rise and become successful as part of our high-performing Phoenix office team.”

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INFLUENTIAL WOMEN Michelle J. Perkins Managing partner Owens & Perkins, P.C.

In 1996, Perkins formed Owens & Perkins with her grandfather, C.D. Owens. Perkins practices in the areas of family law, including divorce, legal separation, paternity, child support, custody and relocation matters; business and corporate formation, including Limited Liablity Companies, lease negotiations, business counseling in a tough economy and dissolution of a business entity. She received the 2013 Martindale-Hubbell Client Distinction Award, which recognizes lawyers for their quality of service, overall value, responsiveness and communication ability.

Surprising fact: “The only thing I can cook is lasagna.

Thankfully, my boyfriend can cook or I would starve.”

Jay Parry

President and CEO Arizona Super Bowl Host Committee Parry oversees all aspects of planning and executing the 2015 Super Bowl, working closely with the NFL and numerous constituents in Arizona. The Super Bowl Host Committee is responsible for achieving a $25 million fundraising goal and then executing Arizona’s plan to maximize the impact of hosting the Super Bowl.

Biggest challenge: “Handling a full case load with multi-state, high conflict complex litigation and managing the law firm. My solution: excellent support staff.”

Surprising fact: “I come from a family of birds, meaning, my two sisters’ names are Robin and Piper. I was surrounded by strong women ‘in the nest’ from an early age.”

Biggest challenge: “Succeeding in male-dominated industries and professional sports has its challenges. I wear higher heels and what that really means is be yourself and true to your leadership philosophies no matter what the circumstances are.”

Judy Rich

President and CEO TCM Healthcare Rich has held roles in healthcare that range from staff nurse to CEO. Rich joined TMC HealthCare nearly 10 years ago and was COO for Tucson Medical Center until 2006 before she was named president and CEO of the 650-bed nonprofit hospital in 2007.

Surprising fact: “I often come to TMC on the weekends when my daughter is volunteering with Therapeutic Ranch for Animals and Kids, introducing the ranch’s rabbits, chicks and other small animals to TMC’s pediatric patients.”

Biggest challenge: “As CEO, it’s important to zoom in to understand the seemingly minute details of operations, as well as zoom out to see the organization from the 10,000-foot level. Balancing between the two is challenging and takes discipline.”

Surprising fact: “Despite being elected for over a decade, I am actually a very private person. And, I used to be terrified of public speaking and publicity.”

CEO Banner Baywood Medical Center.and Banner Heart Hospital

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Chair of the Economic Development and Jobs Creation Committee Arizona State Senate Reagan was first elected to the House of Representatives in 2002, where she served for six years and was chair of the House Commerce Committee, the youngest female to hold the position.

She is currently completing her second term in the Arizona Senate, where she is chair of the Economic Development and Jobs Creation Committee.

Laura Robertson

Robertson began her nursing career at Banner Health in 1988 at Banner Good Samaritan Medical Center. A cardiac nurse with nearly 20 years experience, she has served in a variety of staff and management positions, including Cardiovascular Intensive Care Unit director. In 2010, she was named CEO of Banner Baywood and in 2012, she was named CEO of Banner Heart Hospital, which is on the same campus of Banner Baywood.

Sen. Michele Reagan

Surprising fact: “Exercise is my stress reliever and it provides me balance. I run six miles a day every morning.”

Biggest challenge: “Balancing a family and a career. I stay focused and make each a priority.”

Biggest challenge: “I used to want to please everyone, and in a political environment that is impossible. My new motto is. ‘If everyone is happy with you, you aren’t being very effective.’”

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INFLUENTIAL WOMEN

Kristen Rosati

Jordan Rose

Rosati is a national thought-leader in electronic health information, emerging health technologies and clinical research. Rosati counsels clients on HIPAA compliance, electronic health records implementation, health information exchange, data sharing for research and clinical integration initiatives, and clinical research compliance and clinical trials contracting. She is president-elect of the American Health Lawyers Association, the nation’s largest educational organization devoted to legal issues in the health care field.

In 2000, Rose founded Rose Law Group, a fullservice law firm that that is known for its work in real estate, litigation, family, tax, estate planning, intellectual property and environmental issues. Rose Law Group is currently the largest law firm owned by a woman in the Southwestern United States.

Shareholder Polsinselli

Surprising fact: “I was enrolled in the University of Michigan Medical School. I decided to pursue law instead, because I was very interested in health policy.”

Biggest challenge: “I chose a field of law that is constantly evolving. To keep up with the pace of change, I do a lot of writing and speaking across the country on electronic health information and research.”

Owner Rose Law Group

Surprising fact: “I love listening to sports radio.”

Biggest challenge: “The recession hit and instead of prolonged pouting, I decided to use it as an opportunity for expansion and practice area diversification. We ended up growing during the downturn, expanding litigation and tax; and adding estate planning, criminal, intellectual property and family law practices.”

Adrienne Scheck, Ph.D Principal investigator Barrow Neurological Institute

In 2012, Scheck and her research team effectively treated malignant gliomas, an aggressive and deadly brain tumor, using a combination of metabolic alteration (through diet) and radiation therapy. This research is moving into clinical trials and has the potential to help treat other cancers.

Surprising fact: “As a postdoc, I bought a 28-foot sailboat. In 1986, we sailed from Chesapeake Bay to Long Island Sound and I became the first female member of Neptune Boat Club, which was established in 1963.”

Biggest challenge: “Being taken seriously as an independent scientist. I overcame it by starting innovative research projects and collaborations with colleagues. My hard work and results got noticed.”

Lori Singleton

Manager of Sustainability Initiatives and Technologies SRP Singleton has been with SRP for 35 years and is responsible for developing and implementing solar and sustainability programs, and wireline and wireless telecom solutions for customers. Under her direction, SRP has provided incentives to more than 12,000 customers who have installed solar energy systems on their homes and businesses. She is also an active volunteer and effective advocate on the boards of Audubon of Arizona and the National Solar Energy Power Association.

Surprising fact: “I love to country dance.”

Biggest challenge: “Finding the right balance between work and family, particularly as a single mom. That said, my daughter is 25, finishing college and fondly remembers hanging out in mom’s office while she worked or tagging along for volunteer events.”

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Valerie Spicer

Executive director Arizona Indian Gaming Association Spicer brings 26 years of gaming experience to AIGA, which represents 19 Tribes. Most recently she was CEO of Gaming Strategies Group, where she promoted business development with tribal enterprises, governments and consulted tribal and individuallyowned businesses. Spicer has been named as a Great Woman of Gaming, a Proven Leader by Casino Enterprise Management magazine, and as one of the “Top 25 People To Watch” by Global Gaming Magazine.

Surprising fact: “I spent three years as an 18-wheel truck driver, cross-country hauling computers and fine art, including a Diego Rivera painting.”

Biggest challenge: “As single mom, my biggest challenge was balancing a strong commitment to my family and my career, which requires working twice as hard at both.”

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INFLUENTIAL WOMEN Brenda Thomson

Executive director Arizona Humanities Council Thomson, who joined the Arizona Humanities Council in 2010, has a background in executive management, fundraising, human resources, public speaking, community relations, and strategic planning. The Yale Law School graduate was director of The Center for Law Leadership and Management at the Sandra Day O’Connor College of Law at ASU and was executive director of the Maricopa County Bar Association.

Surprising fact: “When I went to college I dreamed of being a composer and songwriter. To this day I play the piano, write poems and songs, and most recently have written several children’s stories.”

Biggest challenge:“Achieving my goals in a world where African-American women attorneys and leaders are not often at the helm with decision-makers, and are frequently underestimated despite decades of accomplishments.”

Patricia Tate

Sandra Watson

Vice president and CFO Talking Stick Resort and Casino Arizona

President and CEO Arizona Commerce Authority

Tate joined Casino Arizona in 2004 as its finance controller, responsible for financial statement presentation and treasury administration. Her current role as the CFO and vice president includes all her previous responsibilities, along with management of the cage, count, finance, purchasing, compliance, and information technology departments within the enterprise, which includes Casino Arizona and its sister property, Talking Stick Resort.

Watson has more than 20 years of economic development leadership and experience. She and her teams have attracted hundreds of companies to Arizona that have invested billions of dollars in capital and created more than 65,000 quality jobs.

Surprising fact: “My career in economic development began in Canada. When my family and I moved to Arizona, I continued economic development work with the City of Chandler and then the state of Arizona.”

Surprising fact: “I live in Laveen, three miles from the house I grew up in and where my parents still live today.”

Biggest challenge: “Economic development during the recession was extremely challenging. Working with Gov. Brewer and our elected leadership to create the Arizona Commerce Authority and lay the foundation for a more sustainable economy has been incredibly rewarding and is already paying dividends through quality job creation for Arizonans.”

Biggest challenge: “Over the course of my career, I’ve worked in several male-dominated industries, and the biggest challenge has been being judged before my ideas were heard.”

Ann Weaver Hart President University of Arizona

Hart, the 21st president of the University of Arizona, came to Tucson from Temple University, where she served as president from July 2006 until she assumed the presidency of the UA in July 2012.

Her research focuses on leadership succession and development, work redesign and organizational behavior in educational organizations, and academic freedom.

