August 2014

M A I L T O :

What is Happening toAmerica’s Cities?

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Special

Hidden Gas TaxWill Hurt Businesses

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SectionsAT DEADLINE

www.bus jou rna l . com

The Cask ‘n CleaverAn I.E. Landmark

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Vo l u m e 2 6 N u m b e r 8A u g u s t 2 0 1 4

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CALIFORNIA HITSRECORD

EMPLOYMENT LEVELSTATE FINALLY PASSES PRE-RECESSION PEAK

California has finally sur-passed the employment peak itset in July 2007 and is now at arecord level of employment,according to BeaconEconomics’ analysis of lastmonth’s release from theCalifornia EmploymentDevelopment Department(EDD).

California added another24,200 jobs in June, an increasefrom the revised 18,900 jobsadded in May. Since June 2013,payrolls in California haveexpanded by 2.4%, outpacingthe pace of jobs growth in theUnited States overall. What’smore, over the past year,California has accounted for14.3% of all jobs added in thenation.

Key Points:• The state’s unemploy-

ment rate fell to 7.4% in June ona seasonally adjusted basis, rep-resenting a 0.2 percentage pointdecline from May. A portion of

continued on page 19

From China to California: Trans-Pacific Investment in Real EstateBy William Yu, Economist, UCLA Anderson Forecast

As China’s real estate bubble started to deflate earlier this year,the smart money in China increasingly pondered where and what toinvest in next. Here is a list of possibilities: (1) Hang in there withChina’s real estate market? Absolutely not. If you are waiting for arebound and another round of lucrative capital gain, it is very unlike-ly to happen. The only questions for China’s real estate market are:how deep will it decline? How fast it will decline? And how long willthe decline last? Additionally, Finance 101 teaches us that diversifi-cation is always a wise way to allocate your investment. (2) China’sstock market? No. It has been a dog-eat-dog market for a long timeand will likely continue. (3) Hong Kong? No. Any more money flow-ing in that small and expensive city will likely cause it to explode.

(4) Europe? No. Their integrated monetary system, but independ-ent fiscal and political systems still keep Europeans searching fortheir soul about the identity of Europe. (5) Australia? No. China is itsmajor commodities buyer so the two economies are closely correlat-ed. That will not lend well to the diversification of the investment. (6)The Middle East? No. They already have plenty of oil money invest-ed. (7) Japan? Too difficult. (7) Southeast Asia? Too risky. (8) LatinAmerica? Too far away. (9) Africa? Too elementary. (10) Canada?Too cold. The only Canadian city that is not too cold is Vancouver.And, similar to Hong Kong, it has already seen an inflated real estatebubble due to an influx of money.

The best place for China’s smart money to invest in is the UnitedStates. Let me explain why. First, the U.S. is the largest economy inthe world and will continue as such for the next several decades, ifnot centuries. This big, deep, and integrated market will be able toaccommodate the gigantic amounts of Chinese money whereSingapore, Switzerland, or Canada continued on page 7

Rulings on Dismissal MotionsDismantling Colonies Corruption Case

By Mark Gutglueck

More than three years after indictments were handed downagainst Rancho Cucamonga-based developer Jeff Burum and threeformer San Bernardino County officials he is accused of bribing, SanBernardino Superior Court Judge Michael A. Smith eviscerated thecase against the defendants, throwing out conspiracy and a dozenother charges that were considered central to the case. After hearingson July 23rd and 24th, Smith had jettisoned all 13 of the counts hehad ruled upon up to that time on statute of limitations grounds andhad not yet fully weighed the time bar test against the remaining 16counts.

Once the challenges to the charges on statute of limitationsgrounds are completed, Smith will take up four further motions fordismissal that cite other legal considerations. In May 2011, a grandjury indicted Burum, former San Bernardino County Second DistrictSupervisor Paul Biane, former sher- continued on page 18

Rising Fuel CostsAdversely ImpactInland CompaniesOperating Fleets

of VehiclesBy Tim Buro, ProjectApplication Engineer

While there are few of uswho have not felt the impact ofrising fuel cost on our personalbudgets perhaps nowhere is theimpact more prevalent then oncompanies who operate fleets ofvehicles and equipment. In theInland Empire there a literallyhundreds of companies whooperate fleets of trucks, vans,and construction equipment. Forthe majority of these companies,rising cost of fuel has becometheir number one budgetary con-cern.

Unfortunately the problemis going to continue to getworse. Now a bipartisan Senateproposal recommends raising


Restaurant Review

BUSINESS JOURNAL • PAGE 2 August 2014

BUSINESS JOURNAL • PAGE 3August 2014

THE HIGH DESERTTHE HIGH DESERT

Infrastructure Enhancements Bring About Cooperating CitiesBy Joseph W. Brady, CCIM, SIOR President

Joseph W. Brady Inc. dba The Bradco Companies

San Bernardino Countynorthern cities: Adelanto, AppleValley, Barstow, Hesperia andVictorville have finally turnedthe economic corner from theregions and countries worstrecession.

The High Desert region wasone of the fastest growing areasin the Inland Empire during thelast economic boom, generatingnearly 7,500± residential per-mits in 2005 and 2006. We arenow starting to see a smallamount of new residential con-struction in the area. DR Hortoncontinues to build in Adelantoand Cambridge Homes has twoactive subdivisions in the HighDesert. One is in Victorville justnorth of Nisqualli Road and theother in Apple Valley just westof Apple Valley Road. A rela-tively new building firm,Sorrento Homes recently brokeground on a subdivision inHesperia with a product that hasbeen very well received.

Recognizing the loss ofRedevelopment Agency dollars,the cities including SanBernardino County have fos-tered an exceptional workingrelationship amongst each otherwhich has facilitated infrastruc-ture projects that will benefit theregion.

While I was vice presidentof a Santa Barbara-based devel-opment company in 1986, Imade my first tour of the HighDesert (Victor Valley) on Sept.21, 1986. The much-anticipated$37 million Yucca Loma bridgeconnecting the Town of AppleValley and Victorville wasdeemed to be two years fromgroundbreaking. The ground-breaking has finally happenedon Jan. 10, 2014!!

In 2013, the City ofVictorville opened up theNisqualli/La Mesa interchangeon I-15, approximately a $70million project that severely

reduces conges-tion on the BearValley Roadinterchange.

