October 28-November 10, 2014, Section A by Long Beach Business Journal

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/27/14 3:05 PM Page 1

ege The Coll s es Of Busin ion trat Adminis B At CSUL

Health Wise Co lor Of Po op And You r Children’s Health

aster A New M ce In n ie c Of S ram ncy Prog Accounta 4 . g See P

See Page 30

lbbusinessjournal.com

October 28-November 10, 2014

Focus On Women In Business

New Civic Center City’s Conway Answers Business Journal Questions About Proposed Project ■ By GEORGE ECONOMIDES Publisher eveloping a new Long D Beach Civic Center is a major undertaking for the city

12-Page Pull-Out Section (Pages 11-22) • Profiles On The Six Women Business Owners Pictured Above • Who’s Who In Women In Business • Experts Provide Tips On Marketing • Getting Your Credit In Shape

and its residents. A project of the magnitude being discussed inevitably brings with it concerns, objections, misunderstanding and miscommunication – and, sometimes, suspicions from those in the community less trusting of decision makers at city hall or government in general. In an effort to better inform readers about the project and the

two proposals being examined, the Business Journal requested and received a breakdown of current civic center expenses and revenue – which is the basis for establishing a maximum amount, $12.6 million, the city will pay to the chosen developer for operation of a new civic center. After analyzing the data, the Business Journal requested a meeting with the city staff person overseeing the project. On Wednesday, October 23, Mike Conway, director of the Long Beach Economic and Property Development Department, met with LBBJ staff to discuss details

of the project. Conway did not shy away from answering questions. Also in attendance was Staff Writer Brandon Ferguson, who has a separate article in this edition (see Page 28) that provides more background on the proposals, process, why a new civic center is being considered, etc.

The two groups that have submitted proposals are Long Beach CiviCore Alliance, with Macquarie Capital Group as the lead equity member, and Plenary Edgemoor Civic Partners, whose lead equity member is the Plenary Group. (Please Continue To Page 23)

Railway Project Westside Residents Raise Questions About Several Mayoral Appointments To City Planning Commission ■ By BRANDON FERGUSON Staff Writer hile Mayor Garcia has remained largely mum W on the city’s lawsuit against

Education Garcia Launches New Initiative ■ By SAMANTHA MEHLINGER Senior Writer ctober was a big month for O education in Long Beach, with Mayor Robert Garcia and 9th District Councilmember Rex Richardson both announcing new initiatives through which the city is to become more involved in residents’ education. On October 13 at Ernest (Please Continue To Page 9)

BNSF Railway and the City of Los Angeles, Westside Long Beach residents say four recent recommendations Garcia made to to the city’s planning commission send a strong message about which side of the issue he falls on. Last week, the city council approved three of the four planning commission nominees Garcia recommended, two of whom have been openly supportive of a $500 million rail yard BNSF intends to build in the Los Angeles neighborhood of Wilmington. The project, known as the Southern California International Gateway (SCIG) will be adjacent to low-income Long Beach homes and schools, raising concerns about increased pollution and truck traffic. BNSF contends the project will result in traffic relief and bring air quality improvements to the area. The planning commissioners approved by the city council were

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

PRSRT STD U.S. POSTAGE

PAID Long Beach, CA PERMIT NO. 254

International Brotherhood of Electrical Workers Local 11 (IBEW) Vice President Jane Templin, President of the South Bay Latino Chamber of Commerce (SBLCC) Erick Verduzco-Vega; and Andy Perez, who works in the public affairs bureau of the Union Pacific Railroad. (Please Continue To Page 7)

An 11-story port administration headquarters building at the northeast corner of Ocean Boulevard and Magnolia Avenue is part of the proposal for a new Long Beach Civic Center by Long Beach CiviCore Alliance, one of two proposer teams. (Model photograph by the Business Journal’s Thomas McConville)

Retail Sales Part II Long Beach Men Sound Off On What They Want When It Comes To Shopping Options ■ By BRANDON FERGUSON Staff Writer this edition, the Business Ithe nJournal continues its series on state of retail in Long Beach. Recent discussions with city staff suggest that Long Beach is

falling behind other Los Angeles County cities when it comes to generating sales tax revenue. During a recent council meeting, 5th District Councilmember Stacy Mungo said the city was losing out to the tune of $18 million annually.

This issue got staffers at the Business Journal thinking about the kinds of retail stores Long Beach residents would like to see in town once the city begins to revitalize its former redevelopment properties. We also wanted to know where people are currently spending their money when it comes to items like clothes and home goods. Last issue, we interviewed several local women ranging in age from their late 30s up to their 70s. All said much of their spending happens in other cities like Costa Mesa, particularly South Coast Plaza. For this issue, we interviewed five men who either live or work in Long Beach: Dan De Leon, a 25(Please Continue To Page 8)

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:02 PM Page 2

INSIDE THIS ISSUE 2 Long Beach Business Journal

October 28-November 10, 2014

4 Newswatch 4-Tom Modica Picked To Serve As Assistant City Manager 4-Long Beach City Hall News In Brief 5-Port Expected To Raise Shipping Fees 6-Four Promoted At The Port Of Long Beach 7-Westsiders Oppose Commission Appointments, from Pg 1 8-Men Speak Out On Shopping Choices, from Pg 1 9-Mayor Garcia Introduces Education Initiative, from Pg 1

11 Focus On Women In Business 12-Profiles Of Six Local Women Business Owners 17-21-Who’s Who In Women In Business 20-Marketing: An Often Overlooked, But Vital, Tool For Small Businesses 22-Getting Your Credit In Shape By Ben Alvarado, Orange County/Long Beach Regional President For Wells Fargo

23 Civic Center Q&A 23-28-Mike Conway Answers Questions On Civic Center 28-Developers Unveil New Civic Center Designs

30 Perspective

B BOOK OOK N NOW! OW W! F Fabulous abulous Holid Holiday ay Catering Cat C ering

Realty Views Housing Recovery Is Not For All By Terry Ross Effective Leadership Life Has No Brakes, No Reverse Gears And No Warranties By Mick Ukleja HealthWise Color Of Poop And Your Child’s Health By Dr. Barry Steinmetz Third Sector Report Long Beach Nonprofit Partnership: We’re ALL-IN This Together By Jeffrey Wilcox

Insert The Oil & Gas Industry Fo For or your yo our ou ur home ho ome me

or or office offic offic of iccee Starting Stta arttiin ar ng at a $10.79 $10 $1 10.7 79 per pe er person pe er rso son

• Regulation May Have Detrimental Effects On State Economy • Oil By Rail – Moving By Energy • State Continues To Develop Fracking Oversight Rules • Occidential Petroleum Company Spinoff Coming Soon • Plummeting Oil Prices May Affect One-Time Expenditures

@LBBizJourn facebook.com/BuonosAuthenticPizzeria fa cebook.com m/BuuonosA sA Authent ntticPizzzerria twitter.com/BuonosPizzeria twittt tw tter er.ccom/ m//BuonnosP Pizzzerria

562.432.2211

250 W. W. Ocean Blvd., L.B.

562.595.6138

401 W W.. W Willow illow St., L.B.

310.547.0655

1423 S S.. Gaf Gaffey fffey St., S.P.

ORDER ONLINE BuonosPizza.com

Check out our full catering menu at BuonosPizza.com $QWLSDVWR $QWLSDVWR )UXLW 3ODWWHUV )UXLW 3ODWWHUV &KHHVH 3ODWWHUV &KHHVH 3ODWWHUV 6DODGV 6DODGV 6DQGZLFKHV 6DQGZLFKHV 3L]]DV 3L]]DV 3DVWD 7UD\V 3DVWD 7UD\V $QG PXFK PRUH $QG PXFK PRUH

GET ALL THREE FOR FREE . . .

DIGITAL DIGIT TAL

edition

W WWW.LBBUSINESSJOURNAL.COM WW.LBBUSINESSJOURNAL.COM

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:02 PM Page 3

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:02 PM Page 4

NEWSWATCH 4 Long Beach Business Journal

CSULB Business School Offers A New Master Of Science In Accountancy Program CPA licensing in California has changed academic requirements to a total of 150 semester units (or 225 quarter units) of education from January 1, 2014. Though taking the CPA exam requires only an undergraduate degree, licensing has additional conditions such as one year of By Sudha K. general accounting experiKrishnan, Ph.D., Professor, Department ence including 500 hours of of Accountancy attestation experience and the additional academic requirements. Most jurisdictions in the US have adopted the 150 hours of educational requirements. Traditionally, a student graduates with a Bachelor’s degree in Accounting with 120 semester units. To get to the required 150 units, the College of Business at Cal State Long Beach is offering a new Master of Science in Accountancy (MSA) program consisting of 30 semester units. In this program, students obtain their postgraduate degree within a year by taking relevant classes on Fridays and Saturdays. The program consists of two semesters and the first summer session. Students complete three 4-unit classes in fall and spring, and 6 units in the first six weeks of summer. This demanding program is offered as a lock-step cohort format and begins every fall. Though the program has been set up mainly to assist students in meeting their academic requirements for CPA licensing, MSA graduates have career opportunities with corporate entities, financial institutions, audit and tax firms, government audit and tax authorities. Students interested in getting their CPA license can also work on taking their exams during the year while completing the MSA program as the pre-requisite for the program is an undergraduate degree in Accounting. The MSA program will admit students with an undergraduate degree in Accounting or those who have taken the required Accounting classes. Students having an undergraduate degree in other business options such as finance, marketing, or management do need to complete bachelor level accounting classes before they can be admitted. The first cohort will be Fall 2015 to Summer 2016. Admission applications will be accepted from October 1, 2014 to June 1, 2015 for residents and October 1, 2014 to April 1 2015 for nonresidents. GMAT or GRE scores, a resume, statement of purpose, and two recommendation letters are required along with the admission application. For more information, please visit http://www.csulb.edu/colleges/cba/msa/ or email: cba-msa@csulb.edu. (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.)

Tom Modica Appointed Assistant City Manager ■ By BRANDON FERGUSON Staff Writer A month-long search for an assistant city manager ended Friday with the appointment of Long Beach Deputy City Manager Tom Modica. The position was previously held by Suzanne Frick, who announced her resignation in June to become the top administrator for a city in Idaho. City Manager Patrick West appointed Modica with authority granted to him by the city charter. “Tom Modica is highly qualified to fulfill the duties of assistant city manager,” said West said in a statement. “Throughout his city service, Tom has demonstrated excellent leadership, problem solving, budgetary and communication skills. He has developed a reputation for being one who is not afraid to take on and resolve complicated issues, engage the community to solve problems, and provide candid and thoughtful input on a wide variety of important issues.” Modica has worked for the city for 12 years, where he started as a management assistant in 2002. Eventually he went on to serve in a number of other functions including assistant to the city manager, government affairs manager, as well as director of government affairs and strategic initiatives. The charter-outlined role of assistant city manager requires Modica to support the city manager as well as perform his duties in the event of the city manager’s absence. Speaking to the Business Journal by phone, Modica said one of the more challenging issues he worked on as deputy city manager was the 2011 re-districting process. “That was the process of redoing the political boundaries, which is always a very charged project,” Modica said. “It actually ended very well.” When asked what he sees as the most challenging issues on

-October 28-November 10, 2014 the horizon, Modica said he preferred to see opportunities, adding that Long Beach has a tremendous amount of resources. The goal he said, is to find the best way to work with the council, mayor and community to best use those resources. “We obviously need to stay fiscally sustainable. That is always a challenge and I think we’ve got a great mayor and council that are interested in doing that,” Modica said. The city council is expected to confirm Modica’s appointment on November 11. ■

Long Beach City Hall News In Brief ■ By BRANDON FERGUSON Staff Writer Tax Resolution – At its October 21 meeting, the Long Beach City Council considered making changes to the current sales tax resolution that would allow councilmembers, under certain circumstances, to review sensitive sales tax data pertaining to local businesses. The item was recommended by 5th District Councilmember Stacy Mungo, who also chairs the economic development and finance committee. Though the council voted unanimously to approve the agenda item, it is unclear what will happen when the city attorney returns to the next council meeting with the revised resolution. Both 4th District Councilmember Patrick O’Donnell and 9th District Councilmember Rex Richardson expressed opposition to the proposed resolution. “I’m not comfortable with having councilmembers see data from specific businesses around the city,” O’Donnell said. “That to me gets a little scary. I think its scary for the business community too. It could be very anti business, it could scare them out of Long Beach.” Mungo said the resolution was necessary to address the city’s lagging sales tax revenues and assist city staff in bolstering economic development. Currently, councilmembers don’t have access to specific sales tax data. When pressed by Councilmember Richardson on how this proposed change could help the city’s future economic devel(Please Continue To Next Page)

Port Of Long Beach Gives Award To OOCL CEO While abroad on a recent trade mission to Asia, Mayor Robert Garcia and representatives from the Port of Long Beach presented Andrew Tung, CEO of Orient Overseas Container Line (OOCL), with the Port Pilot Award. The award is “presented to business and political leaders and advocates who have made contributions to international trade within the maritime industry,” according to the port. The Port Pilot Award was established in 1954 in the name of harbor port pilots whose job it is to guide vessels in the port. In addition to being the 77th recipient of the award, Tung is the third in his family to receive it; his father was given the award in 1987 and his grandfather in 1977. OOCL is one of the port’s biggest customers and under Tung’s leadership recently committed to a 40-year, $4.6 billion dollar lease for the port’s Middle Harbor terminal for its subsidiary, Long Beach Container Terminal. “We’re pleased to present our prestigious Port Pilot Award to a very deserving Andy Tung,” Long Beach Harbor Commission President Doug Drummond said in a statement. “His progressive leadership and lifelong dedication to reshaping and enhancing international trade – as we’ve seen in our next-generation Middle Harbor terminal partnership – should serve as a glowing example for all industry executives.” Pictured from left are: Drummond, Garcia, Tung and Port of Long Beach Chief Executive Jon Slangerup. (Photograph by the Port of Long Beach)

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:02 PM Page 5

NEWSWATCH October 28-November 10, 2014 opment, Mungo pointed to the recent closure of the Nordstrom’s Rack in Downtown. She said that in conversations with city staff about the effects of such closures on the city’s budget, staff can say very little due to the restrictions of the existing resolution. City Attorney Charles Parkin told the council that if the resolution is passed, there would be misdemeanor penalties for councilmembers who misused the information. O’Donnell said he was uneasy with the proposed resolution’s “spy factor.” Mungo meanwhile said it would be the first step in a “citywide plan where we invite great business leaders to invest in Long Beach, so we can invest in ourselves.” Commission Appointments – At the October 21 meeting, the city council unanimously approved several charter and noncharter appointments to various commissions. All appointments were recommended by Mayor Robert Garcia. Included were the airport advisory commission, civil service commission, planning commission and citizen police complaint commission. In all, 61 commission appointments were approved. Among those nominated was Nina Richardson for the city’s commission on youth and children. Richardson’s husband is the 9th District councilmember. A separate vote was cast approving Richardson while her husband recused himself and left the room. Schroeder Hall – A ceremony signaling the transfer of the Major F. Schroeder United States Army Reserve Center to the City of Long Beach took place on October 24. Col. Peggy Stradford presented Mayor Garcia with the deed to the building at the Friday morning ceremony. Located at 3800 E. Willow St., the building will soon be used as a police substation. Constructed in 1960, the hall was named after Maj. Schroeder, who received the Medal of Honor for his service during the Philippine insurrection of 1900. The building was transferred to the city under the base realignment and closure process. Covered California – The Long Beach Department of Health and Human Services was granted $225,267 by Covered California, the state’s healthcare exchange under the affordable care act. According to an October 21 department press release, the money will be used to increase health care enrollment and support existing outreach and education. “Working with our local partners, Long Beach is helping to ensure residents enroll in Covered California and stay in the program,” Mayor Garcia said in a statement. “We are committed to being a healthy city where residents have easy access to health services and information, and this is an important step in that direction.” Belmont Pool – On October 21 the council voted unanimously to revise the baseline requirements for the construction of the new Belmont Beach and Aquatics Center (Belmont Pool). Since June, the city has conducted a series of study sessions involving community stakeholders to conceptualize optional components for the new pool (the old pool was closed due to seismic issues). Included in the plan, which is expected to cost an additional $4.7 million and total $103.1 million, is an indoor deep well

Long Beach Business Journal 5 diving pool, as well as movable floor for the main pool. A total of 1,250 indoor seats will also be built. Business Improvement Districts – On October 14, the city council voted to approve the continuation of the East Anaheim Street Parking and Business Improvement Area (EASPBIA) as well as the Long Beach Tourism Business Improvement Area (LBTBIA). Both entities assess a fee on local businesses, which pays for various services specific to each area. In the case of the LBTBIA, the city’s convention and visitor’s bureau (CVB) assesses a fee on hotels within the CVB boundary of 3 percent of the gross short-term room rental rate. The money is used to promote and market Long Beach as a tourism area. The CVB is expected to

generate $4,240,950 from this fee for Fiscal Year 2015 (FY15). The East Anaheim Street Business Alliance, meanwhile, takes its fee through a business license assessment. The money is used to promote and market the commercial area along East Anaheim Street on behalf of businesses located in the East Anaheim Street Parking and Business Improvement Area. It is estimated EASPBIA will generate $141,000 in FY15. On the vote to approve the LBTIA, Councilmember O’Donnell and 6th District Councilmember Dee Andrews were absent. On the vote approving EASPBIA, only O’Donnell was absent. No City Council Meeting – There will be no city council meeting on October 28 as it’s the last Tuesday of the month. There

also will be no meeting on November 4, which is election day in California. ■

Port Expected To Raise Shipping Fees ■ By BRANDON FERGUSON Staff Writer A five percent increase in wharfage rates is expected to take effect at the Port of Long Beach by December 1. On October 13, harbor commissioners unanimously approved the first reading of an ordinance that would raise fees for companies shipping non-container items such (Please Continue To Next Page)

At International City Bank, our expertise is helping businesses thrive. We offer a personalized and strategic business banking approach that allows you to focus your energy on what you do best.

businessmadepersonal International City Bank | 249 E. Ocean Blvd. Long Beach, CA 90802 | 562. 436. 9800 | www.icb.biz

MEMBER FDIC

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:02 PM Page 6

NEWSWATCH 6 Long Beach Business Journal

Port Tariff Fee (Continued From Previous Page)

as petroleum coke, bananas and vehicles. No comments from the public were made prior to the vote. Staff reports state that the tariff fee is necessary as capital and maintenance costs at the port increase. Revenues generated from the tariff are slated for use in dredging operations, as well as roadway projects and security. The Port of Long Beach has not imposed a general rate increase since 2005 despite a 19 percent increase in the consumer price index.

