September 30-October 13, 2014 by Long Beach Business Journal

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Focus On Entertainment Permitting Downtown Task Force To Revise Recommendations After Community The Arts In Input, But The $5,000 Conditional Use Permit Cost Expected To Remain Long Beach ■ By SAMANTHA MEHLINGER Senior Writer

fter a year-long moratoA rium on the issuance of certain business permits in the Downtown Dining & Entertainment District, a task force of community stakeholders released recommendations for changing the entertainment permitting process in the district. The business and entertainment community met those recommendations with questions and concerns at a public meeting on August 21, as well as in direct correspondence to the task force. The moratorium has been extended another six months by the Long Beach City Council, and the task force intends to take that time to revaluate its recommendations and conduct more public outreach, according to a city representative.

Shea Newkirk (left) and Eric Gray, members of the Long Beach Music Council, stand outside of Harvelle’s, a jazz club at 201 E. Broadway in Downtown Long Beach. The Blue Café, a former popular music venue, was previously located in the building above Harvelle’s before it closed a few years ago. Newkirk and Gray have concerns that a task force re-examining entertainment permitting processes in the Downtown Dining & Entertainment District might create burdensome costs to independent music venues in the area. (Photograph by the Business Journal’s Thomas McConville)

Last September, a moratorium was placed on the issuance of entertainment permits to businesses with Type 48 ABC liquor

licenses, which apply to bar and nightclub-type establishments that don’t serve food, in the Downtown Dining &

“If [a company] wants to relocate to a place where they are going to be a successful, future-oriented business, they need a creative workforce. And part of drawing that group of people to want to live in Long Beach is the arts scene.” Victoria Bryan, Executive Director Arts Council For Long Beach

Inside Pages 13-24 (Pull-out section)

The East Village Arts District The Emerging Zaferia Arts Community A World Of Asian Art At Assistance League Office City Councilmembers Respond To A Question About The Arts

Economic Development Future Development Seeks To Stanch The Loss Of Tax Revenue, According To New Department Head Conway ■ By BRANDON FERGUSON Staff Writer ong Beach city officials are hoping they’ll soon be able to develop one of the largest collections of former redevelopment agency (RDA) land in the state. It’s an effort they hope will attract retail businesses to the city and shore up sagging sales tax revenues. A newly configured city department, known as the economic and property development department, was recently formed

Long Beach Business Journal 2599 E. 28th Street, Suite 212 Signal Hill, CA 90755-2139 562/988-1222 • www.lbbusinessjournal.com

at the behest of Mayor Robert Garcia to strategically dispose of the city’s 259 RDA parcels. The department is currently awaiting approval of a long-range property management plan (LRPMP) from the state before it can begin developing the parcels. A spokesman for the California Department of Finance recently told the Business

Journal that the state’s review is nearly complete. Mayor Robert Garcia suggested formation of the economic and property development department as part of his Fiscal Year 2015 budget recommendations. The recommendation called for the new department to assume direct (Please Continue To Page 12)

Entertainment District. The purpose was to allow a group of community stakeholders consisting of six area residents and two business owners to revaluate the policies governing the issuance of entertainment permits in the district, and to recommend changes. Perhaps the most controversial (Please Continue To Page 25)

State’s Future Conversations Panelists Present Perspectives On California ■ By BRANDON FERGUSON Staff Writer hat – if anything – do W we owe the past? This was the question that framed a recent discussion held at the Los Alamitos Historic Ranch and Gardens, focusing on what the future holds for California. A panel of three futurists was convened to discuss the matter,

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City Manager Patrick West, left, with Michael Conway, director of the city’s newly formed economic and property development department. One of the department’s responsibilities is to oversee of the disposition of the city’s 259 former redevelopment parcels once the state department of finance rules on the city’s plan. (Photograph by the Business Journal’s Thomas McConville)

Learn More About Department Directors For The City Of Long Beach See Pgs 30-31

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INSIDE THIS ISSUE 2 Long Beach Business Journal

September 30-October 13, 2014

4 Newswatch 4-City Council Study Session On New Civic Center 4-Long Beach City Hall News In Brief 7-Long Beach Revives Zero Emission Bus Project 10-MemorialCare Part Of New Anthem Blue Cross System

13 Focus On The Arts In Long Beach (Pull-out section)

26 Real Estate 26-Leases And Transaction 27-Apartment Association Members Recognized

28 Perspective Realty Views Will Loan Regulations Be Eased? By Terry Ross Effective Leadership Look For The Loose Bricks By Mick Ukleja HealthWise The Future Of Childhood Cancer By Dr. Amanda Termuhlen Third Sector Report Interim Leadership: A Strategic Nonprofit Solution By Jeffrey Wilcox

30 City Management (Department Directors - Clip And Save)

Insert Program For The October 12 Long Beach International City Bank Marathon â&#x20AC;&#x201C; 30th Anniversary!

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NEWSWATCH 4 Long Beach Business Journal

Laying A Foundation For Engagement At Work And For Future Well-Being In fall 2014, 463 new freshmen and 562 transfer students joined the CBA family. We also welcomed seven new tenure-track faculty members; three in Accountancy, two in Strategy, one in Quantitative Methods, and one in Supply Chain Management. We continue to By Dr. Michael Solt, strive to achieve our academic Dean, College of Business purpose of providing students Administration with highly-valued degrees. Recently, Gallup and Purdue University conducted a survey that examined engagement at work and overall well-being for 30,000 college graduates. Engagement was measured as being intellectually and emotionally connected with the organization and colleagues, doing what one is best at, liking the job, and caring about one’s career development. Well-being was measured as finding fulfillment in daily work, having strong social relationships, feeling financially secure, being physically healthy, and engaging with one’s community. The likelihood of being engaged at work was 23 times higher if college prepared students for life after graduation, if professors cared for or excited students about learning, if there were mentors or internships, if a project took a semester or more to complete, or if students actively engaged in clubs/organizations. A surprising finding was that if students were engaged at work, the likelihood of a higher level of well-being increased by 4.6 times. Many CBA activities lay a foundation for engagement at work – and by extension, for future well-being. Our faculty is passionate about teaching and about our students. CBA’s 12 student clubs are strong and managed/led by students themselves. Our Student Center for Professional Development manages the Corporate Mentoring Program and internships. Our Student Leadership Institute, International Collegiate Business Strategy Competition, Innovation Challenge, and Boeing Case Competition provide opportunities for in-depth business projects. Previous stories in this series have featured many of these activities, and CBA’s goal has been to extend the classroom to enhance career success. By doing so, we are also advancing our students’ work engagement – and significantly boosting their overall future well-being. If the American Dream embodies freedom and the opportunity for prosperity, success, and upward social mobility achieved through hard work, then CBA plays a wonderful role in improving our students’ lives. I am filled with pride at how our faculty and staff are committed to promoting our students’ future success and how our students are always receptive to the tools that will propel them forward. (The College of Business Administration at Cal State Long Beach is an AACSB accredited business school that provides undergraduates and MBAs with the knowledge and skills necessary to be successful in their careers and to propel the economic development of our region.) ■

Council Holds The First In A Series Of Study Sessions To Discuss Civic Center Rebuild ■ By BRANDON FERGUSON Staff Writer On September 16, the city council convened at Long Beach City College for a special study session focused on a plan to build a new civic center building. The meeting was the first in a series of community meetings to be held before the council votes on whether or not to select a company to design, build and maintain a new civic center complex. The meeting set about bringing the new council up to speed on the history of the plan to build a new civic center, which seismic studies have shown is in danger of collapse in the event of a large earthquake. Addressing the council, City Manager Patrick West said the discussion wasn’t a matter of city staff merely looking to get a pretty new building. “We’re here because we have a faulty city hall facility and a worse library. We’ve known this since 2005. We’ve had two separate seismic reports from separate experts that have been telling us this,” West said. Prior to council comments, Mike Conway, director of the economic and property development department, gave a presentation laying out the history of the civic center rebuild. It began in 2000 when city officials became aware of extensive water damage due to a leaky roof in the main library, which is located in the civic center. At that time, efforts to revision the civic center began. Following Hurricane Katrina in 2005, municipalities across the country were required to assess infrastructure and facilities. Two FEMA life safety studies conducted in 2005 and 2006 found that the city hall building did not meet the guidelines for seismic sufficiency or safe exiting following a seismic event. Weak welds were discovered on the building’s wings, which contain stairwells. The studies found the wings might sheer off or collapse in an earthquake. Conway explained that city staff looked at three alternatives to deal with the problem, including seismic retrofit and relocating the civic center to another location. Both options he said posed problems and couldn’t be done without a general obligation bond leading to a raise in taxes. He added that even with a retrofit, the building could become uninhabitable in the event of an earthquake. Ultimately, staff is recommending a public-private partnership in which the city would pay $12.5 million annually to the project builder, the same amount the city currently pays for maintenance of the civic center. The city would in effect lease the new building from the builder for a period of 40 years. Following Conway’s presentation, councilmembers were given an opportunity to ask questions. Third District Councilmember Suzie Price asked Conway what the likely risk is to staff and visitors who currently inhabit the building daily. He said the risk correlates to whenever an earthquake strikes. “That’s something we can’t predict,” he said. Al Austin, councilmember for the 8th District was direct in his questioning. “Why are we still in the building?” Conway explained that staff has been looking for an alternative since 2005 but was stymied by the great recession. “We’ve now found a procurement process that we think can successfully result in a new city hall and main library without a burden on the taxpayer, and we are moving forward with that process as fast as we can,” Conway said. Two project designers are currently being considered for the civic center project: Plenary-Edgemoor Civic Partners of Costa Mesa and Long Beach CiviCore Alliance. A third designer, Related California, was also under consideration but dropped out of the bidding process in March. The city council plans to hold two more community study sessions, one on October 14 in council chambers at 4 p.m., and another one on November 11 in Houghton Park at 4 p.m. The two companies bidding to design the civic center will be in attendance. Mayor Robert Garcia has stated publicly that, if the council

September 30-October 13, 2014 votes to award a contract to one of the designers following the study sessions, there will be an extensive public review process including online forums and council district meetings. ■

Long Beach City Hall News In Brief ■ By BRANDON FERGUSON Staff Writer Business License Waiver – On September 23, the council voted 8-0 to direct City Manager Patrick West to provide a report to the council within 30 days identifying the fiscal impact of waiving business license fees for new businesses in their first year. Third District Councilmember Suzie Price brought the agenda item before the council with the support of 5th District Councilmember Stacy Mungo and 7th District Councilmember Roberto Uranga. Price said she was moved to propose the item after hearing the stories of people who have struggled to start a business. “What you routinely hear is that [small businesses] get hit from every direction and that it’s very stressful and difficult for them to get established because they’re paying fees to get established to all sorts of entities,” Price said. She added that the study would not consider waiving assessment fees charged by business improvement districts. During discussion of the agenda item, councilmembers generally expressed their support for the study. Ninth District Councilmember Rex Richardson said that, with the loss of tools like redevelopment, a business license waiver could be a good incentive to get people to invest in the city. He cautioned, however, that the study should be thorough in looking at potential fraud such as people who might apply for multiple business licenses every few years. “Let’s make sure we evaluate that in this study so we don’t create a loophole that we have to get ourselves out of,” Richardson said. Councilmember Patrick O’Donnell was absent for the vote. Belmont Pool Permitting – At its September 23 meeting, the city council voted 8-0 to initiate a consolidated coastal development permit process in connection with the demolition of the Belmont Pool. Closed in January 2013 due to seismic issues, the Belmont Pool is located within two coastal jurisdictions: the state permit jurisdiction, overseen by the California Coastal Commission (CCC), and the city’s local coastal program jurisdiction. In order for the reconstruction of the pool to continue, two separate coastal development permits are required, a situation that city staff said can lead to potential confusion. A consolidation of the permitting process under the CCC’s review is being recommended as the most efficient means of coastal approval. Councilmember O’Donnell was absent for the vote. Custodial Services – ABM Onsite Services-West, Inc. was awarded a two-year contract not to exceed $1,007,738 to provide custodial services at various locations throughout the city. The council supported, with an 8-0 vote, the recommendation by the department of finance to approve the contract. ABM provides custodial services in more than 75 buildings operated by library services, parks recreation and marine, police, fire, and public works, among others. The previous contract expired on April 30. The new contract will last for two years and the city has the option to renew for two additional one-year periods. Houghton Park – The council voted 8-0 to award a contract to Studio Pali Fekete Architects for the design of the Houghton Park Community Center Project. The total amount of the contract is not to exceed $1,351,192. North Branch Library – By a vote of 8-0, the council voted to award a contract for construction management services of the North Branch Library to Vanir Construction Management Inc. of Los Angeles. The total amount of the contract is not to exceed $1,197,372. The first phase of construction is scheduled to begin in November. Civil Marriages – On September 19, Gov. Jerry Brown signed AB 1525, which allows California city clerks to perform marriages. The bill was authored by Assemblymember Bonnie Lowenthal and sponsored by the City of Long Beach. According to a press release issued by the city, following the overturn of the ban on gay marriages by the U.S. Supreme (Please Continue To Next Page)

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NEWSWATCH September 30-October 13, 2014

Court, the Los Angeles County RegistrarRecorder temporarily granted city clerks the authority to conduct civil marriage ceremonies. The temporary two-month authority was immensely popular. In Long Beach, the city clerk conducted 65 ceremonies. “This is a great day for Long Beach, love and equality,” Mayor Robert Garcia said in a statement. “I am proud that city clerks can begin offering civil marriages. I want to thank the state legislature and Governor Brown for enacting this law.” Couples wishing to get married at Long Beach City Hall can take advantage of the new law beginning midnight on January 1, 2015. For more information, call 570-6101. Successor Agency – The successor

Long Beach Business Journal 5

agency to the former redevelopment agency met on September 16 to discuss transfer of 10 former redevelopment agency properties to the City of Long Beach. Included in the discussion was the transfer of Harvey Milk Park, located in the 1st District, as well as parcels located at 652½ Alamitos Avenue. The council voted to approve the transfer of each property pursuant to the approval of the California Department of Finance. The city currently has 259 former redevelopment properties slated for different uses including future development and immediate sale. The properties discussed at the September 16 meeting are slated for government use, primarily park space. USS Ranger – The city council voted 8-0

on September 16 to conduct a study to determine the feasibility of bringing the USS Ranger to the Port of Long Beach. The council also directed City Attorney Charles Parkin to prepare a resolution stating the city has an interest in bringing the Ranger, a decommissioned aircraft carrier, to the port. Vice Mayor Lowenthal was absent during the vote. Taxiway Access – The council voted 80 to adopt plans to rehabilitate the access to taxiways E and F of the Long Beach Airport. The contract to conduct the work was awarded to Griffith Company of Santa Fe Springs in the amount of $2,584,744. A 25 percent contingency was authorized, bringing the total amount of the contract to $3,230,930.