While theHigh Desert’sretail salesincreased in2013, Victorvilleopened its newMacy’s store atthe Mall ofVictor Valley,and also wel-comed Dick’sSporting Goodsand a newly relocated RedRobin Restaurant. Other addi-tional retailers in Victorvilleinclude Panera Bread and anewly approved BJ’s Restaurantand Brewhouse to open early2015.

Southern CaliforniaLogistics Airport (SCLA), for-merly George Air Force Base apublic-private venture, with theCity of Victorville and Mr.Dougall Agan of StirlingAirports International, has com-pleted approximately3,200,000± sq. ft., created near-ly 2,000± jobs and includesmanufacturers such as Dr.Pepper/Snapple, Rubbermaid,United Furniture Industries, andPlastipak to name a few. SCLAcurrently leases approximately900,000± sq. ft. to aerospacecompanies including Boeing,General Electric Aviation,Southern California Aviation,Leading Edge AviationServices, Pacific AerospaceResources and Technology andComAV. Logistic companiesoperating at SCLA include M &M Mars and NewellRubbermaid. The company isworking on Phase II with pre-liminary entitlements.

SCLA is a fully dedicatedbusiness and logistics Park witha specific plan that is designatedto accommodate an estimated

18± million sq.ft. of space. Thefacility alsoencompasses tworunways, one isapproximately15,050± sq. ft.(we understandto be the 2ndlongest in theUnited States)and the 2nd isapproximately10,000± sq. ft.Both runwaysare 150± feet

wide and accommodate thelargest commercial aircraft builtin the world.

About the same time I mademy first trip to the region inSeptember 1986, I toured south-ern Hesperia to learn of thefuture Ranchero underpasscrossing that would connect eastand west Hesperia. This wasaccomplished in 2013 as Phase1 of the 3 phase Ranchero RoadCorridor Project. Also plannedat the time of my tour was thedevelopment of “Rancho LasFlores,” a newly proposed9,850± acre project that waspurchased in 2013 by TerraVerde Group, a master-planneddeveloper. Now called“Tapestry,” the project is slatedto create 19,396± residentialunits through adoption of aSpecific Plan.

Hesperia’s G Avenue RailLead Track was completed in2012 at a cost of approximately$8.1 million, partially fundedwith a $2 million Department ofCommerce EconomicDevelopment Administrationgrant. Vacant city-owned prop-erty and the ability to storeupwards of 70± rail cars on itstracks make this a viable assetfor the region.

Ground was broken inJanuary 2013 for the RancheroInterchange which will help

alleviate traffic congestions onMain Street and create newdevelopment opportunities forthe City of Hesperia. Althoughthe bridge was recentlydestroyed during a fire, the Cityof Hesperia and SANBAGanticipate the interchange willbe completed by the end of2014.

High Desert Gateway, a 57acre, 2 phased 566,000± sq. ft.retail center developed by LewisRetail Centers ushered in someadditional tenants to comple-ment its successful Target centerwith the Ross, Marshals, Pier 1Imports, JoAnn’s Fabric andwhat we understand to be thenumber 1 Golden CorralRestaurant in the entire country.New additions includeMenchies, Five Guys and WabaGrill to name a few. Plans forPhase II have recently beenapproved.

In the City of Adelanto,Dollar General and FamilyDollar are both in the process ofobtaining their final entitle-ments for the construction oftwo new stores. GEO is expand-ing its facility on RancheroRoad based on the newly nego-tiated contract with ICE for anadditional 650± beds. This willbring approximately 100± newjobs.

The city has about $3.5 mil-lion in redevelopment bondmoney that was not expended inour working with the state toallow use of funds to makeimprovements along HWY 395north from the Stater Brothersshopping center to Seneca andthen widening a portion ofSeneca. This construction willinclude a new stoplight atSeneca and HWY 395. The cityis working on getting plansapproved by Caltrans to makeroad improvements on HWY395 and Mojave near the Lewis

Joseph W. Brady



I N D E XI N D E XNews and Features

How Can Employees Show Customers They Care? Strategies to Operationalize CaringJon Gordon shows us how good it feels to care—and how good caring is for business. Gordonshares 11 strategies emloyees can use to showcustomers (and each other) that they care. . . . . . . . . . . 9

Your People Skills Are Getting Flabby: SevenWays to Strengthen Your Communication SkillsBy Loosening Your Smartphone Grip Ouroverwhelming preference for quick and easycommunication is causing our more difficultcommunication skills to erode from lack of use. . . . . . 10

13 Tips for Thriving in a To-Do List-DominatedWorld Andy Core has some advice that will helpyou take back your to-do list and become the CEOof your life. He offers a few tips on how to stopstruggling and start thriving. . . . . . . . . . . . . . . . . . . . 14

17 Things You (Unknowlingly) Do at Work That Say “I Don’t Care” Most of us care about doing ourjobs well, and about the relationships we have withclients and coworkers. But author Jon Gordon saysyour actions might be sending the opposite message. . . 40

Columns

The High Desert. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Financial Column. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Real Estate Notes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Investments and Finance. . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Sales. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Communication. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Executive Notes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

The Lists:Inland Empire’s Largest Employers. . . . . . . . . . . . . . . . . 13Largest Credit Unions in the Inland Empire. . . . . . . . . . 23Top Tenant Improvement Contractors. . . . . . . . . . . . . . . 31

Time Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Opinion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Manager’s Bookshelf. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Computer Technology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Restaurant Review. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

New Business Lists:County of San Bernardino. . . . . . . . . . . . . . . . . . . . . . . . 33County of Riverside. . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Executive Time Out. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Business Success. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

Vol. 26, No. 8, August 2014 — Inland Empire Business Journal is published monthly by DailyPlanet Communications, Inc., 1801 Excise Street, Suite 111, Ontario, CA 19761. (909) 605-8800.Bulk rate U.S. postage paid, Ontario, CA, permit No. 1. Send address changes to: Inland EmpireBusiness Journal, P.O. Box 1979, Rancho Cucamonga, CA 91729. Information in the InlandEmpire Business Journal is deemed to be reliable, but the accuracy of this information cannot beguaranteed. The management of the Inland Empire Business Journal does not promote or encour-age the use of any product or service advertised herein for any purpose, or for the purpose or saleof any security. “Inland Empire Business Journal” trademark registered in the U.S. Patent Office1988 by Daily Planet Communications, Inc. All rights reserved. Manuscripts or artwork submit-ted to the Inland Empire Business Journal for publication should be accompanied by self-addressed, return envelope with correct postage. The publisher assumes no responsibility for theirreturn. Opinions expressed in commentaries are those of the author, and not necessarily those ofthe Inland Empire Business Journal. Subscription payment must accompany all orders for themonthly journal or annual Book of Lists. Copyright 2014 Daily Planet Communications, Inc.