October 28-November 10, 2014 “It’s pegged to rising costs,” port spokesman Art Wong said. “The economy hasn’t been great over the last few years, yet costs have continued to increase.” Wong further explained that approximately a year ago other ports implemented a minimum 1.7 percent general rate increase. “Our staff took those same rate increase proposals to our board and [the board] said ‘no, not in this competitive environment.’” A second reading of the proposed tariff amendment is scheduled for the October 27 meeting of the harbor commissioners. ■

Port Of Long Beach Promotes Executive Staff In October, the Long Beach Board of Harbor Commissioners approved promotions of four port staff members to executive positions as part of a restructuring of departments by Chief Executive Jon Slangerup. Dr. Noel Hacegaba was appointed managing director of commercial operations and chief commercial officer overseeing a new Commercial Operations Bureau. The bureau, created at Slangerup’s direction, includes the business development, security services, and tenant services and operations divisions. In his new role, Hacegaba is the principal contact for port customers. Prior to his appointment, Hacegaba had served since 2013 as acting deputy executive director and chief operating officer. Between 2010 and 2013, he was the executive officer to the board of harbor commissioners. Also promoted was Sean Gamette, who now serves as the senior director of program delivery and chief harbor engineer, overseeing the program management, construction management and project controls departments. He had served as the acting assistant managing director of engineering and chief harbor engineer since July 2013. Prior to that, he served as deputy chief harbor engineer from 2009 to 2013. Roger Wu, who joined the port as marketing manager in 2007 and became manager of commercial trade overseeing ocean carriers this year, was promoted to the role of assistant director of business development. Eamonn Killeen, a port employee since 2002, was appointed to the position of assistant director of real estate. The former assistant director, Gail Wasil, retired in August.

Noel Hacegaba

Sean Gamette

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/27/14 3:05 PM Page 7

NEWSWATCH October 28-November 10, 2014

Members of the West Long Beach Association spoke recently about their opposition to BNSFâ&#x20AC;&#x2122;s proposed rail yard, over concerns of increased pollution and truck traffic on West Long Beach neighborhoods and schools. Members also expressed concerns over recent appointments made to the cityâ&#x20AC;&#x2122;s planning commission. At least two of commission members have publicly expressed support for the BNSF project. From Left: WLBA President Bila Chaka, Vice President Theral Golden, Advocate Roger Rowe, Hostess Rena Anderson; and Acting Treasurer John Cross. (Photographs by the Business Journalâ&#x20AC;&#x2122;s Thomas McConville)

" '# ) " # ) " $ # ) ( "$ # ) % # & $# ) $ # ) !% $#

the

CARSON Center

* 7 0 *,01 &++,3 1&3" +.2"1 +! ,+#"/"+ " "+1"/ 7 0.2 /" #""1 ,# #)"5& )" *""1&+$ 0- " &+ )2!&+$ 0.2 /" #,,1 ))/,,* 7 "+1/ ))6 ), 1"! *&+21"0 #/,* +! ,+$ " % &/-,/10 " 06 !/&3" #/,* / +$" ,2+16 +! 1%" "010&!" 7 #)"5& )" 0- "0 $2"010

,**,! 1&+$

7 1 1" ,# 1%" /1 2!&, 3&02 ) ".2&-*"+1 01 $" +! 1%" 1/& ) )&$%1&+$ 7 /,#"00&,+ ) "3"+1 ,,/!&+ 1,/ ,+ 0&1" 7 + ,*- / )" #,,! 0"/3& " 4&1% "1%+& *"+20 3 &) )" 7 /"" - /(&+$ 7 !' "+1 1, 1%" /,,* ,2 )"1/"" %,1") 91 110

E Victoria St

Cal State Univ-Dominguez Hills

W 190th St

E University Dr

Avalon Blvd

405

Links At Victoria

S Wilmington Ave

Just before the council voted to approve Garciaâ&#x20AC;&#x2122;s recommendations, the application of a fourth appointee, Mike LoGrande was temporarily pulled from consideration. LoGrande currently serves as the director of Los Angelesâ&#x20AC;&#x2122;s planning department. According to Long Beach City Attorney Charles Parkin, the application was pulled to allow the City of Los Angeles to determine if LoGrandeâ&#x20AC;&#x2122;s appointment would represent a conflict of interest. â&#x20AC;&#x153;He notified us that the City of Los Angeles wanted to make sure that there were no conflicts and they hadnâ&#x20AC;&#x2122;t had an opportunity to do that yet,â&#x20AC;? Parkin said. Once Los Angeles completes its review, Mayor Garcia is expected to bring LoGrandeâ&#x20AC;&#x2122;s name back up for consideration. Long Beach sued Los Angeles in 2013, contending that the city neglected to follow state law as it relates to the California Environmental Quality Act by approving the SCIG project. Soon after, Long Beach consolidated its suit against BNSF and L.A. with several other entities, including the Long Beach Unified School District and South Coast Air Quality Management District. State Attorney General Kamala Harris joined the suit on the side of the petitioners this year. A trial date is set for November 2015, though involved parties are working to settle the matter out of court. While the rail yard project has been halted for the moment, members of the West Long Beach Association (WLBA) have expressed suspicion over Garciaâ&#x20AC;&#x2122;s appointments. â&#x20AC;&#x153;Thereâ&#x20AC;&#x2122;s a perception with the appointments that itâ&#x20AC;&#x2122;s setting the stage to give the railroad whatever they want,â&#x20AC;? said Theral Golden, vice president of the WLBA. â&#x20AC;&#x153;[Thereâ&#x20AC;&#x2122;s] a perception that thatâ&#x20AC;&#x2122;s happening because each [appointee] is connected to the union or the railroad.â&#x20AC;? At a 2011 Port of Los Angeles hearing on the SCIG project, Templin spoke in favor of the project, citing the creation of an estimated 1,500 jobs. â&#x20AC;&#x153;This project is exactly what California needs, and what our community needs,â&#x20AC;? Templin said. â&#x20AC;&#x153;This is a positive for everyone.â&#x20AC;? A November 2012 letter sent by the SBLCC to the Port of Los Angeles Director of Environmental Management expressed the chamberâ&#x20AC;&#x2122;s support for the project. â&#x20AC;&#x153;SCIG is an ideal example of green growth and will be an important economic asset for our region,â&#x20AC;? the letter read. At the time, Trini Jimenez was listed as an SBLCC board member. Jimenez currently serves as BNSFâ&#x20AC;&#x2122;s director of government affairs. Longtime Westside resident and WLBA member Roger Rowe told the Business Journal he has personally asked Mayor Garcia where he stands on the SCIG issue. â&#x20AC;&#x153;He wonâ&#x20AC;&#x2122;t answer the question on SCIG, [but] his appointments are pro-SCIG,â&#x20AC;? Rowe said. John Cross, also a member of WLBA and longtime opponent of the project, said heâ&#x20AC;&#x2122;s concerned that pro-SCIG planning commissioners will reclassify West Long Beach land that was zoned as a greenbelt in the 1990s. â&#x20AC;&#x153;The Long Beach Planning Commission can vote to upzone that to light industry, which means the railroad could put two

Harbor Fwy Figueroa St

(Continued From Page 1)

1,000-foot spurs that would run down behind homes and schools,â&#x20AC;? Cross said. The Business Journal reached out to Garciaâ&#x20AC;&#x2122;s office, seeking comment on the concerns of Westside residents. As of press time he hadnâ&#x20AC;&#x2122;t responded. During the October 21 city council meeting however, following statements by Cross about commission appointments and potential conflicts of interest, Garcia responded that the city attorney will advise commissioners on any vote in which a conflict may arise. â&#x20AC;&#x153;Any time thereâ&#x20AC;&#x2122;s a conflict of interest, the city attorney will advise the commission staff as well as the commissioner, [and] that commissioner will not be able to vote on a topic if there is a conflict of interest,â&#x20AC;? he said. â&#x2013;

Normandie Ave

Railway Project

Long Beach Business Journal 7

E Del Amo Blvd

E Carson St E 223rd St

the

CARSON Center 01 /0,+ 1/""1 7 /0,+ 7 444 /0,+ "+1"/ ,*

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:02 PM Page 8

NEWSWATCH 8 Long Beach Business Journal

Men’s Shopping Choices (Continued From Page 1)

year-old agent liaison with Coldwell Banker Westmac; 29-year-old Bijan Noori, owner of Bay Point Insurance and Financial Services; Brandon Carrillo, a 34-year-old commercial real estate broker with Lee & Associates; 61-year-old Executive Director of the Long Beach Museum of Art Ron Nelson; and 66year-old John Morris, principal owner of the Alamitos Bay restaurant, Boathouse on the Bay. Like the women interviewed for this series, it appears men (and their wallets) are frequently drawn away from Long Beach by the shopping options afforded at spots like South Coast Plaza and even Fashion Island. A self-described “Tommy Bahama” man, John Morris explained that he’s not one to wear fancy suits very often, but, even when shopping for casual wear, he still makes the 20-mile trip south to Costa Mesa. Though not a frequent shopper, he explained that when he buys clothes he often finds himself at the Tommy Bahama at Fashion Island or Nordstrom at South Coast Plaza. “That’s my choice outside of Long Beach. It’s a very limited selection in town,” Morris said. “That’s pretty much the way it’s always been and I don’t see it changing for a long time either.” For real estate broker Brandon Carrillo, Nordstrom is the best option when it comes to buying suits for work. “Nordstrom is usually the best deal for everyone. You get quality stuff and, if

October 28-November 10, 2014 there’s some problems with it, you don’t get a problem returning things,” Carrillo said. He admitted that shopping isn’t his favorite way to spend his free time, explaining that he takes advantage of Nordstrom’s personal shopper services. The store offers both free and fee-based services geared toward helping customers pick out clothes. “They have a great model to take all the thinking out of it. I’m sure for most business professionals, that’s just ideal. Especially guys,” Carrillo said, “Most guys, the last thing they want to do is shop. I’d rather be at a bar watching the game.” When it comes to buying casual clothes, Carrillo isn’t too discriminating. “Costco is amazing,” he said. “You know you’re getting the lowest price because it’s already pre-negotiated upon volume . . . Costco’s thing is, if they don’t have an exclusive low price on an item you won’t find it there.” He added that he usually shops at the Costco in Irvine. Carrillo said he’s had many discussions with local developers who express frustration at the fact that people from the South Bay commonly bypass Long Beach to make a 20-mile-or-more drive south to satisfy their shopping needs. “It’s one of those anomalies that I know developers are trying to figure out – how to get that money not to go to Orange County, but to stay here,” he said. Bijan Noori said he has gone to Macy’s at South Coast Plaza the last couple of times he’s been in the market for a suit. He explained that he appreciates the service he

gets and the fact that employees there don’t aggressively try to upsell their product. “[Other] brokers always try to upsell you, and their deals are never really deals,” Noori said. Like Noori, Dan De Leon also buys suits outside of Long Beach. When asked why, he explained that Long Beach has limited selection. “Our only real options right now are very high-end brokers or the very low-quality suit brokers,” he said. De Leon explained he’ll typically go to a 3 Day Suit Broker located in Torrance or a Men’s Warehouse in Lakewood – and, not surprisingly for a 25-year-old, De Leon also uses his personal computer as a shopping resource. “I’ll do it online. There are quite a few places where, if you know your measurements well enough, they can make you quite a good suit,” De Leon said, adding that his website of choice is combatgent.com. “It might just be a symbol of our times, but when I [shop] online, not only is there the convenience of it all, but I get a much wider selection and it’s just simple,” he said. Though De Leon explained he’ll visit spots on 2nd Street in Belmont Shore such as the Gap and Buffalo Exchange when shopping for casual clothes, he’s typically not looking to refurbish an entire wardrobe and doesn’t usually spend large amounts of money. “When I do shop, it’s for one pair of pants and a T-shirt. It never fills more than one bag,” he said.

Conversely, as director of the Long Beach Museum of Art, Ron Nelson sees his wardrobe as an integral part of his profession. His closet brims with clothes – bought out of town. “Because I’m on the arts beat and I’m aesthetic in everything I see and do, fashion for me is just another extension of that. I’m looking for something that’s contemporary but at the same time businessappropriate,” Nelson said. Though he shops in stores such as Nordstrom in South Coast Plaza and Neiman Marcus at Fashion Island, Nelson also spends a lot of time traveling out of the country where he makes purchases in cities like Tokyo and Paris. Yet, as Nelson himself will attest, the brick and mortar stores of the world are outclassed when it comes to the convenience of the World Wide Web. “I’m finding myself more online lately. It’s easier. Returns are easier, it’s more convenient. It saves a lot of time – open the box, [it’s] great. If not, slap on the return label and it goes back,” Nelson said. When it comes to buying gifts for family members and friends, Nelson said he shops at Luna in Belmont Shore as well as the gift shop in the Long Beach Art Museum. He said when buying things for the home he tries to keep the money in Long Beach and heads to one of the city’s two Lowe’s home improvement stores. When asked about shopping for gifts, hobbies and home, others interviewed for this article say they are frequently pulled outside of Long Beach’s borders. Morris, an avid linksman, explained that he purchases golf equipment at Roger Dunn Golf Shop in Seal Beach. When shopping for furniture and home goods, De Leon said he prefers Ikea in Carson. Almost everybody interviewed mentioned Home Depot in Signal Hill for tools and items for the home. When asked what he thought the reason was for Long Beach’s struggles in generating sales tax revenue, Morris theorized it boils down to the city’s demographics. “When you look at the demographics of the city, it doesn’t warrant the high end retailers. I flash back to Pine Avenue when we had The Limited, Bath & Body Works, Crate and Barrel, and, for that matter, Nordstrom Rack. All of these stores have pulled up stakes and moved out,” Morris said. He added that it’s going to take an influx of high-paying jobs supporting a new wave of residential development before such retailers can thrive in the city. “You need massive amounts of people before you can really justify bringing highquality retail to town,” Morris added. The Business Journal reached out to former 3rd District Councilmember Gary DeLong, who, incidentally, shops for suits at South Coast Plaza. He said from a city government perspective he’s more concerned with “big ticket” sales tax revenue as opposed to street level retail. “I think we should make an earnest effort to bring auto dealers back as much as we can. We’ve made some good progress in the past but there’s always more room for improvement.” So the question remains, is there a place in Long Beach’s future for more high-end retailers, or will it be up to cars to drive an economic turnaround? ■

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:03 PM Page 9

NEWSWATCH October 28-November 10, 2014

Education Initiatives (Continued From Page 1)

McBride High School, the City of Long Beach became a partner in the Long Beach College Promise, a partnership between the Long Beach Unified School District (LBUSD), Long Beach City College (LBCC) and California State University, Long Beach (CSULB). Formed in 2008, the College Promise guarantees enrollment at LBCC or CSULB for qualified LBUSD students. For those attending LBCC the first semester of tuition is free and transfer to CSULB is also guaranteed. At the event, Long Beach College Promise student Faviolanny Rath told the Business Journal the program enabled her to be the first in her family to attend college. At the press conference and signing ceremony at McBride High, Garcia, Superintendent Chris LBUSD Steinhauser, LBCC SuperintendentPresident Eloy Ortiz Oakley and CSULB President Jane Close Conoley signed an updated Long Beach College Promise. “The city is committing itself to working, partnering and collaborating with our institutions on the promise so that they can meet the goals they have in place,” Garcia said at the signing event. The city’s participation in the College Promise was Garcia’s first major initiative as mayor. The expanded College Promise now also focuses on providing universal preschool and creating more internship opportunities for students. “We are looking and we are