Surprising fact: “I knit complex, multicolored sweaters, blankets, Christmas stockings, etc. It takes up all the space in your brain when you have to concentrate, so you can’t worry about problems while you do it.”

Biggest challenge: “Creating space for an active personal and professional life as a woman, scholar and university administrator with four children and eight grandchildren. It remains a challenge in life.”

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Vickie Wessel Owner Spirit Electronics

Wessel founded Spirit in 1979 and her innovative leadership has helped Spirit receive Raytheon’s coveted 3-Star Supplier Excellence Award for four consecutive years of, Boeing’s Performance Excellence Award, Distributor of the Year by Arizona’s Minority Business Development Agency, Distributor of the Year by the Grand Canyon Minority Supplier Development Council,

and Region IX Subcontractor of the Year by the Small Business Administration.

Surprising fact: “I am an avid road bicyclist. I love to bicycle anywhere from 15-50 miles in a day.”

Biggest challenge: “Balancing work and my personal life as a single mother. Being involved in my children’s lives has been my No. 1 priority ... Sometimes I was extremely tired from days with no down time, but I attended every function I could attend. I am happy that I did.”

Since our opening in 2010, Talking Stick Resort has become one of the most distinct resort destinations in the Southwest. We proudly invite you to experience for yourself what others are saying about Talking Stick Resort.

• • •

Award of Excellence (Talking Stick Resort) by Travelocity Best Casino (Talking Stick Resort) by Phoenix Magazine Best Restaurant View at Dusk (Orange Sky) by AZCentral

1 0 1 & i n d i a n b e n d | 4 8 0 . 8 5 0 .7 7 7 7 t a l k i n g s t i c k r e s o r t. c o m Locally owned and caringly operated by the Salt River Pima-Maricopa Indian Community.

6819-9_TSR_PIS_natv_AzBsnsMag.indd 1

6/6/13 3:43 PM

JOB #: 6819-9_TSR_PIS_natv_AzBsnsMag · Client: Talking Stick Resort · Agency: RIESTER Trim: 3.5" x 4.75" · Color: 4-color · Pub: Arizona Business Magazine Insertion Date: 07/01/13 · Contact: Bill Robbins · brobbins@riester.com

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INFLUENTIAL WOMEN Rebecca White Berch

Chief justice Arizona Supreme Court Chief Justice White Berch was appointed to the Arizona Supreme Court in 2002 and has been chief justice since 2009.

Before her Supreme Court appointment, she was a Court of Appeals judge (1998-2002); Arizona’s solicitor general (1991-1994); a member of the ASU College of Law faculty (1986-1995); and was in private practice (1979-1986).

Surprising fact: “I officiated at a wedding for 100 couples on the steps of the Supreme Court on February 14, 2012, the centennial of Arizona’s statehood — and Valentine’s Day.”

President and CEO St. Joseph’s Hospital

Biggest challenge: “Each new job has posed challenges that seemed, at that time, to have been the biggest I’d faced ...

Patience, humor, hard work, good advisors and good friends are the keys to meeting such challenges.”

White has been with Dignity Health Arizona for 30 years. During that time, she has had progressive management positions throughout the organization, including her most current role as president and CEO.

Donna Witherwax, CPA

Patty White

Partner Grant Thornton

Surprising fact: “I grew up 9 miles outside of a rural town in Missouri, a farmer’s daughter. We depended on the land for everything. I was even born at home before it was popular.”

With more than two decades of experience, most recently as a partner at KPMG in Phoenix, Witherwax, CPA, joined Grant Thornton in 2012 as a tax partner and the overall tax practice leader for the firm.

She is responsible for implementing the strategic direction of the practice, strengthening existing client relationships, identifying new opportunities and managing day-to-day oversight of the growing Phoenix office.

Biggest challenge: “Work/life balance is really difficult in a fast-paced environment. I love to exercise, so I made a commitment to take the time to make that happen. Every morning, I get up at 4:30 to fit exercise into my schedule. I have been running with the same group of friends for 20 years.”

Surprising fact: “I was on the Villa Montessori board for over 15 years. I acquired land for them until we could put a bond financing in place for them.”

Biggest challenge: “Balancing work and children. I got up early, came home for dinner and then went back to the office after I put them to bed.”

Dr. Judith Wolf

Chief of surgery Banner MD Anderson Cancer Center Wolf provides leadership and medical guidance for the surgery program at the cancer center. She has held numerous academic and administrative appointments at MD Anderson over the last eight years, and has served as the principal investigator for a multitude of research grants and protocols related to gynecologic cancers.

Surprising fact: “Until my late 20s, I was not athletic. Now, I run or exercise every day, have run 15 marathons and started a 5K race to raise money for ovarian cancer research.”

Beth Jo Zeitzer

Founder and president R.O.I. Properties

Biggest challenge: “Providing the best comprehensive care for people with cancer drives me to make sure we build the best cancer center in the Southwest and makes it exciting to come to work every day.”

Surprising fact: “I was a ‘survivor’ before the show. Through my high school Challenge Club, I survived a two-day desert survival trip: no food, water or shelter and only a compass in hand.”

Zeitzer, an attorney by training, has more than 20 years of experience in the legal and real estate industries. She has a strong background in the turnaround, repositioning and disposition of real estate assets, from single family residential to income producing properties of all types, including multi-family, retail, office and industrial properties.

Biggest challenge: “Succeeding as a woman in the male-dominant commercial brokerage world. With keen perseverance, I have closed 114 commercial listings/sales over the last three years alone.”

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True Leadership Leading a firm and representing women everywhere in business We are proud to acknowledge Diane Costantino as one of the Fifty Most Influential Women in Arizona. Congratulations. www.pwc.com

© 2013 PricewaterhouseCoopers LLP, a Delaware limited liability partnership. All rights reserved.

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5

INFLUENTIAL WOMEN

UNdER 35

Jessica Dresang Project manager

Dresang was named the Outstanding Young Engineer, which acknowledges engineers who are 35 or younger, during National Engineers Week in Phoenix in 2012. Dresang focuses on water/wastewater treatment challenges, business development, career mentoring, and serves in nonprofit leadership and community outreach.

Surprising fact: “I am an avid left-handed golfer. People notice it immediately and think that it forces me to play or see the course differently, but I see it being just on the other side of the ball.”

Biggest challenge: “To execute the design of a greenfield brine reduction facility in a five-month period for one of Carollo’s key industrial clients.

Properly motivating and trusting our team while instituting work/life balance were all critical.”

Janet LaBar

Chief performance officer Greater Phoenix Economic Council LaBar oversees all of GPEC’s day-to-day operations and monitors the organization’s performance and execution relative to its strategic initiatives and annual goals. LaBar was instrumental in shaping the communications strategy that led to the successful passage of Senate Bill 1403, now known as the Arizona Renewable Energy Tax Incentive Program.

Brittney Griner Center Phoenix Mercury

The No. 1 pick in the 2013 WNBA draft pick, Griner is known for her dunks and blocked shots, but is also an anti-bullying advocate. She is also an economic juggernaut. Her WNBA debut resulted in the largest revenue for a regular season WNBA game since and the second largest in history — second only to Game 5 of the 2009 WNBA Finals. Griner’s presence also helped the team surpass its season ticket and package sales.

Surprising fact: “My favorite movie is ‘The Notebook.’”

Biggest challenge: “Overcoming the bullying I faced growing up. I’ve always been different, and now I share my story to help others and prevent bullying.”

Surprising fact: “I’m an early bird and a night owl. I’m regularly able to function well on just four to five hours of sleep.”

Biggest challenge: “Getting comfortable in my skin as a woman passionately committed to both family and work. Setting realistic expectations and holding myself accountable have been key to my pursuit of work-life balance.”

Fay Waldo

Attorney Andante Law Group of Daniel E. Garrison, PLLC Waldo focuses her practice on restructuring, bankruptcy, business transactions, and civil litigation in both federal and state courts. She was a finalist for the Arizona Chapter of the Turnaround Management Association’s Turnaround of the Year Awards in 2012 and was appointed to TMA’s Next Gen: Emerging Leaders Board in February. Waldo was a Pedrick Scholar at the Sandra Day O’Connor College of Law at ASU and was the recipient of three CALI Awards for receiving the highest grade in her courses.

Surprising fact: “I love watching UFC fights.”

Biggest challenge: “My family lacked money for college, so I studied hard and joined every organization imaginable, building a resume worthy of a full scholarship.”

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Rebecca Spryncynatyk Director of product marketing Infusionsoft

Spryncynatyk combines her natural curiosity about everything with a passion for small business success, market research and strategic planning. Spryncynatyk leads Infusionsoft’s product marketing strategy, messaging, identifies marketing trends and oversees strategic product launches. The University of Minnesota graduate joined Infusionsoft, which provides sales and marketing software for small businesses with 25 or fewer employees, in 2008.

Surprising fact: “Growing up, I wanted to be a librarian so I could surround myself with books and all of the knowledge of the universe.”

Biggest challenge: “I struggle to silence my inner critic. To overcome it, I surround myself with supportive co-workers and friends who help me keep things in perspective.”

CLASS of 2012 The following 50 women made Az Business magazine’s list of the 50 Most Influential Women in Arizona Business in 2012.