Quotations on TruthA truth that’s told with bad intent beats all the lies you caninvent.

William Blake

The exact contrary of what is generally believed is often thetruth.

Jean De La Bruyere

Can there be a more horrible object in existence than an eloquentman not speaking the truth?

Thomas Carlyle

PUBLISHED BY BOARD CHAIRMANDaily Planet Communications, Inc. William Anthony

MANAGING EDITOR ACCOUNT EXECUTIVEIngrid Anthony Mitch Huffman

STAFFTravel Editor: Camille Bounds Senior Art Director: Jonathan SerafinConsultant: Mel Pervais Sales: Mitch Huffman

CORRESPONDENTS AND COLUMNISTSHenry Holzman Joe Lyons J. Allen LeinbergerMark Gutglueck Tim Buro Senator Mike MorrellWilliam J. “Bill” Cortus Camille Bounds Joseph W. BradyWilliam Yu Jon Gordon Geoffrey TumlinAndy Core

CONTACT USWilliam J. Anthony Publisher & Producer [email protected] Anthony Managing Editor [email protected] Serafin Senior Art Director [email protected] Inbox Faculty [email protected]


Hidden Gas Tax Will Hurt BusinessesBy Senator Mike Morrell

Here in the Inland Empire, we drive a lot. It’s just a fact of lifethat most of us—from commuters to soccer moms to truckers—haveto use automobiles to get to where we need to go.

But with the high cost of gas, day-to-day driving is increasinglybecoming a financialburden, especially duringthese summer monthswhen gas prices are attheir highest. Andbelieve it or not, some inSacramento are trying topush them even higher.

Beginning Jan. 1,2015, gas and diesel fuelprices will start risingbecause of new regula-tions under California’sclimate change law, AB32. They are part of thestate’s Cap and Tradeprogram and were creat-ed by unelected officialson the California AirResources Board. The

cost of these changes will amount to what I believe is a “hidden” gastax.

This new tax is designed to force Californians to drive less and,therefore, use less fuel. Cost increase estimates range as high as 70-cents per gallon. Even the Democratic leader of the Senate, DarrellSteinberg, concedes we could see “spikes and wild fluctuations in gasprices.” Working with business leaders and elected officials fromboth parties, I have tried to draw attention to this issue. We are con-cerned that this tax could hurt our fragile economy and discouragehiring, expansion, and investment.

We are also concerned about the ripple effect that would occur ifthis tax goes into effect as planned. Pain won’t just be felt at thepump, but in our pocketbooks and bottom-lines as well.

For example: over 78 percent of California communities dependexclusively on trucks to deliver their goods. If fuel costs rise, truck-ing companies will have no choice but to increase the cost of movingfreight. If shipping costs increase, so will the price of the productsshipped. Because they operate on thin margins, wholesalers andstoreowners must pass on the additional costs. In the end, familybudgets and small businesses, like yours and mine, will suffer.

California already has among the nation’s highest sales tax,income tax, and business tax rates and CEOs have voted us the mostdifficult state in the nation to do business for 10 years straight now.Despite this, the majority in Sacramento continues to ignore the chal-lenges facing us. This must end, if we are to get back to economic sta-bility.

It is imperative that the Governor and the Air Resources Boardprevent this tax from going into effect. Failing to do so will hurtCalifornians—the poor, the middle class, young adults, seniors onfixed incomes, businesses of all sizes, and the list goes on. This gastax must be stopped.

Senator Mike Morrell, R-Rancho Cucamonga, represents the23rd District in the State Senate which includes portions of LosAngeles, Riverside, and San Bernardino counties.

Senator Mike Morrell

FINANCIAL COLUMNFINANCIAL COLUMNFive Questions to Ask Your Financial

ProfessionalBy William J “Bill” Cortus, CFP®,

Thrivent Financial When was the last time you met with

a financial professional? Would you bemore likely to keep those appointments ifyou knew some specific questions to ask?These meetings provide an importantopportunity for you to ensure your strate-gy is still on track and can help make sureyour family and finances are protected.You can get the most out of your meetingby asking the right questions. Whetherit’s your first meeting or your twentieth,Thrivent Financial suggests you considerasking these questions when meetingwith a financial professional.

1. Is my coverage adequate? Ensuring proper financial protection against death, disability or

injury is one of the most important things you can do for your fami-ly. Talk to your financial professional about cost concerns, protectionoptions and how you can make sure that your family will be coveredfinancially in the event of an untimely death or disability. If you’veexperienced major life changes like the birth or adoption of a child,purchased a house or gotten married, chances are your protection willneed updating.

2. What are some creative ways we can refine my strategy tohelp maximize benefits?

A financial professional can help you organize your financialstrategy in a way that factors in things like taxes and market volatil-ity, and he or she will know what changes are on the horizon thatcould affect you. A financial professional can also help use primaryproducts, like life insurance, in unique ways—like helping supple-ment a retirement income stream. These are applications many don’tknow about but can offer different advantages to your financial strat-egy.

3. How are my financial strategies aligning with my values? Having a financial strategy that allows you to align your finances

with your values is another important topic to bring up. If you havecharitable causes you want to support, or volunteer trips you want totake, make sure your financial professional knows about them. He orshe can help you develop ways to bring your generosity to life.

4. Tell me about the strength and stability of your companyor organization.

Insurance is only as strong as the ability of your financial institu-tion to pay out claims when you need to claim a contract. Make sureto investigate the strength and stability of any company you’re work-ing with to ensure it is financially sound enough to make good on itsobligations.

5. What should I do differently in the next year? This seems like an easy question, but you’d be amazed how few

people ask it. Your financial profes-

William J. “Bill” Cortus



REAL ESTATE NOTESREAL ESTATE NOTESSEVENTH STREET SELLS OUT 465,000-SF THIRD

PHASE AT MISSION 71 BUSINESS PARK IN POMONADeveloper breaks ground on 500,000-sf final phase with one of

the four buildings under escrowSeventh Street Development is breaking ground on the

500,000–square-foot fourth and final phase of its 2,000,000-square-foot, 91-acre Mission 71 Business Park in Pomona completing thecompany’s successful redevelopment of the shuttered GeneralDynamics Military facility, announced Seventh Street Principal CraigFurniss.