Long Beach Business Journal 9 joining together in new ways in trying to reach universal preschool attainment in the City of Long Beach. We believe that every young student should have access to quality preschool,” Garcia said. Following the event, Steinhauser told the Business Journal that about 70 percent of Long Beach students attend preschool. The school district has begun working to include the remaining 30 percent of children in preschool programs by opening new preschool programs at Garfield, Webster and Hudson Elementary Schools in Westside Long Beach. “We just added an additional 200 seats for preschool students in our lowerincome areas,” he said. In East Long Beach, three new paid preschool programs are available for middle-income residents and above. As a new partner in the College Promise, Garcia is pushing to double the number of internships for Long Beach students to 3,000 total. To start, he and City Manager Pat West have partnered to double the number of internships in city departments from 400 to 800. “If we are really going to build our economic base, we have to start with education,” Garcia told the Business Journal following the event. “Where the city can play a role is in some of these other parts of education that are oftentimes around issues of workforce development. The internships piece is really important, but also the universal preschool part is really important.” (Please Continue To Next Page)

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:03 PM Page 10

NEWSWATCH 10 Long Beach Business Journal

Education Initiatives (Continued From Page 9)

North Long Beach Whole Village Initiative A day after the city joined the Long Beach College Promise, 9th District Councilmember Rex Richardson and LBUSD Boardmember Megan Kerr announced the creation of the North Long

Long Beach Unified School District Boardmember Megan Kerr (left) and 9th District Councilmember Rex Richardson (center) were joined by Rep. Janice Hahn at the announcement of their North Long Beach Whole Village Initiative on October 14. The initiative creates an education foundation to fund extracurricular programs and work experience opportunities for North Long Beach youth. (Photograph provided by the 9th District City Council office)

October 28-November 10, 2014 Beach Whole Village Initiative, which creates a new education foundation to provide funding for after-school programs and leverages a task force of community leaders to identify opportunities for youth programs. The formation of such a foundation developed out of a need to provide funding for extracurricular activities for students. “North Long Beach has close to 100,000 residents north of Del Amo Boulevard. That is one-fifth of the city’s population, and we don’t have one education foundation,” Richardson told the Business Journal. One hundred percent of funds raised through the foundation are going to be funneled into after-school programs, youth jobs, mentoring opportunities and college-readiness programs. Richardson and Kerr have tasked a group of community leaders from local business improvement districts, churches, health care programs, and city departments as well as the Pacific Gateway Workforce Investment Network to identify opportunities to develop these sorts of programs. Additionally, over the course of the next month, the task force is going to gather data from throughout North Long Beach to identify programs already in place in the area, Richardson said. Former 9th District Councilmember Steven Neal is overseeing the foundation and task force in a volunteer capacity. “My entire career, I’ve believed that it really does take a whole village to raise a child,” he said in a statement. “I am proud to be able to continue to give back to my community.” ■

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:03 PM Page 11

THE LONG BEACH BUSINESS JOURNAL’S

Focus On Women In Business

Clockwise from top left: • Michelle Manire, Coast To Coast Conferences & Events • Joann Blayney, Safety Dynamics Group • Lisa Albanese, Cheese Addiction • Bunthay Tan, Beach Eyecare Optometry • Anita Grace Edwards, Law Offices Of Anita Grace Edwards • Annette Kephart, GeoAssurance (Design by Hugo Ricardo)

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:03 PM Page 12

WOMEN IN BUSINESS 12 Long Beach Business Journal

Local Women-Owned Businesses Mirror National Growth ■ By SAMANTHA MEHLINGER Senior Writer The recently released 2014 State of Women-Owned Businesses Report by American Express OPEN indicated that women-owned businesses in America are growing faster than the norm. While the total number of businesses in the U.S. increased by 47 percent from 1997 to 2014, the number of women-owned businesses grew 68 percent. During this period of time, 591 new women-owned businesses were started every day, on average, according to the report. Thus far, from 2013 to 2014, “an estimated 1,288 new women-owned firms have started each day,” the report noted. Women-owned companies now make up 30 percent of all businesses in the country. The six women business owners interviewed in this edition of the Long Beach Business Journal’s quarterly Focus On Women In Business became entrepreneurs at varying stages in life and through different means. Some started out by simply taking on a job to provide for themselves and their families and organically developed a passion for their work, eventually leading them to take over the company they worked for. Others were inspired to pursue new careers to have more schedule flexibility or to meet the needs of niche markets. These women represent a wide range of backgrounds and industries, reflecting national trends that indicate women-owned businesses are growing, and growing fast. About half of these Long Beach women plan to expand by opening additional locations, and the other half are examining ways to diversify their services, signifying that, in this time of economic recovery, local women business owners aren’t just focused on surviving, but on thriving.

October 28-November 10, 2014 “The owner felt that it was no longer her shop, that I had become the face of this location. She decided that they wanted to stay in San Diego and I was offered the opportunity to buy my job. So I went and got a loan and I bought my job,” Albanese recalled. Albanese took over the shop about a year ago – on November 1, 2013 – and renamed it Cheese Addiction. What inspired her to take on the business was simple: a passion for cheese. “It is such a unique and special field. No two wheels of cheese are alike, just like no two bottles of wine are alike,” Albanese said. “Once you get in a new product or a new wheel of cheese you haven’t had for awhile, it truly is like Christmas.” Not much has changed about the shop since Albanese purchased it. “If it ain’t broke, don’t fix it,” she said. “I always had control over quite a bit of what came in to the shop because we cater to the community. If our community loves fresh mozzarella, we are going to make sure we stock it. If Limburger is a no-no for the people in this area then we won’t carry it,” she explained. “Fortunately, we have some very adventurous people in this community who love new cheeses. My goal is about two new cheeses each week.” “What sets us apart from anywhere else is everything is cut to order. Nothing is prepackaged or pre-wrapped, so you are getting a fresh cut of cheese off of a wheel,” Albanese emphasized. The storeowner also takes pride in the shop’s emphasis on education. “We have Cheese Addict 101 classes in the shop where you are encouraged to bring your favorite bottle of wine and we will go through everything you want to know about cheese – and of course taste them.” The store also offers gift baskets, custom trays and private parties, and has a monthly cheese club. As a new business owner, Albanese said one of her challenges in growing her business is managing her time. “There are never enough hours in the day to get everything done, and so much of it can only be done by the business owner versus the staff,” she explained. In the future, Albanese said she hopes to expand having more pairing and tasting events with cheese, wine and beer. ■

Joann Blayney Safety Dynamics Group 4141 Norse Way, Long Beach 562/425-4886 • www.safetydynamicsgroup.com

Lisa Albanese Cheese Addiction 195 Claremont Ave., Long Beach 562/433-4986 • www.cheeseaddiction.com

fter essentially running Venissimo Cheese in Belmont Shore for five years, Lisa Albanese leapt at the chance to purchase the store when the owner decided to close shop in 2013. “The owner approached me and said that I did such an amazing job that she never had to come up [to Long Beach] to do anything. She was here maybe twice a year for half an hour at a time.” Albanese said. The store had been the first Los Angeles County location for Venissimo Cheese, which has four stores in San Diego County. Albanese had been employed there since the store opened in 2008, performing the store’s daily operations.

hen Joann Blayney was hired by Safety Dynamics Group in 1985, she started as a secretary with little background in safety training and management. After moving up in the company, she took ownership of the business in 2000. Initially, Blayney’s main motivator for joining Safety Dynamics was her family. “What appealed to me about it was I had two little kids, and the man I went to work for was amazing. He didn’t have a problem when sometimes in the summer I would bring the kids to work,” she recalled. Plus the business was located within walking distance from her home. “Safety was something I knew nothing about, but once I got into it, it began to get more exciting,” she said. In the mid 1980s, Safety Dynamics Group was primarily focused on providing CPR training for hospitals and small businesses. As federal and state workplace safety regulations became more stringent, particularly under the Occupational Safety and Health Administration (OSHA), the company evolved to include comprehensive services to help businesses learn about and comply with new standards. In the late ’80s, OSHA developed the Hazardous Waste Operations and Emergency Response standards, which required businesses and organizations to adhere to certain hazardous waste cleanup procedures and respond to emergencies in particular ways. Safety Dynamics Group began training companies to properly comply with the standards, (Please Continue To Next Page)

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:03 PM Page 13

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:03 PM Page 14

WOMEN IN BUSINESS 14 Long Beach Business Journal which significantly grew the business. “At that time, we trained all of the Texaco locations on the West Coast all the way to Alaska and Hawaii. That was a huge amount of growth for the company,” Blayney said. As the safety regulatory environment underwent these changes, Blayney began taking on projects at work. “Going out and training people in CPR and hazardous materials management was just fascinating. I also learned how to write safety programs, which was a whole new area for me,” she said. After three years at Safety Dynamics, the owner gifted Blayney with 20 percent of the company. Several years later, he gifted her with another 20 percent. When he retired in 2000, she purchased the company. The transition into owning her own business was fairly smooth, thanks to the clientele she had developed. “I was well entrenched in the business. I knew what I was doing. My clients were solid, and we had great accounts,” she said. In a line of business dominated by regulations, Blayney said her biggest challenge is keeping up with changes to laws as well as new legislation. “The challenge is staying ahead of the game and keeping up with the changes in OSHA.” Blayney continues to grow the business by expanding the services it provides. About six years ago, Safety Dynamics began providing businesses with onsite safety personnel and supervisors. She also opened a second location in Escondido last year, which serves San Diego County. In the future, Blayney hopes to continue expanding her businesses by opening an office in the Bay Area. ■

October 28-November 10, 2014 out and actually marketing your business,” she explained. “I think the best marketing tool is self-marketing – going out there and actually meeting people versus just advertising . . . I think that is my biggest challenge as a sole practitioner.” In the future, Edwards hopes to attend more networking events and continue diversifying her practice to serve small businesses. ■

Annette Kephart GeoAssurance 4404 E. Pacific Coast Hwy., Long Beach 888/806-1088 • www.geoassurance.com

Anita Grace Edwards Law Offices of Anita Grace Edwards 3811 Long Beach Blvd., Long Beach 562/490-3825 • www.edwards-law.glfhost.com

or Anita Grace Edwards, starting her own law firm in 1997 was a way to advance her career and still have to time to focus on one of her highest priorities – being a mom. Before becoming a lawyer, Edwards had been working as a contract manager for Sony Pictures, a position that led her to pursue a law degree. “I was working directly with business and legal affairs [departments] dealing with the various contracts for directors and producers, and that is really what piqued my interest in going to law school,” she said. “I worked full time at Sony Pictures, I went part time to Whittier Law School and I was raising two small children,” she recalled. “When I passed the bar, I had a choice to either go back into the corporate setting to practice law, or to try and spend time being a mom and being a professional,” she said. “So I chose the latter. I decided to have my own practice so I would have the flexibility and also have the self-direction to take on cases that I believed in and I wanted to take on while still spending time with my kids.” Not only did opening her own practice, called the Law Offices of Anita Grace Edwards, provide her with flexible work hours, it also gave her the freedom to choose her own cases. One of the first cases she took on involved workplace sexual harassment, which led her to ultimately focus on employment law. “That was my first encounter with employment law. The case was so dynamic. There were so many issues. And I found that my background was very helpful in maneuvering through the case because I do have a corporate background, so I am very astute in terms of corporate policies and systems,” Edwards explained. “I just found it a good match for me. From then on I started focusing on employment law.” In the past few years, Edwards has expanded her focus to include small business law. “I am beginning to represent more small businesses because, in this time period, a lot of individuals are opting for careers in entrepreneurship and creating small businesses,” she said. “They don’t have the expertise in terms of legal and human resources issues, so I am beginning to spend more time helping small businesses with those issues to prevent litigation issues down the road.” Edwards’ biggest challenges moving her business forward are marketing and finding time to network, she said. “If you have a heavy caseload, that can prevent you from going

ears of experience in real estate and title insurance, coupled with emerging industry needs created by a then-recent California law, led Annette Kephart to start a specialized business with her husband in 2005. After selling real estate became difficult due to high interest rates, Kephart went into title insurance where she met her husband, Ralph. Through that line of work, she became well acquainted with a law passed in California in 1998 – the Natural Hazards Disclosure Act, which requires a seller of property to disclose to the buyer if the property lies within state-mapped hazard areas. “Sellers are supposed to disclose everything they know about a property, but there are things they may not know, such as whether they are in an earthquake fault zone, a landslide zone or a liquefaction zone,” Kephart said. Recognizing a need for a source of comprehensive natural hazard mapping within California’s real estate industry, Kephart and her husband opened GeoAssurance, a company which produces natural hazard, environmental and tax disclosure reports. Although her husband had previously owned a civil engineering firm, GeoAssurance was Kephart’s first experience starting a business. “It was difficult because I never had my own company before,” she recalled. “When you have a company, you have to wear many hats. Not only did I have to do sales, but I had to figure out the marketing and also try to become more of an expert [on natural hazard disclosures] so that I could talk intelligently about it,” she explained. GeoAssurance is also in the business of mapping to show if certain hazards, such as flood or landslide zones and abandoned oil wells, are on a property. The company layers maps showing hazards to create a single comprehensive resource. Mapping abandoned oil wells is a particularly important service in the Long Beach area, Kephart noted. “We have approximately 10,000 abandoned oil wells in Long Beach, Signal Hill and Seal Beach,” she noted. “We also map FEMA [Federal Emergency Management Agency] flood zones. California law requires us to say if any portion of your property touches a flood zone, but FEMA only cares if the structure itself is in it,” Kephart said. Through GeoAssurance’s precise mapping, real estate agents are able to determine not only if a property is within a flood zone, but also if the structure on the land touches the flood zone. GeoAssurance provides this data to real estate agents and escrow companies throughout California, Kephart said. The business also conducts training classes for real estate groups. Kephart’s biggest challenges moving forward are contending with competition and making sure the company is advertising enough, she said. “The biggest challenge is getting people to be aware of what we do that is different and how helpful we really are,” she said. In the future, Kephart said she wants to expand her business’s reach. She is also investing in a web-based, technologically advanced system to ensure the company is on the cutting edge in its field. ■

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:03 PM Page 15

BEACH COUNTY REAL ESTATE

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:03 PM Page 16

WOMEN IN BUSINESS 16 Long Beach Business Journal

October 28-November 10, 2014

Michelle Manire Coast To Coast Conferences & Events 100 W. Broadway, Suite 250, Long Beach 562/980-7566 • www.ctcconferences.com

n 1994, after many years of working in managerial positions in the hospitality industry, Michelle Manire decided to use the skills she had developed to start her own business in Long Beach. “At that time in the hotel business, if you were getting promoted you had to leave the city or state you were in, so I moved around quite a bit,” Manire recalled. After working as a general manager at a local hotel, she realized she wanted to put down roots in Southern California. “I wanted to do something that would utilize the skillset that I acquired in the hotel industry, so I started my business,” she said. The business, now known as Coast to Coast Conferences & Events, was originally founded as Catalina Travel Connection. “After I left the hotel business, one of my previous bosses asked me to go to Catalina to manage a hotel and catering business for a short period of time as a consultant,” Manire said. “At that time I realized there was no one selling Catalina on the mainland, so after I left that consulting job I started the Catalina Travel Connection, which sold individual and group comprehensive packages to Catalina.” Manire has rebranded the company twice since then – first as CTC Destination & Meeting Management, which expanded the business’ focus to include conference and event planning services, and most recently to Coast to Coast Conferences & Events, in order to reflect the company’s national reach, she explained. Manire is the president and CEO of the company. Coast to Coast has four main areas of expertise. “One is housing management, which includes contract negotiations, venue selection and managing the hotel rooms all the way through to the completion of the event or the conference,” Manire explained. Another main area of focus for the business is destination management, which includes overseeing and advising event or conference organizers about local licensing and permitting processes as well as tourist activities and transportation options. Coast to Coast also provides conference management and specializes in sporting events. Looking toward the future, Manire said strengthening the company brand, building a strong web presence and implementing an online marketing plan are key, but challenging, endeavors. “It is a very daunting initiative to work on while still wearing many hats as a business owner,” she reflected. To help determine how to tackle these goals, Manire applied and was accepted into Goldman Sach’s 10,000 Small Businesses Program at Long Beach City College. The program provides small businesses with educational, financial and business resources. She is also a graduate of Leadership Long Beach, a program that fosters leadership development while educating participants about the Long Beach community. “The education I received from Goldman Sach’s and Leadership Long Beach have really assisted me in the direction I need to take my business,” she said. Moving forward, Manire is considering opening satellite offices or perhaps franchise locations. “I am very interested in having a larger presence in our industry and being a leader in our industry, and I am looking at expanding our reach,” she said. ■

Dr. Bunthay Tan Beach Eyecare Optometry 5531 E. Stearns St., Suite A, Long Beach 562/596-3838 • www.beacheyecareoptometry.com

lthough Dr. Bunthay Tan always knew she one day wanted to open her own optometry practice, the birth of her son inspired her to achieve that goal sooner rather than later. “I always knew I wanted to be a doctor since I was very young, maybe even in elementary school,” Tan said. As a student at UCLA, Tan decided to pursue optometry rather than another medical field because of the personal interaction it affords with patients. “The most appealing part of optometry was that I get to see patients day in and day out. I am sort of a people person so I needed that interaction,” Tan said. After earning her doctorate in optometry at the State University of New York in 2006 and then completing the university’s vision therapy and rehabilitation residency, Tan moved back to California and began working in optometry offices. “I am Cambodian, and in Long Beach there is the largest population of Cambodians outside of Cambodia. There are not many Cambodian optometrists, let alone women optometrists, so I thought it would be perfect to be back in Long Beach,” Tan said of the decision to move back to her hometown. “In the back of my mind I had always thought about starting an office, but when my son came it was like, ‘yeah, we definitely should do this.’ Having someone else to look after, who depends on you, makes you prioritize,” Tan said. Last November, when her son was about a year old, Tan and her husband opened Beach Eyecare Optometry on Stearns Street in the Los Altos area. “We are a full-scope optometric practice,” Tan said. In addition to offering eye exams and glasses prescriptions, the practice provides vision therapy, glaucoma and cataract care, and pre- and post-appointments for Lasik surgery, among other services. The transition to starting her own business was difficult, but worthwhile, according to Tan. “When you open your own practice, there is a lot to do,” she said. “It was very long hours for two months. I would be here until maybe one in the morning, setting up insurances, setting up all of our vendors and making sure everything was okay before we saw patients.” In the year the practice has been open, the business has already grown. “I kind of set lower expectations because I didn’t want to be disappointed, but it has been going very nicely,” Tan said. “I think 2015 will be a very good year for us.” Tan’s biggest challenge moving forward is balancing work and family life. “We are talking about having a second child. That is when it is going to get tough again, because now I am going to balance two babies and running the business,” she explained. Moving forward, Tan hopes to become more involved in the community. She and her husband are a part of the Cambodian Health Professionals Association of America, and she is now looking into joining the Khmer Parents Association’s board of advisors. ■

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:03 PM Page 17

Vivian Bigam, Director Argus Medical Management, LLC

Mary Whirledge, Realtor Coldwell Banker Star Realty

Mrs. Bigam has been awarded the 2014 Optum Lifetime Achievement Award. Mrs. Bigam has over 25 years experience in physician and hospital outpatient billing and Electronic Medical Records (EMR) including 19 years with Argus (since inception). Mrs. Bigam is certified for physician practice management and EMR on the Optum system.