Modern Intersections – A 7-0 vote by the council awarded a contract to the Flatiron Electric Group to modernize three city intersections. The selected intersections will incorporate advanced communication and control systems, signal equipment and improved lighting. According to city documents, the intersections are on Ocean Boulevard at Junipero Avenue, Cherry Avenue and Temple Avenue. The total amount of the contract is not to exceed $2,458,010. Available grant funding from the L.A. County Metropolitan Transportation Authority will be used to pay for a portion of the project. Councilmembers Lowenthal and O’Donnell were absent for the vote. (Please Continue To Next Page)

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NEWSWATCH 6 Long Beach Business Journal

City Hall News In Brief (Continued From Previous Page)

Disposal Services – The council voted 7-0 to award contracts to Consolidated Disposal Services and EDCO Transport Services for receiving, processing and disposal services. The amount of the contract is not to exceed $1,540,000 for a period of two years. The council authorized an option to renew the contract for two additional one-year periods. Election Practices – The city council received a report from City Attorney Charles Parkin offering his recommendations to update the city’s current election practices. Among these recommendations was an amendment to the term of the election cycle to allow additional time for candidates to retire their debt. The council voted 8-0 to direct City Attorney Parkin to prepare the amendments and return to the council for a first reading. Items that require a vote of the people, including an adjustment of the limit on contributions from persons, were returned to the Election Oversight Committee for further discussion. Uranga Appointment – The city council voted 8-0 to approve Councilmember Uranga’s appointment to the South Coast Air Quality Management District. Council In The Park – Tonight, (September 30), Vice Mayor Lowenthal invites residents to stop by the Bixby Farmer’s Market for “Council in the Park.” She will be on hand to visit with neighbors while they shop. and give out household recycling bags for residents to collect used

September 30-October 13, 2014 batteries before dropping them off at the city’s household hazardous waste collection center. Residents will also have a chance to discuss the types of play equipment and themes they would like to see in Bixby Park’s new playground. The event begins at 5:30 p.m. The Bixby Farmer’s Market is at Bixby Park, which is located at 130 Cherry Ave. Council Chambers Dark – There is no city council meeting tonight (September 30) as the council doesn’t meet the last Tuesday of the month. Planning Commission – On this Thursday, October 2, the planning commission considers a categorical exemption and approval of a site plan review request to demolish two single-story buildings and construct two single-story commercial buildings. The new buildings will house a bank and fast food restaurant. The site is located on the east side of Cherry Avenue near the intersection of Del Amo Boulevard. Ready Long Beach – On October 4 the Long Beach Community Emergency Response Team (CERT) presents the community preparedness expo at Heartwell Park. The event, which is geared toward raising awareness about emergency preparedness, features a shakey quakey house, fire safety demonstrations, emergency vehicle displays as well as an opportunity to purchase emergency supplies and equipment. The event begins at 10 a.m. Heartwell Park is located at 5801 Parkcrest St. For more information, e-mail info@readylongbeach.org. ■

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NEWSWATCH September 30-October 13, 2014

Long Beach Transit Board Revives Zero Emission Bus Project ■ By SAMANTHA MEHLINGER Senior Writer Six months after Long Beach Transit canceled its contract with Chinese-based bus manufacturer Build Your Dreams (BYD) for the production of 10 zero-emission buses, the transit agency is rebidding the project. During a September 22 meeting, the Long Beach Transit Board of Directors voted to re-solicit a request for proposals for the project, which is to be funded with a $9.6 million Transit Investments for Greenhouse Gas and Energy Reduction grant from the Federal Transit Administration (FTA). Long Beach Transit and BYD were forced to cancel their contract in March of this year after the FTA notified them that the bus company did not meet the FTA’s Disadvantaged Business Enterprise requirements at the time the project was awarded, meaning that the grant was not applicable to the contract. The contract with BYD was plagued with difficulties, from questions about the

Long Beach Business Journal 7 company’s ability to meet Buy America requirements, first brought to light by the Business Journal, to manufacturing problems and snowballing time delays. Then there was the matter of charges brought against BYD by the state labor department, alleging the company had paid employees in Lancaster with inaccurate or incomplete itemized wage statements and failed to provide two 10-minute rest breaks during work shifts. Those citations were upheld but the financial penalties for them were ultimately reduced. Media attention on these issues eventually caused BYD to hire the high profile attorney Lanny J. Davis to handle public relations matters. At the September board meeting, Long Beach Transit President and CEO Kenneth McDonald said responses to the request for proposals would be due within three months. “I want to personally say I am very excited about this project. I am very pleased we are going out to bid,” Freda Hinsche Otto, president of the transit board, said at the meeting. “I am very much looking forward to having alternative fuel vehicles on the streets of Long Beach.” BYD representatives have previously indicated to the Business Journal that the company intends to re-bid on the project. A representative from BYD’s competitor, American bus manufacturer Proterra, told the Business Journal, “Proterra is evaluating the opportunity as it does with all potential new business.” ■

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NEWSWATCH 8 Long Beach Business Journal

September 30-October 13, 2014

Panelists Present Perspectives On Californiaâ&#x20AC;&#x2122;s Future (Continued From Page 1)

including the owner of the advertising firm InterTrend, Julia Huang; Chapman University urban studies professor and author Joel Kotkin; and Gustavo Arellano, editor-in-chief of OC Weekly. During the two-hour long discussion â&#x20AC;&#x201C; part of the Ranchoâ&#x20AC;&#x2122;s â&#x20AC;&#x153;Conversations In Place 2014â&#x20AC;? series â&#x20AC;&#x201C; moderated by author Don Waldie, the conversation wound its way through various topics including the importance of cultural literacy, creating a sense of place in Southern California and the stateâ&#x20AC;&#x2122;s dwindling middle class.

More than a 100 people gathered in the historic building to listen to panelists recount their own unique perspectives on the history of California and where the state is headed in a rapidly changing world. Huang, the Japanese born daughter of Taiwanese parents, was selected as one of Fortuneâ&#x20AC;&#x2122;s top 10 most promising entrepreneurs in 2014. Twenty-one years ago she founded Long Beach-based InterTrend Communications, which advertises to Asian audiences. She described her inspiration to go into the advertising field â&#x20AC;&#x201C; a disastrous attempt by Kentucky Fried Chicken to advertise to Asians. She explained the companyâ&#x20AC;&#x2122;s trademark slogan â&#x20AC;&#x153;finger lickinâ&#x20AC;&#x2122; goodâ&#x20AC;? translated roughly to â&#x20AC;&#x153;eat your fingers off.â&#x20AC;? â&#x20AC;&#x153;I looked at it and said, â&#x20AC;&#x2DC;I can do better

than this,â&#x20AC;&#x2122;â&#x20AC;? Huang said of her decision to found InterTrend. Though there were moments of levity, such as when Arellano expressed his fondness for strip malls as a good source of hidden culinary jewels, Kotkinâ&#x20AC;&#x2122;s descriptions of California as a withering, failed Utopia were more sobering. Ominously he said Southern California was squandering the things it had built and was essentially waging war with the past. Kotkin explained that Los Angeles was intentionally designed as a dispersed metropolis unlike any other in the world. â&#x20AC;&#x153;The idea was to create something that worked with our climate, that worked with how we actually wanted to live. And that really was to be the basis of what made LA a great city,â&#x20AC;? Kotkin said.

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Unlike the city of Manhattan, which is comprised of one massive (and expensive) center of life, Los Angelesâ&#x20AC;&#x2122; far-flung communities surrounded what Kotkin referred to as â&#x20AC;&#x153;multi-polar business centers,â&#x20AC;? which made for a strong economy. He argued that by the 1980s Los Angeles had hit its high point economically and was a magnet for talented people across the world. â&#x20AC;&#x153;What ultimately L.A. offered was an opportunity for people who came from elsewhere [to] get something better,â&#x20AC;? Kotkin said. But, he added, this is no longer the case. â&#x20AC;&#x153;Since 1990, thereâ&#x20AC;&#x2122;s no region in the United States thatâ&#x20AC;&#x2122;s done more poorly in recovering the jobs that it had,â&#x20AC;? Kotkin stated. â&#x20AC;&#x153;Since this recession, weâ&#x20AC;&#x2122;re about 100,000 jobs down. Where, for instance, Houston . . . theyâ&#x20AC;&#x2122;re up 200,000 jobs.â&#x20AC;? Kotkin went on to explain that the technology sector in Southern California thrived in 1982 and boasted the largest concentration of scientists and engineers in the world. Now, as the Southland hemorrhages technology jobs, the field continues to grow in places like Seattle. The problem for California, explained Kotkin, is that the region has fostered a hostile and overregulated business climate, forcing existing companies out of the state to more hospitable regions while discouraging new talent from coming to the area. He referred specifically to Toyotaâ&#x20AC;&#x2122;s recent decision to close its Torrance facility and its move to Dallas. â&#x20AC;&#x153;What weâ&#x20AC;&#x2122;ve been doing is, weâ&#x20AC;&#x2122;ve been getting rid of our middle-class jobs, so then weâ&#x20AC;&#x2122;re left with this situation where people are really not coming [here] anymore,â&#x20AC;? Kotkin said. But providing a stark counterpoint to Kotkinâ&#x20AC;&#x2122;s presentation, Arellano criticized what he described as doom-and-gloom predictions from the political class that argues California is headed for a dystopian future. He also took exception to Kotkinâ&#x20AC;&#x2122;s â&#x20AC;&#x153;love affairâ&#x20AC;? with Texas. â&#x20AC;&#x153;Yeah, theyâ&#x20AC;&#x2122;re getting all these jobs, and theyâ&#x20AC;&#x2122;re getting all this population. But Texas ainâ&#x20AC;&#x2122;t California,â&#x20AC;? Arellano said. Far from creeping toward a future like the one portrayed in the film Blade Runner, Arellano said California is in fact in the midst of a high point. He said this was a common perspective for people of his generation, who are the children of immigrants. â&#x20AC;&#x153;This is the best time weâ&#x20AC;&#x2122;ve ever had. This is a time where finally, in one way or another, weâ&#x20AC;&#x2122;re all kind of at the same level,â&#x20AC;? Arellano said. Referring to Huangâ&#x20AC;&#x2122;s discussion about advertising to Asians, Arellano explained that, in order for a person to predict the future of the region, they will need to have some level of understanding of other cultures. â&#x20AC;&#x153;If you want to know where the future of Southern California is, you have to keep culturally literate,â&#x20AC;? Arellano said. Responding to the question of whether he felt a sense of place here in California, Arellano expressed an existential and optimistic take on how people should consciously create a sense of space. He spoke of growing up in Orange County, (Please Continue To Next Page)

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NEWSWATCH September 30-October 13, 2014 which many of his friends – viewing it as bland and lacking identity – left, making their way to places like Austin and San Francisco. “I’ve tried to let my generation know [that] here in Orange County, even if you don’t like it, if you want Orange County to not be Orange County, then stay here and let’s make something of it.” Arellano said. Toward the end of the discussion, when panelists were asked to give their predictions on where California will be in 10 years, Kotkin alluded to the death of the state’s corporate culture and said it would be up to self-employed entrepreneurs to rebuild the economy. “I think it’s going to be a very different place. But the question is, will we have such a terrible regulatory environment that these things will not be able to grow?” Kotkin asked. Arellano expressed an admittedly more optimistic outlook and argued that, as long as a people hustle and have an entrepreneurial spirit, they can succeed, even in tough regulatory environments. “You can either say ‘I’m going to go some place that doesn’t have any regulations’ and just make it easier or put a challenge in front of yourself and make something of it,” Arellano said, adding, “I think in a way the great recession has been great for the United States because

Treasure Hunt At Local Businesses This Saturday, October 4, Benefits Long Beach Playhouse The East Anaheim Street Business Alliance (EASBA) is hosting the 2nd Annual Discover East Long Beach Treasure Hunt this Saturday, October 4, at 9:30 a.m. The hunt begins in the Farmers & Merchants parking lot at 3140 E. Anaheim St., where participants will be given a set of clues. Searching for answers along East Anaheim Street between Junipero Avenue and Pacific Coast Highway, participants will find prizes and be able to collect raffle tickets from businesses along the way. All participants are to receive a T-shirt, snacks, water and the chance to win prizes valued at $5,000. Lunch and activities await at the finish line. All funds collected from the $20 registration fee benefit the Long Beach Playhouse. “As we prepare for our 2nd annual event, this will be an excellent opportunity to introduce people to all the hidden gems within our business corridor while supporting one of Long Beach’s oldest nonprofits, the Long Beach Playhouse,” EASBA President Rod Wilson said in a statement. “With all proceeds going to the Playhouse, this event will raise muchneeded funds to support the arts in our local community,” Long Beach Playhouse Executive Director Andrew Vonderschmitt stated. To register, visit www.easba.com or call 562/494-3800. – By Senior Writer Samantha Mehlinger

Long Beach Business Journal 9 people are finally realizing you can’t just expect a break to be handed to you. You absolutely have to work for it.” Huang echoed Arellano’s sentiment, but added that regulation makes it tough for business owners. But when asked where she saw herself in 10 years, she said she believed she would still be in Long Beach. “You suck it up,” she said. “We want to be in Long Beach. We want to be in Southern California.” “Converstions In Place 2014,” now in its third year, continues October 19 from 1:303:30 p.m. Panelists Jonathan Gold, Jaren Farmer and Jon Christensen discuss “Urban Nature Isn’t What You Think.” For more information, visit www.rancholosalamitos.com. ■

Long Beach-Based Dental Group To Participate In Covered California Dental Health Services (DHS), founded in Long Beach 40 years ago, has been selected by the California Health Benefit Exchange to participate in the state’s health insurance exchange, Covered California, in 2015. The dental group is to be a part of the individual marketplace of the exchange. According to a release from DHS, the company is to offer the “only employee-owned, prepaid dental plan” through Covered California. “Our entire organization looks forward to partnering with Covered California to offer

consumers more choice with the new family dental plans,” Josh Nace, DHS’s executive vice president said in a statement. “We are proud of the trust Covered California has placed in DHS and look forward to delivering excellent service and dental benefits of the highest quality to California.” Founded by Godfrey Pernell, DDS, in 1974, DHS was, according top its website, one of the “first companies to specialize in the provision of prepaid dental plans, setting industry standards in service and care. The concept – prepaid dentistry – represented a new, effective way to deliver quality and affordable dental care. Dr. Pernell had 1,500 appointments scheduled before his doors opened. ‘We really had a tiger by the tail,’ says Dr. Pernell of those early years.” ■

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NEWSWATCH 10 Long Beach Business Journal

September 30-October 13, 2014

Closing The Gap: MemorialCare Health System, Anthem Blue Cross Announce Partnership To Serve LA/OC ■ By STEVE STELPFLUG Contributing Writer For employers, being able to offer affordable and quality health care benefits to employees makes a huge difference when vying to recruit and retain top talent. Similarly, employees who have access to a health plan that offers low cost of entry, minimum co-pays and access to one of the most highly rated physician and hospital networks in the nation is an opportunity rarely found in today’s workplace. When these two elements come together, it’s a win-win for everyone, says Barry Arbuckle, Ph.D., president and CEO of MemorialCare Health System in Orange and Los Angeles counties. “MemorialCare Health System, Anthem Blue Cross and six other top hospital systems have partnered to offer Anthem Blue Cross Vivity, an integrated network offering in Los Angeles and Orange counties,” Arbuckle says. “This is a first-in-thenation partnership between an insurer and seven competing hospital systems who have joined to enhance the health of all Anthem Blue Cross Vivity members.

“This is an unprecedented partnership that was created to provide employers and consumers with a unique health care offering,” Arbuckle says. “Anthem Blue Cross Vivity provides choice, convenience and affordable access to exceptional physicians and hospitals throughout our region. MemorialCare is pleased to be part of this high-value, innovative plan.” The six other health systems include Cedars-Sinai, Good Samaritan Hospital, Huntington Memorial Hospital, PIH Health, Torrance Memorial Medical Center and UCLA Health. As one of the most unique managed care plans to emerge in the past two decades, Vivity continues the move away from traditional fee-for-service reimbursements that may incentivize increasing the volume of medical procedures performed by providers, and continues the trend of moving toward a structure that financially rewards activities to keep patients healthy, Arbuckle explains. “This is an exciting and historic time,” says Pam Kehaly, western region president for Anthem Blue Cross. “This innovative venture creates a foundation that will significantly advance the delivery of

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NEWSWATCH September 30-October 13, 2014 medical care, while enhancing the care experience for our members.” Another aspect of this plan is that it creates a structure that contains built-in incentives to eliminate waste and redundancy and improve overall health, Kehaly says. “This delivery system places a huge emphasis on preventative medicine,” Kehaly explains. “Longer-term value will come from future improvements in efficiency and effectiveness enabled by such things as a common electronic medical records system, shared care management systems, joint wellness resources and care provisions.” “We are clearly focused on our member’s long-term health,” Arbuckle says. “Another important focus is to simplify costs and make them more predictable. “When Vivity members go to the doctor, have a medical procedure or pick up a prescription, all they pay is their co-pay. They won’t have to worry about meeting deductibles or having to decipher complicated medical bills,” he says. According to Kehaly, large group brokers – representing employers with 50 or more employees – can start requesting proposals as early as October 1, with coverage starting on January 1, 2015. “We anticipate a large response to this plan offering,” Kehaly notes. “We are especially pleased to be able to offer this to local employers who want to make a real difference in the lives of their employees.” ■

Long Beach Business Journal 11

Open House Set In October To Discuss Plans For L.A. River Bicycle System Business people and residents are encouraged to attend an open house on October 23 to learn about the final construction plans for a federally funded bicycle project known the “Bicycle System Gap Closure and Improved Los Angeles River Bike Bath Access Project.” As proposed, according to a statement, the project creates a continuous, connected bicycle route north/south in Long Beach. It features improvements to Pacific Avenue and San Antonio Drive in the Los Cerritos neighborhood of Bixby Knolls, and completes a section of bike lane on Del Amo Boulevard. Over the past year plus, numerous residents of Bixby Knolls area have questioned some of the changes called for in the plan. Of particular concern were the circular medians that would eliminate parking in front of homes and businesses. City staff will be on hand to discuss the project and answer questions about the project. The open house is scheduled from 6 to 8 p.m. on Thursday, October 23, aty the Expo Arts Center, 4321 Atlantic Ave. – From Staff Reports