Developed at a cost of $40 million, the final phase, calledMission 71 West, comprises four industrial buildings ranging in sizefrom 67,000 to 201,000 square feet on a 23-acre site along the westside of the 71 Corona Expressway at Mission Boulevard.

The four new buildings at Mission 71 West will be the only mod-ern buildings in their size range currently available for sale in theentire San Gabriel Valley. The buildings feature 30-foot clear height(with the largest of the four buildings at 32 foot clear), ESFR sprin-kler systems, large secure, all-concrete truck courts, and 6,000 squarefeet of high-quality two-story offices. Construction of the final phaseis expected to be completed in the first quarter 2015.

Seventh Street is already on escrow on one of the four buildings,as interest in this master-planned project has been extremely strong,according to Furniss.

The start of construction coincides with the completion of thebusiness park’s 463,000-square-foot third phase in which all fourbuildings were committed to buyers long before completion. Buyersincluded Kittrich Corporation (250,000 sf), Vertex China (42,000 sf)and ALS Group (51,000 sf). Unipac/Continental Shipping will closeon a 120,000-square-foot building immediately upon completion thismonth. Total value of the four sales transactions is approximately$48 million.

“Mission 71 Business Park is now the preferred high-qualitybusiness park address in the San Gabriel Valley,” said Furniss. “Itsstate-of-the-art building features, as well as location on a recentlyconstructed four-way freeway interchange with unparalleled freewayvisibility and signage rights offered to building occupants make itunique.” Seventh Street had originally offered the buildings for saleor lease, but strong interest in ownership in the San Gabriel Valleyand the lack of available product for sale has resulted in all 15 of thebuildings completed to date at Mission 71 being sold. Demand for thebuildings is coming from businesses relocating within the SanGabriel Valley as well as Central Los Angeles, North Orange Countyand the Western Inland Empire, according to Furniss.

“Mission 71 Business Park has already brought 15 businesses andhundreds of jobs to the Eastern San Gabriel Valley with hundredsmore to come as the swords to ploughshares scenario of the formerGeneral Dynamics Plant plays itself out,” said Furniss.

“At build out, Mission 71 Business Park is expected to be hometo more than 1,750 permanent employees, generating annual rev-enues to the City, State and local schools of approximately $2.5 mil-lion,” Furniss added. “That doesn’t include the more than $9 millionin one-time revenues and public improvement infrastructure benefitssuch as utility, road and signal improvements generated by the devel-opment itself.”

The Mission 71 West development team includes Contractor, HBIConstruction; Architect MacDavid Aubort & Associates; and theColliers International brokerage team of Steve Bellitti, Taylor, JoshHayes, Tony Phu, and Summer Coulter.

The CBRE team of Barbara Emmons, Lynn Knox, Jason Chao,

and Dan De La Paz comprised the marketing team for Mission 71Phase III.

REDA BASCOM VENTURES STARTINGCONSTRUCTION ON TWO SOCAL SPEC INDUSTRIALPROJECTS

REDA Bascom Ventures LLC has started construction on twoseparate spec industrial projects totaling 500k square feet in SouthernCalifornia. REDA, a joint venture between Newport Beach-basedReal Estate Development Associates and Irvine-based The BascomGroup, was formed in 2013 to acquire value-added office and indus-trial opportunities throughout Southern California. One of the newprojects is Malt Avenue Distribution Center, located on Malt Avenuein the city of Commerce. The state-of-the-art distribution / warehousebuilding totals 141k square feet with 32-foot clearance, dock-highloading and a secured truck court. The project, being constructed byOltmans Construction, is currently in the grading phase with comple-tion scheduled for the first quarter of 2015.

REDA acquired the site in May 2013 from a private owner. JackCline, Jr. and Jeff Bethel of Lee and Associates are marketing theproject. In Fontana, REDA recently completed the recapitalization ofthe Hemlock Distribution Center, which included a $17.9 millionconstruction loan from Bank of the West. The proposed 358k-square-foot speculative warehouse / distribution center is located onHemlock Avenue. Millie and Severson was selected to construct thisproject, and completion is also scheduled for the first quarter of 2015.

REDA acquired the Hemlock Distribution Center in October2013 from a plastics manufacturer, JM Eagle, in an all-cash transac-tion. Kevin McKenna and Scott Sanders of Colliers International rep-resented REDA on the acquisition and will also market the project.

The construction of the Hemlock Distribution Center starts on theheels of the recently completed 800.5k square foot EtiwandaCommerce Center in Ontario. In March 2012, Real EstateDevelopment Associates LLC formed a venture to acquire fromHyundai Motor America their west coast parts distribution center,located on the corner of Etiwanda Avenue and Francis Street inOntario. The construction of Etiwanda Commerce Center was recent-ly completed, and the project is being marketed by Chuck Beldon andPhil Lombardo of Cushman and Wakefield’s Ontario office.

“We are extremely bullish on the Southern California IndustrialMarket,” said Jason Krotts, principal of REDA. “Year after year, theactivity level in the Southern California industrial market remainsstrong and continues to lead the nation. We have been focusing ontargeting strategically located opportunities where we can createvalue through either repositioning or developing the asset. We cur-rently have a pipeline of development projects in various stageswhich exceeds 3 million square feet and are looking for more quali-ty opportunities in the Inland Empire, Orange County and LosAngeles industrial markets,” adds Krotts.

CT REALTY PICKS UP 17 ACRES IN FONTANAAn affiliate of CT Realty purchased 17.26 acres of land in

Fontana, with plans to develop two Class A industrial buildings total-ing 358.4k square feet of space on the land. The acquisition, consist-ing of four parcels bought from three sellers, totaled $7.8 million.

Located at 15996 Jurupa Avenue, 16034 Jurupa Avenue and11101 Catawba Avenue, just south of I-10, the property is situated inone of the most active industrial pockets in the Inland Empire Westsubmarket and directly adjacent to more than 4 million square feet ofplanned developments. The sellers continued on page 8

to China’s tremendous portfolio investment in the U.S., China’s FDIin the U.S. seems to be humble. According to the Bureau ofEconomic Analysis, from 2009 to 2013, China’s FDI to the US was$0.7 billion, $3.4 billion, $3.9 billion, $1.2 billion, and $2.2 billion,respectively. Thus, the official accumulative FDI position of China tothe U.S. reaches only $12.7 billion in 2013. We think these amountsare underestimated.