5150 Pacific Coast Hwy., Ste. 500 • Long Beach, CA 90804 (562) 299-5220 • vbigam@argusmso.com

A Real Estate professional for 20 years, Mary Whirledge is a member of Pacific West Board of Realtors, California Association of Realtors and National Association of Realtors. She holds a RECS and an e-Pro designation defining her dedication to continuing education. Mary shows versatility with a foreclosure/ short sale designation as well as being a Corp. Relocation and Coldwell Banker Specialist for high end properties. As well as being a listing agent Mary holds a designation as an Accredited Buyers Representative. UC Davis prepared Mary with strong public relations and economic skills to negotiate in today’s challenging market. Call Mary today for all of your Real Estate needs. 460 Pacific Coast Hwy. • Seal Beach, CA 90740 (562) 500-2700 • www.LongBeachHomesOnline.com

Paige Fingerhut, Realtor Beach Equities

Gail Desilets Marriage & Family Therapist

A Long Beach native, Paige maintains expertise in probate, trust, & conservatorship sales, working with attorneys, CPA's, trustees, administrators, & conservators. She is asked regularly to speak at professional trust & estate organizations on a range of topics from the particulars of the probate purchase contract to the real estate temperature in local markets. “We serve our clients through unparalleled levels of service, expertise, & experience. They know every detail of their transaction(s) will be handled smoothly and with utmost integrity.” Paige is involved in many local charities and recently married the love of her life this past May. 4531 E. Anaheim St. • Long Beach, CA 90804 (562) 597-8413 • paige@probateforsale.com

Gail Desilets is a licensed Marriage & Family Therapist who specializes in working with successful people who need some assistance in their personal life. She works with adult individuals and couples and is solution focused to help make life better as quickly as possible. She is conveniently located in the Kilroy Airport Business Park. Gail has flexible therapy hours available during the day and evenings seven days a week to fit busy life styles. Call (562) 4772530 or visit www.GailDesilets.com to see how she can help you today. License #MFC53879 3780 Kilroy Airport Way, Ste. 200 • Long Beach, CA 90806 (562) 477-2530 • www.GailDesilets.com

Heide E. Clark, RN, CCN’s Medical Advisor Cancer Concierge Network, 501(c)3, Nonprofit

Monika Zuzanska, Founder EcoCleaning Solutions, Inc.

Heide, the Medical Advisor for CCN and a Preferred Provider as MICAH’s Wellness has 40 years of nursing experience and integrates mental, physical and spiritual healing of others. She is passionate about conscious health awareness since her husband's death from testicular cancer. She is trained in Compassionate Pain Relief Program and Mind/Body Medicine. She worked with Dr. Deepak Chopra and Dr. David Simon in the development of Chopra's Magical Beginnings Enchanted Lives Program. Heide's vision is to facilitate wellness through Christian faith based meditation, healing touch, pain and stress management, post surgical services, childbirth education, and doula services. 1965 21st St. • Signal Hill, CA 90755 (562) 342-6830 • www.cancerconciergenetwork.org

Monika Zuzanska is the owner and founder of EcoCleaning Solutions, Inc. She has been actively involved in the cleaning service industry since 2003. Monika’s house cleaning service grew over the years. Her commitment to each and every homeowner is to provide the highest quality service in every home and business on every single visit. Monika has dedicated this business to helping homeowners and businesses protect their investments while maintaining clean and healthy living and working environments. She is also participating in Goldman Sachs 10,000 Small Businesses program. Monika welcomes your inquiries and looks forward to talking with you. (562) 225-1672 monika@ecoclean-inc.com • www.ecoclean-inc.com

Elizabeth Wise, Founder/ CEO Cancer Concierge Network, 501(c)3, Nonprofit

Dr. Alyson Emery, Owner Emery & Emery

Elizabeth, a Cancer Survivor is passionate about CCN. Elizabeth is a successful community leader and will bring the same energy to CCN as she did with dealing with her cancer in 2002 and 2007. She conducted extensive research on nutrition, wellness and alternative treatments. Elizabeth’s experience and her knowledge in fundraising, nonprofits, grant writing and networking will be utilized to give back to her community via FREE monthly “Victory” wellness retreats. CCN’s mission is to guide, educate, and refer the patient and caregiver in the direction that will best fit their specific needs. Give the Gift of Hope! 1965 21st St. • Signal Hill, CA 90755 . (562) 342-6830 • www.cancerconciergenetwork.org

Dr. Alyson received her B.S. from UCLA and her D.D.S. from the University of Pacific School of Dentistry. She has practiced dentistry with Dr. Doug Emery in Long Beach for over 25 years. She prides herself in providing high quality dentistry while making patients feel very comfortable. Dr. Alyson believes in being part of the community and has volunteered for numerous organizations. She is a past President of The Harbor Dental Society, LB Chamber Women’s Council, and National Charity League. “The most meaningful volunteer work I do is providing dentistry to the young ladies in the Pathways to Independence program.” 3840 Woodruff Ave., Ste. 208 • Long Beach, CA 90808 (562) 421-9361 • www.emerydds.com

Laura Claveran, Attorney Claveran Law Firm

Celinda Frey, Owner En Pointe Dance & Fitness

Laura Claveran is an attorney practicing in the areas of Estate Planning and Immigration Law. Ms. Claveran specializes in Wills & Trusts, Probate Matters and Conservatorships. She also represents clients on Business Immigration including EB-5 Investor Visas and Family Petitions for Immigration.

Celinda Frey is the owner of En Pointe Dance & Fitness and is so excited to offer a dance and fitness studio to the Belmont Heights Community. Celinda began dancing at the age of 3 and followed her love of dance to C.S.U.L.B. where she received her Bachelor of Arts in Dance. She has been teaching all ages for the past 20 years. The studio offers dance classes for children and adults in ballet, contemporary, hip-hop, jazz & tap. They also offer fitness classes for adults with a childcare option for most classes: Barre Fusion, Burn at the Barre, Pilates Mat, Yoga & Zumba. Please visit their website for more information. 713 Termino Ave. • Long Beach, CA 90804 (562) 438-3262 • www.enpointedanceandfitness.com

Call her office at 562-494-2828 for a free initial consultation and information booklets. Visit Ms. Claveran’s website for more information and her biography at www.ClaveranLaw.com or www.EstatePlanningRedefined.com. 5199 E. Pacific Coast Hwy., Ste. 508 • Long Beach, CA 90804 (562) 494-2828 • www.ClaveranLaw.com

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:03 PM Page 18

Tomilee T. Gill, Founder & President Executives Unlimited Inc.

Annette Kephart, Executive Vice President/Co-Owner GeoAssurance

In 2001, Tomilee founded Executives Unlimited, a national retained executive search firm, after a successful career in commercial banking and finance. Her demonstrated business acumen and ability to thoroughly evaluate her client’s business and their corporate culture sets her apart from other recruiters. Tomilee has successfully worked in many industries including: consumer products, apparel, manufacturing, distribution, education, banking, and health care, in addition to not-for-profit. Her tenacity towards finding the most qualified executive talent to best fit the needs of the client’s company, along with her integrity and commitment to quality, is what allows Executives Unlimited to succeed today. 5000 E. Spring St., Ste. 395 • Long Beach, CA 90815 (562) 627-3800 • www.executives-unlimited.com

4404 Pacific Coast Hwy. • Long Beach, CA 90804 (562) 435-5100 • www.geoassurance.com

Melissa Glatman, Owner/Operator Family Floors, Inc.

Mia Falkenstein, Director of Sales Hornblower Cruises & Events

Melissa Glatman is the owner and operator of Family Floors Inc. We are a 3rd Generation Flooring Store. Family Floors is based upon good old honest handshake tradition. Straightforward open and honest pricing is the core value behind Family Floors. At Family Floors our pricing is clearly marked with no hidden extras. We don't run specials, we don’t need to. Our everyday pricing is usually better than the other guys special price. We specialize in carpet, hardwood, vinyl, laminate, tile, area rugs, and window coverings. Come in and talk to any of our Family members about your new flooring purchase. 5865 E. Spring St. • Long Beach, CA 90808 (562) 506-0505 • www.familyfloorslb.com

It’s the people at Hornblower Cruises & Events that make it a top attraction in LA. One amazing crew member is Mia Falkenstein, Director of Sales. Mia excels at business development for Hornblower’s tourism markets and the entertainment industry. With 10 years at Hornblower and 20 years in the industry, Mia is very involved in many organizations, such as Wounded Warriors, California Travel Association, LAX Coastal Chamber, TTMA, MPI, LA Concierge Association and often ties in events on Hornblower yachts whenever possible. Her goal is to create beneficial partnerships, help charitable organizations and show off our beautiful destination. 13755 Fiji Way • Marina del Rey, CA 90292 (310) 301-6000 • www.hornblower.com

GeoAssurance is a natural hazard and environmental hazard disclosure company located in Long Beach. The reports are used in real estate transactions, which map earthquake faults, abandoned or active oil wells, and many other issues of concern so that buyers can make informed decisions on their home purchase. Annette’s background includes real estate sales, title insurance sales, and mortgage lending. Annette has a strong connection in Long Beach with many Brokers and Real Estate agents. “When you need to know what’s below”® you can contact Annette.

Veronica Silva, Co-Owner Free Spirit Yoga

Sophia Nguyen, Founder Hudavi Wellness Spa

Veronica Silva, RN, and Denise Birtch, MA have owned FreeSpirit Yoga since 2011. This studio has been an icon in Bixby Knolls since 2001. Veronica, RN, BSN, PCCN, RYT500, received her undergraduate degree from Azusa Pacific University. She has been practicing yoga for over 17 years ago, and teaching for over 15 years. Denise is an entrepreneur and enjoys selling real estate and creating inventions. She graduated from CSULB with her BS in Kinesiology. She also has an MA in Practical Spirituality and is an ordained minister. They both enjoy spending time with their children, friends and family. 3910 Atlantic Ave. • Long Beach, CA 90807 (562)989-9489 • www.freespirityoga.com

Sophia Nguyen, the founder of Hudavi Wellness, is a holistic health provider who believes that wellness is a lifestyle. She is a certified practitioner in Nutritional Counseling, Colon Hydrotherapy, Body Work and Esthetics. Sophia’s lifework has led to the creation of Hudavi which delivers her vision of an affectionate, affordable, quality wellness facility that incorporates preventive care, Naturopathy, Chiropractic, traditional Chinese medicine (including acupuncture and herbology), body and energy work, Ayruveda, and skin care. Sophia and her specialized team will help you take control of your health and maximize the benefits of both eastern and western health and healing. 5550 E. 7th St. • Long Beach, CA 90804 (562) 433-2177 • www.hudaviwellness.com

Joen Garnica, President/Principal Designer Garnica Interiors Inc

Janis Krantz, Owner J & L Jewelry

Joen Garnica is a forward thinking interior designer and founder of Garnica Interiors Inc., a full service interior design firm providing comprehensive solutions for residential and commercial clients. Garnica Interiors creates beautiful, innovative and functional interiors for its highly satisfied clients. Projects include residences, professional offices, healthcare facilities and restaurants. Celebrating 11 years in business, Joen was selected by Crate & Barrel to have her furniture design featured in stores fall of 2013; her design was a hit. Her firm was voted Best Designer in Long Beach. Travel inspires Joen. Her travels have taken her throughout the Middle East, Europe, Asia and North and Central America. 216 The Promenade North, Ste. 206 • Long Beach, CA 90802 (562) 242-9122 • garnicainteriors.com

Long Beach native Janis Krantz, owner of J&L Jewelry, has been in the jewelry business since 1967 and opened her business in 1991. Janis attended all Long Beach schools – Our Lady of Refuge, Saint Anthony High School and Long Beach City College. You can find quality jewelry items at J&L ranging from $10 to whatever your heart may desire. We carry platinum, white gold, yellow gold, sterling silver, gold or silverplated items and estate jewelry. J&L Jewelry is very involved in our community helping local charities and schools. Our slogan is: “Welcome to J&L Jewelry where women get into trouble and men get out of it!” We are diamond specialists. 1823 Ximeno Ave. • Long Beach, CA 90815 (562) 986-4380 • www.jnljewelry.com

Lourdes Valles, Co-Owner Gems & Jewels

Machelle Thompson, PT, CSA, CMC President and Geriatric Care Manager, Keen Home Care

I’ve always been a businesswoman: at age twelve I organized yard sales in our neighborhood, sold stickers to kids in grade school and of course had a lemonade stand! Now, I own and operate Gems & Jewels in Bixby Knolls, a fine jewelry store, and full service jewelry and watch repair workshop. We focus on quality jewelry repairs, watch restoration and jewelry customizations. I have the support of my partner, Jeffrey Winnick. He manages and oversees day-to-day operations of the jewelry store. Combined with my staff we have over 80 years of experience in the jewelry business. 4130 Atlantic Ave., Ste. 102 • Long Beach, CA 90807 (562) 426-8601 • www.bixbyjewelers.com

Machelle has built a sterling reputation working with seniors for over 20 years as a physical therapist and licensed nursing home administrator in the Long Beach and Los Angeles area. Her company, Keen Home Care, provides insight into the challenges that aging presents to the senior and their entire family. Machelle, a Long Beach native for over 30 years, plays an active role in the community, serving on the Community Hospital Long Beach Foundation and Long Beach Business Executives Association boards, along with her National Association of Geriatric Care Managers, Estate Planning and Trust Council of Long Beach, ProVisors and Women Presidents’ Organization memberships. 260 Redondo Ave. • Long Beach, CA 90803 (562) 438-5336 • Fax (562) 438-5337

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:03 PM Page 19

Barbara Irvine-Parker, Realtor Associate Keller Williams Pacific Estates

Bette Bloom, General Manager Long Beach Petroleum Club

Barbara obtained her California Real Estate License in 1977. As a seasoned agent, she continues to receive ongoing training and has developed tried and true marketing strategies. Her accomplishments have hinged on two points: providing the highest degree of professionalism and expertise, and providing quality service and communication. Barbara has called Long Beach/Signal Hill her home for more than 25 years. “My professional networking through National Association of REALTORS®, California Association of REALTORS®, and the Women’s Council of REALTORS® has proven to be invaluable in maintaining a powerful connection between my business and community.” 2883 E. Spring St., Ste. 100 • Long Beach, CA 90806 (562) 208-9726

Bette has more than 30 years combined experience as an entrepreneur, VP of an insurance agency and extensive knowledge of the hospitality and event industry. Her sales and business knowledge acquired by owning and operating businesses in Pittsburgh, PA led her to the hospitality industry after relocating to California. “As General Manager of the Long Beach Petroleum Club, it has been a wonderful experience introducing our hidden gem to the community. Our facility has so much history from the oil tycoons to Etta James singing on our stage.” 3636 Linden Ave • Long Beach, CA 90807 (562) 427-7966 • www.lbpetroleumclub.com

Susan Burke, Financial Advisor Lander Advisory

Marta L. Callotta DC, CCSP Long Beach Spine & Rehabilitation

Susan’s areas of focus are socially responsible investing, Roth IRA’s, 401(K) plans, 529 college savings plans, financial planning and helping Gen-X and Gen-Y investors get an early start on building their wealth. She holds a Series 7 and Series 63 Securities License at Lander Advisory in Signal Hill, an independent branch office of Portfolio Resources Group Inc. Susan has a degree in communications, is married with two children and resides in Long Beach, California. To learn more, log on to Landeradvisory.com.