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NEWSWATCH 12 Long Beach Business Journal

Economic Development Efforts Hope To Stop Loss Of Retail Sales (Continued From Page 1)

oversight of the asset management bureau in public works. The move shifts seven additional staff to the new department. According to Garcia, the personnel shift is budget neutral. Included in a booklet of his recommendations was Garcia’s explanation for creating the new department. “This will provide the resources for the city to strategically dispose of 259 parcels of the former redevelopment agency,” the statement read. “[And] provide a cohesive vision for how the city’s economic development efforts are implemented and real estate assets are managed, and provide additional staff for the director to work with the mayor, city council and city staff to achieve our economic goals.” The economic and property development department is headed by Michael Conway, who has spent several years working for the city both as public works director and, more recently, as the business and property development director. City Manager Patrick West explained Conway has a strong background in real estate. “When the redevelopment agency was alive, Mike did all of the city’s property acquisitions and property dispositions,” West said. “He’s the one who guided us through the eminent domain process.” Many of the city’s former redevelop-

September 30-October 13, 2014 ment properties were acquired years ago through eminent domain because they presented constant problems for the police and fire departments. The cityowned lots are recognizable by white, two-rail fences surrounding them. The LRPMP divides the 259 parcels into four separate categories based on how the city plans to dispose of them: government use, enforceable obligations, properties for sale and future development. According to Conway, the properties slated for future development will be used to increase the city’s sales tax revenues. “We want to pursue the hopes and the dreams of the neighborhoods through the strategic guide in each of the project areas. We also want to match that up with the retail sectors that are bleeding sales tax,” Conway said, adding that city officials are concerned Long Beach is falling behind the rest of Los Angeles County when it comes to generating sales tax revenues. At a recent city council meeting, 5th District Councilmember Stacy Mungo, who also chairs the city’s economic development and finance committee, said lagging sales tax revenues were leading to the loss of $18 million annually. During the meeting, Mungo recommended drafting a new city ordinance that would have given her and the mayor access to review the sales tax records of city businesses. The item did not pass, however. Conway said that his department hopes that once development begins on former RDA properties there will be a ripple effect

throughout the business community leading to a surge in new business. When asked what the city plans to do specifically to be more attractive to businesses, Conway said city departments will continue to take a holistic approach to dealing with companies interested in coming to Long Beach. “I don’t want to say we’ll roll out the red carpet, but we will absolutely cooperate and commit to cooperate to get businesses in as quickly as possible,” Conway said. As an example, he mentioned a business that is in the process of setting up shop in the Douglas Park area. Though he said he couldn’t disclose the name of the business, he explained that during the application process several city departments including planning and building, development services and public works gathered together to meet with the business to help figure out how to expeditiously move the permitting process along. “We had a great group of people. They looked at every aspect of the city and we sat down with this group and said, ‘what do you need, when do you need it by?’ Let’s figure out how to get that done,” Conway said. Once the city is cleared to begin developing its former RDA properties, Conway explained that staff will continue discussions with developers that were interrupted by the 2012 dissolution of redevelopment. For the rest of the properties, a request for proposal (RFP) will be issued. And once development on RDA proper-

ties begins, Conway said he believes it will be a strong signal to companies that Long Beach is open for business. “It’s going to be a great economic driver. That in itself just creates collateral effects of having other businesses come in. They’ll see all the investment that’s being done in the city,” Conway said. “We think that it’s going to be a real catalyst to get local businesses and maybe larger businesses looking at Long Beach.” ■

Workshop On How To Apply For California Competes Tax Credit The Governor’s Office of Business and Economic Development (GO-Biz) is hosting a FREE workshop October 15 in the City of Carson on the new California Competes Tax Credit. The workshop is scheduled from 9:30 to 10:30 a.m. at the Carson Community Center, 801 E. Carson St. Small, medium and large businesses are encouraged to attend the workshop and receive instruction on how to apply for this new tax credit program available from the state. The program provides upwards of $151 million in tax credits during this fiscal year for businesses that want to expand their operations or relocate to California. The workshop is co-hosted by the cities of Long Beach and Carson and the local chambers of commerce. ■

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Focus On The Arts In Long Beach

Inside This Issue •Foster The Arts, Grow The City • Councilmembers Offer Their Perspective On The Arts • East Village Arts District Is A Hub Of Creativity • The Emerging Zaferia District Arts Community • A World Of Asian Art At Assistance League Office • Listings For 31 Arts And Cultural Organizations

“Seagrass” By Barbara Grygutis

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FOCUS ON THE ARTS IN LONG BEACH September 30-October 13, 2014

Long Beach Business Journal 15

Foster The Arts, Grow The City The Arts Council On The Arts’ Role In Economic Development

Victoria Bryan, executive director of the Arts Council For Long Beach, visits an empty lot at the corner of Atlantic Avenue and Artesia Boulevard in North Long Beach used in the council’s A Lot project. In the month of October – arts month in Long Beach – vacant lots across the city will be filled with free art experiences through a grant from the National Endowment For The Arts. (Photograph by the Business Journal’s Thomas McConville)

■ By SAMANTHA MEHLINGER Senior Writer s leadership at Long Beach City Hall is placing an emphasis on economic development through the creation of a new city department, the arts are also starting to gain more priority. When the city council recently approved the city’s 2014-2015 fiscal year budget, an additional $50,000 was set aside for the Arts Council for Long Beach to use for marketing.

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To Victoria Bryan, the relatively new executive director of the Arts Council for Long Beach, economic development and the arts are closely linked – after all, the council’s new mission statement is to “foster creativity and culture, enlivening communities and enabling a thriving economy.” In an interview at the council’s offices, Bryan said the additional funding from the city – although not significant when compared with the $1 million-plus the Arts Council received prior to the dissolution of the redevelopment agency – is one of the first steps towards achieving the council’s new mission. In light of certain weaknesses the Arts Council identified itself as having in its 2014 strategic plan, including “uneven board involvement, lack of performance metrics, very poor marketing” and even lack of credibility within the arts community and with public officials, the council has worked with its constituents over the past few years to find its direction, refine its purpose and develop benchmarks for

Councilmembers Offer Their Perspective On The Arts “Seagrass,” a public art piece on the median at 415 W. Ocean Blvd., was commissioned by the Arts Council For Long Beach in 2011. “Honoring and inspired by the Long Beach community’s close connection with the Pacific Ocean, this median sculpture incites the motion of life under water as it ebbs and flows in the currents,” artist Barbara Grygutis told the Business Journal. The piece is made from fabricated aluminum with lighting. The City of Long Beach provided the foundations and electrical components for the artwork. (Photograph by the Business Journal’s Thomas McConville)

or this issue, Business Journal F staffers have been busy talking to members of Long Beach’s art’s community. While we focused on the voices of those who create art, we also wanted to know what our civic leaders thought about art’s impact on the public sphere. We e-mailed and made follow up phone calls to each of the city’s nine councilmembers to ask them how they view the role of art in the city’s development. Six councilmembers responded. Here’s what they had to say.

promoting, supporting and developing the arts in Long Beach. Through the strategic plan, those guidelines have been directly tied to the city’s growth as a destination not only for visitors but also for businesses. “I think the way we used to see our mission and ourselves as an organization was based on the assumption that everybody thought about the arts in the same way we do – recognizing their value,” Bryan said. “It was sort of enough for us to say, ‘We’re going to be really good at supporting the arts,’ which I think is how many arts organizations have traditionally viewed themselves . . . That is just not the world we live in anymore,” she reflected. “We’re trying to turn the organization in a new strategic direction and really take on our new role, which is to be a promoter, advocate, facilitator and educator for all the arts in Long Beach, and align the Arts Council’s goals with those of the city for economic development,” Bryan said. Focusing on developing the arts commu3rd District Councilwoman Suzie Price “I believe art, in every form, is a major element in any successful urban setting. I am a proud supporter of our current arts programs, facilities and offerings. These programs enhance our ability to attract locals and visitors to spend their recreation time in our City, rather than seek such opportunities in neighboring cities. One way to promote the arts and create a healthy creative economy is to invest in public art. Public spaces are essential for thriving communities and business districts, providing opportunities for people to interact and share ideas. Public Art has the ability to activate spaces making

nity as a catalyst for economic development isn’t a new idea, Bryan noted. “When we talk about up-and-coming cities like Austin or Seattle – cities that are growing and companies are moving there, particularly high tech, education and knowledge-based companies – we see that the one thing they all have in common is the creative arts sector as the real heart or hub of the city,” Bryan said. “That has always been the case. It has been true for New York and San Francisco, London and Paris. The cities we think of as the great cities share that common factor,” she explained. “If [a company] wants to relocate to a place where they are going to be a successful, future-oriented business, they need a creative workforce. And part of drawing that group of people to want to live in Long Beach is the arts scene.” The arts have been a draw for startups and high-tech companies in Silicon Beach – a stretch of beach cities from Santa Monica to Manhattan Beach, where a hub (Please Continue To Next Page)

them safer and more economically productive. Additionally, public art creates civic icons and transforms playgrounds, bus stops, medians, and public facilities into vibrant spaces, inspiring civic pride. Data proves that cities with an active arts scene are more attractive to individuals and businesses, spurring economic development and serving as a symbol of a healthy community.”

5th District Councilwoman Stacey Mungo “Art is many things to many people. From the drawing a mother receives from her child to a sculpture in a fountain to a movie on the big screen. Arts (Please Continue To Next Page)

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FOCUS ON THE ARTS IN LONG BEACH 16 Long Beach Business Journal (Continued From The Previous Page)

of tech companies and startups has taken hold, Bryan noted. In order for Long Beach’s art community to create the same sort of buzz, it has to be a lot more visible. “Raising visibility for the arts community is a big issue and a really great need,” Bryan said. “That in some ways is quite straightforward. It’s marketing. It’s promotion,” she explained. “That is a very strong part of our mandate, especially with the new grant initiated by Mayor Garcia and approved by the council, which is all for marketing.” By 2016, the council intends to “develop marketing efforts to measurably increase attendance for Long Beach arts” through a variety of avenues. One of the first steps is developing a master calendar, available through the Arts Council’s website, to keep track of arts events in the city. “If we want to raise visibility for the arts for residents, visitors and people in the region, we have to have a good calendar,” Bryan said. The Arts Council is also looking to partner with other organizations, such as the Long Beach Convention & Visitors Bureau and California State University, Long Beach, to identify collaborative ways to market the arts community, Bryan noted. In addition to marketing, making the arts community more visible both within and outside of Long Beach is tied to developing more cohesion within that community. As the Arts Council’s strategic plan put it: “Our assets include a major university with the largest population of art students west of the Mississippi, vibrant museums, opera, symphony, theaters, art professionals and a music scene – plus a growing reputation for events and festivals that already draw regional tourists to the city. However, many of these elements exist largely within silos, preventing the full growth of a focused, overall development approach.” Bryan pointed out many arts organizations have had enough to worry about without focusing on developing a cohesive community identity – most have simply been trying to get by financially. “That is why it seems clear that this is the role the Arts Council should take on – being the hub of collaborative marketing,” Bryan said. “I give full props and credit to all organizations that have weathered and are weathering that storm,” she added, noting that arts organizations nationwide have struggled through and in some cases failed to survive the Great Recession. From the Long Beach Opera to Musical Theatre West, the Long Beach Museum of Art and more, the city’s decades-old institutions remain standing. In fact, Bryan (Stacey Mungo Continued From Page 14)

employ our neighbors, enrich our communities and let us express ourselves as a City. The January 2014 Otis Report on the Creative Economy notes that Arts (creative industries) make up 7.8 percent of California's gross products, more than $270 billion annually employing more than 1.4 million Californians (directly or indirectly). Long Beach has been successful in welcoming creative visitors, embracing filming opportunities and recruiting small creative businesses and non-profits that are prime for growth. If we can cross-pollinate, get our convention visitors to stay a few extra nights to experience our museums and inform our local businesses of the creative local partners available we will all benefit.

September 30-October 13, 2014 pointed out, the arts community in Long Beach has actually been growing. In addition to the many arts organizations and facilities present throughout the city, many arts-oriented events have been gaining popularity in recent years, such as Downtown Long Beach’s Summer and Music series, the East Village Arts District’s Art Walk, the Long Beach Poetry Festival, the new culinary arts-themed EAT LBC Restaurant Week and more. To achieve the kind of economic growth the city is hoping for, though, there needs to be a strategy to harness and pool these events and resources. This is where the Arts Council sees itself coming in to the picture.

Using marketing as its principal tool, the Arts Council intends to promote and thereby strengthen and highlight the arts community and signature art events in Long Beach. Developing the council’s ties with the city is also key to success, Bryan noted. “Relationship building is at the heart of everything. I think there is opportunity for us to continue to build relationships throughout the city, and by that I mean with our councilmembers and the mayor of course, many of whom speak very strongly about understanding the arts and wanting them to be important parts of their districts and the greater city,” she said. Once those relationships have been estab-

lished and the arts community is showcased both within the city and regionally, the council hopes to use that leverage to pursue additional funding opportunities. One of the council’s goals is to advocate a new cultural trust ordinance to the city council by 2019, based upon the past Percent for Public Art Program through the Long Beach Redevelopment Agency, which required developers to allot 1 percent of their projects’ budgets to public art. “It is one of the longer-term goals we have in mind if we are going to be serious about rebuilding the public art program we used to have in Long Beach. That is probably the only way we are going to do it,” Bryan said. ■

East Village Arts District Is A Hub Of Creativity ■ By BRANDON FERGUSON Staff Writer hough the East Village Arts District was formally established during the redevelopment era some time back in the 1990s, its history with the arts stretches back much further. In the 1920s a veteran named James Savery, disgusted by the horrors he witnessed during the first world war, decided to help create beauty in the world by established a bohemian-style colony in a group of rustic brown frame buildings on the corner of Ocean Boulevard and Atlantic Avenue. The compound soon became a magnet for weavers, woodcarvers and painters. A Los Angeles Times article from 1930 described rooms adorned with found objects: lanterns from shipwrecked vessels, wagon wheels and brass dinner bells, as well as a courtyard theater, which Savery provided free of rent to the Theater Guild of Long Beach. Today, the arts district’s boundaries are considered to be bordered by Long Beach Boulevard, Ocean Boulevard, Atlantic Avenue and 7th Street, though the website of the now inactive East Village Association states that the northern boundary was extended to 10th Street in 2007. A community hub for those dedicated to creating art, Marek Dzida, owner of the 1,700-square-foot Hellada Art Center, explained that the arts district remains a place of discovery. “The east village is a definite focal point for anyone who is interested in art and cul-

Everyone’s life and every business is touched by a creative industry professional. Investing in arts, communicating the success of our creative professionals and sharing our local museums, music and other jewels will drive other local economic development.”