Rhonda Anderson, CEO, Cardon Children’s Medical Center Maria Baier, CEO, Sonoran Institute Barbara M. Barrett, CEO, Triple Creek Ranch Deborah Bateman, executive vice president, National Bank of Arizona Betsey Bayless, president and CEO, Maricopa Integrated Health System Lorraine Bergman, president and CEO, Caliente Construction, Inc. Terri Bishop, executive vice president, Apollo Group, Inc. Kathy Bollinger, Arizona West Region for Banner Health Rebecca Lynne Burnham, shareholder, Greenberg Traurig Pamela Conboy, regional president, Wells Fargo Arizona Carla Consoli, partner and practice group leader, Lewis and Roca LLP Lisa L. Daniels, managing partner, KPMG LLP Sandra Day O’Connor, retired Supreme Court justice Julia Dollarhide, chief operations officer, senior vice president, Biltmore Bank of Arizona Shelly Esque, vice president, Intel Rhonda Forsyth, president and CEO, John C. Lincoln Health Network Pam Gaber, founder and CEO, Gabriel’s Angels Stephanie Gorman, president and general manager, Cigna Medical Group Sharon Harper, co-Founder, president and CEO, Plaza Companies Sherry Henry, director, Arizona Office of Tourism Linda Hunt, CEO, Dignity Health Arizona Debbie Johnson, president and CEO, Arizona Lodging & Tourism Association Lisa K. Johnson, president and CEO, Corporate Interior Systems Judy Jolley Mohraz, Ph.D., president and CEO, Virginia G. Piper Charitable Trust Michelle King Robson, founder, chairman and CEO, EmpowHer.com Margaret Bushman LaBianca, shareholder, Polsinelli Shughart PC Kimber Lanning, founder and executive director, Local First Arizona Barbara Lockwood, director of Energy Innovation, Arizona Public Service Christine Mackay, economic development director, City of Chandler Mary Martuscelli, managing director of private banking, JPMorgan Chase Christy McClendon, executive director, The Wellness Community Kimberly J. McWaters, CEO, Universal Technical Institute, Inc. Sue Navran, executive vice president, Blue Cross Blue Shield of Arizona Darlene Newsom, CEO, UMOM New Day Center Dr. Kathy Player, president, Grand Canyon University Kathleen Quirk, executive vice president, Freeport-McMoRan Copper & Gold Denise D. Resnik, founder and president, DRA Strategic Communications Marcia Rowley, founder, International Cruise & Excursions, Inc. Rachel Sacco, president and CEO, Scottsdale Convention & Visitors Bureau Stella Shanovich, partner, audit services, Grant Thornton LLP Ann Siner, founder and CEO, Eco-Chic Consignments Eileen Joy Spitalny, president and co-founder, Fairytale Brownies, Inc. Debra Z. Sydenham, executive director, Urban Land Institute, Arizona District Council Karrin Taylor, executive vice president, DMB Associates Deb Weidenhamer, CEO, Auction Systems Auctioneers & Appraisers, Inc. Tammy Weinbaum, senior vice president and general manager, American Express Nancy L. White, partner, Steptoe & Johnson LLP Candace Hunter Wiest, president and CEO, West Valley National Bank Kari Yatkowski, CEO, Corporate Citizen Diana Yazzie Devine, president and CEO, Native American Connections

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Aec

◆ By STEVEn g. ZyLSTrA

EnErgy for economic growth Consortium could pave the way for more energy sector companies to come into Arizona

W

hen the Arizona Technology Council formed the Arizona Energy Consortium (AEC) as a committee, we knew we weren’t going to be in the business of “picking winners and losers” in the energy sector. Our aim wasn’t to favor solar, nuclear, wind, natural gas or any other source of energy to power Arizona’s future.

Under the leadership of Christopher Davey of EnviroMission and Michelle De Blasi of Greenberg Traurig, the AEC has been focused from the start on being a neutral, unbiased organization, and is currently comprised of more than 250 members from the state’s diverse energy sectors. We formed to help Arizona develop strengths in its energy sector that will lead to future economic growth. We all realized it was going to be a complex and enduring effort that would take patience, cooperation and strategic focus.

Taking a page from the Flinn Foundation’s successful “Arizona’s Bioscience Roadmap,” AEC worked with stakeholders and other public and private entities to coordinate current efforts and develop a successful state energy roadmap.

Published in December 2012, the first draft was crafted to provide a comprehensive, cogent strategy inclusive of Arizona’s entire portfolio of diverse energy sources.

The Energy Roadmap is a living document Steven G. Zylstra that is evolving with the development of the Tech energy sector through the implementation of innovation and changes in policy. For that reason, the Energy Roadmap will remain in draft format. It is inclusive of the many other initiatives taking place in our state to better advance Arizona’s energy sector and the resultant economy.

Part of the document is written to provide clarity for projects aimed at developers and finance companies. It also looks to expand on what connections exist between segments such as natural gas and renewables.

Having a plan will also help attract financing to the state.

Creating greater certainty around an industry puts the state in a better position to attract capital. And capital is what moves these projects forward, creates jobs and creates prosperity.

But ultimately, the plan is about economic development. The plan could pave the way for more energy sector companies to come into the state and set up shop. Arizona could be a hub of energysector jobs, with factories making equipment for the industry and power plants delivering electricity to neighboring states via new power lines, all contributing to a better economy.

Steven G. Zylstra is president and CEO of the Arizona Technology Council.

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SOLAR

NATURAL GASES

GEOTHERMAL ENERGY & WIND EFFICIENCY

ENERGY INNOVATION

ARIZONA’S ENERGY FUTURE New growth Replacement of retiring facilities Diversified energy portfolio Improvement to existing fuel sources such as coal and nuclear

POLICY Project of Significance Renewable Development Zones

MESSAGING Job creation Energy Security Diversification of energy mix Economic development Develop energy exports/regional development Grow solar industry Lower energy costs Create industry / supply chain cluster

EXISTING ENERGY PORTFOLIO Nuclear Coal Hydro-electric Natural Gas Renewables

THE ESSENTIAL COMPONENTS OF A SUSTAINABLE ENERGY INDUSTRY

philanthropy works The ASU Foundation for A New American University is one of the state’s oldest and most respected philanthropic organizations. Our mission is simple and direct: to ensure the success of ASU as a New American University. We help produce a new generation of leaders – tomorrow’s changemakers who will find solutions to the greatest challenges we face. Critical philanthropic investments drive ASU’s advancements in the areas of academic excellence, broad access to higher education and transformative societal impact. These philanthropic commitments help us advance ASU — and a new generation of solutions. Philanthropy — it works for all of us.

Together we have the talent, energy and will to make a difference.

be part of the solution invest in ASU today at asufoundation.org

AB | July-August 2013 55

Aec

◆ By MICHELLE DE BLASI

A coLLectiVe Voice IS nEEDED Arizona can capitalize on robust energy if it can clarify its message

S

tates with the most successful industry clusters have a common characteristic — unwavering support from government, industry and the public.

The oil and gas industry in Texas was built with support for the industry from all levels. Such support is not garnered unless the industry has a common voice in articulating its needs.

To some extent, Arizona has a robust energy industry.

With the largest nuclear power plant in the nation, as well as hydropower and coal resources, our state wields considerable strength in contributing to Michelle De Blasi the region’s power Energy generation. However, as our current energy resources inevitably age and require upgrades or replacements, it is critical that Arizona is strategic about its future resources. It is for that reason that the Arizona Energy Consortium (AEC) recently released the Arizona Energy Roadmap, as a methodology for creating a strategic focus for the growth and further development of the energy industry.

As an environmental and energy 56 AB | July-August 2013

attorney working heavily in the energy sector, I have experienced first-hand where the issues lie in the development of energy projects. Whether representing a manufacturer, developer, utility, investor or energy off-taker, I have witnessed that any unnecessary barriers to getting projects to market limit Arizona’s ability to grow its industry. It is with this focus in mind that I helped establish and co-chair the AEC. Not only to remove the unnecessary barriers, but also to help create a common voice for our energy industry.

Creating a long-term plan for a state with such a diverse energy mix does not come without its challenges. For instance, sometimes the more established sectors such as coal and natural gas do not necessarily support or understand the need for an emerging renewable energy industry. In fact, in many cases the fossil fuel and renewable energy sectors are at odds because they feel they are in direct competition with each other. However, the AEC is working to educate both sectors on how they can support one another.

A “winner take all” approach is not the desired outcome since a diverse energy mix creates a more stable, secure and reliable industry. By working together to find ways traditional fossil fuels can firm intermittent renewable power, as well as utilize common infrastructure, the sectors are beginning to speak, although slowly, with a common message.

Another barrier to development is inefficient permitting processes.

Regardless of the technology, permitting delays cost time and money and in many instances can delay a project indefinitely. Since the creation of energy generation projects drives the need for manufacturing, permitting delays also create issues for the growth of the industry cluster. If there are fewer projects coming online, then there are fewer manufacturers who will be attracted to the state to site their facilities. Some of Arizona’s jurisdictions have had success reducing permitting timeframes to better support the industry. The AEC is working to continue this process statewide for utilityscale projects, as well as support other entities working to improve the process for distributed generation.

Arizona has the opportunity to benefit from a robust energy economy if it can only address the redundancy in permitting and the confusing messaging. The AEC is focusing these efforts in an attempt to drive economic development, a diversified energy mix and higher paying jobs.