Dr. Marta Callotta has been serving Long Beach communities for 17 years. When treating a patient she considers the whole person. She is a Certified Chiropractic Sports Practitioner and is currently working on her Diplomat in Sports Medicine. Honored with the CA Chiropractic Association’s 2007-08 “Doctor of the Year” award, she is a team doctor for USA Volleyball and was the Official Chiropractor for the Orange County Roller Girls from 2009-2011. Emphasizing biomechanical health and fitness, customized nutritional requirements and exercise programs, focusing on individual needs and goals, helping you to be the best you can be, naturally. 3434 Los Coyotes Diagonal • Long Beach, CA 90808 (562) 938-8770

Member FINRA, SIPC, MSRB, SIFMA, FSI 1716 Clark Ave., Ste. 361 • Long Beach, CA 90815 OSJ: 800 Brickell Ave. Ste. 903, Miami, FL 33131 (562) 597-6632 or (562) 972-0488 • www.landeradvisory.com 305-372-0299

Julia Sylva, Esq., Attorney Law Offices of Julia Sylva, ALC

Saundra Christmas, Owner Mabel's Gourmet Pralines

The Law Offices of Julia Sylva, A Law Corporation, a full service law firm (litigation, transactional and regulatory). The founder, Julia Sylva, is nationally the youngest first woman to serve as a Member of the City Council, City of Hawaiian Gardens (19761980). Ms. Sylva remains active in many professional/business organizations that empower the community. Firm Practice Areas: Real Estate (land use, broker liability, purchase and sale); Business and Corporate (formation, shareholder disputes, nonprofits); Estate Planning (trust/wills, probate, conservatorships, special needs trusts); Political Law (formation and compliance of PACs). Ms. Sylva: CSULB (1978) Loyola Law School (1983). 2700 Cherry Ave., Ste. 101 • Signal Hill, CA 90755 (562) 988-3225 • www.SylvaLawCorp.com

Mabel’s Gourmet Pralines was developed in New Orleans! Saundra started making pralines as a fundraiser for her daughters. After the fundraiser was over, the orders continued. In 2000 Saundra subleased a kitchen and business began. In 2006 Saundra opened Mabel’s Gourmet Pralines at Pine and Sixth. Since then, Saundra has added sugar-free Pralines and a Banana Puddin that will take you back to Grandma’s kitchen. Our desserts are made daily with the freshest and finest ingredients, prepared in small batches, carefully hand crafted, and made like no other. The most important feature of Mabel's Gourmet Pralines is its exclusive and decadent taste. 625 Pine Ave. • Long Beach, CA 90802 (562) 682-7156 • www.mabelspralines.com

Michele A. Dobson, Esq. Law Offices Of Michele A. Dobson

Connie Chick, Realtor Main Street Realtors

The Law Offices of Michele A. Dobson (formerly Michele A. Wilson) is a diverse law practice serving businesses and non profit organizations practicing multiple areas of the law for its business owners, non profit boards, non profit founders and their employees including Employment Law, Civil Suit Defense, Family Law, Estate and Succession Planning, Probate and Criminal Defense. Attorney Dobson currently volunteers on the Board of Directors of the Long Beach Day Nursery, the Long Beach City College Board of Governors, CCEJ, the YMCA, LB Community Foundation Community Advisory Council, and the Arts Council. She is also a volunteer coach in flag football and soccer. 4117 E. 4th St. • Long Beach, CA 90814 (562) 433-7718 • www.mwilsonlawoffice.com

“Professional Service with a Personal Touch”. Representing both buyers and sellers in the Long Beach and surrounding vacinities since 1976. Helping folks decide where they are going to be happy is such a rewarding profession. When a seller is ready to put their house on the market, they need to know what is the easiest, fastest and least expensive way to market the property to achieve their highest price. A Realtor must stay in touch with our constantly changing world of technology!

244 Redondo Ave. • Long Beach, CA 90803 (562) 787-5518 • www.conniechickrealtor.com

Linda L. Wallace, MBA, CLU, ChFC Linda L. Wallace Financial & Insurance Solutions

Natalie Hale, Co-Founder/CEO Media Partners Worldwide

I serve business owners and individuals as a Financial and Insurance Advisor. My mission is to help you secure your future and protect your business and the ones you love so you can focus on growth and prosperity. My previous experience as a U.S. Navy Nurse and as a Critical Care Nurse helps me do this in surprising ways. I serve on several nonprofit Boards in Long Beach and enjoy serving the Community. “Be kinder than necessary because everyone you meet is fighting some kind of battle….”

In 1997 Natalie Hale founded Media Partners Worldwide and has overseen its growth into one of Long Beach’s heritage advertising agencies providing full service media buying services. MPWW specializes in direct response advertising, with an emphasis on radio, TV, digital, and outdoor. Her agency has legacy relationships and buying power that help it secure lower advertising rates than most other DR agencies. Over two decades Natalie has grown MPWW from a “one-woman” shop into a visible, competitive force recognized across the direct response landscape. Media Partners’ seasoned staff has been recruited from top lead generation agencies both locally and nationally. 296 Redondo Ave. • Long Beach, CA 90803 (562) 439-3900 • nhale@mediapartnersww.com

6621 E. Pacific Coast Hwy., Ste. 220 • Long Beach, CA 90803 (562) 596-6559 • lwallace@financialguide.com

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:03 PM Page 20

WOMEN IN BUSINESS 20 Long Beach Business Journal

October 28-November 10, 2014

Marketing: An Often-Overlooked, But Vital, Tool For Small Businesses ■ By SAMANTHA MEHLINGER Senior Writer Take a look at the Business Journal’s profiles of women in business within these pages and you’ll find they represent a diverse array of small businesses, from law offices to gourmet cheese vendors. As small business owners, many of these women noted they wear many hats within their business, performing most financial and operational duties themselves, and working long hours. As a result, one of the most common issues these women face as small business owners is finding the time to develop and implement a marketing strategy. “A lot of people look at marketing as the first thing you cut and the last thing you think of,” Deborah Castro, president and CEO of Long Beach-based marketing firm Creative Productions, told the Business Journal.

In speaking with four woman-owned marketing, public relations and advertising firms as well as representatives from the Small Business Development Center (SBDC) at Long Beach City College, one of the most common observations about small business owners was that they neglect to consider a marketing strategy as they start their businesses. All emphasized that including a marketing strategy as part of a business plan is key, because it involves far more than just advertising: developing a marketing plan involves identifying what is unique about the product or services you are selling in relation to those sold by your competition, who the target audience for your product is, and how to reach them. Advertising is just a piece of that. “What we find in any business, big or small, is most people show up in the morning, open the doors and hope somebody comes and finds them, as opposed to really

going out and trying to identify who is most likely to use my service and how they are going to attract them,” Mike Daniel, SBDC director, said. “They are taking it day by day as opposed to having a goal and a strategy behind what they are doing.” “I have found that a lot of small businesses don’t understand the basics of marketing. And marketing is not just advertising,” Cindy Allen, president of ETA Advertising, observed. “Marketing, public relations and advertising are really like putting gas in the car. So the business owners design the car, they figure out what color they want to paint it, what size engine they want to put in it and everything that goes with it, but then they don’t put any gas in the car. And then they wonder why it doesn’t go anywhere,” Leeza Hoyt, president of strategic public relations firm The Hoyt Organization, explained. To start out, business owners first need to figure out who they are selling to and

then analyze their competition in order to identify how their own products or services stack up, according to the marketing professionals interviewed by the Business Journal. From there, the owner can identify the best methods to market to those customers. Once those key aspects of the business have been identified, “Then you will look at the various tactics and channels you will have to reach those folks and what the costs are related to those,” Castro said. From there, a budget may be determined. Identifying a target audience is particularly key in figuring out what marketing tools to use, Daniels noted. Castro agreed, pointing out that, while social media platforms such as Twitter, Facebook, Instagram and Pinterest are effective in reaching the millennial demographic, social media might not be as effective in reaching older generations. Sé Reed, an SBDC business advisor

Connie Wildasinn, President MetroCal Brokers

Mitra Esfandiari, AIA Principal Perkowitz+Ruth Architects

MetroCal Brokers is the brain child of Connie Wildasinn. “I have seen so many agents stumble about and never reach their full potential.” The real estate industry continues to evolve, and one must evolve along with it. For over two decades I have been mentoring agents to see the full spectrum of the industry. Understand how to retain clients and be the best agent they can be. I am proud of all the agents who work with me and their dedication to the company. Stop in and see us, we are an independent boutique brokerage who takes pride in handling transactions with strong ethics and honesty. 3703 Long Beach Blvd., Ste. 402 • Long Beach, CA 90807 (562) 824-4846 • www.MetroCalBrokers.com

A highly regarded architect in both retail and entertainment design, Mitra Esfandiari has created an impressive portfolio of projects, bolstering solid client relationships and remaining a prominent leader at P+R Architects. As a Principal, she has led teams in creating a number of high-end, award winning retail developments as well as theater projects. Her experience includes the “re-imagining” of Del Mar Highlands Town Center in San Diego as well as Island Cinema in Newport beach, both of which garnered industry recognition. Mitra is an integral part of the leadership of P+R Architects, dedicated to mentoring and empowering emerging talents within the organization. 111 West Ocean Blvd., 21st Floor • Long Beach, CA 90802 (562) 628-8000 • www.praarchitects.com

Hilda Sanchez, President Minuteman Press

Dr. Linda Marquez Goodine Premier Health & Wellness

Hilda Sanchez is the President of Minuteman Press of Long Beach, which she and her husband Dave Rigby established in 2002. Minuteman Press is a printing, design, marketing and promotional products firm. It’s a one-stop shop for all your printing needs and is nimble enough to meet your pressing deadlines. The company has received numerous awards in recognition of its quality, customer service, graphic design and community involvement. Hilda serves on several local boards and the company is active in the Long Beach Chamber of Commerce and the Printing Industries Association of Southern California. 137 W. 5th St. • Long Beach, CA 90802 (562) 436-8500 • www.longbeach.minutemanpress.com

SICK AND TIRED OF BEING SICK AND TIRED? Do you have any of the following: low energy, stubborn belly fat, emotional distress, chronic pain, mood swings, hormonal chaos, digestive issues, weight gain, allergies, difficulty sleeping or exercising with no results? Attend our FREE seminars. Call our off ice for a FREE consult! "Dr. Linda" has been in practice for over 20 years, is a Mother of three, author, speaker, nutritionist, f itness trainer, life coach and chiropractic doctor. 540 N. Golden Circle Dr., Ste. 112 • Santa Ana, CA 92705 (714) 599-3339 • www.DrLindaMarquez.com

Patty Gadd, Sr. Loan Officer New American Funding

Adriana Lanting, Mortgage Banker Progressive Loan Funding

Patty has been in the Lending/Real Estate industry for 38 years. As a seasoned lender she has focused on providing the best service and knowledge to get borrowers the best loan programs that will fit their needs. Anywhere from first time buyers, to Super Jumbo loans. Patty has counseled and educated her borrowers to get the best loan programs at the lowest cost and best rates! NMLS # 485809

Adriana is celebrating her 16th year with Progressive Loan funding serving the needs of friends and neighbors. She enjoys helping people by providing Real Estate Financing and educating clients so they can make choices that are most beneficial to their particular needs. Adriana resides in the Park Estates area. She is an active member of the Long Beach Rotary and serves on the Board of Directors as Vice President of For The Child. Adriana attended St. Joseph High School and the University of Southern California. NMLS# 253707

6621 E. Pacific Coast Hwy., Ste. 160 • Long Beach, CA 90803 (562) 708-1222 • www.newamericanagent.com/pattygadd

3010 Old Ranch Parkway, Ste. 440 • Seal Beach, CA 90740 (562) 833-6069 • MortgageMojo.com

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:51 PM Page 21

WOMEN IN BUSINESS October 28-November 10, 2014 specializing in web development, social media and e-commerce, emphasized that social media is sometimes an effective tool in gaining visibility but is not typically a mechanism for generating sales. “Social media is just a tool, and how you use that tool will dictate what your outcome is,” she said. “Social media is more of a long-term strategy where you are increasing your network and growing your exposure, but it doesn’t necessarily translate directly into sales,” she explained. If a business owner is interested in using social media to develop relationships with consumers, it is essential to consider which social media platform is most commonly used by certain demographics. “If your audience is people aged 60 or older, probably social media isn’t going to be a big driver for you,” Hoyt said. “If your audience is in their 40s and 60s, your social media efforts will be focused on LinkedIn or maybe Twitter. If you are a consumer-based company – for example a fashion house –

Long Beach Business Journal 21 you are going to be all over Instagram, Pinterest and Facebook,” she explained. Another way to reach people via the Internet is through e-mail marketing, or eblasts. “E-blasts are absolutely a component I would look at, no matter what kind of company I am in,” Hoyt said. “As you go to a trade show for example, or a conference, and you collect all the business cards, all those names and e-mails and addresses should go into your e-blast outreach.” Having a website ready to go before a business even opens its doors is a necessity, because that is the first source most customers look to in order to gauge a company’s credibility, Castro said. Hoyt noted that a website functions as a “virtual storefront,” where a company’s brand is solidified. Claudia Schou, owner of Media Boutique, a public relations firm in Downtown Long Beach, said a website should be considered as necessary as business cards. While she suggested hiring a graphic designer to create all of a business’s marketing materials such as business cards, brochures, stationery and a website,

Charlene Ferry, Owner

she acknowledged doing so isn’t cheap. “It can be very pricey. You can pay between $1,500 for a website design all the way up to $10,000,” she said. For business owners in the professional services industries such as law, health care or financial services, networking and inperson marketing might be more important than focusing on growing visibility via the web, Hoyt said. “If you are a law firm for example, Instagram probably isn’t going to help you. And Pinterest? Forget it,” she said. For those in the professional services industries, an effective way to market a business is by positioning yourself as an expert in your field, she said. For example, a lawyer might hold an informational event to educate clients about upcoming legislation, she suggested. Writing byline articles for local or national publications is another way to achieve this, she added. “In this day of social media, we often forget that in-person networking, networking with other businesses in your neighborhood and networking with complementary industries can really help build your busi-

ness,” Reed reflected. Her colleague, Daniel, agreed. “You actually have to leave your business and go meet other people, go meet the business improvement districts and the chambers,” he said. “Go talk about your business to other people, and word of mouth will start to build from there. Networking is an art form everybody needs to understand,” he added. “Get involved with the community. Bring your marketing materials with you,” Schou suggested. Castro noted there are many professional networking organizations specifically designed to help women find new business opportunities, such as the National Association of Women Business Owners and the Women’s Business Enterprise National Council. In addition to these marketing techniques, advertising should also be heavily influenced by a business’s desired target audience. “The planning part is so critical, because you can waste a lot of money doing things you think might be right but

Shari Blackwell, Owner The Undershirt, Inc.

Salon Indah Salon Indah is a full-service salon with a unique style that accompanies its friendly and down-to-earth atmosphere. Operating out of the same location for the past 25 years, they’ve built a committed clientele of all ages that include both men and women. Recently certified in organic natural hair color, owner Charlene Ferry is committed to providing natural products and treatments such as permanents, colors, keratin straightening and a full-line of hair care products. Stop by Salon Indah for a free consultation, a glass of herbal tea or cold Sangria, and check out their promotions on Facebook, Yelp and on their Website. 189 Argonne Ave. • Long Beach, CA 90803 (562) 498-1557 • www.SalonIndah.com

Branding your business – It’s not just for huge corporations. It is for your business too! For over 34 years, The Undershirt Inc., has been helping companies define their brand, embroidering and screenprinting apparel with their company’s logo. Shari Blackwell, owner since 2003, prides herself on guiding the customer to the right fabrics and styles for their particular application and budget. Shari keeps current with changing trends, like organic apparel, fabrics with moisture wicking, SPF protection and anti microbial properties. Active in the Signal Hill Community, Shari has served on the board of the SH Chamber of Commerce for over 6 years. 2201 E. Willow St., Ste. D-356 • Signal Hill, CA 90755 (562) 426-8939 • www.theundershirt.com

Vali DeVries, Agent State Farm Insurance

Nikki Coffman, Owner Tiny ecoUrbanite

Vali is observing her 30th year as a State Farm Agent this week, serving the needs of friends and neighbors with their homeowners, auto, life and commercial insurance coverages. A Long Beach native, Vali attended local schools, is a 1981 CSULB graduate and resides in the Los Altos area with her husband, Dave, and their two daughters. “I enjoy helping people, providing protection at a good price and solving their problems so they can sleep better at night,” Vali states. Like a good neighbor, State Farm (and Vali DeVries) is there. * CA License #0667954

Nikki Coffman is passionate about the environment. When her daughter was born she wanted to share that passion with others by offering great products and education. She decided to build a welcoming place for families interested in living green. At Tiny ecoUrbanite we stock only the highest quality eco-friendly products, tried and tested by us. We also educate in the things that we practice, running classes from cloth diapering to breastfeeding so that we can share what we've learned as well as learn from others. We are a hub for families of all kinds, bringing our community together to live organically. TM

1777 Bellflower Blvd. • Long Beach, CA 90815 (562) 494- (562) 494-7700 • www.validevries.com

3403 E. Broadway • Long Beach, CA 90803 (562) 668-7914 • www.tinyecourbanite.com

Imelda Lorena R.H., Owner Stephanie’s Linens and More

Jeanne Murphy, Designated Luxury Specialist Vista Sotheby’ s International Realty

Backed by 15 years of experience as a Marriott party professional, our owner took over her mother's small party supply business in 2004 and added a wider selection of services to her repertoire. Named in honor of our owner's own daughter, Stephanie's Linens and More provides beautiful events for each and every client. Impress your guests with gorgeous party and linen rentals from their special event experts in Signal Hill, California. Stephanie's Linens and More is the only name you need to know for the best party supplies in the area. Amazing selection and even more amazing prices available.