6th District Councilman Dee Andrews “As the seventh-largest city in California, the City of Long Beach continues to support creative activity. We are constantly seeking innovative ways to employ the arts to improve and strengthen our communities. Long Beach has a blooming creative scene that includes various types of artist, from music, stage play to feature films, our city has

Marek Dzida opened the Hellada Art Center at 117 Linden Ave. in the East Village Arts District in 1996. Dzida said that he notices something different on the faces of those who visit the arts district, as if they have an expectation of discovery. (Photograph by the Business Journal’s Thomas McConville)

ture, self expression or anything that has to do with creativity,” Dzida said. He added the entire district exudes an artistic aura that is immediately apparent in its architecture. Stone gargoyles stare down from the top of the Villa Riviera on Ocean Boulevard, and the Layfayette building remains a shining example of the 1920s art deco movement. “It’s just my guess, but I read it on the faces of people who come to the East Village. If you see people walking down the street in East Village, they don’t walk the same in Belmont Shore, Pine Avenue or The Pike. They’re not really classical shoppers . . . there is some kind of admiration on their faces, and also an expectation of something to be discovered,” Dzida said. But while the spirit of artistic exploration is alive and well in the East Village, Dzida explained more government support for the arts is needed in the area as well as more

discussion between citizens and local officials about the process of art. “Education is key to everything, and being open to the demands of the public and the demands of the cultural community is key,” Dzida said. He added that openness is often challenging for public officials who are used to making and enforcing the rules. “It’s a very tough thing to do for government. They’re used to being directors rather than open-minded facilitators.” In order to see more growth in the arts district, Dzida said he’d like to see more space for galleries. “What’s needed is space, public space – because sharing what you create, sharing what you express is part of the process of art,” Dzida said. He pointed to the example of San Diego, where the city’s transient occupancy tax is used to fund public art programs and provide space for artists.

it all. The arts has improved our community image and status as one of the top filming sites in California, which builds community identity and pride in our neighborhoods. As more and more individuals connect with their creative sides, I see the arts as a very important ingredient in renewing our economy. I do look forward to seeing more concerts and live entertainment within the City of Long Beach.”

economic wealth during prosperous times and as an amalgam of diverse and sometimes conflicting cultures and languages during challenging times. During the Great Depression, Federal Project Number One, under the Works Progress Administration, employed millions of unemployed Americans to complete public works projects and included musicians, actors, writers, and other artists. These projects worked to keep idle hands and minds engaged while simultaneously providing a public good. As we look to how The Arts impacts our local economy, we must first consider that approximately 1 in 10 jobs in the state of California is part of the creative industry. In Long Beach, we have an active and diverse Arts community, a blossoming music scene, and city

7th District Councilman Roberto Uranga “A city’s culture, as evidenced by its artistic offerings in all its forms, enriches our populace and stimulates our economy. The Arts, as generally described, continues to play a pivotal role in American history as both a purveyor of

(Please Continue To Page 18)

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FOCUS ON THE ARTS IN LONG BEACH 18 Long Beach Business Journal

September 30-October 13, 2014

Utopia Restaurant at 444 E. 1st St. in the East Village Arts District, holds six art exhibitions each year according to Kamran Assadi, co owner of the establishment. Assadi has advocated for a municipal gallery in the arts district. (Photograph by the Business Journal’s Thomas McConville) (Continued From The Page 16)

“What happened there is incredible because, when you have an art gallery in your bottom floor, that brings up the value of all the property,” he said. Lisa Hernandez, who owns the nonprofit Long Beach Depot For Reuse, echoed a similar sentiment. She pointed to the example of San Francisco, which has its own arts commission. She said she’d like to see something similar in the east village to regulate and permit street performers and other artists. “There is a specific program; they actually have a San Francisco Arts Commission that handles [street artists], and permits them. [Artists] have to audition to make sure they’re in good taste,” Hernandez said. But Michael Daniel, who in 2012 opened the 935-square-foot Stone Rose Gallery, located on 342 E. 4th St., told the Business Journal that while the arts district may be a great place to create art, it’s not the same for those who wish to sell their art. He added he’ll soon be closing his gallery. “It’s $3,000 a month to run it, and I’m financing it myself. I just wanted to get to where it breaks even, and it’s not even close,” Daniel said. He was quick to add that his struggles as a gallery owner speak less to the health of the arts community in Long Beach and more about the art-buying community. He explained that people with large amounts of money to spend on contemporary art likely feel more comfortable buying in places like Los Angeles and Santa Monica. “It’s kind of become hip to collect contemporary art, but a lot of people with money don’t necessarily have taste. And they need someone to prove to them that this is valid and important, so they’ll go to [galleries] that have been in business in L.A. for 40 years,” Daniel said. The Stone Rose Gallery’s last show will open on October 1 and will feature local artist Slater Barron, whose work features (Roberto Uranga Continued From Page 16)

backdrops desired by many television shows and feature films. We live in a city that has always been integrated with its creative elements: A city that now has effective leadership in the Mayor’s Office and City Council to see The Arts grow and contribute to our great economy in its many forms, styles and genres. Enjoy!”

8th District Councilman Al Austin “The arts play a significant role in economic development, as evidenced by the thriving arts scene that has been developed throughout our commercial corridors in the Eighth District.

intricate sculptures made out of drier lint. Kamran Assadi is co-owner of Utopia, which operates as both a restaurant and an art gallery. Located at 445 E. 1st St, Utopia holds six exhibitions annually. According to Assadi, who’s been active in the East Village arts community for years, the vision to build a thriving arts district has yet to be realized. Part of this, he explained, was due to the rise in property values in the early 2000s, which forced many artists to leave the area. “We envisioned an area with multiple art galleries and artists, but it didn’t happen that way. Instead it became an area with hybrid spaces, small specialty boutiques that feature art on the walls,” Assadi said, adding that he too would like to see more galleries and has advocated for funding of a municipal gallery. He argued that publicly supported galleries such as the Bixby Knolls Expo Art Center, a former redevelopment property leased by the Bixby Knolls Improvement Association, can be a boon to an area’s revitalization. “The Bixby Knolls area, the Atlantic Corridor is revitalized because of the Expo Art Center,” Assadi said. Though he said the district isn’t quite where he would like to see it in terms of vibrancy, Assadi explained that he’s seen positive developments in recent years pointing to the example of the Art Exchange. Located at 340 E. 3rd St., the Art Exchange is run by a non-profit group and offers various classes and community workshops. Housed in a former redevelopment property, the Art Exchange signed a lease agreement with the city in 2011, which requires it pay only $1 per month provided its operators offer low-cost, afterschool art programs. Though, Assadi said, this has been a great project for the area, more is needed in order for the arts district to thrive. He pointed to another property, currently stuck in redevelopment limbo, the vacant Edison Theater located on Broadway. Most notably, the Bixby Knolls Business Improvement Association sponsors the monthly First Fridays art walk on Atlantic Avenue between Bixby Road and San Antonio. This dynamic event features live music, dancers, performing and visual artists and more that draws thousands of residents and visitors while supporting local businesses. The Atlantic Avenue commercial corridor also benefits greatly from the art venues in Bixby Knolls, including the Richard Goad Theater, home of the Long Beach Shakespeare Company, the Historical Society of Long Beach, and the Expo Arts Center, which hosts a number of theater performances and gallery shows. In Virginia Village on Long Beach Boulevard, the nonprofit organization Long

“Give it to the art community and we’ll come up with an operating fund for it,” Assadi suggested. While the state continues to consider the city’s plan for disposing of its former redevelopment properties, the Urban Land Institute (ULI) recently conducted a study on the districts surrounding the waterfront. The group is expected to release a report on how to proceed with development of the area in order to increase tourism and the economic health of the region. Speaking to the Business Journal in August, Richard Bruckner, who participated in the ULI study, discussed the possibility of connecting the East Village to the waterfront. “Bring it all the way down and bring

some vibrancy and connectivity for folks who live in that east portion and provide some open space and park areas for them,” Bruckner said. The full ULI report is expected to be released October 1. But even though artists and city planners active in the community may argue more is needed to make the arts district a more happening spot, Dzida explained, there’s still no other place like it in the city. “I think we achieved something that no other area of Long Beach has, which is community understanding of the necessity to be involved in cultural activities and to have artists around, because they do bring prosperity.” ■

Victor Orlando Nieto operates three enterprises out of his offices in the Artist Co-op at 1330 Gladys Ave., located in the Zaferia District within the East Anaheim Street Business Association. In this studio, he produces local bands under the label Toy Records. The handmade guitar he holds represents another one of his ventures – a yet-to-be-named custom guitar business with a line of handmade instruments called Velasco Custom Guitars. He also operates Nieto Enterprises, a consulting software firm, in an adjacent office. (Photograph by the Business Journal’s Thomas McConville)

The Emerging Zaferia District Arts Community ■ By SAMANTHA MEHLINGER Senior Writer n 2009, the Long Beach Redevelopment Agency had big plans for the Zaferia District, where a creative design district was organically growing along Gladys, Orizaba and Coronado Avenues north of East Anaheim Street. The city brought on Field Paoli Architects out of San Francisco as a consultant and met with community stakeholders to develop the Long Beach Design District Implementation Plan. The plan,

Beach Arts operates a gallery space and is working to further enhance the business corridor, while CALB (Cultural Alliance Long Beach) was instrumental in providing outstanding artists performing during Second Sundays in the Village this summer, an event in partnership with the Virginia Village Business Association. Also, public artwork and murals throughout several of our commercial corridors helps to spur economic development by enhancing the community and showing continued investment in our corridors. The Eighth Council District offers a daily example of how the arts and economic development play a vital and mutually beneficial role in Long Beach.”

which was based on the successful cultivation of design companies there such as Carl Dene’s Vision Design Studio, sketched out a vision for the area’s future: art walks and exhibitions, streetscape enhancements, signage and a district website, all meant to establish a cohesive look to the area and to encourage economic development. “There were a number of businesses looking to coalesce themselves into a district and organization, and they wanted some assistance. We did some façade grants and we created this planning document with them because we wanted to help them become more organized and defined,” Amy Bodek, director of Long Beach Development Services, told the Business Journal. The redevelopment agency was dissolved before the majority of this vision could be realized, but two projects man(Please Continue To Page 20)

9th District Councilman Rex Richardson “A vibrant arts scene is a crucial part of the vitality of any community. In the 9th District, we are fortunate to have the Taste of Uptown event as part of the A LOT initiative with the Arts Council for Long Beach. This helps serve as an economic driver in the neighborhood where community members directly support local restaurants and local artists at the same time. In addition throughout the city, business districts in Long Beach use quality arts events to promote themselves and draw people back to the stores and restaurants. An engaging arts scene is key to making an area attractive.” ■

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FOCUS ON THE ARTS IN LONG BEACH 20 Long Beach Business Journal

September 30-October 13, 2014

(Continued From Page 18)

aged to squeeze through first. One is readily apparent in the recently completed improvements to Orizaba Park, which now sports a new community center. The other lies behind the façade of a nondescript gray warehouse at 1330 Gladys Ave., where, nestled among a street full of artisan and artist studios, a dog kennel and auto body shops, a community of artists has taken hold. Jesse Dean, founder of the interactive design and website development company Visualade, originally purchased the building for his company’s use in photo shoots for clients such as South Coast Plaza, Charlotte Russe, Lucky Brand Jeans and the Mall of America. Around 2007, Visualade outgrew the space and moved to Pine Avenue, but Dean kept the building. “I didn’t really want to let go of the building. I think I had a stubbornness to keep it and maintain it,” Dean recalled. Improvements to buildings on Coronado Avenue by design and creative firms such as Vision Design Studio and Kollin Altomare Architects inspired Dean to stay

Painter Hely Gonzalez is one of nine artists with studio space at the Artist Co-op in the Zaferia District. The painting behind him, a compilation of self-portraits, is part of a project called “No Days Off,” in which he painted one self-portrait in an hour every day for a year. (Photograph by the Business Journal’s Thomas McConville)

in the area and put his building to use for the community. “I wanted to do something that would serve the needs of the neighborhood. That was right about the time the redevelopment agency of the City of Long

Beach was looking to understand why businesses like me were already there – what attracted us to that location,” he said. “I operated it loosely as a creative space from the year 2008 to 2010. It was

kind of a disorganized creative co-op,” Dean said, explaining that artists using the 5,000-square-foot space in the rear of the building had no division of workspace. “It was successful right off the bat but the first thing I noticed was I needed to get some walls up . . . We ended up coming up with plans for nine studios and two shared gallery spaces with a kitchen and bath,” he explained. In front of the building would be office spaces. “In 2010 I approached the redevelopment agency with what I thought was a basic plan for what we needed. They bought into it right away. They really loved the idea. We were one of the last projects to get funding from the redevelopment agency,” Dean said. After about a year of construction, Dean opened the doors to the co-op, and ever since it has been filled with Long Beach artists. “We have some sculptors, a lot of painters, and even a screen printer . . . and myself; I build furniture. It is kind of a diverse group,” Dean said. During a heat wave in late September, (Please Continue To Next Page)

Tucked Away On East Spring Street, A World Of Asian Art ■ By SAMANTHA MEHLINGER Senior Writer he Assistance League, a national nonprofit volunteer organization, is known for its dedication to providing compassionate services in communities throughout the country. The Assistance League of Long Beach (ALLB), for example, provides orthodontic treatments to families with limited resources. What may then come as a surprise to some as they enter the ALLB’s building on East Spring Street isn’t the stateof-the-art orthodontics facility inside, but the halls lined with centuries-old artifacts from Asia. The Howard Collection, acquired through a trust by the ALLB in 1948, makes up the majority of the Asian art collection with more than 2,000 pieces from China, Korea and Japan. The vast and varied Howard Collection, which includes everything from huge, ornate wooden furniture to teapots to silk robes, was collected by Margaret Hare, a pioneering woman who traveled abroad to Asia alone in the late 1800s in the spirit of adventure. “She liked to travel and she would travel on ships to Asia and Hawaii, which was quite adventuresome at the time,” ALLB member Jane Jackson told the Business Journal during a tour of the collection, which lines the halls of ALLB’s facility at 6220 E. Spring St. In her travels, Hare met Walter Lincoln Howard, and the two eventually married and moved to Long Beach. Over the years, they continued traveling to Asia, bringing back pieces to grow their collection. After both Howards died in the 1940s, the collection needed a new home, and the Assistance League was chosen as its steward. A large portion of the Howard Collection is made up of precious silk pieces. The majority of the silks are stored in a climate-controlled vault, explained Marilyn Heron, an ALLB member who occasionally leads tours of the collection. The silks on display are rotated about every six months to allow the fabrics to rest, she added. In addition to silks on display in the league’s meeting room are huge pieces of dark wooden furniture previously

At left, a reproduction of a 20th century samurai’s armor is a favorite among school groups visiting the Assistance League of Long Beach’s Asian art collection. In Japanese culture, when a samurai walked past, people nearby were required to lower their eyes in deference, according to league member Kathy De Silva. The armor was a gift from Harold and Lila Bayer. Above, the lobby and halls of the Assistance League’s offices are filled with the group’s Asian art collection, which includes more than 2,000 items, mostly from China, Japan and Korea. Much of the collection, such as the carved table in the foreground, was part of collection belonging to Margaret and Walter Howard given to the league through a trust in 1948. The carvings on each leg of this table represent the four seasons. Above right, Look closely at these ivory figurines from 18th century China and the curvature of the original elephant tusks they were carved from becomes apparent. The figurines, depicting members of the Chinese court, were a gift from Barbara Smith. (Photographs by the Business Journal’s Thomas McConville)

used by the Howards in their own home. Among the ornately carved pieces are a long table, a fireplace, a bureau and other items. When the league was searching for a new facility seven years ago, part of the reason they chose the building on Spring Street was because it had high enough ceilings to properly display the fireplace, Heron explained. Every 7th grade class in the Long Beach Unified School District is given the opportunity to tour the league’s collection, according to Kathy De Silva, another ALLB member who leads tours. “We always work in a team, bantering back and forth talking to the kids so they aren’t bored,” De Silva said of the tours. Typically, tours focus both on pieces related to school curriculum as well as items children tend to find more interesting, such as tiny slippers from China used to bind young girls’ feet. “A little girl had her foot broken and she walked on her broken feet,” De Silva explained of the foot binding process. “In order to get ahead, in order to marry a guy who was higher level, the mothers thought this is what they should do. And this was for thousands of years,” Heron chimed in. Perhaps the favorite item on display among students is a reproduction of a Japanese samurai’s armor. One of the points ALLB docents focus on in particular is the samurai’s helmet. “At the top of the helmet is a place to put incense. One of the reasons they did that was, if they

were killed in battle, they would be beheaded and their head would be flung somewhere, and they wanted to still smell good,” Jackson said. Adults often appreciate art items in the collection, such as the Japanese wood block prints by the well-known artist Yoshu Chikanobu, De Silva said. In order to preserve their quality, the original prints are not on display – they have only seen the light of day about two dozen times. “They are perfectly preserved,” De Silva noted. One of the unique characteristics of the prints is they depict scenes after Western countries had influenced Japanese culture – Japanese women are depicted wearing Victorian style garb, and streets are shown to be lit with Western-style street lamps. Among the thousands of items are also tea sets, pottery, fans, mirrors, household items, embroidery work, jade, figurines and more, Jackson said. Before the ALLB moved to its East Spring Street location near Palo Verde Avenue about seven years ago, the collection was closed to the public except for special functions, she noted. Now, anyone is able to view the collection free of charge during the league’s operating hours from 8 a.m. to 5 p.m. Monday through Thursday, and 8 a.m. to 2:30 p.m. on Fridays. “Our charge is to take care of the collection and share it with the public,” De Silva said. ■ (For more information about the 900-member Assistance League of Long Beach, visit: www.allb.org)