Michelle De Blasi, co-chair of the Arizona Energy Consortium, is a shareholder in the Phoenix office of international law firm Greenberg Traurig. De Blasi focuses her practice on environmental law, with an emphasis on natural resources matters. She

Solutions for complex problems Sanders & Parks, P.C.

Sanders & Parks, P.C. Attorneys at Law 3030 North Third Street Suite 1300 Phoenix, Arizona 85012-3099 (602) 532-5600 SandersParks.com

is Arizona’s premier healthcare litigation law firm. Since 1973 Sanders & Parks has been a leader in representing doctors, healthcare providers, hospitals and healthcare facilities faced with medical malpractice lawsuits. Over the years, Sanders & Parks healthcare group attorneys have consistently been honored by their peers as top lawyers in their fields. Four Sanders & Parks’ attorneys, Winn Sammons, Robin Burgess, Arthur Eaves and Mandi Karvis have been listed in the 2013 edition of the Southwest Super Lawyers and Winn Sammons and Robin Burgess have been selected to the Arizona Business Top Healthcare Lawyers List.

Since our founding, Sanders & Parks has maintained its dedication to providing quality service and personal care to its clients. We believe the client comes first. This strong tradition is reflected in the loyalty and respect given to us by our clients.

Along with healthcare litigation, Sanders & Parks attorneys also represent clients in intellectual property matters, insurance coverage and defense, business, construction and commercial law, aviation law, employment law, product liability law, personal injury and wrongful death and appeals. Whether your legal need is medical malpractice or healthcare related or it involves other types of civil litigation, Sanders & Parks is committed to serving your legal needs.

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AB | July-August 2013 57

DOES SIZE MATTER? Experts say trends toward bigger healthcare systems will ultimately improve patient care

By MICHAEL goSSIE

T

he hospital, as we know it, may be following the path of the typewriter.

“Typically, care has been provided by independent providers and the hospital is used for surgery, serious illness or emergencies,” says Christine Cassetta, a member of Quarles & Brady’s Health Law Group in Phoenix. “While this model can still work for patients, all the changes to the structure of healthcare 58 AB | July-August 2013

delivery and reimbursement, including the implementation of healthcare reform, are driving a consolidation of freestanding institutions and provider practices into healthcare systems. Without the change to a healthcare system, freestanding hospitals are not likely to survive in the current economic environment.”

Experts agree that hospitals’ evolution into becoming parts of healthcare systems is a key component to the future of medical care. So what does that mean?

“The hope is that healthcare systems

will provide better coordination of care and quality of care for patients,” says Terry Roman, a partner with Snell & Wilmer in Phoenix. “All this should lead to increased quality of care at a lower cost.”

Impact on consumers For the consumer, the good news extends beyond cost. In a healthcare system, it is easier to integrate patient care and provide all services under the umbrella of the system. Also, the transition from hospital to healthcare

Christine Cassetta

J. Arthur Eaves

system is fairly invisible to the patient.

“For consumers, it is just a matter of how a healthcare entity brands itself,” according to Greg Vigdor, president and CEO of the Arizona Hospital and Healthcare Association. “Most hospitals today are healthcare systems. Technically, a hospital is the physical entity that is licensed by the state to provide a range of services that only hospitals are allowed to provide to people in need. ‘Healthcare system’ is a more general term that usually encompasses the hospital portion of necessary care, but adds to it a range of other services that fall out of the traditional definition of a hospital, such as primary care, long term care and more.”

J. Arthur Eaves, director at the Phoenix law firm of Sanders & Parks, defines a healthcare system as two or more hospitals functioning within one corporate structure.

“For example, a healthcare system can be created when one hospital in a relatively rural area purchases a nearby competing hospital,” he says. “Where there used to be two independent hospitals, there is now one healthcare system with a common corporate structure.”

Major movement The merger or acquisition of hospitals has been an explosive trend. A study commissioned by the American Hospital Association showed 551 hospital acquisitions between 2007 and 2012. Analysts at Booz & Company counted more than 100 hospital mergers and acquisitions in the past year alone. While Eaves points out that there is a heated debate regarding what factors are motivating the trend, he says there can be great benefits from such mergers.

“For instance, independently, neither

Dr. Vishu Jhaveri

Terry Roman

hospital may be able to justify the purchase of new technology such as an electronic medical records system,” he says. “When the two hospitals pool their resources, the merger often makes it possible for both facilities to purchase software licenses and hardware necessary to upgrade to an electronic medical records (EMR) system. The two rural hospitals in the example above represent the simplest form of a healthcare system. The healthcare systems many of us are familiar with are much larger corporations which are capable of infiltrating a metropolitan area and purchasing or building large numbers of hospitals. The same principles of pooling revenue and sharing resources are generally what drive the larger corporations to continue purchasing or building new facilities.”

Integrating care The creation of many healthcare networks has been driven by the mandate from the Department of Health and Human Services that all medical practices receiving Medicare or Medicaid reimbursements demonstrate “meaningful use” of EMR by 2015 or face penalties. But beyond that, there is little doubt that the use of technology to create an integrated healthcare network will benefit patients tremendously.

Experts from John C. Lincoln Health Network say the creation of their network has provided patients with a full spectrum of care, from which doctors and other medical professionals have the opportunity to provide the exact combination of services patients need in a system of care that is coordinated through a single electronic health record.

AB | July-August 2013 59

Providers know what has been and will be provided for the patient and can thereby work together toward a clear goal.

“The integrated care will improve the experience for the patient,” Cassetta says.

“Currently, the patient has to make sure all the records get from one provider to the other and has to endure repeatedly providing the necessary information to the provider. With an integrated system, there is no waiting for records to be transferred and the provider has all the necessary information.”

Bigger may be better Dr. Vishu Jhaveri, chief medical officer for Blue Cross Blue Shield of Arizona, says patients served within a healthcare system will experience less fragmentation among physicians and facilities, more data sharing, greater access to resources and less duplication of services. But he says the

patients aren’t the only ones who receive an advantage.

“The benefit for hospitals or medical professionals to enter into a healthcare system comes in the sharing of information and technology,” Jhaveri says.

“The shared efficiencies of a healthcare system results in a higher quality of care for the patient, while improving the healthcare providers’ ability to serve patients with a more integrated approach.”

Ultimately, Eaves says the increase in the number of larger healthcare systems with larger patient populations makes it possible to invest in medical technology that would be out of reach for independent facilities. Healthcare systems can also be more attractive to specialists, which can lead to the creation of prestigious groups of physicians who are associated with a healthcare system.

“One excellent example of the benefit

HOW TO CHOOSE THE RIGHT HOSPITAL Experts from John C. Lincoln Health Network and Blue Cross Blue Shield of Arizona offer these tips to help consumers choose the right hospital to suit their needs:  Talk with your physicians, your friends and your family members about their experiences with hospitals that are geographically proximate or convenient for you.  Go online and find out what services the hospital specializes in. State health officials launched AZ Hospital Compare, a new online tool that allows patients to compare the costs of specific care types like a knee replacement at hospitals in their area. Go to azdhs.gov to compare.  Find out how the experts view your hospital: Is it a Magnet facility? Has it been recognized by other reputable national health care organizations? Is it accredited as a Chest Pain or Stroke Center to treat heart attacks or stroke? Does it have a Trauma Center?

Experts say there are a number of things to consider when choosing a hospital for any type of procedure. Considerations include:  A comfort level with the staff and facility.  Quality standards (use care and cost comparison tools to make a well researched decision).  Proximity to your home or friends and family.  The level of urgent care services the hospital provides.  Anticipation of your current and future healthcare needs.  The level to which the hospital accepts your insurance plan and benefits coverage.

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of healthcare systems in Arizona is the cardiac catheterization lab at Verde Valley Medical Center in Cottonwood, which is part of the Northern Arizona Healthcare System,” Eaves says. “A few years ago, it was absolutely unheard of to have a cardiac catheterization lab in a hospital in a rural area such as Cottonwood. By combining the cardiac patients from its sister hospital, Flagstaff Medical Center, VVMC was able to justify the creation of a state-of-the-art catheterization lab and attract some of the finest interventional cardiologists in the country to run the facility. Now, a patient who is having a heart attack in Flagstaff or Cottonwood can be treated locally rather than having to wait to be transported to Phoenix. Without a doubt, Northern Arizona Healthcare’s catheterization lab at VVMC has saved lives that otherwise would have been lost during the transport to Phoenix.”

ARIZONA HOSPITAL AND HEALTHCARE ASSOCIATION ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲

LIFE SUPPORTED new AzHHA leader seeks changes in healthcare industry that will benefit the people of Arizona

G

By MICHAEL goSSIE reg Vigdor brings more than 30 years of healthcare experience to the Arizona Hospital and Healthcare Association.

Before taking over as the organization’s president and CEO in March, Vigdor was president and CEO of the Washington Health Foundation, which he created in 1992 and helped bring Washington state more than $1 billion in new funding through Medicaid financing programs.

“Greg has an impressive background, and we are excited to have him come to lead the Association at such a critical time for hospitals in Arizona,” said Judy Rich, president and CEO of Tucson’s TMC HealthCare and chair of the AzHHA board of directors. “We have a tremendous opportunity through Greg’s leadership to enhance the mission of AzHHA to sustain and improve the health of Arizonans and to support hospitals through advocacy, education and services.”