Using a more detailed investigation, Rhodium Group’s ChinaInvestment Monitor might provide a more accurate estimation ofChina’s FDI in the U.S. As shown in Figure 3, China’s FDI invest-ment in the U.S. from 2009 to 2013 was $3.4 billion, $4.3 billion,$3.5 billion, $9.1 billion, and $12.5 billion, respectively. The accu-mulated FDI stock reached $36.5 billion in 2013. Within the FDI, theentertainment and real estate industry investment was $0.06 billion,$0.2 billion, $0.89 billion, $2.8 billion, and $2.2 billion from 2009 to2013, respectively. Apparently, real estate investment is gaining itsshare among China’s FDI as the U.S. real estate market recovers.

Figure 4 presents the number of Chinese FDI deals in U.S. states.Between 2000 and 2014Q1, China made 222 deals through green-field investments or acquisitions in California, 73 deals in Texas, and62 in New York. Note that China’s huge U.S. Treasury debt ($1.272trillion) pays low interest. Thus, despite its significant net foreignasset position of $1.97 trillion, China paid $60 billion to the rest ofthe world in 2013. It would be wise for the People’s Bank of Chinato relocate more FDI or other equity investment and fewer Treasurydebts.

Individual Investment from ChinaIn addition to the above government and corporate investments

from China, we have all heard anecdotal stories from newspapers andrealtors about Chinese investors bringing in cash to buy homes inNew York, Los Angeles and other major U.S. cities or to invest in theEB-5 program (i.e., invest $500,000 and create a certain number ofjobs) in order to gain U.S. permanent residence. How real is that? Itis very real. According to the U.S. State Department, the number ofEB-5 visas issued to the Chinese reached 6,895 in 2013, which wasa sharp increase from the 1,000 in 2010. Furthermore, Chinesenationality accounts for 80% of all EB-5 visas issued in 2012 and2013.

Among the approved 615 cases of EB-5 regional centers, 122regional centers (20%) are located in California. It is not surprisingfor California to be China’s preferred investment location for threereasons: (1) California is a nice place to live and retire, especially forthe rich. (2) California is one of the closest states to China. (3)California already has one of the


cannot. Second, the U.S. has theadvanced, enduring, stable and reli-able rule of law and the financial

system needed to protect property right and value. Third, the U.S. hasboth the most innovative technology and the most competitive econ-omy which foster long-term growth and asset values. To be sure, theU.S. has its own short-and long-term problems. However, as my col-league David Shulman said: “In all the dirty laundry, U.S. is thecleanest shirt you get.”

Foreign Portfolio Investment from ChinaFigure 1 shows foreign residents’ portfolio holdings of U.S. secu-

rities from 2008 to 2013. Since the financial crisis and GreatRecession of 2009, the total amount of portfolio assets haveincreased from $9.6 trillion in June 2009 to $14.4 trillion in June2013. That is a $4.1 trillion increase. Most of the portfolios are inlong-term U.S. treasury debt, equity, and corporate debt. Figure 2 dis-plays China’s portfolios in U.S. securities, and they are predominant-ly U.S. treasuries. Holdings on agency debt (mortgage-backed secu-rities from Fannie Mae and Freddie Mac) have declined after thefinancial crisis. As of June 2013, total U.S. securities holdings byChina are $1.74 trillion, following closely behind the largest foreignholder, Japan at $1.77 trillion.

Foreign Direct Investment from ChinaIn addition to these foreign portfolio investments, the U.S. also

stands as the largest destination country for foreign direct investment(FDI) with $2.84 trillion of FDI stock in 2013 (historical-cost basis).The FDI inflows from 2009 to 2013 were $23 billion, $211 billion,$223 billion, $148 billion, and $188 billion, respectively. Compared

China to Cali...continued from pg. 1


BUSINESS JOURNAL • PAGE 8

DUFF & PHELPS/INLAND EMPIRE BUSINESS JOURNAL STOCK CHART

Duff & Phelps, LLCOne of the nation’s leading investment banking and financial advisory organizations. All stock data on this page is provided by Duff & Phelps,LLC from sources deemed reliable. No recommendation is intended or implied. (310) 689-0070.

Five Most Active Stocks

Advances 0Declines 5Unchanged 0New Highs 1New Lows 0

Monthly Summary7/21/14

American States Water Company (H)CVB Financial Corp. Monster Beverage Corporation Simplicity Bancorp, Inc. Provident Financial Holdings, Inc.

Monster Beverage Corporation 19,680,930 CVB Financial Corp. 4,951,180 American States Water Company 2,005,260 Provident Financial Holdings, Inc. 307,360 Simplicity Bancorp, Inc. 237,560

D&P/IEBJ Total Volume Month 27,182,290

Ticker 7/21/14 6/30/14 %Chg. 52 Week 52 Week Current P/E ExchangeClose Price Open Price Month High Low Ratio

AWRCVBFMNSTSMPLPROV

31.48 33.23 (5.3) 34.00 25.07 20.4 NYSE15.36 16.03 (4.2) 17.48 12.57 15.8 NASDAQGS64.74 71.03 (8.9) 75.63 51.15 30.4 NASDAQGS16.99 17.45 (2.6) 18.43 14.63 21.5 NASDAQGS14.23 14.54 (2.1) 18.62 13.75 15.0 NASDAQGS

August 2014

Notes: (H) - Stock hit fifty two week high during the month, (L) - Stock hit fifty two week low during the month, NM - Not Meaningful

Company Current Beg. of Point %ChangeClose Month Change

Monster Beverage Corporation 64.74 71.03 (6.29) -8.9%American States Water Company (H) 31.48 33.23 (1.75) -5.3%CVB Financial Corp. 15.36 16.03 (0.67) -4.2%Simplicity Bancorp, Inc. 16.99 17.45 (0.46) -2.6%Provident Financial Holdings, Inc. 14.23 14.54 (0.31) -2.1%

THE GAINERSTop five, by percentage

were all individuals. CT’s new $28 million develop-

ment project will feature a 212.5k-square-foot warehouse/distribution building on two parcels on Jurupaand a 145.9k-square-foot warehouse/distribution building onCatawba. Construction on both buildings is expected to begin inNovember, with completion slated for second quarter 2015. RGA ofIrvine is the architect of record for the project and ThienesEngineering Inc of La Mirada is the civil engineer. The general con-tractor has yet to be determined.