When honesty, integrity and follow-through really count, you can count on Jeanne Murphy. Over 28 years of real estate sales in Long Beach have given Jeanne a great reputation and a priceless network of other top quality professionals. Originally a nurse from the Midwest, Jeanne brings with her a long history of caring service. A keen negotiator who is creative and tenacious, Jeanne also has a warmth and sincerity that shines through on every deal. Jeanne’s long history here as a “Beach Specialist” serves all of her clients well – as witnessed by her many referrals and repeat business. It can be a tough market out there, wouldn’t you like to have someone in your corner who you can trust? BRE 0094211

1416 E. Burnett St., Ste. D • Signal Hill, CA 90755 (562) 618-8980 • www.stephanieslinens.com

Jeanne.murphy@vistasir.com (562) 201-0693 • www.jeannemurphy.com

(Please Continue To Next Page)

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:03 PM Page 22

WOMEN IN BUSINESS 22 Long Beach Business Journal

October 28-November 10, 2014

Deborah Castro, president and CEO of award-winning marketing agency Creative Productions, says that before developing a marketing strategy a business owner should identify what makes their product or service unique in comparison to that of the competition. Castro is pictured in her offices at 4510 E. Pacific Coast Hwy., Long Beach. The agency has won more than 250 national and international awards. (Photograph by the Business Journal’s Thomas McConville) (Continued From Previous Page)

not really taking the time to analyze what is the end result,” Castro said. For example, imagine a business owner intending to reach an older audience spent $500 on an advertisement on a website, but neglected to do research on the demographic audience of that website. If the audience was teenagers, the money spent on that advertisement would likely be lost. For this reason, Castro explained that online advertising should be used to reach a specific audience during a specific time frame in which the audience is most likely to be online on that particular

website. “[Online Advertising] needs to be extremely targeted,” she said. For small businesses with communitybased clientele, she suggested advertising in print media. “With small businesses, and especially if they are catering to their community, it makes sense to be in communitytype newspapers that are either catering to business or to consumers or both,” she said. “Being in any kind of print media gives you a lot of credibility, because print is tangible. You see it and feel it and touch it.” Allen emphasized that advertising must be consistent to be effective. “You have to stay consistent with advertising. Small

Getting Your Credit In Shape How To Strengthen Your Credit For Better Financial Health ■ By BEN ALVARADO, Orange County/Long Beach Regional President For Wells Fargo our credit is much like your physical health: the Y weaker it is, the harder it may be to get fit and accomplish your goals. But with hard work and dedication, maintaining good fiscal and physical health can be accomplished. Getting the results you desire takes discipline and does not depend on one action, rather a combination of responsible actions like keeping a healthy and balanced diet, getting a good night’s sleep, exercising regularly and scheduling yearly checkups with your doctor. Maintaining good credit is no different – a little work and some good habits can take you far. This means that you should pay your bills on time, manage your debt, and keep track of your credit report and spending. Why is it important to keep an eye on your credit? First, lenders aren’t the only people who look at an individual’s credit history to make decisions – many insurance companies, cell phone providers and landlords do, too. So even if you aren’t planning on applying for new a loan or a credit card, maintaining healthy credit can help in other areas of your life. A recent study by the National Foundation of Credit Counseling revealed that 37 percent of Americans are embarrassed about their credit card debt, followed by 30 percent feeling shame about their credit score. The good news is that less than perfect credit can be fixed. Establishing or rebuilding credit takes time and the best way to get your credit in shape is to manage it responsibly over time; just as you would routinely exercise if you wanted to maintain a healthy weight.

Claudia Schou, a former Los Angeles Times reporter, started her public relations firm Media Boutique in 2007. She advises small business owners to develop marketing materials such as a website as soon as they start up. Schou, who has placed articles for her clients in a variety of publications, including the New York Times, is pictured in her office at One World Trade Center, Long Beach. (Photograph by the Business Journal’s Thomas McConville)

businesses’ expectations are this is just going to happen with one ad, and if that were true then everyone would just place one ad and stay in business,” she said. Reed noted that many business owners might not have the time or resources to develop marketing strategies on their own, considering all of the other daily tasks they have to accomplish. The Small Business Development Center has resources and advisors to help business owners research, develop and implement these strategies. If it is in the budget, a small business owner with little time to create a marketing strategy may consider hiring an outside

Create A Monthly Routine Whether you have a credit card or just simply have the responsibility of paying your cell phone bill, making on time payments on all your bills is essential to maintaining and building healthy credit. Missing a payment can have many consequences; not only can it cost you more money with late fees and increase interest rates, but it can lower your credit score once reported to the credit reporting agencies. Your payment history is one of the biggest factors in your credit score, so making loan and other payments like phone bills and even utility bills on time will help keep your credit strong. A good practice to making timely payments is to keep a list of all the bills you have due. You can contact your lender to adjust the payment due date to coincide with others and having one set due date for all your bills will make it easier to remember. Another simple way to avoid late/missed payments is to sign up for automatic payments when possible. Always make sure you have sufficient funds by scheduling the payments to coincide with your pay schedule. Most importantly, you should develop a routine that you are comfortable with and works best for you.

Manage A Healthy Spending Habit Maintaining a good credit score also requires you to manage a healthy spending habit. This means that you should not spend more than you can manage or exceed your credit limit. Your credit limit is the maximum spending amount established by your lender, which is set when you apply for a credit card or line of credit. Lenders and credit card companies determine your credit limit based on many factors, including your ability to repay and the strength of your credit. Avoid spending more than you can manage to pay back and don’t go over your credit limit because doing so suggests you have trouble managing your credit responsibly. To avoid going over your limit and acquiring any unnecessary penalty fees, try to keep your spending below the set amount. Keep debt at no more than 35 per-

expert. “Most small businesses don’t think about engaging a company like a marketing or advertising agency to consult with when they get started. It is one of those things that fall off the budget,” Allen said. “And consulting with a marketing or advertising agency is definitely one of the best options . . . You’d be surprised how many agencies would be willing to negotiate and try to work with them as they start their business.” As Castro put it: “Marketing should be at the top of the list and not at the bottom of the list, because marketing is your message to the world about who you are, what you do and why it matters.” ■

cent of your gross monthly income. Lenders look at the amount of debt a consumer has compared to their income when making credit decisions.

Conduct An Annual Credit Report Check Part of making sure that you’re maintaining good health also involves taking preventative actions such as going to the doctor at least once a year for routine check-ups. Maintaining a good credit score also requires you to check your credit report at least once a year to make sure there are no errors that can prevent you from getting credit or a better interest rate. It’s also important to review your information regularly to protect yourself against identity theft by looking for unusual activities such as credit inquiries you don’t recognize. If you were to find an error, you can fill out a dispute form provided by the credit agency. If you find an error and are in the process of applying for a loan, you should immediately notify your lender. Even though small errors may not affect your credit score as much, significant errors can have a much bigger impact. You can review your credit report from any of the three major U.S. credit reporting agencies: Equifax®, Experian® and TransUnion®. Consumers are entitled to one free credit report from each of the three major agencies once a year. You can order your free credit report through www.annualcreditreport.com. Through November 16, 2014, Wells Fargo is providing a free credit report to its consumer customers as part of its Get Smart About Credit initiative, a national financial educational program about responsible use of credit and the important role it plays in a person’s overall financial health and wellness. If you’re a Wells Fargo customer, you can visit https://www.wellsfargo.com/freecreditscore for more information. Achieving financial health takes practice and dedication. Your credit is like your health in the sense that it takes commitment and practice of healthy actions to strengthen it. To learn more on how you can get your credit in shape, visit Wells Fargo’s My Financial Guide site. ■

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:04 PM Page 23

CIVIC CENTER Q&A October 28-November 10, 2014 (Continued From Page 1)

LBBJ: The city is leasing 112,500 square feet of office space in various buildings in the community and paying roughly $1.59 per square foot. The two proposals estimate the construction of a new city hall as being $464 a square foot for one and $487 for the other. Using a $475 average, if you eliminate say 75,000 square feet from city hall and maintain the current, less expensive office leases, you could reduce the construction cost of a new city hall by more than $35 million. Why not do it? Conway: And over time is that the right thing to do? Right now maybe it is. It has an economic advantage, but we’re at the mercy essentially of every five years having our rent adjusted and possibly terminated. In which case, then we’re at a bigger disadvantage trying to find alternate space. LBBJ: But the counter argument is that a lot of these are neighborhood services. You don’t want to have everything downtown. Conway: You’re exactly right with something like neighborhood services. That might be something better suited to be in the neighborhood at city hall. When we started this process, after the George Deukmejian Courthouse was done, we didn’t know if we had a viable project in the marketplace. We started with the RFQ [request for qualifications] and asked, we’ve got $12.6 million, is it even feasible for us to look for a developer to help us get a new city hall and civic center? We didn’t have any idea if that was sufficient to market in the development community. We got a lot of positive responses back. And then we issued the RFP [request for proposal] to the shortlist and our cap as the $12.6 million. So what we’re trying to do is – this is the amount of money we got, what can we get for that amount of money? LBBJ: So it can be lower than that? Conway: It could be, and the sizes aren’t that different. And in the library as well, the size isn’t all that different. What our idea was, was that it’s $12.6 million [preliminary costs to maintain the current civic center], capitalize that at your borrowing rate and convert that in to square footage, and what do we get from it? We did not give direction to either of the teams as to the size of city hall. LBBJ: But they’re pretty close. Conway: Well, they’re a bit different, but we didn’t direct square footage at all. We talked strictly of the number of employees. LBBJ: So they came up with 260,600 and 268,800 square feet, respectfully, for city hall . . . Conway: All on their own. LBBJ: Why is the Port Headquarters building, which is about 35,000 square feet smaller than city hall, cost 36 percent more to build in one proposal, and 45 percent more in the other proposal? Conway: A couple of reasons. One, for city hall, we required the bidders to canvas

Great Owner User Building for SALE 4400 of retail or office 20 parking spaces $1,200,000.00

For more details, call: Jim Arias and Debra Orth

562/498-3395 ÈÈÓ£Ê °Ê*>V v VÊ >ÃÌÊ ÜÞ°]Ê ÓnäÊUÊ }Ê i>V ]Ê Ê änäÎ ÈÈÓ£Ê °Ê*>V v VÊ >ÃÌÊ ÜÞ°]Ê ÓnäÊUÊ }Ê i>V ]Ê Ê änäÎ

Long Beach Business Journal 23 other recent city halls that were built in a similar sized city and make sure that our square foot per employee was within that range. So our square footage per employee is between 188 square feet and 213 square feet per employee. For the port, they’re closer to 400 square feet per employee . . . LBBJ: And that’s another question we have, why is that? Conway: Because the port wasn’t constrained to $12.6 million. And the staff at city hall didn’t want to be perceived as having a Taj Mahal so we wanted to make sure we were on the cutting edge of efficiency from a space perspective. The port didn’t have that same constraint. LBBJ: One proposal indicates 415 square feet for each port employee and the other is 497. That’s a huge area, and the average for city hall employees is 188 square feet. Conway: That’s [port building is] going to have a lot of meeting space. LBBJ: The current port headquarters, which the port owns, is 176,000 square feet and most harbor department employees are located in the building. The two proposals call for the new port building to be 232,000 square feet. That’s nearly 32 percent larger. Conway: The size of that facility is based on their [the port’s] updated needs assessment, and that assessment identified the amount of square feet needed. (Please Continue To Next Page)

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:04 PM Page 24

CIVIC CENTER Q&A 24 Long Beach Business Journal

October 28-November 10, 2014

(Continued From Previous Page)

LBBJ: So this number came from the port? Conway: Yes, that needs assessment is supposed to accommodate the port growth, I think, for the next 20 years. And at city hall, we had no growth. LBBJ: But the square foot construction cost for the port administration headquarters seems very high. One proposal pegs it at $620 a square foot and the other at $705 a square foot. Yet city hall comes in at around $475 a square foot. Why such a difference? Conway: Part of the reason that number is higher for the port in one of the instances, particularly P2, proposer 2, is they have subterranean parking for the port underneath their building, so that really skewed it. On proposer 2 for the port, their proposal has 573 parking spaces at $51,000 per space for a total of $29 million just for the parking. These are static proposals so we can’t recommend changes, this is just what we’re comparing it on. But we did ask them if they can think of alternatives and they have a couple of ideas in mind for non-subterranean parking. On the other side, on P1 [proposer 1] from the port perspective, they have, again, 573 parking spaces, and they’re at $43,000 per space. And the reason that’s high is that they allocated to the port a subterranean portion of the parking structure. For ours [city hall], the P1, is at $26,000 per space because we have the above-ground parking. So that’s an allocation of cost between the port and the city, and so when we select someone, when we select a proposal, we would have to reallocate those costs so that they would be more equitable between the city and the port. That’s why the numbers look so unusual. LBBJ: So it’s obviously cheaper to build above-ground parking. Is there not sufficient space to do that? Is that why the port parking is underground? Conway: Again, it’s their design, I think part of the reason they wanted to go underground for two stories, three above, is viewsheds. If they went even higher the views from city hall and the port in that direction would be nothing. You would be staring at a parking garage. The Magnolia block is pretty high government and pretty oppressive if you walk there – tall buildings with very little activity – they were a little worried about overwhelming that corner as well. LBBJ: The port didn’t have a problem with underground parking? Conway: Well, I’m presenting to the port on Monday [October 27], and we did speak with their director of security, Randy Parsons, who at the time said as long as we have secure entrances and exits, he’s fine with underground parking. I’m not sure if the board of harbor commissioners will be. LBBJ: A few years ago, current Harbor Commission President Doug Drummond referred to underground parking as one reason for the harbor department staff not to move to the World Trade Center. He said the center’s underground parking would be too difficult to secure – there were so many entrances – and he was concerned about a car bomb. Conway: What has been proposed is that they have absolute controlled access. We took the direction from port security as to what the constraints were on these bids. We assumed underground parking would be satisfactory. LBBJ: The renderings for Lincoln Park show lots of families and kids enjoying the day, but what about the ongoing homeless situation? Are people going to frequent the park if there are homeless people throughout the area? Conway: We want an active park. We think that will dissuade people from sleeping and living in the park. And I think that premise is evident today. I think if you go to Lincoln Park today, you’ll see fewer homeless people there because we are trying to activate it with lunch in the park and we put chairs out there for people to rest and relax. There have been complaints in other parts of town that the homeless are moving. With the retail and residential development that is occurring on the middle block [of the new civic center], we think there is going to be a lot of activity in the park. LBBJ: We’ve heard complaints that would-be buyers or renters would be turned off. Conway: Well, there aren’t too many cities you can go to, at least in the downtown area, and not find some element of homeless. But that aside, that’s more of a health issue. Our whole team and the bidders believe that activation will substantially reduce if not eliminate . . . LBBJ: Do they have any evidence of that in projects they’ve done in other cities? Conway: Well, I think the evidence, as I said, is currently available at Lincoln Park. You’ll see that there are fewer homeless people there because we’ve been periodically activating the park. They have been moving off Lincoln Park into other parts of the city, which isn’t the necessarily preferred result, but at least the park is getting a little bit more active. LBBJ: Both proposals have quite a bit of retail space. Why so much retail, especially with so many local retailers struggling? Do you really feel people who do not work at the civic center will visit these retailers, and will people feel safe like they do on 2nd Street? Most of your employees are not there on the weekends or in the evenings, so these retailers are going to be counting on nearby residents. Conway: So there are a variety of different retail uses that are being recommended. One of the bidders has a Whole Foods that they’re contemplating. And there are other grab-n-go coffee and sandwich places. It’s not meant to compete with Pine Avenue, but meant to provide a convenience for those people who are coming to city hall or to the port headquarters. Both bidders were contemplating the visual extension of 1st Street through the park and its continuation of 1st Street through the middle parcel where all the retail activity occurs. LBBJ: So 1st Street is the transportation corridor right now, where the Blue Line is and the transit buses? Conway: The transportation corridor that dead ends at Lincoln Park. And we can’t put the street through, because it’s a park, so there is a pedestrian linkage that extends 1st Street through the park, and then you walk in to the civic campus, and that walk towards city hall has some retail opportunities. So we don’t think it’s overwhelming. I don’t want to comment on what type of retailers they have, I think their concept of activating 1st Street is good.