With the Affordable Care Act poised to change the face of healthcare as we know it, Az Business talked with Vigdor — who has a masters in health administration from the University of Washington and a law degree from George Washington University Law School — to get his views about how much the landscape will change.

62 AB | July-August 2013

it will be implemented. Another major problem is that the Act was funded with a series of long term hospital and other provider payment cuts for Medicare. So, there will be fewer resources available, as our members need to do “more”. All this creates considerable uncertainty for hospitals and healthcare systems as to how to go forward. Our fundamental job is to reduce the level of uncertainty that they face – however we can get that done.

Greg Vigdor become president and CEO of the Arizona Hospital and Healthcare Association in March after leading the Washington Health Foundation for two decades.

Az Business: What is AzHHA doing to get ready for the Affordable Care Act? Greg Vigdor: Our members have a major challenge in preparing for the Affordable Care Act — partly because of the magnitude of the changes but even more because there have been major delays by the federal government in developing the specific rules about how

AB: What is going to be your biggest challenge?

GV: The major push for changes, with its accompanying pressures and reduced resources, can frequently create the tendency for organizations to draw within.

Now, many hospitals are seeking out new business partners as they look to the future, and that is a helpful strategy.

But our biggest challenge is to remind and demonstrate to our members how they can be stronger together – as united hospitals – instead of apart. While there is a lot that needs to be done to lead their organizations by on their own, there is as much that requires us to stand together in finding the right path and methods to improve health care for the people of Arizona. We need to communicate that in not just words, but a clear demonstration of the value we can provide them in these turbulent times.

AB | July-August 2013 63

ARIZONA HOSPITAL AND HEALTHCARE ASSOCIATION ▲ ▲ ▲ ▲ ▲ ▲ ▲ ▲

80,000+ $28 BILLION Arizonans are employed by hospitals

AB: How does healthcare fit into the overall economy of Arizona?

GV: Healthcare is a huge part of the economy of our state, and will only grow as a leading economic sector into the future.

Hospitals employ more than 80,000 Arizonans and contribute more than $28 billion in economic activity. In rural communities, hospitals are often one the largest employers. Exponential growth in the healthcare industry is essential right now in order to meet increasing demands of a retiring baby boomer population.

AB: What segments of Arizona’s healthcare industry are seeing the greatest growth?

GV: The most noticeable growth trend is in the area of clinical integration, particularly the development of accountable care organizations (ACOs) and emphasis on population health management. As payment systems move to rewarding quality and efficiency, healthcare providers along the continuum of care need to be aligned to ensure all of a patient’s healthcare needs are met. The goal is to keep patients healthy over the long term, which means breaking down silos of care and improving patient engagement.

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in economic activity from healthcare

AB: Where does Arizona fit in as a national leader in healthcare innovation?

GV: Arizona is ahead of the national curve in using “managed care” as a mechanism to serve the coverage needs of the people of the state. This is in large part because of the Medicaid AHCCCS program that has

“Our biggest challenge is to remind and demonstrate to our members how they can be stronger together – as united hospitals – instead of apart.”

— greg Vigdor, AzHHA president and chief executive officer

relied on health plans to provide coverage to people covered by this government plan, rather than the traditional fee for service model used by many states. Perhaps of greater promise, are the ground-breaking efforts by many of our hospitals to form ACOs under the new health care act. These new delivery models have the potential to dramatically improve how care is delivered and financed in this state and nation.

They may go far beyond the historic role of

managed care plans in improving care for individuals and families.

AB: What can we expect to be the biggest change in Arizona’s healthcare industry?

GV: Responding to the call for change in healthcare. Not just because of the federal health reform law, or that of the private sector is calling for better health insurance rates. But rather, that it is time for major change. Over the past decade, we have discovered many new ways to better care for people and improve health. Meanwhile, the cost of providing these benefits, and the ways we decide who gets to enjoy them, have been severely challenged in our economic and political systems.

We need to find new answers – in not just how we deliver care, or how we finance it across society. Most fundamentally, we need to make sure this next stage of change is one that primarily benefits the people of this state, with fairness. This has always been part of the calling of our hospital field across this great Nation, as institutions and associations of hospitals, and one that we have responded to before.

The next five years will be our next great test in this regard.

Banner Estrella Medical Center Tower Addition Topping out Summer 2013

ImprovIng

LIves ImprovIng CommunItIes

McCarthy. Arizonaâ&#x20AC;&#x2122;s Healthcare Builder.

mccarthy.com

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GAME CHANGER glendale CVB utilizes technology, events to boost business, draw visitors

L

By HAnnAH HAyES orraine Pino was the first official employee of the Glendale Visitor Center when it opened in 2000.

The Cactus High School alumni and wife of a retired Glendale officer, Pino has been in the West Valley since 1972 when her family came to sunny Glendale from wintry Chicago and “never looked back.” Since then, her passion for Glendale and the West Valley’s continued growth has helped the city evolve

as a tourism destination — home to University of Phoenix Stadium, Westgate, spring training baseball, and Tanger Outlets — and helped create the Glendale Convention & Visitors Bureau, another first for the region.

Az Business: What does the news that Glendale will be hosting another Super Bowl in 2015 mean to the city?

Lorraine Pino: The Super Bowl is a phenomenal opportunity to showcase our city, region and state to an international audience. We saw the impact of this

Lorraine Pino enjoys a watermelon sorbet at at Papa Ed’s Ice Cream in Glendale. Photo by Lillian Reid.

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outreach during the 2008 game from both a media and visitor perspective. Hosting a Super Bowl brings long term economic benefits as visitors make Glendale and the West Valley a vacation spot and journalists are introduced to all we have to offer for story ideas far beyond game day.

AB: How does the CVB use events like the Super Bowl or the college football national championship game to help draw visitors throughout the year?

LP: We work very closely with the entities that host major events. A perfect example would be that we worked with the Super Bowl committee in 2008 and were given the opportunity to have a West Valley information booth and have volunteers at the Super Bowl Experience. We started the Glendale Greeter program because of this opportunity. We’re always ready to engage with new visitors, whether it’s via email blasts, visitor’s booths or some type of call to action; all of our special event advertising calls back to the CVB, where the visitor is then helped by our speciallytrained Travel Counselors. Economically, visitors who originally came to that special event now spend money here or stay longer, etc.

AB: How are you utilizing technology and social media to attract visitors or help visitors who are already in Glendale?

LP: Our social media outreach continues to break all records and is an essential component of the CVB’s overall marketing strategies. Facebook, member Flickr galleries, the monthly e-newsletter and our YouTube postings continue to be top performers. A vital component of our social media strategy is the partnership with our members, whether it’s an enterto-win for season passes to Wet ‘n’ Wild which saw 900 visitor touch points in only two days; exclusive deals and discounts or Twitter Trail promotions which incorporate scavenger hunts throughout the region. This year you will see more

Clockwise from upper left: Camelback Ranch spring training facility, Westgate City Center and Wet ‘n’ Wild.

social media engagement as we open our Facebook to visitor feedback. We are also going to begin blogging and you will see the Glendale CVB on Pinterest, Google Plus and Instagram. Our online and social media success is because of our members, who continually partner with us to provide engaging content that draws in the visitor.

AB: How has business outreach become an important role for the CVB and what are you doing to expand that business outreach?

LP: Since transitioning to a member-based CVB three years ago, business outreach and bringing benefits to our members are at the core of what we do. The foundation of our business plan, marketing strategies, events and activities has our business members as the primary focus. This model ultimately results in enhanced services for our visitor.

AB: Giving back to the community you serve is very important to you. How does the CVB tie various charity projects into the events you sponsor?

LP: For us, not only does this support

downtown Glendale and bring economic boom to the shops because shoppers are coming out, but this outreaches to the community in ways we never thought would happen before. And our community, especially throughout the West Valley and Valley Metro area, are so giving, especially during Teddy Bear Day. [Last time] we saw families coming in with their entire bear collections, and they just wanted their bears to go to people in need.

The outreach to the community and the outreach back from the community is big.

One gentleman had a kidney transplant and was given a great big bear to help him through the difficult times of the transplant; he survived it, he’s doing great and he donated that bear so he could pay it forward. So, the charity components continue to be such an essential part of the shopping promotions we do. They just make them feel-good events from beginning to end.

AB: What type of impact have the new Tanger Outlets had on tourism?

LP: The addition of Tanger Outlets at Westgate has been a huge economic boom for the city of Glendale. We know that outlet shoppers are super passionate; they come from far away to find that special gift. All early indicators show that Tanger is far surpassing all of its beginning expectations for sales. And for us, what that also means is that visitors who might not have made Glendale a destination stop before Tanger now are.

So when they’re coming out to Tanger, they’re also hitting Westgate City Center; they’re having lunch or dinner possibly at Margaritaville or the Shout House, then they’re hearing about Historic Downtown Glendale that’s only four miles away and they’re coming to check out the boutiques and the antique stores. Especially during a downed economy, to have this retail outlet with 85 stores open so quickly has been phenomenal. It brings new people and the overflow from the outlets who potentially are going to the I-17 on Glendale Avenue to the airport maybe never came to Downtown Glendale before.

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GLENDALE CONVENTION & VISITORS BUREAU 

BEST FOOT FORWARD

glendale CVB helps create events that draw visitors and keeps them coming back

I

By HAnnAH HAyES f you host it, they will come.