According to Carter B. Ewing, managing partner of CT Realty,the two buildings will be marketed offering five- to seven-year leaseterms. Ewing said that demand for “smaller” buildings in the InlandEmpire West has increasingly outstripped supply. “This acquisitionoffers an outstanding opportunity to develop and bring to market anindustrial product that is under-served in one of the most desirablelocations in Southern California,” Ewing said.

“Very few industrial class buildings below 200k square feet arecurrently available or under construction, while tenant demand forthese state-of-the-art facilities is exploding. Our development planhas been specifically designed to meet this market imbalance.”

Mark Zorn, Summer Coulter, Tom Taylor, Steve Bellitti and JoshHayes with the Ontario office of Colliers International represented all

the sellers in the transaction. CT Realty repped itself. The Colliersteam will handle the marketing duties for the development.

INVESTOR SPENDS OVER $200/SQUARE FOOT FORMURRIETA OFFICE PROPERTY

Village Walk Corporate Center, a two-building, Class A officeproperty totaling 37.7k square feet of space in the Inland Empire cityof Murrieta sold for $7.75 million, or around $205/sf. Built in 2004,the property is located at 41381 and 41391 Kalmia Street, adjacent toI-15 just west of the intersection with I-215.

The building at 41391 Kalmia Street is three stories in height andcontains 32.6k square feet of space. It was 96% occupied by 11 ten-ants at the close of escrow. The building at 41381 Kalmia Street totals5.1k square feet and is fully occupied by Pacific Western Bank. Thetwo assets are within the first phase of Village Walk Murrieta, a 65-acre mixed-use business park which includes more than 400k squarefeet of upscale shops, restaurants, seniors housing and office build-ings.

Avison Young Principals Dan Vittone and Alan Pekarcik, based inthe company’s Irvine office, represented the seller, Village WalkSquare LLC, as well as the buyer, Village Walk Murrieta, LP. “Thistransaction was a favorable one for both the buyer and seller,” com-ments Vittone. “The seller was able continued on page 11

Real Estate...continued from pg. 6


SALESSALES

How Can Employees Show Customers They Care? Strategies to Operationalize Caring

By Jon Gordon author of “The Carpenter”Caring about customers is

one of the best ways to differen-tiate your business and gainlong-term consumer loyalty. Buthow can employers operational-ize such a “soft” skill?

“Your best strategy is toteach your employees what car-ing about customers looks likein action,” says Jon Gordon.“Suggest specific tactics theycan employ. When they see howgood it feels to care—and howgood caring is for business—you’ll receive your team’s buy-in and continued participation.”

Gordon notes that most ofthe tips he shares can also applyinternally.

“Employees can apply theseprinciples to their interactionswith each other, too,” he says.“How you treat your coworkersis how you’ll treat customers—you can’t separate the two!”

Here, Gordon shares 11strategies employees can use toshow customers (and eachother) that they care:

Be present. Most modernworkers have so many responsi-bilities and distractions that it’stempting to listen to clients withonly one ear (or half an ear!).You know how it goes: Youmake the appropriate noises dur-ing a client call(“Mmmhmmm…I under-stand…No, that won’t be aproblem…”) while simultane-ously typing an email to some-one else. That’s why giving aclient your full attention is someaningful. Being fully presentsays, “I really care about youand what you need from thisorganization. You are my toppriority right now.”

“Leaders, your employeeswill be fully present with cus-tomers only if you give thempermission to be,” Gordonpoints out. “For instance, if youask someone why she didn’trespond to your email sooner

and she tells you that she was onthe phone with a client, youneed to be okay with that. Youcan take a cue from Zappos,which encourages their employ-ees to spend more time on thephone with their customersinstead of creating time limitslike many customer service callcenters. Instead of rushingthrough calls, Zappos employ-ees focus on being present andcaring.”

Say it with a smile. Smileand be polite during all cus-tomer interactions. “Can I helpyou?” said with a smile has avery different effect from thesame words said without one. Ifyou don’t feel like smiling atany given time, Gordon advisesyou to think of your favoritejoke or funny movie scene andmake yourself smile. It has beenscientifically proven that the actof smiling improves your moodand can reduce stress! (Actually,a fake smile produces morestress relief. Just so you know.)

Call customers by name.When interacting with a cus-tomer, ask her name—thenremember it and use it.Referring to someone by namedemonstrates that you see her asan individual with unique needsand preferences, as opposed to“just a number” or a source ofincome.

Extend a genuine offer tohelp (but don’t hover). It’strue; no one appreciates “that”salesperson who shadows yourevery step as you browsethrough a store, asking youevery two minutes if you needany help. But that doesn’t meana single, simple, heartfelt,“Please let me know if you haveany questions or need any helpwhile you’re here” won’t beappreciated. It will! Even if acustomer knows exactly whatshe wants, where to find it, andhow to use it, the fact that you

noticed her and offered yourassistance will make a positiveimpression and send a powerfulmessage about your company.

Be generous with yourtime. When someone does havea question or requests help,don’t rush through the task ofexplaining your company’s pol-icy or toss off a piece of cannedadvice—take your time andreally help the customer. It’s aconversation, not a lecture.Gordon suggests you ask ques-tions and listen to your cus-tomers.

This lets them know youcare about them and theirthoughts, and it helps you to bet-ter understand their concerns soyou can help them. Keep inmind this quote from TheCarpenter: “The world is filledwith those who get things donethe fastest and the cheapest, butit needs more artists, craftsmen,and craftswomen. When youbecome a craftsman in a worldof carpenters, you will stand out,and people will clamor to workwith you.”

Stay calm and respectful atall times. (Resist the temptationto get defensive.) Sometimes it’seasier said than done, but youshould always strive to treat cus-tomers with respect and defer-ence. Often when a customer isupset (or perhaps even hostile),using soothing words that showyou care can have a powerfulcalming effect. “I’m sorry youwere dissatisfied with yourexperience. Would you mindtelling me how we can improvein the future?” will be betterreceived than a perfunctory,“What was wrong with yourexperience?” or an exasperated,“I don’t think I can help you!”