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FOCUS ON THE ARTS IN LONG BEACH September 30-October 13, 2014 Dean was unsure how many artists would be in the un-air-conditioned co-op in the middle of the day to chat with the Business Journal – but, upon entering, the co-op was full of life. Velasco, a visiting guitar maker from South America, opened the austere metal front door, leading the way into a front office space where he and Victor Orlando Nieto, a long-time Long Beach resident with multiple ventures underway at the co-op, were working on a line of custom and handmade guitars. In the artists’ studios behind Nieto’s offices, artists were propping up paintings as they made selections for future exhibitions while painter Hely Gonzalez zipped down the hall on his skateboard. Nieto has rented the entire front portion of the building – a music studio, two offices and a loft – for the past three years, and has developed three creative enterprises there. In the music studio, Nieto runs Toy Records, producing local bands such as the Long Beach Tijuana Panthers and a group called Pow Wow Now. He uses the offices for Nieto Enterprises, a consulting software firm with McGraw-Hill Education, a large Irvine-based global education firm, as its main client. He is also partnering with a friend in Portland on a series of iPhone applications for preschoolers, using the adjacent music studio to develop jingles and sounds for the apps. Nieto’s latest venture has been partnering with Velasco to make and sell guitars, although their burgeoning company has no name yet, he said. “We are working on cre-

Long Beach Business Journal 21 ating a company that is going to create art guitars made with exotic woods and special finishes,” he said, picking up a handmade wood guitar with a blue finish and goldcolored hardware. In addition to selling the handmade line called Velasco Custom Guitars, Nieto plans to repurpose and customize existing guitars. Nieto said he has seen the co-op grow since he became a part of it a few years ago. “When we first started, this was an empty warehouse. Jesse [Dean] was renting some of the spaces to artists but there were no walls. Jesse turned this into a proper artist space. It has been great,” he said. Being located near Alex’s Bar, a popular bar and music venue in the Zaferia District, has helped generate interest in the co-op, he said. In his studio at the co-op, Gonzalez acknowledged that many artists in Long Beach develop their talents here and then showcase those talents elsewhere. “The group of us are really trying to do something about having legitimate art shows here in Long Beach with fine art and kind of cutting edge, progressive, contemporary work,” he said. He emphasized he and other artists in the co-op are dedicated to “trying to bring something back to the community we are a part of.” The artist community in the Zaferia District extends beyond the walls of the coop to design firms and other artist studios located on the same street. Artist John Hills Sanders, for instance, has had a studio in the Zaferia District for 25 years. A graduate of California State University, Long

Beach’s class of 1972, Sanders went on to produce site-specific artwork throughout California. “There are a lot of artists here and there is a viable artist community here,” Sanders said of Long Beach, and of the Zaferia District in particular. Karen McCreary, jewelry designer and owner of TDM Studios, has also been located on Gladys Street for about 25 years. The area partially appeals to artists because studio space is affordable, she said. Whether or not Zaferia has the potential to attract more artists seems to be uncertain to the artist community there, but efforts are underway on the part of the city to attract more creative businesses to the area.

While Bodek said there is no talk of reviving the Long Beach Design District Implementation Plan, the city is revising its Land Use Element to encourage creative uses of old industrial buildings in the area. “One of the big areas of change is really taking a look at what is happening in the Zaferia District and a little in the Magnolia Industrial District where you have these smaller industrial buildings built in the 1930s or ’40s [that] . . . are too small for today’s industrial uses but too big for a lot of other things,” she said. “Turning them into creative office space or creative industrial space is something we’re looking at.” ■

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AQUARIUM OF THE PACIFIC (EST. 1998)

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Address: 100 Aquarium Way Contact: 562/590-3100 Website: www.aquariumofpacific.org Hours: 9 a.m.-6 p.m. daily Cost: $14.95-$28.95 Season: Year-round (closed Christmas Day and Long Beach Grand Prix dates) Key People: President/CEO Dr. Jerry Schubel; Board Chairman John Molina. Mission: To create an Aquarium dedicated to conserving and building Natural Capital (Nature and Nature’s services) by building Social Capital (the interactions between and among people).

Art Theatre of Long Beach (est. 1924) Address: 2025 E. 4th St. Contact: 562/438-5435 Website: www.arttheatrelongbeach.com Hours: Showtimes vary Cost: $8-$11 Season: Year-round Key People: Operators Jan van Dijs and Kerstin Kansteiner Mission: Celebrating the Art of Cinema

ARTS COUNCIL FOR LONG BEACH (EST. 1976)

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Address: 350 Elm Ave. Contact: 562/435-2787 Website: www.artslb.org Hours: 9 a.m.-5 p.m. Monday-Friday Season: Year-round Key People: Victoria Bryan, Executive Director Mission: To foster creativity and culture, enlivening communities and enabling a thriving economy.

ArtExchange (est. 2002) Address: 356 E. 3rd St. Contact: 562/567-7ARTS (7278); Website: www.ArtExchangeLB.com Hours: 6-9 p.m. 2nd Saturdays Art Walk; 6-9 p.m. 3rd Thursdays Open Studios; Noon-2 p.m. Thursdays Community Gallery; Youth, Adult and Art Classes vary. Cost: Most events are free; classes/special events vary. Season: Year-round Key People: Nicolassa Galvez, CEO Mission: Creative programming, artist studios, galleries and special events define the ArtExchange as a unique place to experience art.

FOCUS ON THE ARTS IN LONG BEACH 22 Long Beach Business Journal

Long Beach Arts And Cultural Organizations The Long Beach Business Journal is pleased to present a listing of 31 Long Beach Arts and Cultural organizations, with information about each, and how to contact each group. We hope you will keep these pages and refer to them throughout

September 30-October 13, 2014 the next year. Another seven organizations did not respond to our e-mails or phone calls to provide information for the free listing. Organizations shown in color are also advertisers in this edition of the Business Journal. We encourage you to support their efforts in presenting quality visual and performing arts to our community and to visitors. Arts are not only vital to the well being of our city, but also serve as an attraction to businesses when deciding where to open or expand their operations. The arts are good for business! ■

Hmong Association of Long Beach (est. 1981) Address: PO Box 6478 Contact: 562/889-6063 Website: www.hmongassoclbca.org Hours: 9 a.m.-2 p.m. Sunday at Homeland Cultural Center, MacArthur Park Cost: Refugee mutual assistance organization – Free Key People: President Wang L. Xiong; Vice President Mhia Theng Vang; New Year Director Chao Voue; Secretary Darlene Lee; Grant Writing Karen Harper Mission: To assist Hmong and other Laotian refugee groups with adjustment to American life, to preserve Hmong culture, to educate the general public about Hmong history and culture, and to support cooperation among Southeast Asian refugees.

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California Repertory Company (est. 1989)

INTERNATIONAL CITY THEATRE (EST. 1985)

Venue: Royal Theater at The RMS Queen Mary Address: 1126 Queens Hwy. Contact: 562/985-5526 Website: www.calrep.org Hours: Showtimes vary Tuesday-Saturday Cost: $20-$25 Season: September 2014 to May 2015 Key People: Artistic Director Anne D’Zmura Mission: Serve as a theatre company dedicated to nurturing artists and challenging audiences by developing exciting, relevant and thought-provoking work. We are a visionary company respecting the theatre of the past and creating the theatre of the future.

Venue: Long Beach Performing Arts Center Address: 300 E. Ocean Blvd. Contact: 562/495-4595 Website: www.internationalcitytheatre.org; Office Hours: 9 a.m.-6 p.m., Monday-Friday Showtimes: 8 p.m. Thursdays-Saturdays; 2 p.m. Sundays Cost: $32-$52; season subscriptions and discounts available Season: Year-round Key People: Artistic Director/Producer caryn desai; Board President James Preusch Mission: International City Theatre was established in 1985 with a mission to entertain, educate, inspire and provoke thoughtful dialogue through live theatre.

California State University, Long Beach (CSULB) College of the Arts (est. 1949)

Long Beach Ballet (est. 1981)

Venues: Seven performance halls, a museum and seven student galleries. The College of the Arts is comprised of the School of Art, the Bob Cole Conservatory of Music, and the departments of Dance, Design, Film and Electronic Arts, and Theatre Arts, along with the Richard and Karen Carpenter Performing Arts Center and the University Art Museum. Address: 1250 Bellflower Blvd. Contact: 562/985-7000, tickets; 562/985-4364, general info Website: www.cota.csulb.edu Hours: Performance/exhibit times vary Cost: Varies Season: September through May Established: 1949 (originally as Long Beach State College) Key People: Cyrus Parker-Jeannette, Dean Mission: To provide a dynamic, contemporary learning environment that honors tradition, embraces diversity, inspires innovation, and strives for excellence. Our faculty of artists, educators, and scholars is committed to challenging students intellectually, creatively, and professionally, while encouraging them to find their individual artistic voices. The College produces and brings the highest level of art, teaching, and scholarship to our community in the form of concerts, exhibitions and installations, films, performances, publications, and emerging media.

Venues: Long Beach Performing Arts Center Terrace Theater; Carpenter Center Address: 1122 E. Wardlow Rd. Contact: 562/426-4112 Website: http://longbeachballet.org Hours: Showtimes vary Cost: $20-$95 Season: December to June Key People: Artistic Director David Wilcox; Resident Choreographer Johnny Zhong; Board of Directors President Peter Werner; Members Ann de Farra and Eric Frank. Mission: Serving Long Beach for over three decades, to enhance the lives of children and the community through the beauty and discipline of classical ballet.

LONG BEACH CAMERATA SINGERS (EST. 1966)

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Venue: Long Beach City College Auditorium Address: 4901 E. Carson St. Contact: 562/373-5654 Website: http://longbeachcameratasingers.org Hours: Showtimes vary Cost: $10-$40 Season: October to June Key People: Artistic Director Robert Istad; Board President Jan Hower. Mission: Dedicated to excellence in choral music. We enrich the lives of our community and performers through a broad spectrum of repertoire, innovative programming, and arts education.

CSULB University Art Museum (est. 1973) Address: 1250 Bellflower Blvd. Contact: 562/985-5761 Website: www.csulb.edu/uam Hours: Noon-5 p.m. Tuesday-Sunday; noon-8 p.m. Thursday Cost: $4 general admission; free for UAM members and CSULB students/faculty staff; $2 non-CSULB with student ID Season: Year round Key People: Brian Trimble, Interim Director Mission: To present education and exhibitions programs that blur the boundaries between visual arts and design, technology, music and contemporary culture. The University Art Museum provides a forum for the investigation of contemporary visual culture and seeks to transform the traditional art museum experience, from the ordinary to the extraordinary and personal.

Earl Burns Miller Japanese Gardens (est. 1981) Address: Earl Warren Drive between Beach Drive and Atherton Street Contact: 562/985-8885 Website: www.csulb.edu/~jgarden Hours: 8 a.m.-3:30 p.m. Tuesday-Friday; noon-4 p.m. Sunday Cost: Donation Accepted Season: Year-round (see website for closure dates) Key People: Director Jeanette Schelin Mission: To be a place for refuge, beauty and learning for all who enter its gates.

Historical Society Of Long Beach (est. 1962) Address: 4260 Atlantic Ave. Contact: 562/424-2220 Website: www.hslb.org Hours: 1-5 p.m. Tuesday, Wednesday, Friday; 1-7 p.m., Thursday; 11 a.m. to 5 p.m. Saturday Cost: Free Season: Year-round Key People: Executive Director Julie Bartolotto; Board Co-President Evan Anderson Braude; Co-President Roxane Pitmor Mission: At our facility and through our programs, we promote, develop, exhibit and preserve Long Beach history. We serve students, educators, researchers and those interested in local history.

Long Beach City College Department Of Theatre, Dance & Film (est. 1927) Address: 4901 E. Carson St. Contact: 562/938-4563 Website: www.lbcc.edu/tdf Cost: $10-$17, Theatre and Dance; $5-$20, Music Season: Year-round Key People: Production Manager Noreen Kimura; Department Chair Cathy Crane. Mission: Long Beach City College is a comprehensive community college that provides open and affordable access to quality associate degree and certificate programs, workforce preparation, and opportunities for personal development and enrichment. The college develops students’ collegelevel skills and expands their general knowledge, enables their transfer to four-year institutions, prepares them for successful careers or to advance in their current careers, and fosters their personal commitment to lifelong learning. Based upon a commitment to excellence, college programs foster and support the intellectual, cultural, economic and civic development of our diverse community.

Long Beach Convention & Entertainment Center (est. 1962) Venues: Long Beach Arena, Terrace Theater, Center Theater, three exhibition halls, the Grand Ballroom and 34 meeting rooms. Address: 300 E. Ocean Blvd. Contact: 562/436-3661 Website: www.longbeachcc.com Hours: Showtimes vary Cost: Prices vary Season: January to April and August to November Established: Long Beach Arena opened in 1962; Center and Terrace theaters opened in 1978 Key People: General Manger Charlie Beirne; Assistant General Manager Dan Lee; Director of Sales Kandy Grzebyk; Director of Event Services Marcellaus Taylor; Director of Facilities Ray Blanton; and Booking Manager Greg Parkin. Mission: To provide a diverse schedule of programming that is accessible and affordable, as well as attractive to the local community. To provide a destination venue to a wide variety of clients, including arts and entertainment presenters, associations, conventions and meeting planners, corporations, and trade and consumer show producers resulting in a significant local economic impact for the City of Long Beach, facility, hotels, restaurants, merchants and hospitality service companies.

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FOCUS ON THE ARTS IN LONG BEACH September 30-October 13, 2014

Long Beach Business Journal 23

Long Beach Heritage (est. 1980)

Pacific Island Ethnic Art Museum (est. 2010)

Venue: Bembridge House Address: 953 Park Cir. Contact: 562/493-7019 Website: www.lbheritage.org Hours: 1:30-2:30 p.m. Bembridge House tours on Tuesday and the fourth Saturday of each month. Other historic tours on our website. Costs: Bembridge House Tour $5; Walking Tours $10; Other Tours, Cost Varies Season: Year-round Key People: Executive Director Mary Kay Nottage; Board President Cheryl Perry. Mission: To help promote public knowledge and preservation of significant historical and architectural sources, neighborhoods and the cultural heritage of Long Beach.

Venue: Pacific Island Ethnic Art Museum Address: 695 Alamitos Ave. Contact: 562/216-4170 Website: www.pieam.org Hours: 11 a.m.-5 p.m. Wednesday-Sunday Cost: General $5; Students/Seniors $3; Under 12 Free Season: Year-round Mission: To incorporate the diverse cultures of the Pacific Islands into a permanent collection, educational programs, rotating exhibits, and living art.

Long Beach Municipal Band (est. 1909) Address: 2760 Studebaker Rd. Contact: 562/570-3150 Website: www.lbparks.org; www.facebook.com/LongBeachMunicipalBand Hours: Showtimes vary Cost: Free Season: July-August Key People: Parks, Recreation & Marine’s Del Ransom; Conductor Larry Curtis Mission: To perform high quality, free band concerts in the parks of Long Beach, entertaining thousands of families each week.

LONG BEACH MUSEUM OF ART (EST. 1950)

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Address: 2300 E. Ocean Blvd. Contact: 562/439-2119 Website: www.lbma.org Hours: 11 a.m.-8 p.m. Thursday; 11 a.m.-5 p.m. Friday-Sunday Cost: $6-$7; Free on Friday Season: Year-round Key People: Executive Director Ron Nelson; Director of Collections Sue Ann Robinson; Board President Kathy Lingle Mission: A community-based organization that collects and cares for a permanent art collection, presents changing exhibitions in a variety of media and provides engaging educational programming for youth and adults.

Long Beach Opera (est. 1979) Venue: Multiple venues in Long Beach and San Pedro Address: 507 Pacific Ave. (office) Contact: 562/432-5934 Website: www.longbeachopera.org Hours: Showtimes vary Cost: $29-$160 Season: January to June Key People: Artistic & General Director Andreas Mitisek; Director of Production Darlene Miyakawa; Director of Development Elizabeth Kurila; President of the Board Sue Bienkowski. Mission: To expand the boundaries of the opera experience by presenting new and rare works that will engage a diverse audience and instill a love for opera in youth.

LONG BEACH PLAYHOUSE (EST. 1929)

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Address: 5021 E. Anaheim St. Contact: 562/494-1014 Website: www.lbplayhouse.org Box Office Hours: Wednesday-Saturday, 3-8 p.m. Shows: Friday and Saturday at 8 p.m. and Sundays at 2 p.m. Cost: $14-$24 Season: Studio Theatre, May to November 2014; Mainstage, September to August Key People: Executive and Producing Artistic Director Andrew Vonderschmitt; Business and Operations Manager Madison Mooney; Technical Director Sean Gray. Mission: To celebrate the human experience while encouraging the participation of artist and audience alike.