The Glendale Convention & Visitors Bureau has been able to effectively enhance commerce by sponsoring new events that attract new visitors to the city, and capitalizing on existing Downtown Glendale promotional events to keep those visitors coming back.

The secret to that success, experts say, is family.

“We’re bringing experiences to our residents, visitors and travelers,” says Lorraine Pino, director of the Glendale CVB. “The events are tradition-based, family-based and generational-based.

Since some of our festivals are nearing 20 years old or older, we now see people come back from when they came as children and bringing their own children and grandchildren.”

With an ever-growing list of monthly events both new and established, Pino fi nds that though West Valley residents are an integral part of each promotion, the events are created for visitors and travelers just as much as they’re created for local citizens.

“Since a huge part of what we do at the CVB is to provide information to first-time visitors, we’re often the first place people touch when they come to Glendale.” Pino says. “We find that with those large-scale events happening at the stadium — concerts, Wrestlemania, the Super Bowl and the Fiesta Bowl in particular — people come out as a family.”

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From top: Arizona Watermelon Festival, Glendale Chocolate Affaire, Glendale Glitters.

Photos courtesy of Glendale CVB

Pino observes that many alumni of schools playing at the college football bowl games, for example, bring along their children and grandchildren and not only stay for a three- to -four-hour game, but turn the game into a three- or four-day vacation, a trip that allows them time to fully appreciate Glendale and the West Valley.

Dog days of summer Pino says the CVB works alongside the Historic Downtown business committees to program and promote the downtown events, many of which are the creations of the shop owners themselves. Linda MoranWhittley, owner of Papa Ed’s Ice Cream and member of the CVB Advisory Committee, founded the 3-year-old Dog Days of Summer, a community-oriented event to support the Sun Valley Animal Shelter.

Moran-Whittley, who loves animals,

spearheaded the event “during one of the summer months when there wasn’t an event on the calendar to make Historic Glendale a destination for people to visit with their pets,” she says.

While the first year was a success, Dog Days has grown each year by the hundreds, as visitors and their pets gather to play in Murphy Park and enjoy petoriented activities and treats.

“The CVB is always there to support the local businesses and promote tourism in our city,” says Moran-Whittley. “All it takes is an idea to begin the discussion.”

Th is year, the CVB drew visitors in June when it helped sponsor and revive the Arizona Watermelon Festival, an agricultural tradition whose heyday was in the 1950s and ended in the 1990s.

In April, Glendale Mayor Jerry Weiers’ car cruising nostalgia of bygone days

AB | July-August 2013 69

GLENDALE CONVENTION & VISITORS BUREAU 

SPotLight on gLenDALe

Here are some of the major events that bring visitors to Glendale February 8-10 March 2-5

Glendale Chocolate Affaire Paris in the Spring French Market

July 20 August 3

7th Annual Christmas in July 4th Annual Dog Days of Summer

April 6-4

Sidewalk & Porch Sale

September 7

9th Annual Teddy Bear Day

May 3

Catlin Court/58th Ave. Girl’s Night Out

October 19

Front Porch Festival & Old Towne Marketplace

May 11

Mother’s Day Celebration

November 9-17

Annual Holiday Open House

Glendale Summer Band Concerts

November 29-30

Glendale Glitters Spectacular Weekend

June 6, 13, 20, 27 June 8

Arizona Watermelon Festival

June 9

Royal-Tea Baby Shower

produced what is now a monthly tradition — the Glendale Old Towne Cruise and Car Show, co-sponsored by the CVB, which credits the success of the event to the fact that it’s a perfect, cost-free fit for the event-driven suburb.

“The first show brought nearly 300 classic cars,” Pino says. “We’re thrilled to bring a unique experience to the area that isn’t happening anyplace else. There are car shows, but there isn’t the cruising aspect.

It’s something special and it’s an adventure.

That’s what people are seeking. They want to feel like they’re getting away for a day in their own backyard. We’ve found that people are willing to pay for things if they feel they’re getting value and something exciting for their investment. All of the events and promotions that we do here and that we sponsor fit the bill for that.”

Mission accomplished Every Glendale event is on par with the CVB’s core value and mission: to promote not only Historic Glendale, but the entire West Valley.

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December Glendale Glitters 6-7, 13-14, 20-21 December Holiday Weekends

To learn more, go to visitglendale.com

Because 25 percent of event attendees are first-time visitors to Historic Glendale and half are from outside of the city, creating a consistent influx of tourists and new potential customers are essential keys to success.

Jessica Reeves, general manager at Tanger Outlets, says that tourism is one of the shopping center’s most influential traffic drivers and that “partnerships with the local CVB are critical to attracting tourists.”

Like Pino, Reeves stresses the importance of the Westgate Entertainment District, Jobing.com Arena and the University of Phoenix Stadium to Glendale’s ability to draw new visitors and create more traffic.

“Their special events allow us to have visibility to new customers year-round,” Reeves says. “We recently saw a significant increase in traffic due to the Taylor Swift concert in June.”

Glendale tourism officials believe that no event is too little to make a positive economic impact on the city. While

Taylor Swift couldn’t be called to crown “Miss Watermelon” at the June 8 festival, the very presence of major events like a Cardinals game, spring training baseball or a Taylor Swift concert drives excitement through social media and word of mouth to create the most interactive, organic growth a city could need.

“It has shown over a couple of decades now that events bring in people, so it’s only good business to bring events, especially events that are potentially cost-free to the city, but also reap huge benefits,” Pino says.

“What really began as a way for Glendale to reach out to the community has become Valley-wide, and it’s showing our town to a whole new audience. It’s because we’re offering experiences that you can’t get anyplace else. These events truly are the foundation of what our office is all about, which is core customer service, continued outreach and ultimately making sure that the visitors and residents who come to events and shops and dines throughout the West Valley have expectations that we not only meet, but exceed.”

NOMINATIONS ARE NOW OPEN

Industry Leaders of Arizona recognizes businesses and business leaders who through hard work and innovation think beyond traditional boundaries and help lead the future of Arizona business.

This year, we will honor the following industries: Technology • Commercial Real Estate • Education (Charter Schools, For-Profit or Not-For-Profit) • Manufacturing • Entertainment/Tourism

Nominate at AzBusinessMagazine.com Nominations close August 16, 2013

AB | July-August 2013 71

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WESTMARC Western Maricopa Coalition

WESTMARC is a public-private partnership of the 15 communities, business community and educational sector west of Interstate 17. The coalitionâ&#x20AC;&#x2122;s mission is to enhance economic development and promote quality of life in the West Valley. WESTMARC is dedicated to the principle that communities accomplish more by working together.

Published by

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E H T W HO N O W S A WEST H y e l l a V t s e W s p l W E S T M A RC h e o t s h t g n e r t s capitalize on d n a s e s s e n i s u b at trac t new n e w r e s i de n t s GOS S IE

BY M ICH AEL

74 AB | July-August 2013

T

he Recession is over. So where do we grow from here?

Look to the West, experts say.

“The West Valley is going to produce about 65 percent of the growth in the market,” says Barry Broome, president and CEO of the Greater Phoenix Economic Council (GPEC). “The completion of Loop 303 is going to help fuel that growth and is going to become a great example of how working infrastructure will pay great dividends.”

GPEC, the Maricopa Association of Governments and other economic development organizations expect the lion’s share of future economic and population growth in Maricopa County to occur in the West Valley.

According to Scott Whyte, director of economic development services for the City of Peoria, there are several factors that are driving residential, commercial and industrial growth in the West Valley.

Residential growth is being influenced by a reduction in the supply of single-family, detached housing and an increase in demand fueled by an increase in job growth, increased consumer confidence, historically low housing prices and low mortgage interest rates.

Commercial and industrial new development is being influenced by the absorption of significant existing vacant space, and growth demands from companies looking to expand into

the Phoenix metro area. Growth in net new job creation through regional commercial and industrial expansion is also fueling residential growth.

Availability of vacant land in close proximity to major transportation systems, excelling public and private schools and many recreational opportunities all add to the high quality of life in the West Valley.

“We are looking forward to that growth and are being proactive in terms of creating more job centers — both manufacturing and office centers — in the West Valley,” says Michelle Rider, president and CEO of WESTMARC, a regional coalition of 15 communities that provides leadership and advocates for good public policy for the West Valley. “We have a large population of skilled workers that currently travel to Central Phoenix or the East Valley for work. We need to make sure that as our region grows in population, we are able to offer our residents a great selection of quality jobs west of Interstate 17.”

bringing jobs

Broome says WESTMARC has done a superb job of attracting growth industries that are providing those jobs for the West Valley’s growing population.

“The West Valley has become a strong logistic center and a center for renewable energy,” Broome says. “The West Valley

FUTURE GROWTH What business sectors do West Valley leaders anticipate will see the greatest growth in the next decade?

Barry Broome, president and CEO, GPEC: “I do think solar and renewable energy is going to be a double-digit growth industry for the West Valley. It may take us five or six years, but I expect there will be more jobs in the solar sector than in the semiconductor sector.”

Christian Green, business development, City of Goodyear: “It‘s commonly overlooked, but Luke Air Force Base is one of the valley’s largest economic engines. For this reason we believe aviation, defense and technology industries will continue to grow and expand in the decades ahead.”