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:04 PM Page 25

LBBJ: Best-case scenario, if everything went smoothly, when would we see a new civic center? Conway: Best-case scenario, I’d say three and a half years, maybe four from selection of preferred proposal. LBBJ: So end of 2018, first part of 2019. And who knows what everything is going to look like with the economy. So you believe, because of all the activities going on, people are going to feel safe to go to these retail shops even though city hall is closed on the weekend. Conway: City hall may be closed, but there will be anywhere from 600-700 residential units there and hotel uses as well. So we think it’s going to be pretty active. LBBJ: Speaking of hotels, do we need another hotel? Conway: I don’t know if I can answer that question. We had studies done by PKF [a hotel consulting firm] that had indicated that the demand exists. LBBJ: A bond was issued to pay for the current city hall, correct? How much is still owed? Conway: If memory serves, it’s around $20 million to $22 million. We pay about $2.5 million a year. LBBJ: The civic center operating costs do not include debt service. Conway: Yes it does, it’s on there. About halfway down… LBBJ: But this is on the current civic center. What about debt service on the proposed civic center? Conway: That’s better described as a lease payment. LBBJ: Page 2 on your fact sheet, item C says it does not include debt service.

Conway: What we’re paying is a lease. We’re paying $12.6 million in a lease for both capital and maintenance operations, so we don’t have debt service. So both bidders, if I recall their submittals correctly, are eliminating the existing debt. So they’re repurchasing . . . LBBJ: So they’re going to eliminate the money that you owe on the current civic center? That $20 million to $22 million discussed earlier? Conway: We didn’t instruct that they had to do that and one of the bidders is looking to transfer the debt to the new civic center. Either way, we’re capped at $12.6 million. LBBJ: So you’re not going to pay more than that? And you hope to pay less? Conway: That’s an interesting question. We want to get a civic center that makes a statement and that is good for 50-60 years. LBBJ: We’re trying to better understand the current expenses tied to the current civic center. How hard and fast is the $12.6 million? You’ve got a lot of payroll in here [detailed, three-page preliminary civic center cost breakdown]. It says, “The city requires $10,440,000 to manage and operate the civic center.” That’s the expense side, but you’re getting revenue, and you’re not including revenue to reduce that total. It says here you’re bringing in $804,000 just on the Broadway and Lincoln Park garage revenue. Conway: Right, and revenues from the parking structure ultimately go to the developers. LBBJ: So the revenue you’re generating now… Conway: If it comes from a source that they can manage, we’ll stay with them. There’s a lot of revenue in here, such as interdepartmental cost. So each department pays to occupy (Please Continue To Next Page)

& c Year ou s nti ng !

3225 E. P Pacific acific Coast Coast Hwy. Hwy y..

Fast Delivery Fast Deliver y 7 Days Daayys a W Week eekk

562.498.8788 562.498.8 788 www.bigepizza.com www .big epizza.com

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:04 PM Page 26

CIVIC CENTER Q&A 26 Long Beach Business Journal (Continued From Previous Page)

city hall and we get charged $3.50 a square foot or something like that to be in city hall. LBBJ: “Civic center rent – $9 million.” The departments pay that? Conway: Yes. And the intent of that, when you look at the expense, it costs us $10.4 million, we identify who’s occupying city hall and we allocate those costs to the departments. LBBJ: OK, so let’s say the city manager’s department is paying a fee on the books only, we assume, to occupy that space. That’s the lease, you’re saying? Conway: Yes, and the source of those funds for him to pay that is in his budget. LBBJ: And that goes toward paying the debt service, but you’re generating $9 million and you’re paying $2.5 million. Conway: No, it costs us $10.4 million to operate the building. LBBJ: Oh, so part of that $9 million goes to pay payroll and all the other expenses? Conway: Yes. So you take the expense amount and you allocate to all the departments that are occupying it [city hall] and they pay that to offset this cost. LBBJ: It says here your civic center expense total is $10,440,000. Where again did the $12.6 million come from? Conway: $10.4 million, plus the off-site leases, which is $2.1 million. LBBJ: So if you eliminate the off-site leases, you’ve reduced your $12.6 million in current expenses considerably. Conway: If we eliminate the off-site leases. LBBJ: Why not eliminate them and reduce the overall costs? Conway: As I’ve said before, I think we don’t want to be at the mercy of leased facilities. LBBJ: I understand that argument, but the fact is you’re charging a lot on a square footage basis to build this thing. You’re charging $464/square foot on one proposal and $487 on the other. There’s no way you’re going to pay that high for a lease if you rent in a current office building in the city. Conway: That doesn’t reflect the lease payment. LBBJ: This is a construction cost. Conway: Right. So you would look at an annual or a return to look at a lease payment. LBBJ: But if you can eliminate $2 million from the expenses, because these people are still going to be leasing somewhere in the city, then your overall construction cost is going to drop dramatically. Conway: But why wouldn’t we bring our off-site leases into one location? It’s not only accounting as a scale but we are masters of our destiny. LBBJ: That goes back to what I said earlier about wanting to be in the neighborhood instead of all services being downtown. Conway: I agree with you that some of them have services that should be provided to the community, rather than city hall. I agree with that. And it’s important to understand as

October 28-November 10, 2014 well that this is the basis for the responses to the RFP as $12.6 million and we have to stick with that number through the decision making process. But once somebody is selected, that doesn’t mean that we can’t rethink this and reduce the $12.6 million down to $10.4. LBBJ: What would this fact sheet look like if developers were bidding on a $10 million cap instead of $12.6? And my other question that relates to that is, why did this other developer bail? Remember, you had three. Because our understanding is that it doesn’t make sense at $12.6 million. Conway: Let me go back to your first comment, why the $12.6? When we were in the RFQ process, we didn’t know if this would work. So we wanted to find as many sources of revenue that we could put in to this annual cost to see if we could get a civic center. And so we had to keep that number the same through the entire process otherwise we’re moving the target halfway through this. So we’re sticking with the $12.6 million in order to compare competitively the two bids. Now if a team is selected, that doesn’t mean we can’t modify this and say, we don’t want to take these leases back in. LBBJ: Do these two teams know this? Conway: Oh, sure, absolutely. Relative to Related [the third proposal] that bailed out; I had a long conversation with them – and their position was that they didn’t believe that the $12.6 million would work – that it was too low. They believed you couldn’t provide what we were looking for at $12.6 million. LBBJ: So you really needed to show a higher number to get a better product? Conway: A higher number will get you a better product. LBBJ: Why does the port have to be there? Conway: It doesn’t have to be there. LBBJ: So what happens if we backed out the port? Conway: Before we get to the port, let me make a statement. The $12.6 million also is part of our maintenance and operation budget for 40 years. So that building will be operated and maintained at a level of good or better for 40 years when it’s turned back over to the city. (Note: The question about the port was not answered and the LBBJ failed to bring it up again.) LBBJ: How big is the library going to be? Conway: One has it at 78,000 square feet the other one is at 93,000 square feet. LBBJ: And right now, how big is it? Conway: 135,000 square feet. It’s actually 120,000 square feet with a 15,000-squarefoot community room. LBBJ: So we’re dropping it by one-third or so. We understand that it has to be a library because it’s on park space? Can it be anything else? Conway: We didn’t dictate to the bidders where the library goes, we did not dictate the size of it either. We just said that we’d like to have a main library, if the costs allow for it.

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:04 PM Page 27

CIVIC CENTER Q&A October 28-November 10, 2014

Long Beach Business Journal 27

So, coincidentally, both bidders moved the library to the north end of Lincoln Park, with no direction on our part. And I would have thought that somebody would have contemplated putting it next to city hall on the old courthouse property but they both ended up at the same location. One of them ended up keeping the ramps that go down in to Lincoln Park, the other eliminated the ramps. And they’re very similar size. There’s one floor below, two floors above, it’s surprisingly similar. LBBJ: And we have to have a library? Conway: Yes. And the main library is part of our expenses. LBBJ: On the cost for the current civic center, are the employees who maintain the area public or private sector people? Conway: Public. LBBJ: What about the new civic center? Conway: That will all be handled by the bidder. LBBJ: So that will be private? Conway: Yes. LBBJ: So, for the operating expenses, we added up $2.7 million in salaries and benefits. That’s not going to be there with a private bidder. So that’s another $2.7 million you can reduce from the $12.6 million. We’ve got you down to about $8 million in annual civic center expenses. Look at all the money were saving you! Conway: That’s a good approach, but we still have to pay for it, so that’s our source of funding for paying for that service, from the payroll. LBBJ: Now, is that the developer’s responsibility or the city’s to contract that out? Conway: The developer. And they have facilities management firms on each team. LBBJ: So the developer will hire the engineers, security people, etc.? They are going to hire all these people listed under operating expenses for which the city is currently paying. What happens to the employees who you currently have? Do those jobs go away or do you try to assimilate them? Conway: We intend to assimilate them. LBBJ: That brings up another issue. In the past, some councilmembers have complained that some private sector contractors haven’t done a good job. So, will you have an agreement with the developer that if you have a problem with contractors that you can replace them? Conway: We haven’t gotten to that detail yet, but we have in our RFP indicated that if any of the systems are unavailable, then we have a reduction in our payment consistent with the value of that. LBBJ: The private sector is typically less expensive than the public sector in providing services, hence why cities contract-out. So the $2.7 million salary/benefit amount now being spent, you figure that will cover or come pretty close when the new place is built. We’re trying to find ways to decrease the overall cost . . . Conway: I don’t know if that’s a good approach to take. Our basis is $12.6 million, what can we get? We want a new building, a new main library, refurbish Lincoln Park, the 40-year maintenance agreement. You can’t just subtract money from the $12.6 million, it has an impact on the entire development. LBBJ: We’re just trying to save money. Conway: But I don’t know how it works that way. You can’t just subtract money from the $12.6 million; it has an impact from the entire development. LBBJ: But you’re assuming a lot of things here. It seems your operation cost could be a lot less than $12.6 million if you back out of certain things. Like the expenses for the leases – that’s $2 million right there. Conway: But the whole basis for their proposal is on $12.6 million the first year and indexed through 40 years. That’s how they pay the bond they will be issuing. LBBJ: This sounds like the Aquarium deal in the 1990s where they had to exaggerate the attendance to be able to sell the bonds. Conway: You know, they didn’t. I still use that as an example of complete miscommunication between two consultants. The person who designed it wasn’t the same person who went on to look at the demand analysis, because the demand was there. They showed a demand of 1.8 million customers a year, and they could actually achieve that except the designer of the building couldn’t get that many people. LBBJ: But the bonds were sold on 2.2 million people. Conway: But the demand was there. The design couldn’t accommodate it. LBBJ: So, overall, you feel comfortable with the approach the city has taken so far? Conway: I am comfortable with the approach the city has taken. I’m very thankful for the support we have gotten from the elected officials. I am thrilled with the response from the private sector. When we issued the RFQ, we were overwhelmed with the responses. We are trying to deal with the liability issue with city hall. So we rebuild, we relocate or we construct new. LBBJ: Would it not be better financially for the developer to build more residential units than a port building? Conway: The location where the civic center and the port are proposed is successor agency property and has been identified as government use so residential wouldn’t currently be allowed there, but it could with zoning changes. But again, we didn’t give any direction to site plan. And, further, I mentioned earlier that Magnolia Avenue is a pretty desolate government-oriented segment between Ocean and Broadway, and so residential there probably wouldn’t function well. . . . but moving the residential to the middle parcel we really like because it puts eyes on the park and we want as many eyes on the park as we can. It gets the residential community closer to Pine Avenue, and keeps us focused on the park to make sure it’s activated and lively. LBBJ: The current cost for water, power, gas, sewer, refuse comes to $1,068,000 and change. This is for a building that is fairly old. Wouldn’t you be saving money, especially on power, in the new civic center, thus further reducing your costs? (Please Continue To Next Page)

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:04 PM Page 28

CIVIC CENTER Q&A 28 Long Beach Business Journal

October 28-November 10, 2014

(Continued From Previous Page)

Conway: The developers will be saving money; we will be paying the same amount. That motivates the developer to have a very efficient building because whatever they save can go in to the structure rather than into utilities. And they are designing to Lead Platinum. So the idea is we will have very efficient buildings. We’re going to pay $12.6 million, they’re going to pay utilities, but we have a better building. LBBJ: Is there an absolute guarantee from the city that no additional taxpayer dollars will be spent, other than the $12.6 million. Conway: No additional dollars. We are not going to go out to the community for a bond or an assessment. That’s guaranteed if we proceed with this proposal. If council doesn’t go in this direction, that’s probably the only option we have is to go to voters. LBBJ: What happens if the developer goes belly up halfway through the project? Conway: Our consultant created a shower model, and did a sensitivity test. Both proposals have a lot of swing that their cost could fluctuate between 11 and 18 percent. They can still accommodate that with their finance scheme. So I think we have some real good cushion in both proposals. In addition, both proposers were required to have sub-debt in the project and that is between $40 million and $50 million between the two bidders and that will be drawn down before bankruptcy can occur. Plus, when you construct, you are going to have a performance and completion bond, too. LBBJ: Who has been involved in putting this project together? Who made up the team? Conway: It was me, Amy Bodek [director of the development services department], John Gross [director of financial management], [City Manager] Pat West and [former Assistant City Manager] Susan Fricke. LBBJ: So it was a city hall team of numerous people and departments? Conway: Yes. LBBJ: After you put the package together, and before you went to bid, was there any thought about bringing in a group of people – experts – just to take a look at what you did and get input?

Developers Unveil New Civic Center Designs Study Session Set For November 11 At Houghton Park ■ By BRANDON FERGUSON Staff Writer After more than a decade of public hearings, seismic studies and discussion, two property development teams finally presented to the city council their visions for a massive civic center overhaul. Both plans, designed by competing firms Plenary-Edgemoor Civic Partners and Long Beach CiviCore Alliance, were presented at a special October 14 study session. Each team unveiled scale-model mockups of several buildings slated for public and private use: a new city hall, port headquarters and library, as well as a hotel, mixed-use residential buildings and retail space. Mayor Robert Garcia cautioned those who filled the council chambers for a first peek at the designs that the project was still months away from final authorization. He explained that a city council vote would first decide on a project designer, followed by more community hearings, then a second vote on a final design. Though the mayor referred to the civic center project as a less-than-sure deal, Vice Mayor Suja Lowenthal spoke of the project’s potential in glowing terms. “These buildings and these public spaces have a potential to define a city, a community’s identity,” she said. Both designs included several common elements including extending Cedar and Chestnut Avenues south to Ocean Boulevard. First Street would also be extended further west through the new civic center. Both designs called for the revitalization of Lincoln Park. Taking cues from the surrounding harborscape, CiviCore’s 13-story city hall included massive curved glass and metal fins inspired by sailboats in the nearby bay; the port headquarters building displayed a large flange-like architectural feature inspired by the harbor lighthouse. The Plenary-Edgemoor presentation cited the multi-colored cargo containers lining the harbor as the inspiration for the jewel-like metal and glass façade of its port headquarters. Each plan included towering hotel structures located along Ocean Boulevard,

Hotel

Library

(CiviCore featured a 250-room hotel, while Plenary’s is 200 rooms). Residential buildings were included in both designs and located along Ocean Boulevard as well as further north by 3rd Street. While estimating its project would provide between 765 and 900 residential units, CiviCore also proposed partnering with California State University, Long Beach and Long Beach City College to build a 15,000-square-foot technology incubator focused on developing small businesses. Both plans featured ground-floor spaces for retail centers. Funding for the massive undertaking is expected to be secured through a public-private partnership wherein the selected team would develop and manage the property, essentially leasing the public buildings back to the city for roughly 40 years. The city meanwhile would use $12.6 million it annually spends on the maintenance of the current civic center to pay the developer. Once the debt is paid, the city hall building, port headquarters and library would revert to the city’s ownership. Under the current plan, public land under the hotel and residential buildings would be conveyed to the developer. While several residents spoke in favor of the plan during public comments, others remained skeptical. Former Deputy City Attorney Jim McCabe warned the council against thinking it was somehow getting a “free lunch.” “I haven’t seen any realistic estimates of the value of the properties we’re giving away. No one to my knowledge in the public – perhaps some on the city council – have seen any figures on the financial viability of all of this,” McCabe said. Discussions involving development of a new civic center have been ongoing since the early 2000s when it was discovered the library roof was leaky. Seismic studies in 2005 and 2006 determined the current city hall building, constructed in 1978, could collapse in the event of an earthquake. In February 2013 the city council directed staff to issue a request for qualifications (RFQ) seeking companies interested in developing the project under a public-private partnership. At the time, 5th District Councilmember Gerri Schipske was critical of the plan, arguing that a seismic retrofit option should have been more thoroughly explored. City staff maintained that, even with a retrofit, city hall could become uninhabitable in the event of an earthquake. Staff further argued that a retrofit couldn’t be completed without raising taxes. Three planners were originally selected to present their proposals for a new civic center, but one, Related California LLC, dropped out of the process in October 2013. The remaining two companies were scheduled to present their projects in July, but the hearing was postponed to give city staff more time to review the proposals. The next civic center study session is scheduled for November 11 at Houghton Park. To view the proposed plans for the civic center, visit www.lbciviccenter.com. ■ Plenary Edgemoor Civic Partners rendering looking south.