Long Beach Symphony Orchestra (est. 1935) Venue: Long Beach Performing Arts Center Terrace Theater and Long Beach Arena Address: 555 E. Ocean Blvd., Ste 106 Contact: 562/436-3203 x226 Website: www.LongBeachSymphony.org Hours: 8 p.m. Saturday (doors open 6:30 p.m.) Cost: $20-$140 Season: October 4, 2014 to May 30, 2015 Key People: Executive Director Kelly Ruggirello; Board Chair Irv Miller Mission: To enrich our community by providing high-quality traditional and contemporary symphonic music and life-shaping educational experiences.

Museum Of Latin American Art (est. 1996) Address: 628 Alamitos Ave. Contact: 562/437-1689 Website: www.molaa.org Hours: 11 a.m.-5 p.m. Sunday, Wednesday, Thursday, Saturday; 11 a.m.-9 p.m. Friday. Cost: $6-$9; Free on Sunday Season: Year-round Key People: President/CEO Stuart A. Ashman; Board Co-chairs Burke Gumbiner and Mike Deovlet Mission: The Museum of Latin American Art expands knowledge and appreciation of modern and contemporary Latin American art through its collection, groundbreaking exhibitions, stimulating educational programs and engaging cultural events.

MUSICAL THEATRE WEST (EST. 1997)

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Venue: Mainstage performances at the Carpenter Performing Arts Center Address: 4350 E. 7th St. (offices) Contact: 562/856-1999 Website: www.musical.org Hours: Office hours noon-6 p.m. Tuesday to Friday; Performances are generally 8 p.m. Friday and Saturday; 2 p.m. Saturday and Sunday Cost: Tickets start at $20 Season: October 31, 2014 to July 26, 2015 includes “Big Fish,” “South Pacific,” “Les Misérables,” and “Singin’ in the Rain.” Established: Incorporated as the Whittier Civic Light Opera in 1952; first performed in Long Beach in 1997. Key People: Executive Director/Producer Paul Garman; Board President Marnes Lelesi. Mission: To enrich the cultural life of the community through musical theater; preserves musical theater as a unique American art form; [and] cultivates and educates the audience of tomorrow through education and outreach programs.

Rancho Los Alamitos Historic Ranch And Gardens (est. 1968) See Ad Address: 6400 Bixby Hill Rd. Contact: 562/431-3541 Pg 21 Website: www.rancholosalamitos.org Hours: 1-5 p.m. Wednesday-Sunday Cost: Free Season: Year-round Established: Donated by the Bixby family to Long Beach in 1968. Key People: Executive Director, Rancho Los Alamitos Foundation Pamela Seager; Curator Pam Young Lee; Board Chairman Gerald Miller Mission: The fundamental mission of Rancho Los Alamitos is public education, for the story of Rancho Los Alamitos is a microcosm of the evolution of the region. Over a period of 1,500 years, in the intersecting lives of native people, owners and workers who once called this place home, is the story of richness, drama and complexity in Southern California.

Rancho Los Cerritos Historic Site (est. 1955) Address: 4600 Virginia Rd. Contact: 562/206-2040 Website: www.rancholoscerritos.org Hours: 1-5 p.m. Wednesday-Sunday Cost: Free Season: Year-round Established: The city acquired and opened the rancho as a public museum in 1955 Key People: Executive Director Ellen Calomiris; Foundation Board Chair William Lorbeer. Mission: The mission of Rancho Los Cerritos Historic Site is to restore and preserve the structure and grounds; collect appropriate resources; and interpret the relationship of the Rancho’s diverse peoples, from Native American times through the 1940s, to the development of the Long Beach area.

RICHARD & KAREN CARPENTER PERFORMING ARTS CENTER (EST. 1994)

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Address: 6200 Atherton St. Contact: 562/985-7000, tickets; 562/985-4274, general info Website: www.carpenterarts.org Hours: Box office open 11 a.m. to 6 p.m. Monday-Friday Cost: Varies Season: September to June Established: 1994 on the campus of California State University, Long Beach Key People: Executive Director Michele Roberge Mission: The Carpenter Performing Arts Center at California State University, Long Beach engages its community through artistic, educational and cultural experiences that enrich lives, promote lifelong learning in and through the performing arts, and serve as a gateway between the university and greater community. The Center is accessible to CSULB students and faculty, resident companies, off-campus organizations, and schools through educational outreach, licensed activities, and world-class professional performances.

R.M.S. Queen Mary (est. 1971) Address: 1126 Queen’s Hwy. Contact: 800/437-2934 Website: www.queenmary.com Hours: 10 a.m. to 6 p.m. daily Cost: $28.95, general admission Season: Year-round Established: Launched on September 26, 1934; arrived in Long Beach on December 9, 1967; opened to the public on May 8, 1971

The Barbara & Ray Alpert Jewish Community Center (est. 1948) Address: 3801 E. Willow St. Contact: 562/426-7601 Website: www.alpertjcc.org Hours: 5:30 a.m. to 10 p.m. Monday-Thursday; 5:30 a.m. to 6 p.m. Friday; 7 a.m. to 6 p.m. Saturday and Sunday Cost: Varies Season: Year-round Key People: Executive Director Jeffrey Rips. Mission: The Alpert Jewish Community Center provides programs and services that contribute to the sound development of individuals of all ages and offers opportunities to enhance an appreciation of Jewish and democratic values in Long Beach and West Orange County.

The Found Theatre (est. 1974) Address: 599 Long Beach Blvd. Contact: 562/433-3363 Website: www.foundtheatre.org Hours: Showtimes vary Friday-Sunday Cost: $10-$15 Season: Year-round Key People: Executive Director Virginia DeMoss; Board President Lois Greene Mission: The Found Theatre’s mission is to provide the community with low-cost, intimate, quality, alternative theatre, and to provide actors, directors and technicians with a home where they can refine their craft, experiment, learn from each other and grow as artists. The company now includes people from a broad range of ages and backgrounds, who share a desire to bring a social conscience, a sense of humor and a high standard of professional quality to their work at The Found.

The Golden Sands Chorus of Long Beach (est. 1952) Venues: St. Timothy Lutheran Church Address: 4645 Woodruff Ave. Website: www.goldensandschorus.com Season: Year-round Rehearsals: Wednesdays 7-10 p.m. Key People: Co-directors Gerry Papageorge and Chris Robertson Mission: A dynamic, award-winning chorus dedicated to musical excellence in the barbershop style. We share the joy of four-part acapella harmony through education and cutting-edge performances. We encourage camaraderie, confidence, and community relations, and are committed to high energy and the magic we create in every exciting performance.

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NEWSWATCH September 30-October 13, 2014

Entertainment Permitting Draws Cost, Other Criticism (Continued From Page 1)

recommendation was requiring “entertainment establishments that engage in activities associated with nightclubs” to obtain both an entertainment permit and a conditional use permit (CUP). Entertainment permits are issued by the city’s business licensing bureau, while conditional use permits are issued by the planning department and include processes for ensuring businesses with entertainment have sufficient sound proofing so as not to disturb nearby residents. Under the Downtown Plan, a document which established design and development standards in Downtown Long Beach, CUPs were already required of nightclubs. But the task force’s recommendation would have also required restaurants with entertainment to obtain a CUP. A $5,000 fee would be required for the CUP process, which would take six months, according to the recommendations issued August 21. According to Rachael Tanner, a program specialist with the city manager’s office, there are currently 21 establishments with entertainment permits in the Downtown Dining & Entertainment District. Of those, only two are what are now considered traditional nightclubs, meaning they have a full bar and entertainment but do not serve food. Groups such as the Long Beach Music Council and Downtown Long Beach Associates (DLBA) responded to the suggestion to require CUPs of all establishments with amplified music, dancing and alcohol consumption, with their concerns about creating a competitive disadvantage for downtown. “I honestly don’t see any benefit these regulations would give to a new business coming to town,” Shea Newkirk, operator of the Long Beach Independent website and member of the Long Beach Music Council, told the Business Journal. Part of the music council’s mission is to advocate for better music and entertainment policies in Long Beach. Newkirk said the six-month wait time to complete the CUP process would cause businesses to lose money because they would be unable to operate until the process is concluded. Newkirk’s colleague at the music council, Eric Gray, said the $5,000 CUP fee would disincentivize businesses to come in to the area. Gray has served on the Downtown Residential Committee and the DLBA Economic Development Committee, and helped found the Historic Old Pine Avenue Business Association. “Package the entertainment and conditional use permit fees for no more than $3,000. That would be sufficient,” Gray suggested. The district task force met again on Monday, September 22, to discuss input from community stakeholders such as the Music Council and DLBA, and ultimately decided to revise the recommendation to require CUPs on such a broad scale. Tanner, who has worked with the task force since its inception, said the task

Long Beach Business Journal 25 force is now considering requiring only establishments with Type 48 liquor licenses to get both a CUP and an entertainment permit while restaurants with entertainment would only be required to apply for an “enhanced entertainment permit.” The idea is to change the entertainment permitting process so that it includes criteria for sound mitigation, she explained. As for the matters of the $5,000 fee and the six-month period to obtain a CUP, those are unlikely to change, according to Tanner. “CUP fees are calculated based on looking at the last five years and how much staff time and resources the [planning] department had to devote to the processing of conditional use permits . . . for different types of uses,” Tanner said. “There is a major CUP fee, which is $8,500, and a minor CUP fee, which is $5,000.” Most entertainment establishments that serve alcohol typically have to pay the higher fee to apply for a CUP, so proposing the minor fee for the district was a way of looking at a cost savings for businesses, she explained. The CUP process and accompanying fee “will promote high quality operators coming into the downtown,” Tanner said. Gray and Newkirk had a different perspective. “I don’t see why adding a CUP fee of $5,000 is important. From my understanding, the task force’s reason is they want to weed out unsophisticated operators,” Gray said. “But as I said to them, unless you are very wealthy, it takes a lot of money to open up a space here, and to deter that investment doesn’t make any sense,” he explained, adding that the CUP fee would impact the ability for mom-and-pop businesses to move downtown. Kraig Kojian, president and CEO of the DLBA, said the task force’s decision not to require CUPs for establishments with Type 47 liquor licenses – that is, establishments that serve both alcohol and food – was a step in the right direction. He pointed out, however, that the definition of what constitutes a nightclub must be more clearly defined moving forward because not all establishments with Type 48 liquor licenses meet the traditional idea of a nightclub. “How do you want to define a nightclub? My definition is pretty easy. I would say it’s a Type 48 [liquor license establishment] that doesn’t serve food and has dancing,” Kojian said. “Now you could turn around and say then the Blind Donkey or House of Hayden or Harvelle’s would be nightclubs,” he said, referring to bars in the East Village and a jazz club on the Promenade. “But would those really fit the nightclub definition? Or is Club Sevilla a nightclub? Blind Donkey is the furthest thing from a nightclub, but it doesn’t serve food. And if it did have an entertainment permit, would it be a nightclub?” These are the questions Kojian hoped the task force is going to examine as members refine their recommendations. Gray and Newkirk pointed out some of the task force’s recommendations were clearly supportive of musicians and entertainment, such as allowing outdoor entertainment from 10 a.m. to 10 p.m. Sundays

through Thursdays and until midnight on Fridays and Saturdays. “I am behind it because when you have music on the patios it adds to the ambiance of downtown,” Gray said. Moving forward, Tanner said the task force hopes to hold another community meeting in mid-October after releasing revised recommendations with a week-to10-day comment period. “Our game plan is to be as expeditious with the recommendations and then changes to the municipal code as possible,” Tanner said. After the recommendations are codified, the city attorney would create an

ordinance to be brought to the city council for approval. “We have to be done by February, but we hope to be done much sooner than that,” Tanner said. In the meantime, the moratorium on issuing business licenses to those seeking Type 48 liquor licenses remains in effect. While Kojian acknowledged the moratorium was necessary to complete the process of revaluating how entertainment permits are issued, he said it has deterred some prospective new businesses with concepts similar to the Blind Donkey or House of Hayden from being able to consider moving downtown. ■

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REAL ESTATE 26 Long Beach Business Journal

September 30-October 13, 2014

Leases And Transactions The following transaction information was submitted by Inco Commercial Realty: • Zhanping Chen purchased a 4,876square foot industrial building at 1612 E. Colon St. in Wilmington for $1,065,000. Inco’s Doug Shea handled the transaction. • Katharine Tanaka, M.D. signed a sevenyear lease for 1,941 square feet of office space at 5512 Britton Ave. in Long Beach. Shea handled the transaction. • Javier Montes and John Pyre leased 4,000 square feet of industrial space at 824 Anaheim St. in Wilmington for 39 months. The transaction, valued at $216,186, was handled by Shea. • UTC West, LLC signed a 37-month lease for a 7,800-square-foot industrial building at 2400 Gundry Ave. in Signal Hill. Valued at nearly $175,000, the transaction was handled by Shea and Peter Pappageorge of Inco. • Earlier this year, Shea and Debra Orth handled a transaction that placed Ortho Mattress in a 5,250-square-foot retail space at 6252 E. Pacific Coast Hwy. in Marina Center Long Beach. The 65-month lease transaction is valued at $570,000. • HTL Automotive purchased a 20,860square-foot industrial building at 3330 E. 29th St. in Long Beach for $2,750,000. Inco’s Jim Arias and Brad Miles handled the transaction. • Soledad Enrichment Action Inc. leased

Shoreline Gateway Project Proceeding At the southern end of the East Village Arts District (outlined in yellow) at Ocean Boulevard near Alamitos Avenue, the first phase of the Shoreline Gateway project is moving along. Plans for the $70 million, 17-story tower include 223 rental units, a rooftop pool, a Zen garden, a fitness center and other amenities as well as ground-floor retail. The Current is scheduled for completion in 2016, after which a second, 35-story residential tower is breaking ground. (Aerial photograph taken September 22 by the Business Journal’s Thomas McConville)

9,392 square feet of industrial space at 495 E. Market St. in North Long Beach. The five-year lease is valued at $804,206 and was handled by Shea and Arias. • M&M Containers signed a three-year lease for 4,000 square feet of industrial space at 1472 Cota Ave. in West Long Beach. The transaction, valued at $92,724,

was handled by Inco’s Bill Townsend. • E.J. Malloy’s East signed a 10-year lease for 3,428 square feet of retail space at 5506 Britton in Long Beach. The site is the former FishTale restaurant. The transaction, valued at more than $10,000 a month, was handled by Shea. • Dr. Ronaldo Roque signed a five-year

lease for 1,695 square feet of office space at 1760 Termino Ave. in Long Beach. The transaction was handled by Miles and Shea. • 26 Alamitos Ave. Partners LP purchased a residential complex at 26 Alamitos Ave. in Downtown Long Beach for $3,225,000. Inco’s Mark Beat and Eric Christopher handled the transaction. The same tandem sold

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REAL ESTATE September 30-October 13, 2014

Long Beach Business Journal 27

Apartment Association Members Recognized During its 46th Annual Trade Show and Industry Awards Breakfast at the Long Beach Convention Center, the Apartment Association, California Southern Cities honored several of its members with certificates of appreciation. Clive Graham, left, chair of the association’s board of directors, presented awards to, from left: Frankie Alvarez, Michael Brennan, Paul Bonner, Arnie Corlin, Lisa Harris, Kristine Ramos, Lucille Aresco-Crowley and Burt Sirota. (Photograph by the Business Journal’s Thomas McConville)

another residential complex at 717-719 E. Medio St. in Long Beach for $2,325,000. The following transaction information was submitted by Lee & Associates: • Yellow 108 has singed a five-year lease for 4,938 square feet of retail space at 237 Long Beach Blvd. in Downtown Long Beach. The firm, relocating from nearby, is expected to move in by mid October and join Heartbreak Coffee in the renovated building. The transaction, valued at

$450,216, was handled by Lee’s Noel Aguirre and Sean Lieppman. • 155 Marine signed a lease for 2,512 square feet of office space at the 100 W. Broadway building in Downtown Long Beach. Lee’s Shaun McCullough and Jeff Coburn represented the landlord and Carson Jones of Partners National represented the tenant. • Also leasing at 100 W. Broadway is O.W. Bunker North America Inc. The firm

is occupying 1,680 square feet of space. McCullough and Coburn represented the landlord and Cushman & Wakefield’s Robert Alperin represented the tenant. The following transaction information was submitted by Coldwell Banker Commercial BLAIR WESTMAC: • Alfonso and Blanca Madrid leased 6,400 square feet of industrial space at 1327 W. Gaylord St. in West Long Beach. The transaction, valued at $736,000, was

handled by CBC’s John Eddy and Tyler Rollema. • Frederick Caruso leased 2,460 square feet of industrial space at 2642 E. Spring St. in a transaction valued at $500,000. Eddy and Rollema handled the transaction for CBC. • Sandi Goldstein Norene and Richard Norene leased 1,386 square feet of office space at 400 W. Ocean Blvd. in a $440,000 transaction. CBC’s Sheva Hosseinzadeh handled the transaction. ■