Respond quickly andtouch base often. It’s simple:Return calls and emails prompt-ly. Whenever possible, try not toleave any unanswered emails or

voicemails overnight. And beproactive with updates, too.Don’t force a client to get intouch with you in order to learnthe status of an order, forinstance. Send daily or weeklyupdates—whatever is appropri-ate.

Build it up. There is no suchthing as a “perfect” job. Everyemployee in every industry hasthe occasional complaint aboutwork. But that doesn’t mean youshould dwell on them or airthem gratuitously.

When you’re talking aboutyour company (especially ifyou’re on the clock), try to staypositive. Focus on the thingsyou like about your work,what’s going well, and whatyour organization has to offer.Spreading discontent to yourcoworkers can create internaldissent—and that comes acrossto customers in your attitude,even if you never utter a badword about your company tothem.

“Negative chit-chat dam-ages a brand and may send anundeservedly negative impres-sion about it to others,” Gordonpoints out. “If you care aboutyour organization, help build itup. If you don’t care, it’s timefor an honest self-evaluation ora new job.”

See the good. In Gordon’sbook, the carpenter tells his pro-tégé, “When you see the good,look for the good, and expectthe good, you find the good andthe good finds you.” You canapply this principle by makingan effort to stop thinking of cus-tomers as “annoying,” “needy,”“clueless,” or “a waste of mytime.”

Instead, choose to see thegood in them: “She is genuinelycurious about how this productis manufactured.” Or, “I admirehow responsible he is with his



COMMUNICATIONCOMMUNICATION

Your People Skills Are Getting Flabby: Seven Ways to Strengthen YourCommunication Skills by Loosening Your Smartphone Grip

Digital connectivity is no guarantee of a human connection. Communication expert Geoffrey Tumlin shares seven ways to step away from the screen and strengthen the communication skills that are essential

for productive and meaningful relationships.

In the always-on digital age,we’re all guilty of indulging incommunication shortcuts. Weemail our colleague Jim insteadof walking ten steps to hisoffice. We half-heartedly listento our kids while fooling aroundon our smartphone. We let anincoming call go to voicemailand reply with a text messageinstead of picking it up. Weemail a client instead of sched-uling a face-to-face meeting,which we know would be better.These shortcuts save time, butthey are costing us somethingvaluable: Some of our “oldschool” communication skillsare getting dangerously rusty.

“Our overwhelming prefer-ence for quick and easy commu-nication is causing our more dif-ficult communication skills toerode from lack of use,” saysTumlin, author of “Stop Talking,Start Communicating:Counterintuitive Secrets toSuccess in Business and inLife.” “It’s easy to email aclient, but far more difficult topersuade the same person inreal-time that our product isbest. Telling squabbling col-leagues to ‘grow up’ mightmake us feel better momentari-ly, but helping them resolvetheir conflict might improvetheir relationship forever. Andcomplaining that our boss ‘justdoesn’t get it’ is much easierthan trying to engage her in aproductive discussion about alegitimate work issue.

“To keep our more difficult,but essential, communicationskills limber in an environmentwhere quick and easy communi-cation is the norm, it’s essentialto regularly exercise our higher-order communication skills,”recommends Tumlin. “Thekinds of productive and mean-

ingful relationships we wantcan’t be sustained by emails andtexts alone. When we reach forour more difficult higher-ordercommunication skills, we needthem to be up to the challenge.”

Here, Tumlin shares sevenways to strengthen our vitalhigher-order communicationskills:

Offer praise. Praisingsounds easy, but it’s harder thanit looks because we do it infre-quently and because it often cre-ates an awkward moment. “Acommon disconnect in organiza-tions is that supervisors thinkthey give plenty of praise, butsubordinates feel like they neverget enough,” says Tumlin.“Remedy that by looking foropportunities to provide work-related compliments.

“Delivering praise in realtime (that is, face-to-face or byphone) is a higher-order com-munication exercise because itforces us to push through theawkward moment that oftenaccompanies a compliment for ajob well done,” he adds. “Andpersevering past awkward con-versational moments withoutabandoning an interaction helpsinoculate us against giving uptoo easily.”

Give negative feedback.We may praise infrequently, butour record for providing nega-tive feedback is much worse.Most feedback never gets com-municated for a simple reason:We don’t like giving it, and theother person doesn’t like receiv-ing it. And people who claimthey like giving negative feed-back aren’t giving feedback atall—they’re criticizing.Unfortunately, there’s one smallproblem with criticism: It neverworks!

“The failure to give negative

feedback is a major opportunitylost. An enormous amount oforganizational learning neverhappens because it’s easier to siton important feedback than togive it,” Tumlin says. “Givingtimely and relevant negativefeedback is a true test of ourhigher-order communicationskills because it forces us to dosomething we’d rather not do,and it forces us to continue pastthe resistance to our message.”

Persuade. Trying to land aclient? Negotiating a deadlinewith a colleague? Trying to con-vince your spouse to spend theholidays with your family thisyear? See how well you do in areal-time conversation insteadof hunkering down to write anemail.

“Sending a computer-medi-ated message doesn’t test yourability to think on your feet andadapt your persuasive messagein real time,” says Tumlin. “Nomatter how good you are atorganizing a persuasive email,some of your important influ-ence attempts will happen face-to-face. Instead of being caughtflatfooted—especially when thestakes are high—exercise yourreal-time persuasion skills withenough frequency so you stayquick on your feet.”

Argue. Few skills have suf-fered more in the digital agethan our ability to argue intelli-gently. Online comments arefilled with ad hominem attacks,invective, and worse; accusatoryemails fly back and forthbetween otherwise rational peo-ple; and it often seems like allwe are doing online is arguingright past each other. We need tomake a concerted effort to shedthe counterproductive arguinghabits we’ve picked up in thedigital age and revitalize our

ability to thoughtfully and effec-tively make our points.

“Arguing is an essentialcommunication skill,” saysTumlin. “Knowing how toexpress ourselves when we dis-agree is what prevents smallissues from becoming largeproblems. Arguing—sensibly,smartly, and effectively—is ahigher-order communicationskill we can’t afford to lose. It’snever been easy to keep emo-tions from seizing control ofarguments. But without practice,we won’t stand a chance, andour most important relationshipswill suffer the damage.”