Long Beach CiviCore Alliance rendering looking south.

Lincoln Park

Conway: Our first effort was the RFQ, and we wanted to make sure it didn’t cost us anything to put the RFQ out. And so, no, we didn’t get experts in at that stage, we just wanted to test the market. But at the RFP stage, we needed consultants. LBBJ: Wouldn’t it have been a good idea to get a group of people who actually care about their city, and who have expertise in certain areas related to the project . . . Conway: The mayor has suggested that he wants a group of architecturally oriented people to guide the outreach process for the civic center. And what that would do for us is help the communication from the residents to funnel through architectural minds to help inform the bidders and us what is actually being heard. And to guide us well, because the project is going to change as we do outreach. This will help us communicate with the residents, and let the residents communicate with us, through a body that understands architecture and site planning. LBBJ: So bottom line is, you’re going to have some input after the fact. Conway: We’re having 18 months. LBBJ: When do you think a decision will be made? Are we talking months? Less than a year? Conway: I would think it would be made most likely the very end of 2014 or early 2015. LBBJ: Anything else you want to say while we got you on tape? Conway: I appreciate the mayor’s outreach. We were moving along a little too quickly earlier on, so I like our opportunity to take a breath and we can present a lot of information to the public which has been helpful in educating the people. I think we’ve garnered more support with that and less suspicion. We’ve worked well with the Library Foundation, and we’ve had one-on-ones with the bidders for presentations with them for the library. We have another study session on Monday [yesterday, October 27] with the board of harbor commissioners. We have two open houses – November 1st and November 8th – with the models and bidders to hand out brochures. And then we have our November 11th Houghton Park study session. I’ll be talking about the financial aspects of the bids. ■

City Hall

Residential

Residential & Commercial Development with Hotel option

Port Admin

Port Admin Lincoln Park

City Hall

Library current parking

t Chestnu

current police station

Cedar

Broadway

t Chestnu

Cedar

Residential

current police station

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:04 PM Page 29

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:04 PM Page 30

PERSPECTIVE 30 Long Beach Business Journal

Vol. XXVII No. 21 October 28November 10, 2014 EDITOR & PUBLISHER George Economides SALES & MARKETING EXECUTIVE Heather Dann SALES & MARKETING ASSISTANT Cori Lambert OFFICE ASSISTANT Larry Duncan EDITORIAL DEPARTMENT SENIOR WRITER Samantha Mehlinger STAFF WRITER Brandon Ferguson CONTRIBUTING WRITER Michael Gougis 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)

October 28-November 10, 2014

Life Has No Brakes, No Reverse Gears And No Warranties “The only reason for time is so that everything doesn’t happen at once.” . . . Albert Einstein e manage time, waste time, spend time, save time. We wish the time would come. We wish the time would pass. We see time fly. We feel time drag. We watch clocks and carry calendars, creating the illusion that we somehow control ■ EFFECTIVE time. Yet all the while LEADERSHIP moments flow forward By Mick Ukleja like a mighty river that cannot be stopped, harnessed or rerouted. Time goes on. We don’t always live that way but, when we stop to reflect, we know it’s true. We can’t stop clocks or stretch an hour. Within time’s movement we do the best to manage ourselves – not time. To get the most out of the minute is to prioritize our actions. What is most important? Minutes add up to hours. Hours add up into days, and time moves on. The average person in the U.S. will live 28,689 days. This focuses on vita brevis – the “brevity of life.” “Life is like a roll of toilet paper. The closer you get to the end, the faster it goes” . . . Andy Rooney Here’s what I know. Happiness doesn’t come from watching the clock. Happiness comes from working it. How do you work it? By doing what it does – keep going. How do you keep going? By managing your priorities. Are you doing what’s important to you? Most people use their schedules to let other people

set their agendas. Your schedule should reflect what’s important to you. Don’t schedule your tasks. Schedule your values. Maturity is coming to an understanding that our actions can lead to two extremes: breakdown or breakthrough. Our priorities place us somewhere on that continuum. When we have a sense of mission, we can prioritize our lives to get the most out of each moment. When we understand that the trajectory of our lives leads to either breakdown or breakthrough, we are motivated to operate from a platform of priorities and not feelings. Priorities are good leaders. Feelings are good responders. So time management is really an issue of productivity – making the best use of time, and priorities – making a distinction between the important and the urgent. It is helpful to look at time, not simply as an expenditure, but as an investment. When your hourglass runs out of sand, you can’t flip it over and start again. Don’t spend your minutes. Invest them. There are two extremes in using time. You can squander it or become a slave to it. Both of these scenarios lead to stress and anxiety. The investment of time is not about panic. It’s about pace. You prioritize and go at your pace. The trap is allowing all the technological additives of our fast track world to drive you. Master them. Occasionally turning off and tuning out could be the best use of your time. As time passes, it is so easy to simply drift along. You know what that’s like. You place your beach equipment in a selected spot. Then you go out for a swim or to catch waves. You

are unaware that you are ever so slowly drifting. You are unaware of the passing of time. Then suddenly you look up and don’t see your home base – your beach furniture. To your amazement you discover that you are several hundred yards from your original spot. Life is like that. It passes and we look up and realize how far we have drifted. Without focusing on priorities, it is easy to drift through life – sometimes aimlessly and sometimes with other things controlling us. Bottom line? You get what you focus on. Managing priorities assumes you understand what’s important to you. At the end of the day I do a mental exercise. I ask, “What did I do well?” Then I ask, “What could I have done better?” If what I could have done better keeps showing up again and again, then, number 3, “I need to get some help!” We all need help in certain areas. The key is to identify what those areas are. Don’t let them linger in your life and build up residue. Don’t let them get the best of you. Life has no reverse gears, no brakes, and no warranties. Therefore, decide what you want to do with it. It’s your gift. Use it wisely. (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.)

Color Of Poop And Your Child’s Health housands of children in the United States are living with pediatric digestive and nutritional disorders because gastrointestinal conditions and its symptoms aren’t always recognized and every child’s body is ■ HEALTHWISE different. When it By Barry comes to getting to the Steinmetz, M.D. “bottom” of the matter, the color of their bowel movement can indicate good or poor gastrointestinal health. As a parent, it is hard enough to keep your kids healthy, or know when there is something else going on underneath the surface. Your child’s bowel movements can prove to be a helpful, colorful road map to understanding what is going on with their health. The color of your child’s stool can indicate the current state of their health by giving clues about their diet, their lifestyle or, most importantly, if your child might have a gastrointestinal infection or disease. If your child’s gastrointestinal (GI) tract is not functioning correctly, it presents itself through different bowel movement colors: • Light brown to dark brown – This indicates that your child’s GI tract appears healthy. • Black – This could indicate that your child is bleeding from the upper part of their

GI tract. This also can result from your child eating dark colored foods like black licorice or blueberries, or having an increased iron intake in their diet. Iron supplemetation or use of Peptobismal can also cause black stool. • Red – This could indicate that your child is bleeding from the lower part of their GI tract. This can result from inflammatory bowel disease or your child eating too many red foods like beets or red dyes in foods. • Yellow – This can be the normal stool color in infants. • White or light grey – This could indicate a blockage in the liver preventing bile, the yellow fluid stored in the gallbladder that gives stool the yellow/green/brown color, from getting out of the liver. • Green – This could indicate that your child’s stool is passing through their intestines rapidly (diarrhea), not allowing enough time for complete normal stool change in color from its initial yellow to green to brown. This also can result from viral diarrhea or eating too many green foods like spinach or other green vegetables. As crucial as it is to check your child’s bowel movement colors it is equally important for parents to monitor if their child is having consistent bowel movements because if not that can be a case of constipation. Constipation is a concern when your child normally has a bowel movement once or twice a day, but then it can change to that they haven’t gone in several days. However

long it’s been, your child may start to feel gassy, bloated, and generally uncomfortable. Dehydration, changes in diet and activity, and certain drugs are some of the common causes of constipation. Some proactive measures you can take to help your child prevent constipation are to make sure they have an adequate intake of fluids daily, ensure that they are active and exercising, and try to mix high-fiber in their diet when possible. It also is important to note that a one-time color change in your child’s stool may not be significant as it can be reflective of dietary intake or even normal bacterial change in color. Persistent change in stool color can be a clue to your child’s GI health. If the color changes remain persistent you should consult your pediatrician, especially if these changes are accompanied by other symptoms like abdominal discomfort, loss of appetite, loss of weight, diarrhea and other unusual problems. If you feel your child is suffering from a pediatric gastrointestinal condition, or would like to learn more, contact the Pediatric Gastroenterology, Hepatology & Nutrition Center at 800-MEMORIAL or visit MillerChildrens.org/GI. (Barry Steinmetz, M.D., is the associate medical director of the Pediatric Gastroenterology, Hepatology & Nutrition Center at Miller Children’s & Women’s Hospital Long Beach.)

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:04 PM Page 31

PERSPECTIVE October 28-November 10, 2014

Long Beach Business Journal 31

Housing Recovery Is Not For All ust as various parts of our nation suffered declines in housing prices due to regional differences depending on many factors, recent studies have shown that some ethnic groups have ■ REALTY VIEWS suffered disproporBy Terry Ross tionately in the struggle to maintain homeownership over the past seven years – and their recovery has been uneven as well. According to an analysis of federal lending data by the Urban Institute, a Washington-based non-partisan research group, Hispanic borrowers have been shut out of the two-year housing recovery more than other groups in California, denying them the chance to rebuild wealth through homeownership. The Hispanic share of the market for mortgages to buy homes fell to 22 percent in 2013 from 24 percent the prior year, which is barely half of the 2006 peak. The share last year for blacks fell to 2.8 percent from 3.1 percent while it increased for whites and Asians. It appears that Hispanics are dropping out of the market even as their numbers grow, surpassing whites this year as the largest ethnic group in California, accounting for 39 percent of the population, according to the Urban Institute. “The Hispanic community is going to make up a larger and larger portion of the population,” said Taz George, an Urban Institute researcher. “If they’re struggling to qualify for loans or to afford home pur-

The homeownership rate for Hispanics in California was 41.9 percent last year, compared with 62.7 percent for non-Hispanic whites, according to the U.S. Census. The Hispanic rate was 47.9 percent in 2006. chases, that has huge implications for their ability to accrue wealth over time.” While it probably is no surprise that minorities and the economically disadvantaged are not able to partake in the housing recovery at the same rates as others, some observers are taking note of the political ramifications of this trend as we head into the midterm elections. Hispanics in California had a higher unemployment rate in August, 9.2 percent, than the overall rate, 7.9 percent, which could become a political issue. Hispanics’ growing influence and tilt toward Democrats have made it hard for Republicans to win statewide office, said Mark Baldassare, chief executive officer of the Public Policy Institute of California, a non-partisan group. “Economic opportunity and mobility are major issues in California,” Baldassare said. “These are some of the driving factors in why people participate in elections, particularly when they feel like they’ve been left behind.” Homeownership continues to be a significant source of wealth in the aftermath of the housing crisis, according to a September 2013 study by Harvard University’s Joint Center for Housing Studies. Owning a home is consistently linked with increases of as much as $10,000 in net wealth for each year a home is owned,

the study said. In contrast, renters generally don’t experience any wealth gains. The homeownership rate for Hispanics in California was 41.9 percent last year, compared with 62.7 percent for non-Hispanic whites, according to the U.S. Census. The Hispanic rate was 47.9 percent in 2006. In California, which is among the nation’s most expensive states for housing, the median price of a single-family home was $480,280 in August, up 8.9 percent from a year earlier, according to the California Association of Realtors. The U.S. median-priced home was $219,800 in August, the National Association of Realtors reported. Affordability is the worst in big cities where high-paying jobs have been created during the recovery, driving up housing prices. In the San Francisco Bay Area, the Hispanic share of purchase originations fell to 9 percent last year from 25 percent in 2006, according to the Urban Institute analysis. Purchase originations by Asians grew to 35 percent from 26 percent in the same period. Whites jumped to 53 percent from 41 percent. In the Los Angeles area, the Hispanic share dropped to 23 percent last year from 46 percent in 2006. “The recovery itself might be further exacerbating the racial disparities in wealth because the people recovering are more

Long Beach Nonprofit Partnership: We’re ALL-IN This Together ne of the biggest challenges that any nonprofit organization faces is passing the torch from its founder to the next generation of leadership. ■ THIRD SECTOR REPORT Having had the By Jeffrey Wilcox chance to meet the new executive director of the Long Beach Nonprofit Partnership, there’s no doubt that Linda Alexander is out to transform that challenge into an opportunity. Last month, Linda was named the second executive director of the Partnership and follows in the footsteps of a pioneer who helped to birth the organization while it was still incubating as the brainchild of The Josephine S. Gumbiner Foundation in the 1990s. A highly successful demonstration of the Foundation’s commitment to providing resources to Long Beach area nonprofits, the Long Beach Nonprofit Partnership would eventually evolve into its own organization beginning in 2000. The ultimate goal of the Partnership remains today as it did upon its founding:

Transform communities through successful nonprofit organizations. Under the leadership of its first executive director, Judy Ross, the Partnership would grow during the next 15 years from a staff of one to a professional team of six supporting more than 3,000 community-based organizations in the Long Beach area. Her footprints would include two economic impact studies, the creation of Leadership Institutes, a resource library, organized peer learning groups, and a stable of top consultants who offer proven expertise to any nonprofit with capacity-building needs. Finding a successor to continue this momentum would be no small task. But, thanks to a thoughtful selection process orchestrated by the Partnership board, chaired by veteran nonprofit and civic leader Deborah Goldfarb, chief executive officer of the Jewish Federation, a strategic hiring decision was made and Linda Alexander was brought on board. Already proving that she’s ready, willing and able to lead, Linda plans to launch the Long Beach Nonprofit Partnership in its 2.0 version beginning next week. An extremely thoughtful communicator who prefers to speak from data combined with lessons learned through her experiences, Linda brings to the Partnership

significant insights about how people and communities work together to create quality of life results. While at First 5 LA, for example, she led an initiative to mobilize tobacco-tax dollars to enhance services for children under the age of five across a wide-spectrum of Long Beach nonprofit organizations. Her stint as executive director of the Community Development Foundation ushered major changes for residents throughout Los Angeles County living in public housing. In all, Linda’s professional and voluntary backgrounds in key social issues like domestic violence, family advancement and social justice sum to a compelling complement to the diversity of organizations that look to the Long Beach Nonprofit Partnership for support. “Long Beach nonprofits have a higher level of cooperation and collaboration than what I’ve experienced in other communities,” explains Linda. “Our aim will be to unleash the power of these relationships while providing tools that empower each organization to further advance its own unique mission to serve the community.” She intends to start walking that talk in both content and branding at an open house for the Partnership scheduled for November 5. There she will unveil the concept of

likely to be white and the people scraping by are more likely to be black and Hispanic,” said Matt Barreto, co-founder of the national polling and research firm, Latino Decisions. “Where there are opportunities, those loans are being taken up by people already in the middle and upper class.” Only 30 percent of California households earn enough to qualify for a mortgage on a single-family home now, compared with 36 percent a year ago, according to the California Association of Realtors (CAR). The average in the United States is 57 percent. In 2012, according to the Urban Institute, tighter credit has kept as many as 1.2 million Americans from buying, people who would have qualified under the standards in place before the housing bubble and recession. That National Association of Home Builders (NAHB) also revealed in a recent poll that over half of single-family home builders believed that lending regulations were tight or very tight, and have pressured Washington for housing reform that would reverse many of the current lending practices keeping borrowers out of the market and hindering a full recovery. Given the diverse makeup of the population of this state and how it is impacting these groups, it would behoove those in Sacramento and Washington to act on their behalf sooner rather than later. (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.)

ALL-IN, an acronym that stands for Active Listening and Learning for Innovative Nonprofit Support. ALL-IN will become the centerpiece to guide the next generation of Partnership programs and activities. “We are ALL-IN this together,” is something that Linda uses to enthusiastically explain the concept. “There is an incredible amount of talent at work here,” she continues, proudly wearing her “10” lapel button representing the nonprofit sector’s 10 percent place in the overall local economy. “And, I’m looking forward to facilitating resources and processes that stand behind these organizations to transform the entire community.” Linda will soon issue a call to the rest of us to help mobilize the 2.0 version of the Long Beach Nonprofit Partnership. As a nonprofit organization, itself, it’s clear the Partnership is willing to demonstrate what it teaches others about making strategic decisions that will lead to growth and sustainability while advancing a mission in a dynamic community. None of us should hesitate to step up to the plate when Linda asks for our help. If we truly want strong nonprofits in our community, let’s take stock in LBNP 2.0 and prove that we really are all in this together. (Jeffrey R. Wilcox, CFRE, is president and chief executive officer of The Third Sector Company, Inc. He may be reached by e-mailing him at: jwilcox@thirdsectorcompany.com)

1_LBBJ_Oct28_SectionA_LBBJ MASTER LAYOUT 10/26/14 6:04 PM Page 32