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PERSPECTIVE 28 Long Beach Business Journal

September 30-October 13, 2014

Look For The Loose Bricks Vol. XXVII No. 19 September 30October 13, 2014 EDITOR & PUBLISHER George Economides SALES & MARKETING EXECUTIVE Heather Dann SALES & MARKETING ASSISTANT Cori Lambert DISTRIBUTION Conrad Riley EDITORIAL DEPARTMENT SENIOR WRITER Samantha Mehlinger STAFF WRITER Brandon Ferguson CONTRIBUTING WRITER Steve Stelpflug PHOTOJOURNALIST Thomas McConville COPY EDITOR Pat Flynn The Long Beach Business Journal is a publication of South Coast Publishing, Inc., incorporated in the State of California in July 1985. It is published every other Tuesday (except between Christmas and midJanuary) – 25 copies annually. The Business Journal premiered March 1987 as the Long Beach Airport Business Journal. Reproduction in whole or in part without written permission is strictly prohibited unless otherwise stated. Opinions expressed by perspective writers and guest columnists are their views and not necessarily those of the Business Journal. Press releases should be sent to the address shown below. South Coast Publishing also produces Destinations and the Employee Times magazines. Office South Coast Publishing, Inc. 2599 E. 28th Street, Suite 212 Signal Hill, CA 90755 Ph: 562/988-1222 • Fx: 562/988-1239 www:LBBusinessJournal.com Advertising and Editorial Deadlines Wednesday prior to publication date. Note: Press releases should be faxed or mailed. No follow up calls, please. For a copy of the 2014 advertising and editorial calendar, please fax request to 562/988-1239. Include your name, company and address and a copy will be sent to you. Distribution: Minimum 22,000. Regular Office Hours Monday-Friday 8:30 a.m.-5:30 p.m. Business Journal Subscriptions Standard Bulk Rate: $28.00 1st Class: $70.00 (25 issues – 1 year)

The Key To Strengthening Your Network he Berlin Wall was built with a purpose in mind. The high wall, the barbwire at the top and the “Keep Out” signs plastered everywhere removed all doubt of its intent. DO NOT ENTER! Humans are great at ■ EFFECTIVE building walls, espeLEADERSHIP cially the emotional kind By Mick Ukleja that keep people out. It is so easy to throw vulnerability out the window by putting up emotional brick and mortar along with some barbwire for extra protection. Sometimes the decision to build barriers is a subtle one. The result is that people are closed out because of the wall that has been erected. Its intent? DO NOT ENTER. What goes unnoticed is that there are two sides to wall building. If we build that wall, they won’t get close enough to hurt us. The other truth is that they won’t come close enough to help us. So what does this have to do with strengthening our networks? One of the keys to building relationships is first understanding that people build barriers around themselves. The walls vary from person to person, but they are essentially there to prohibit access and to ensure protection. Yet here’s the irony – protection dilutes connection. It weakens our ability to network. The more people trust you, the more they will begin to let you in – both professionally and personally. The reasons for building these walls are numerous. The range goes from misunderstanding, betrayal, insecurity, fear, to mistrust.

How can these barriers be penetrated? One of the best metaphors I’ve heard for building relationships is to find the loose brick in the wall. Expert bricklayers will tell you that every wall has a loose brick. The walls we build also have a loose brick. Be alert and look for it. That’s the place you gain entrance into their lives. The loose bricks are their interests, their dreams, their strengths and skills. The loose bricks might also include their fears, their wounds, their betrayals and disappointments. The loose brick is about them, not you. You might hit on an experience that wowed them or one that wounded them. Discover the loose brick and you discover an entrance that leads to their heart. So how does it work? Here are four keys to remember: 1. Look for the loose bricks. What special interests do your associates have, and how could this increase opportunities to deepen your connection? Bypass any defensive reaction and go to the loose brick. It will change the conversation and, as a result, the relationship. 2. Gain insight into their interests and experiences. That becomes valuable information that can be used at a later date. It can be a kind gesture or note regarding something that connects you with what interests them. It could be in the form of an article that highlights that interest, or even an appropriate gift. 3. Match the depth of the dialogue to the context. Don’t just jump to business jargon. Deeper connections come from finding common ground that’s not work related. 4. Diffuse heated topics by saying, “Well, that’s one issue we’re not going to solve tonight.” Or say, “I certainly understand your

perspective,” minus the “but” that’s sitting on the tip of your tongue. You don’t win points by always being right. Leaders don’t have to have the last word. Sometimes the middle word is best. The level of connection will differ with each relationship. Your professional contacts must remain professional. But they can also be more personal. So look for the loose bricks, because personal connections are stronger than professional connections. By the way – it pays to be nice. Here are a few bonus questions1 to help find those loose bricks. Ask… 1. What’s your connection to the event? This can lead to a series of questions. 2. What keeps you busy when you are not at events like this or at work? They will now be revealing a few of their interests and passions. 3. Are you getting away for the summer? This goes to family and special interests. 4. Are you involved with any charities? This might lead them to share what they value. 5. How did you come to be in your line of work? This could get very interesting as they revisit their story. You will get a lot of clues as to what makes them tick. Keep an eye out for the loose bricks. 1Allison Graham, From Business Cards to Business Relationships: Personal Branding and Profitable Networking Made Easy, 2nd edition; (Ontario, John Wiley & Sons Canada, Ltd., 2012).

(Mick Ukleja has co-authored several books including Managing the Millennials. He helps organizations create environments in which all generations can thrive. He is a keynote speaker and president of LeadershipTraq, a leadership consulting firm. His clients have included Fortune 500 corporations and nonprofit organizations. Check his weekly blog at www.leadershiptraq.com.)

The Future Of Childhood Cancer eptember is N a t i o n a l Childhood Cancer Awareness Month and a time to honor those who have faced, or are currently battling pediatric cancer. Cancer knows no limits and affects chil■ HEALTHWISE dren throughout the By Amanda world, across all ages, Termuhlen, M.D. ethnic groups and socio-economic backgrounds. It remains the No. 1 cause of death by disease in children. Fifty years ago, a childhood cancer diagnosis was a death sentence. Today, as a result of research and treatment advances, more than 80 percent of childhood cancer patients are cured and become survivors. Though survival rates for childhood cancer are at an all-time high – and 80 percent survival is a huge improvement – to cure just “most” children of cancer remains unacceptable. This is why the need for research is imperative in the hopes of eradicating these deadly diseases. Pediatric cancer clinical trials are a key factor in making progress toward better treatment and prognosis. A clinical trial is an investigative study of a particular treatment plan, new

drug, combinations of drugs and therapies, modes of drug administration and more. Clinical trials are among the fastest and safest ways to find treatments that work against pediatric cancer. The significant advances in the success of treatment of pediatric cancer have come, in part, from the high participation rate of patients in such studies. Treating pediatric cancer is different than treating adult cancer. In the adult cancer therapy arena, there have been new drugs that kill only the cancer, and are not toxic to the normal cells of the person. These “targeted therapeutics” have had great success in a number of adult cancers; unfortunately, pediatric cancers are different from adult cancers. Targeted therapeutics must be developed specifically for pediatric cancer. As a result of recent research breakthroughs, updated pediatric chemotherapy regimens with a “targeted” approach were discovered for a few childhood cancers. This approach can be highly effective without a lot of additional side effects. These advancements show why it remains imperative that research, specifically for childhood cancers, is a necessity to lead to significant improvements in care for cancer patients in the not-too-distant future. Curing cancer still comes at a cost. Treatments like radiation and chemotherapy

can take their toll on normal tissues and cause “late effects” – second cancers, heart disease, teeth problems, bone weakness, infertility and more. A cure, without long-term side effects, for every child who faces a cancer diagnosis is the goal, and research efforts remain critical to discover less toxic, more effective treatments. Childhood cancer research remains a worthy cause and without the help of families and patients who agree to participate in clinical trials and research efforts, the rarity of these diseases would preclude any possibility of improving the rates of cure. As a pediatric oncologist, I can only acknowledge the great strides that have been made over the past years due to the participation of families in research. Their dedication to this cause has changed the very face of how we approach children with cancer. Today, we can proudly say that most children go on to be cured, go to school, have their own families and live. This has only been possible because of the generosity of patients and families facing cancer. And for this, we and the future children who will benefit from their help can only offer our thanks and appreciation. (Amanda Termuhlen, M.D., is the medical director, Jonathan Jaques Children’s Cancer Center, Miller Children’s Hospital Long Beach.)

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PERSPECTIVE September 30-October 13, 2014

Long Beach Business Journal 29

Will Loan Regulations Be Eased? t is no secret that two of the biggest issues in the housing industry ever since the mortgage bubble burst in 2007 have been the wholesale changes in the way lending is regulated and the limREALTY VIEWS ited access to credit, By Terry Ross both of which have been seriously stifling the market. While getting Congress to agree on anything – especially a lending and housing policy – can be a Herculean task, two leaders in the field of mortgage lending coming from opposite sides of the spectrum seemed to agree in principle during recent speeches with the premise that changes in regulation and in access to credit are necessary in order to move forward and get housing back on its feet. John Stumpf, the CEO at Wells Fargo, and Julian Castro, the newly appointed secretary of the U.S. Department of Housing and Urban Affairs, both acknowledge that over-regulation is hurting the housing market, and that improvement is dependent on changes not only in regulations but in the culture of home mortgage lending. Stumpf blamed the constriction of credit availability as the chief deterrent to the housing market today, despite low

rates and prices that are more attractive than before the recession. He noted that the mortgage market is being stifled in part by a fear of putbacks – where lenders are forced by Fannie Mae, Freddie Mac and the U.S. Federal Housing Administration to buy back loans they have sold into the secondary market if the loans are determined not to meet those agencies’ standards. “There are certain parts of the market where you can’t get a conforming mortgage because we know what happens when loans go into default,” Stumpf said. Stumpf also pointed out that many putbacks are based “on technicalities,” citing an example of different versions of the same name on a borrower’s application as a possible reason for one. Because lenders are worried they may have to later buy back the loan if it goes into default, they are being extra cautious. Even if guidelines from the government-sponsored enterprises say it is acceptable to lend to a borrower with a 580 credit score, the lender will set a threshold of 680 in order to protect itself, Stumpf added. He also pointed to the increased regulatory burden that all institutions, particularly the largest ones, are operating under. He cited stress tests, new liquidity and capital rules, and the Volcker Rule (which prohibits banks from making speculative

investments), acknowledging that they are part of a legitimate effort to end “too big to fail” scenarios like we saw in 2007-2008. Stumpf said the combination of new rules has become problematic. Any one of these changes “all make sense in the singular,” he said, but, in the aggregate, “it’s a large load.” Now there are concerns about cyber risk, interest-rate risk, antimoney laundering risk and more. He said the San Francisco-based bank has increased its capital to $181 billion from $99 billion, and holds 24 percent of its balance sheet in liquid assets. Wells Fargo can no longer make $1 of loans per $1 of deposits due to the added requirement. “Today we have $11 of deposits and $8 in loans,” he added. Stumpf said that policymakers should step back and stop adding new requirements, at least for now, noting that there is an economic price if there is excessive regulation and too much capital on the sidelines. He also said issues in Washington, including battles over the debt limit and fears of a fiscal cliff, have hurt economic growth. “When Washington behaves badly . . . it has an impact on the real economy,” Stumpf noted, but he added that regulators are beginning to understand the impact of these regulations and they are looking for ways to “open the credit box.” It would appear that Castro is going to

push for more proactive legislation to get lending back on track; he expressed support for a bipartisan U.S. Senate bill to reform the housing finance system that would make lenders more confident about extending credit. Lending standards, he said, have become too tight. “This has to change,” Castro said. The FHA is planning to move ahead with a housing counseling program called Homeowners Armed with Knowledge – HAWK. FHA borrowers who adhere to the counseling regime will save on the average nearly $10,000 over the life of the loan, according to Castro. The FHA has also put out a Loan Qualify Assessment Framework to provide lenders with clear underwriting guidelines to help them identify loan defects and determine how serious those defects are. “By clarifying the compliance process, we’re giving lenders the confidence they need to lend,” Castro added. “Now we must keep pushing until housing reform legislation gets over the finish line – once and for all.” And hopefully, for a change, regulators and lenders can stay on the same page to solve a problem. (Terry Ross, the broker-owner of TR Properties, will answer any questions about today’s real estate market. E-mail questions to Realty Views at terryross1@cs.com or call 949/457-4922.)

Interim Leadership: A Strategic Nonprofit Solution t all began centuries ago, but one would think the idea of strategic interim leadership for an organization was new. While there are differing opinions about the origins ■ THIRD SECTOR REPORT of interim or By Jeffrey Wilcox “bridging” leadership, most generally credit the Presbyterians in Scotland for initiating the process of deploying temporary pastors into congregations where clergy had been reassigned or left. The goal: Make sure that a continuity of leadership is in place that doesn’t miss a beat in an organization’s ability to serve its mission and its people. In the decades that followed, interim pastors became commonplace in other denominations. Three centuries later, interim leaders for nonprofit organizations have become a hot commodity; and, for good reason. The unspoken truth about most nonprofit organizations, like family-run businesses where a change at the top is imminent, is that things can get very messy: Disagreements erupt about how a departure was managed or whether a departure was even warranted; a sudden and unplanned vacancy took unprepared people by surprise; a quick hire turned into a bad hire; or an unsuccessful search process turned up no candidates leaving everyone in limbo. The incidence of nonprofit leadership

transition is going to increase. CompassPoint Nonprofit Services in Oakland reports in its Daring to Lead study that more than two-thirds of nonprofit executives in the United States anticipate leaving their current positions within five years. Only a third of those execs indicate having confidence that their boards are equipped and able to hire the right successor. Moreover, last year’s Underdeveloped Report from CompassPoint paints an even more sobering portrait about predicted development officer turnover. When leadership vacancies occur, acting quickly doesn’t always equate to acting wisely: Slotting an unemployed boardmember or a current associate as “the acting leader’ can incur costs and casualties when those individuals have little or no experience leading a corporation and its stakeholders through a leadership change while still paying the bills. Today skilled interim professionals help nonprofits to decipher what is needed in their organizations as opposed to perceptions of what is wanted. Interims are able to redefine and re-engineer leadership positions by being in them. Especially long-term executives can have the added benefit of working with a knowledgeable and experienced peer who doesn’t want the job, to shepherd an entire organization through a positive leadership transition. Interims are also welcome relief for boards and executives on matters related to offering sabbaticals, managing leaves of absence, and estab-

lishing new first-time positions. Even the courts are now appointing interims to evaluate an organization’s ability to emerge from bankruptcy. Interim leadership is not limited to the corner office. Interim development, program and financial officers afford an executive director with unique advantages prior to taking the hiring plunge. Some nonprofits have gone so far to as create an “interim board” as an important bridge between an organization’s past and its future. Good interims conduct a thorough, expert assessment of an organization, add an experienced voice to the hiring process, realign or re-engineer functions, manage crisis, establish systems that can be maintained by others, offer short-term skills that may not be needed in the longterm, and resolve conflict. In our community, Long Beach Day Nursery, Comprehensive Child Development, The Center, Long Beach Symphony Orchestra, and Leadership Long Beach are but five examples of truly outstanding organizations which chose, at one time, interim leadership as a strategic decision for their institutions. Also in our community, Nancy Kindelan, former CEO of the Long Beach Chapter of the American Red Cross; Ron Van Winkle, former CEO of Orange County Ronald McDonald House; Joan Van Hooten, former executive director of the Arts Council for Long Beach; John Glaza, former Consulting Services Director for Long Beach Nonprofit Partnership; and Carol

Hass, former deputy director of development at Los Angeles Gay and Lesbian Center and currently president of Community Works Consulting, are but five examples of truly outstanding professionals who chose, as part of their careers, to serve as interim leaders. Innovative nonprofits include exploring the merits of an interim as part of their standing succession policies. From my vantage point, Long Beach organizations and our local nonprofit professionals stand at the national forefront demonstrating that a century’s old commitment to leadership continuity is today’s strategic solution to evolving our community’s vital institutions. (Jeffrey R. Wilcox, CFRE, is president and chief executive officer of The Third Sector Company, Inc. Join in on the conversation about this article at the Long Beach Business Journal website www.lbbusinessjournal.com.) GET ALL THREE FOR FREE . . .