Matthew McGuire, senior vice president of operations, CTCA: "I honestly think healthcare is going to continue to explode.

There are already signs of growth in the three largest hospitals in the West Valley, and we’ve recently welcomed Phoenix Children’s Hospital as well. Medicine will always follow population growth, so as long as the population continues to grow, the healthcare industry will continue to expand and attract expert clinicians to our facilities.”

Michelle Rider, president and CEO, WESTMARC: "In addition to

manufacturing, renewable and clean technologies and healthcare, I think the West Valley is going to start turning toward office and advanced business services growth. That is likely where the next wave of job growth in Greater Phoenix will come from, and the West Valley has got to be ready for it.”

Marie Lopez Rogers, mayor of Avondale: "Most of the West Valley communities and Avondale in particular has a general plan that supports a wide range of businesses, including sports venues, retail, healthcare and medical research, advanced business services, distribution, manufacturing, education and information technology.”

Jerry Weiers, mayor of Glendale: “There are many opportunities to capitalize upon our existing healthcare, education, aviation, defense and manufacturing/distribution strengths in the West Valley, particularly in the emerging Loop 101 and 303 corridors. Additionally, tourism is on the rise in Arizona, and more West Valley hospitality and tourism amenities will be needed to meet this demand.”

Scott Whyte, director of economic development services, City of Peoria: “Healthcare and life sciences, advanced manufacturing, advanced business services, higher education and innovation, as well as aerospace and defense.”

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WEST VALLEY’S BIGGEST EMPLOYERS These firms are the West Valley’s top employers, based on information from the Maricopa Association of Governments:

Abrazo Healthcare What they do: Healthcare West Valley employees: 1,854 Website: abrazohealth.com

Banner Health What they do: Healthcare West Valley employees: 8,065 Website: bannerhealth.com

APS/Palo Verde Nuclear Station What they do: Energy production West Valley employees: 2,767 Website: aps.com

Amazon What they do: Online retail sales West Valley employees: 1,753 Website: amazon.com

Luke Air Force Base What they do: Military training West Valley employees: 5,329 Website: luke.af.mil

Grand Canyon University What they do: Higher education West Valley employees: 2,600 Website: americanexpress.com

Wells Fargo What they do: Banking West Valley employees: 1,474 Website: wellsfargo.com

American Express What they do: Financial services West Valley employees: 3,350 Website: americanexpress.com

PetSmart What they do: Retail pet supplies West Valley employees: 1,898 Website: petsmart.com

Shamrock Foods What they do: Foodservice industry West Valley employees: 1,323 Website: shamrockfoods.com

f35 during a night flightMartin

Photo by Tom Reynolds/ Lockheed

sub-Zero calls Goodyear home

was able to do that because it fought the temptation of being isolated. The West Valley paid attention to the market, its role in the market, its capabilities, and the West Valley got its assets organized and got plugged into a regional strategy, which is key to positive growth.”

Whyte says the West Valley has diversified its economy and bolstered its assets in the following ways to attract businesses and residents: Facilitated the retention of Luke AFB and the F-35 mission Created an aerospace and defense cluster around the Phoenix/Goodyear Airport Attracted advanced manufacturing and research and development, as with Maxwell Technologies in Peoria Grown healthcare and life sciences industries Grown advanced business services Expanded higher education through new university branch campuses Established a medical device accelerator program and facility named BioInspire The exceptional vision West Valley leaders have shown while planning and managing growth has sent a positive message to 76 AB | July-August 2013

infusion Center - Cancer trea tment Centers of america

business leaders who are looking to relocate or expand in the region.

“The infrastructure they have built — and are continuing to build — with projects such as the Loop 303 expansion, shows businesses and homeowners that the local governments are supportive and are committed to seeing the West Valley thrive,” says Matthew McGuire, senior vice president of operations at Cancer Treatment Centers of America (CTCA) at Western Regional Medical Center in Goodyear.

West Valley leaders have also done an exceptional job selling the region’s strengths to attract a variety of industries that are driving economic growth.

Prime Solutions Group, an engineering firm, moved to Goodyear because the city offered attractive payroll tax incentives and because of its proximity to Luke Air Force Base, firm President Joe Marvin says.

Maxwell Technologies, which builds energy storage devices for alternative-fuel vehicles and other uses, decided to locate in Peoria because the dry climate helps keep the carbon used in manufacturing from absorbing water, Maxwell Vice President Earl Wiggins says.

Sub-Zero Inc. called Goodyear home because it had an

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WEST VALLEY COMMUNITIES Avondale: avondale.org Buckeye: buckeyeaz.gov El Mirage: cityofelmirage.org Gila Bend: gilabendaz.org Glendale: glendaleaz.com Goodyear: goodyearaz.gov Litchfield Park: litchfield-park.org Peoria: peoriaaz.gov Phoenix: phoenix.gov Sun City: suncityaz.org Sun City West: suncitywest.org Surprise: surpriseaz.gov Tolleson: tollesonaz.org Wickenburg: ci.wickenburg.az.us Youngtown: youngtownaz.org

existing 440,000-square-foot spec building. Corporate Manager Bill Lawrie says other contributing factors included the West Valley’s Foreign Trade Zone and Goodyear’s proximity to California, which means Sub-Zero’s trucks can travel round-trip within a day.

“We are all about location,” says Avondale Mayor Marie Lopez Rogers, also president of the National League of Cities. “New businesses appreciate the fiscal and political stability of most West Valley communities. With the challenges that were brought about by the Recession, many have improved their permitting processes and adopted the attitude that the right kind of business growth is everyone’s responsibility. Many of the West Valley communities have used the Recession to improve infrastructure and address the factors that make a community livable, thus attracting a more skilled labor force.”

powerful force

Business leaders say West Valley cities and towns have done a good job attracting that skilled labor force by addressing the need for a nice mix of affordable, mid-priced and upscale housing.

“Th is has allowed our employees and physicians to live near where they work,” says Tom Dickson, CEO of Banner Thunderbird Medical Center. “The economic development efforts of our local municipalities and our business advocacy groups, such as the chambers of commerce and WESTMARC, have also been instrumental in breaking down some of the misconceptions that have existed about the west side by helping spread the word that the West Valley is a wonderful place to live, work and play.”

The West Valley has made quality of life and transportation accessibility a priority. According to Glendale Mayor Jerry Weiers, 78 AB | July-August 2013

barry broome

Christian Green

Matthew McGuire

Marie lopez rogers

Michelle rider

scott Whyte

tom Dickson

Jerry Weiers

nate nathan

the City of Glendale has focused on creating experiences, such as its Sports and Entertainment District, signature downtown festivals and the attraction of jobs to the community; Weiers says those are all things in which West Valley residents can take pride.

According to Valley experts, the number of people taking pride in being a West Valley resident is going to explode.

“The consultants say 42 percent of our market is west of the I-17,” says Nate Nathan, president and designated broker at Nathan & Associates, which helps acquire land for master-plan developers and represents the Vistancia, Verrado and Estrella communities in the West Valley. “As fast as we can produce the lots, we’re selling them.”

Nathan expects business in the West Valley to only get better.

“Loop 303 is going to become a dominant force when that opens in a year and it’s going to make the West Valley explode,” Nathan says. “It’s going to help create a dynamic northern corridor that will become a major distribution and manufacturing area. As those corridors mature and as the master-plan communities mature, you’re going to see a diversity of employment attracted to these communities.”

Nathan says the West Valley was lucky to have the leadership and stewardship of DMB Associates, Newland Communities and Sunbelt Holdings that helped create the communities and executive housing that had attracted a more skilled workforce.

“The West Valley has learned from the East Valley how to put the hammer down and say, ‘Th is is the place to be,’” Nathan says. “And the West Valley has been fortunate to have leaders like [former Glendale Mayor] Elaine [Scruggs] and others who spearheaded others to look West and say, ‘Hey, the cities in the West Valley are not the ticky-tack towns they used to be.”

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WESTMARC

Class aCt

West Valley communities strengthen higher education to build a more skilled workforce

T

BY MICHAEL GOSSIE

om Dickson, CEO of Banner Thunderbird Medical Center, says he cannot overstate the importance of having quality school districts in the West Valley.

“We’re fortunate in that we have many excellent public and private institutions located throughout the region,” Dickson says.

“We depend on them to produce the high quality employees we’ll need in the future.”

As West Valley leaders try to convince new businesses to locate to the region or encourage existing businesses to expand in the region, it’s that quality and educated workforce that could make or break the deal.

“The West Valley is very fortunate to have ASU’s West Campus, Midwestern University, Thunderbird School of Global Management, two great community colleges in Glendale and Estrella Mountain and many others,” says Michelle Rider, president and CEO of WESTMARC. “These raise the profile of the West Valley and enable unique business to education partnerships that enable workforce training and other business needs.”

Dickson says the Maricopa Community Colleges district and private universities in the West Valley have been outstanding partners in helping ensure that organizations like Banner Health have a continuous pipeline of highly-trained and capable staff members, whether it be medical imaging professionals, financial analysts, nurses or physicians.

“We enjoy a close relationship with several local colleges and universities,” Dickson says. “They’ve done an excellent job of working with us to identify the greatest areas of need when it comes to worker shortages and putting into place the training programs necessary to help us close those gaps. We truly view these institutions as our business partners and are thankful for all that they do to prepare our young people for challenging and rewarding careers in healthcare.”

The higher education facilities aren’t only preparing the next generation of West Valley workers, but they are also keeping existing workers up-to-date with the latest information and technologies available.

“One of our primary objectives is to continue the learning and development of our staff, and we’ve found a number of well-respected educational institutions here to help us achieve this objective,” says Matthew McGuire, senior vice president of operations at Cancer Treatment Centers of America (CTCA) at Western Regional Medical Center. “Our relationships with Grand Canyon University, Estrella Community College and Arizona 82 AB | July-August 2013

the interchange of business PV|303 is a master planned business park designed to meet the growing demand for commercial and industrial opportunities in the greater Phoenix area. It is strategically located at the confluence of Interstate 10 and Loop 303 in Goodyear, Arizona, and home of Sub-Zero and Dick's Sporting Goods manufacturing and distribution centers.

PV|303 is the perfect location to establish a high-profile, high visibility presence along the important I-10 corridor. The options are countless and scaled to fit any requirement, from a startup entrepreneurial enterprise to a million square foot warehouse.

PV|303 offers a total of 1,600 acres with 20 million square feet of office, retail and industrial space. The location is ideally situated to serve Arizona and key markets in the western USA such as the Ports of Long Beach, Los Angeles and San Diego, California; El Paso, Texas and Las Vegas, Nevada.

Inquire how to navigate the full potential of PV|303.

Call Sean Walters at 480-905-0770, Kevin Czerwinski 480-483-0360 or visit www.PV303.com.

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PV|303 is A Sunbelt Holdings Development

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State University have allowed us to utilize the higher education available on the west side, and use it to benefit the entire Phoenix community and anywhere our patients reside.”

With solid educational institutions already calling the West Valley home and other colleges and universities moving into the space, economic development experts say the challenge ahead is taking higher education facilities to the next level.

“If you look at ASU’s Polytechnic campus in Mesa, it has helped transform Mesa and the area around Phoenix-Mesa Gateway Airport and it continues to be a driver of excellence in the Mesa market,” says Barry Broome, president and CEO of the Greater Phoenix Economic Council. “If the West Valley is going to compete on a bigger economic scale, it has to look at ASU West

like that: what is ASU West going to be for the West Valley?”

Broome says that while Trine University in Peoria is attracting and educating gifted engineering students and the region needs to utilize Grand Canyon University, which is paying a great deal of attention to high-performance students, the West Valley will ultimately need to be anchored by ASU West.

“ASU West needs to have same kind of impact that the Polytechnic campus had in Mesa,” Broome says. “We have to keep higher education affordable, do a better job with science and technology at higher education levels and decide what centers of excellence will be developed at ASU West so it can produce the engineers, science and technology students that the West Valley needs to keep building its economy.”

WEST VALLEY HIGHER EDUCATION Arizona State University at the West Campus Arizona State University is ranked as one of the top 100 research universities in the world. The West campus offers degree programs through three nationally recognized colleges: New College of Interdisciplinary Arts and Sciences, Mary Lou Fulton Teachers College and W. P. Carey School of Business.

The Communiversity @ Surprise The Communiversity is Arizona’s only partnership of higher education institutions and a public high school district offering occupational certificates, and associate, bachelor’s and master’s degrees in one location. Ottawa University is an integral Communiversity partner.

Estrella Mountain Community College Estrella Mountain Community College awards over 1,600 degrees and certificates each year and most of those students live and work in the West Valley. EMCC is the lead institution of a consortium of colleges awarded a $13.5M grant in 2012 from the U.S. Department of Labor to develop programs to train the state’s energy workforce of the future.

Franklin Pierce University Franklin Pierce University, which welcomed its inaugural doctor of physical therapy (D.P.T.)

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class in 2009, has combined resources with Abrazo Health Care of Arizona to address the critical shortage of health care practitioners in Phoenix’s West Valley. The programs include state-of-the-industry labs and all the equipment required for students to gain the skills needed for effective patient care in today’s growing health industry.

Glendale Community College Glendale Community College offers more than 100 degree and certificate programs and more than 1,000 courses. Glendale Community College has established Arizona’s only Procurement Technical Assistance Center to help West Valley businesses compete for federal contracts.

Grand Canyon University Grand Canyon is a premier private university which provides bachelor’s, master’s and doctoral degree programs. The rapidly expanding university has recently invested $280M in its 110-acre West Valley campus and technology, and is currently evaluating more expansion opportunities.

Midwestern University Midwestern University is Arizona’s largest medical school – and it’s in the heart of the West Valley. Its 144-acre campus houses five graduate colleges: Osteopathic Medicine,

Pharmacy, Health Sciences, Optometry and Dental Medicine. Midwestern will break ground on the state’s first College of Veterinary Medicine in 2013, a $100M investment.

Thunderbird School of Global Management The world’s number one ranked school for international business is located in the West Valley.

The Thunderbird School of Global Management has been developing international leaders for sixty years, offering world-class programs for full-time students and working professionals.

Trine University In October 2012, Trine announced a partnership with the City of Peoria to open a campus. Trine has students enrolled in online classes and intends to begin offering seated classes this summer. “Trine University’s engineering program is the culmination of more than a century of experience. It is very exciting for us to be investing in the West Valley,” said Dr. Earl D. Brooks, II, president of Trine University.

The University of Phoenix The University of Phoenix has reinvented higher education for today’s working learner, offering associate, bachelor’s, master’s and doctoral degree programs from campuses in the West Valley, across the state of Arizona and online throughout the world.

Good move.

The winning strategy for business success is in finding the right place to build and grow.

• Strategically located along Interstate 10 and Loop 303 • Just 20 minutes from Downtown Phoenix • Phoenix-Goodyear Airport provides aviation services with an 8,500’ runway • Union Pacific rail line serves Goodyear along Highway MC85 • Goodyear’s industries range from aerospace to state-of-the-art medical services Make the move to Goodyear.

Goodyear.

www.goodyearaz.gov/ecdev

Az Business Magazine July/August 2013 WESTMARC Supplement 1/2-page horizontal ad

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WESTMARC

Open fOr business

West Valley makes a case to lure more manufacturing companies

T

BY MICHAEL GOSSIE

he West Valley is the right price and the right place.

With an abundance of inexpensive, shovelready land, affordable housing and easier access to California and railroads, West Valley leaders promote the region as an effective place to grow businesses.

“The West Valley has the best case in the Greater Phoenix region for manufacturing,” says Michelle Rider, president and CEO of WESTMARC. “Combine the factors of available land, existing facilities, quality workforce, rail infrastructure, and proximity and easy access to a major international market like California, then stack on the West Valley’s own Greater Maricopa Foreign Trade Zone to state programs like the Quality Facility Tax Credit program.

Manufacturing is one of the West Valley’s industries of advantage when it comes to creating quality jobs in Greater Phoenix.”

The West Valley has been particularly effective in attracting solar to renewable energy manufacturers, says Barry Broome, president and CEO of the Greater Phoenix Economic Council.

Some recent success stories: French company Saint-Gobain Solar, which makes mirrors for concentrated solar plants, opened its first North American factory in Goodyear in 201l.

Surprise used $1.8 million in incentives, including infrastructure upgrades and fee waivers to convince Gestamp Solar Steel, which is based in Spain, to make the West Valley its U.S. home in 2011. The company has already expanded its Surprise facility.

San Diego-based Maxwell Technologies Inc., which makes some components used in the solar industry, opened a $26 million high-tech manufacturing facility in Peoria. The company also created more than 150 high-tech, high-paying jobs for the West Valley.

Madrid-based Rioglass Solar opened a large solar mirror manufacturing plant in Surprise in 2011, bringing the West Valley a $50 million capital investment.

“I do think solar and renewable energy is going to be a doubledigit growth industry for the West Valley,” Broome says. “It may 86 AB | July-August 2013

solar Heliostats at a concentrated solar farm

takes us 5 or 6 years, but I expect there will be more jobs in the solar sector than in the semiconductor sector.”

Glendale Mayor Jerry Weiers says the West Valley’s success at attracting business is because its leadership is outstanding at working with manufacturing companies to meet their needs when it comes to infrastructure, workforce and zoning and ease of permitting. Glendale has found success with the Grand Avenue industrial corridor and the Glen Harbor Business Park because of its proactive zoning, infrastructure and accessibility to employees. In addition to road accessibility, the West Valley also has BNSF Railway Company to meet the freight needs of its manufacturing centers, and this has been crucial to Glendale.

“Success in renewable energy and healthcare really proves the West Valley’s ability to attract diverse industries with different needs,” Rider says. “Renewable energy manufacturing success speaks to the case for manufacturing in the West Valley and the need to be close to major plants like Abengoa in Gila Bend and the California market ... We need to do whatever we can to foster that kind of industry growth.”

Beyond its economic impact, the growth of manufacturing in the West Valley also creates a trickle-down benefit to the people who call the West Valley home.

“Every day and for many years, the West Valley exported workers to other parts of the Valley,” says Avondale Mayor Marie Lopez Rogers. “Some studies show that up to 75 percent of West Valley workers commute up to 60 minutes or more to work. Now, with our aggressive economic development efforts, employers are getting the message that the workers are here and anxious to spend more time with their families and less time in the car. They appreciate the option of working closer to home.”

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