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CITY OF LONG BEACH DEPARTMENT MANAGERS AND DIRECTORS 30 Long Beach Business Journal

City Attorney Charles Parkin, City Attorney Mission: It is the mission of the City Attorney’s Office to serve the citizens of Long Beach by providing to our clients accurate and timely legal counsel and representing them aggressively in State and Federal Court, consistent with the powers and duties conferred upon the City Attorney’s office by the City Charter. Background: Charles Parkin was elected to a fouryear term as city attorney in June. He began his career with the city in 1985 in the department of oil properties. In 1995 he was hired by the city attorney’s office as a deputy city attorney, with promotions to principal deputy city attorney in 2006 and assistant city attorney in 2012. He was appointed by the city council as city attorney in August 2013. Parkin graduated from Pacific Coast University, School of Law and received his bachelors degree in business administration from California State University, Long Beach.

September 30-October 13, 2014 The Long Beach Business Journal is pleased to present the staff leadership of the City of Long Beach. While three of the positions are elected every four years by the people of Long Beach – city attorney, city auditor and city prosecutor – and two positions are appointed by the Long Beach City Council – the city manager and the city clerk – all of these men and women serve the citizens and businesses of Long Beach. City Manager Patrick West, with two exceptions, is responsible for appointing all department directors, including the police and fire chiefs. The Long Beach Board of Harbor Commissioners selects the chief executive of the Harbor Department/Port of Long Beach; and the Long Beach Board of Water Commissioners selects the general manager of the Long Beach Water Department.

Development Services Amy Bodek, Director Mission: To contribute to a safe and sustainable city that honors its past and embraces the future. Background: As director of the Long Beach Development Services Department, Amy Bodek, AICP, oversees all development-related functions for the City of Long Beach. The Department includes Administration and Financial Services, Neighborhood Services/Code Enforcement, Housing and Community Improvement, Planning, and Building and Safety Bureaus, with nearly 200 employees and an operating budget of $117 million. Bodek also serves as president of the Long Beach Community Improvement Company, the City's wholly owned affordable housing non-profit corporation. Her background is in urban planning, redevelopment and real estate transactions.

Disaster Preparedness & Emergency Communications Reginald Harrison, Director

City Auditor Laura Doud, City Auditor

City Manager Patrick West, City Manager

City Clerk Larry Herrera, City Clerk

Mission: The city auditor provides independent assurance that public funds are spent wisely and responsibly; promotes transparency, accountability and efficiency in city operations; and prevents fraud, waste, and abuse of city resources. Background: Laura Doud was first elected in 2006 and re-elected in 2010 and 2014. Long Beach is one of only four cities with elected city auditors in California – giving citizens the benefit of having an independent city auditor to review the operations of the city. Doud and her staff work on taxpayers’ behalf to ensure public funds are spent appropriately, efficiently, and effectively; to prevent fraud, waste, and abuse of city resources; and to ensure the city collects all revenue due. Doud was born and raised in Long Beach where she received all of her education. She is a graduate of Pacific Coast University School of Law. She is a CPA and a certified fraud examiner.

Mission: To plan and direct the implementation of city programs in accordance with city council policies, the City Charter, and the Municipal Code, and provide leadership for efficient and effective municipal services for the community. Background: Pat West began working for cities at age 16 as an ocean lifeguard in Huntington Beach. He went on to be the assistant director of the recreational instructional program at UCLA, and worked for 25 years with the City of Paramount as the parks and recreational director, community development director/executive director of the redevelopment and 11 years as city manager. In 2005, West was appointed the director of community development and executive director of the redevelopment agency in Long Beach. He was appointed city manager in 2007. He holds a MBA from CSU Dominguez Hills, a master’s in recreation administration CSU L.A., and a bachelors in social science from UC Irvine.

Mission: The department is committed to pursuing excellence through trust, respect, caring, and by being accountable and responsible, by following these guiding principles: provision of accessible legislative services to all, including the obligation to inform and notify the public; conducting all elections in an efficient and accurate manner and as mandated by law; recording and maintaining official city government documents in a manner that promotes security and ease of retrieval. Background: Larry Herrera was appointed city clerk in December 2002. His local government management career includes work for the cities of Commerce, Santa Barbara, Santa Monica and the County of Santa Barbara. He holds a masters in public administration from Cal State Fullerton and a bachelors from Cal State L.A. He completed the Harvard University, Kennedy School of Government, program for senior executives in state and local government in 2004.

Mission: The mission of the Department of Disaster Preparedness and Emergency Communications is to protect the lives and property of the community and first responders through comprehensive planning, training and communication to ensure that daily requests for emergency and non-emergency services, as well as response and recovery for major emergencies and disasters is completed in an effective and efficient manner. Background: Reginald “Reggie” Harrison has more than 25 years of experience in municipal governance, joining Long Beach in 1996. Prior to being named director of the newly created department of disaster preparedness and emergency communications, he served as deputy city manager since 2001. He has served in several interim roles for the city and currently is interim director of the Long Beach Airport.

City Prosecutor Douglas Halbert, City Prosecutor

City Manager Tom Modica, Deputy City Manager

Mission: It is our mission to ethically and effectively prosecute the guilty, protect crime victims, and improve the quality of life in Long Beach. We are committed to ensuring that justice is done. Background: Doug Haubert was elected city prosecutor in 2010 and reelected in 2014. He has over 14 years of experience as a civil and criminal prosecutor. He has partnered with the police department and school district to develop the Parent Accountability and Chronic Truancy Program, secured injunctions against criminal street gangs and increased gang prosecutions, and utilized new technologies to improve efficiency in the office while reducing costs. Prior to his election he was a deputy city prosecutor for Long Beach, then joined the municipal law firm of Aleshire and Wynder, where he became a partner and served as city prosecutor and city attorney to several cities in Southern California on a contract basis.

Mission: To plan and direct the implementation of city programs in accordance with city council policies, the City Charter, and the Municipal Code, and provide leadership for efficient and effective municipal services for the community. Background: Tom Modica, who joined the city in 2002 as a management assistant, guides and facilitates department projects, leads special initiatives, solves problems, continues the city’s innovation and technology efforts, and maintains Long Beach’s position as a regional leader on municipal issues. He oversees external affairs, maintaining oversight over government affairs, communications and regional initiatives like water quality, transportation, regional planning, and state and regional funding issues. He also oversees the tidelands capital improvement division, which is responsible for a $125 million capital improvement program in the city’s coastal area.

Civil Service Kandice Taylor-Sherwood Director

Economic And Property Development Michael Conway, Director

Mission: The Civil Service Department treats all customers with integrity, courtesy and respect, and provides quality candidates that reflect our diverse community through a fair and timely employment process. Background: With 13 years of human resources and education experience, Kandice Taylor-Sherwood joined the city as director of Civil Service this past June. She previously served as deputy director of Human Resources and manager of Employment/Recruitment and Organizational Development/Training for the City of Anaheim. She also served as a principal human resources specialist with the L.A. Unified School District and has taught part-time at Cal State Long Beach. TaylorSherwood also owns a consulting business. She earned a bachelors degree in psychology and a master’s in industrial organizational psychology.

Mission: Newly formed department Background: Mike Conway joined the city in June 2001 after serving in acquisition, development and project management positions with Legacy Partners Commercial for several years and Union Pacific Rail for more than 10 years. He was appointed director of public works in late 2007, a position he held until March 2013 when he was named director of business and property development. This included serving as lead staff for revisioning the Civic Center, disposition of City Hall East, acquisition of Federal property for East Police Headquarters under Base Realignment and Closure Act, redevelopment of the Queen Mary shore-side property and Carnival Cruise Line expansion. Conway holds a bachelor of science degree in business administration with a focus on real estate, finance and law from California State University, Los Angeles.

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CITY OF LONG BEACH DEPARTMENT MANAGERS AND DIRECTORS September 30-October 13, 2014

Long Beach Business Journal 31

Financial Management John Gross, Director

Health And Human Services Kelly Colopy, Director

Library Services Glenda Williams, Director

Police Jim McDonnell, Chief

Mission: To manage City financial operations, to provide financial policy advice and direction that keeps the City financially strong, to provide transparent financial reporting, to provide a sound budget process enabling budgetary decisions that serve the best interest of the City, and to provide collection and business services in a manner that well serves City goals. Background: John Gross has been a finance director or executive director for more than 40 years. He joined Long Beach as its director of financial management in May 2011. He previously served as finance director of Aurora, Colorado, for 20 years. He held similar positions for Arlington Heights, Illinois, and Mt. Lebanon, Pennsylvania. He also served as chief fiscal officer for the Illinois Bureau of Employment Security. Gross holds a bachelor of science in mechanical engineering and a master’s degree in urban and public affairs. He enjoys digital video and audio editing and bump skiing.

Mission: Improve the quality of life by promoting a safe and healthy community in which to live, work and play. Background: Kelly Colopy joined the city as department head in September 2013. Prior to that she served as network director for OptumHealth in Salt Lake City. From 2005-2012 she served in a variety of positions for the Office of the Mayor in Salt Lake City, and from 1996-2005 she worked with the Utah Department of Human Services. Colopy earned her master’s from Duke University, Institute of Policy Sciences and Public Affairs, and her bachelor’s in government from Smith College. She serves on the Utah Afterschool Network and was chair for three years. She also served on the executive board of the Discovery Gateway Children’s Museum. She enjoys spending time with family and friends; mountain sports (hiking, biking, skiing and snowshoeing); training and competing in triathlons; traveling; reading; and learning.

Mission: The Long Beach Public Library is committed to meeting the information and learning needs of our culturally diverse and dynamic population. We provide quality library services through a professional staff that is responsive, expert and who take pride in providing public service. We offer a wide selection of resources and materials representing all points of view. We support lifelong learning, intellectual curiosity and free and equal access to information. Background: Glenda Williams, a Long Beach resident since 3rd Grade, has more than 33 years of experience in the public library field, all of it with the Long Beach Public Library She was appointed director of Library Services in August 2009. She holds a bachelor of arts in psychology from the UCLA, a master’s of library science from San Jose State University and a master’s of public policy and administration from California State University, Long Beach.

Mission: To become California’s safest large city. Background: Jim McDonnell was named chief of police in 2010 following a 29-year career with the Los Angeles Police Department, where he held every rank in the department up to chief of staff, or second in command. He has received numerous community and department awards, including the LAPD’s highest award for bravery, the Medal of Valor. McDonnell holds a bachelors in criminal justice from St. Anselm College in New Hampshire, and a master's in public administration from USC. He is also a graduate of the FBI’s prestigious National Executive Institute, the Senior Management Institute for Police and has completed executive education programs at Harvard’s Kennedy School of Government. He was appointed to the U.S. Attorney General’s National Task Force on Children Exposed to Violence.

Fire Mike DuRee, Chief

Human Resources Deborah Mills, Director

Long Beach Oil & Gas Christopher Garner, Director

Public Works Ara Maloyan, Director

Mission: The mission of the fire department is to protect lives, property and the environment, improving the quality of life and safety of the community. Background: Mike DuRee, a 20-year employee of the department, was named fire chief in July 2012. DuRee is a 5th generation City of Long Beach employee and a 4th generation firefighter in Long Beach. He has served in a variety of positions with the department, including firefighter, paramedic/firefighter, captain, battalion chief and assistant chief. He served with the rescue boat program and as a public safety dive team member. He holds a bachelors degree in public administration and is a graduate of Harvard University, Kennedy School of Government executive fellowship program for senior executives in state and local government. He has been certified by the State of California as a public information officer for large scale incidents.

Mission: To provide leadership and operational support to City departments to enhance their ability to recruit and retain a qualified, diverse workforce and to effectively manage business risks. Background: Deborah “Debbie” Mills was appointed director of the Department of Human Resources for the City of Long Beach on May 10, 2010. Debbie has 32 years of experience working for the City of Long Beach. As director, she supervises five bureaus that comprise the department; Administration, Personnel Operations, Labor Relations, Risk Management and the Pacific Gateway Workforce Investment Network. Prior to her appointment as director, Debbie served the City as manager of personnel operations, as well as the employee benefits officer. Mills serves on the city’s Economic Development and Finance Committee, as well as the Personnel & Civil Service Committee.

Mission: To safely provide price-competitive natural gas utility services to residents and businesses, to commercially accept regional refuse for conversion into generated electrical power for resale, and to manage in an environmentally safe manner the city and state’s onshore and offshore production of oil and natural gas to maximize production levels and revenues. Background: A 30-year city employee, in 2000 Chris Garner was appointed director of the new city department Long Beach Energy, and in 2004 also assumed the role of director of Oil Properties. In October 2005 the two departments became one under the current name. Garner now manages all of the city’s energy operations: the gas utility, the oil operations and the SERRF trash-to-energy power plant. Born and raised in Long Beach, Garner holds a master’s degree and bachelor of science degree in business administration from Loyola Marymount University.

Mission: To maintain and enhance the city’s infrastructure and environment for the benefit of the public. Background: In addition to serving as director of public works, Ara Maloyan is also the city engineer. He was hired in July 2012 as the deputy director of public works and city engineer and became director in January 2014. As director, he's responsible for the city's roads, sidewalks, trees and structures, implementation of the City’s Annual Capital Improvement Program, among other charges. Maloyan came to Long Beach after working for the City of Beverly Hills for 23 years, most recently as its city engineer. He worked for the City of Los Angeles for five years prior to joining Beverly Hills. He has a bachelor's degree in civil and structural engineering from Cal State Los Angeles and a construction management certificate from UCLA.

Harbor Jon Slangerup, Chief Executive Port Of Long Beach

Innovation & Technology Chris Wilding, Interim Director

Parks, Recreation & Marine George Chapjian, Director

Long Beach Water Kevin Wattier, Gen. Manager

Mission: Provide communication and information systems and technical support services to city government and the public to enhance their ability to provide and receive the highest level of service at the lowest possible cost. Background: Chris Wilding is the newly appointed interim department head for innovation and technology. He has a 25-years of international leadership experience in the private and public sectors, across a wide range of industries. Recently he served as the CIO for the City of Henderson, Nevada, where he led several government transformation initiatives and was responsible for effective delivery of IT services to city departments. Prior to that he held various CIO and IT leadership roles for Bechtel on U.S. Department of Energy nuclear programs in the USA and internationally on large-scale international projects. He is a civil engineering graduate from Westminster College in London, UK.

Mission: To provide leisure programs and services through people, places and partnerships to residents and visitors, which enhance neighborhoods and improve quality of life in Long Beach. Background: George Chapjian was appointed director in January 2011. He had been serving as director of community services and parks with the City of Glendale, where he had worked since 2003. The department is a four-time recipient of the National Parks and Recreation Society's "Gold Medal" award for outstanding management practices and programs, with the most recent award in 2013. The department also oversees the Long Beach Animal Services Bureau and the Long Beach Marine Bureau, which includes the largest municipally operated marina system in the nation. Chapjian holds masters degrees in social work and gerontology, and a bachelors degree in psychology, all from the University of Southern California.

Mission: To deliver an uninterrupted supply of quality water to our customers; to effectively dispose of, or reclaim sewage; and to operate in a manner that is economically efficient and environmentally responsible. Background: The Long Beach Board of Water Commissioners appointed Kevin L. Wattier as general manager of the Long Beach Water Department on June 1, 2001. He reports directly to the board. He oversees the day to day operation and business activity of one of the most reliable and advanced municipal retail water agencies in the country, and leads a team of over 230 water system professionals in regulating the sale, use, and distribution of water in the city. Prior to joining Long Beach, he worked for McGuire Environmental Consultants. Wattier received a bachelor of science in civil engineering from South Dakota State University and his master’s. in environmental engineering from Clarkson University.

Mission: The Port of Long Beach is an innovative provider of state-of-the-art seaport facilities and services that enhance economic vitality and improve quality of life and the environment. Background: Jon W. Slangerup was named the Port of Long Beach's chief executive in June 2014 by the Long Beach Board of Harbor Commissioners. He comes to the port with 34 years of corporate leadership experience and for the past 20 years has served as a president, CEO and/or director of both public and private companies. With expertise in aviation, logistics and clean technologies, Slangerup has built global businesses ranging from technology startups to a billion-dollar subsidiary of FedEx. He is a former president of FedEx Canada. He holds a master's degree in business administration from Kennedy-Western University, and a bachelors in aeronautics from EmbryRiddle. He is a certified board leadership fellow with the National Association of Corporate Directors.

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