Offer support. Sometimes,posting a condolence note onFacebook or sending a support-ive email to a struggling col-league just isn’t enough. Whenthe chips are down for peoplewe care about, we need commu-nication skills that can step upand provide real comfort.

Face-to-face messages ofsupport are just plain powerful,but they often don’t get deliv-ered, because we convince our-selves that we don’t know whatto say. But that’s a mistake, saysTumlin.

“A good rule of thumb whenproviding support is the less cer-tain you are about what to say,the simpler your message shouldbe,” recommends Tumlin. “Tella colleague who’s just receiveda career setback that you believein her. Tell your grieving bossthat she’s in your thoughts. Tellyour upset friend that you’rethere for her. That’s enough toshow that you care and to makea connection.

“And if your support hap-pens to cause an outpouring ofemotion, perfect words stillaren’t necessary,” he adds.



to dispose of a stable asset that isoutperforming the immediate sub-market, and the buyer acquired a

high-quality asset below replacement cost.” The City of Murrieta is situated within southwestern Riverside

County. Murrieta – part of the greater Temecula Valley market, whichincludes the cities of Temecula and Menifee – has emerged as a majoremployment center for the local area. Murrieta’s projected expandingemployment base and the region’s affordable housing provide favor-able conditions for commercial real estate investment now and in theforeseeable future.

INVESTOR BUYS HESPERIA SINGLE-TENANT RETAILBUILDING OCCUPIED BY K-MART

A 66.4k-square-foot retail building in Hesperia sold for $5.25million ($79/sf) in an all-cash transaction. The single-tenant buildingis occupied by Kmart is located at 16968 Main Street, within theMidtown Square Shopping Center.

Built in 1987, Midtown Square Shopping Center is the dominantneighborhood shopping center in the trade area, with Kmart beingone of the original anchors of the center. Other anchor tenants includea recently opened Stater Bros. and Orchard Supply Hardware.

The Progressive Real Estate Partners team of Brad Umansky andFrank Vora represented the seller, The Burokas Family Trust. Thebuyer, a private California-based real estate investment company,was repped by David Chasin at Pegasus Investments.

“This building represented a unique opportunity for the buyer tocomplete a 1031 exchange while acquiring an anchor space at sub-stantially below replacement cost in the best neighborhood center inthe trade area,” noted Umansky.

REXFORD INDUSTRIAL REALTY COMPLETES 111KSQUARE FOOT IE INDUSTRIAL PURCHASE

Rexford Industrial Realty has acquired Dupont Business Center,a two-building, 110.9k-square-foot industrial complex in the InlandEmpire, for $10.2 million ($91/sf). Funding for the acquisition wasprovided by availability under the company’s line of credit. The dealmarks Rexford’s 10th acquisition year-to-date, totaling $97.1 million.

Built in 2001, Dupont Business Center is a Class A asset situatedon 5.7 acres in Ontario. The property has institutional-quality fea-tures for smaller space sizes including: ESFR fire sprinklers, highclear heights, a location within a Foreign Trade Zone with close prox-imity to the Ontario Airport, and favorable access via the I-10, I-15and SR 60 highways.

According to Rexford Co-Chief CEOs Howard Schwimmer andMichael Frankel, the property is 100% occupied by five tenants. Overtime the company plans to divide the larger spaces to enable higherrents upon re-tenanting.

The property is located in the Ontario / Inland Empire West sub-market, which is comprised of 250.8 million square feet of industrialspace. According to CBRE, the vacancy rate in the Ontario / InlandEmpire West submarket continues to improve and stood at 3.2% atthe end of the first quarter 2014, with the overall Inland Empire mar-ket at 4.0% at the end of the first quarter 2014.

BASCOM GROUP AND OAKTREE CAPITALMANAGEMENT TO INVEST $250 MILLION IN VALUE-ADDMULTIFAMILY PROPERTIES

The Bascom Group and Oaktree Capital Management have creat-ed a new venture to acquire $250 million in value-added multifamilyproperties throughout the United States. Oaktree is contributingfunds under its management to the venture.

The venture has already completed its first acquisition, The

Springs Apartments, a 320-unit garden-style community in Coronathat traded for $43.2 million ($135k/unit). The property is located at650 Ebbcreek Drive, west of I-15 and north of the 91 Freeway. Debtfinancing was provided by OneWest Bank and sourced by BrianEisendrath of CBRE.

The Springs was built in 1987, and consists of 20 residentialbuildings on a sprawling 13.3-acre site located in West Corona. Theunit mix is comprised of 25% one-bedroom and 75% two-bedroomunits with fully equipped kitchens and balconies or patios in all apart-ment homes.

Common area amenities include two pool areas, fitness center,and a well-landscaped central courtyard with tot-lot and grilling sta-tions. The property is well located with direct access to the greaterOrange County and Los Angeles Metro areas. With excellent proxim-ity to major employers, transportation corridors, shopping, diningand entertainment along the busy I-15/91 Corridor, the Springs is anattractive choice for Southern California renters.

Lee Nguyen, senior vice president of operations for Bascomexplains, “We have seen a steady improvement in the Corona sub-market over the past year. Both rents and occupancies have strength-ened. Ultimately, we feel that the Springs is ideally positioned to ben-efit from a new ownership team that is ready to work hard to improvethe tenant experience at the property.”

PLANNING UNDERWAY FOR FUTURE DEVELOPMENTAT VICTORVILLE’S SOUTHERN CALIFORNIA LOGISTICSAIRPORT

The Southern California Logistics Airport (SCLA) in the HighDesert city of Victorville is nearly 100 percent leased, prompting theairport to determine its next growth areas. Since becoming SCLA in1999, the City of Victorville has overseen the build-out and leasingof approximately 3.5 million square feet of industrial space at SCLA.Phase Two of the City’s industrial growth plan for the airportinvolves attracting build-to-suit tenants to continue the developmentof this growing industrial and aerospace hub.

Milestones of SCLA’s industrial growth began with its first majorindustrial transaction in February 2001, with a 22-acre ground leaseto the High Desert Power Project to construct a $350 million, 750-megawatt power generating facility.

From there, SCLA attracted a 13.5-acre ground lease withGeneral Electric in 2002; a 450k-square-foot lease with NewellRubbermaid in 2007; four build-to-suit hangar projects for LeadingEdge Aviation Services, Pratt Whitney, FedEx and VictorvilleAerospace in 2007; and a 300k square foot lease with PlastipakPackaging in 2009.

In 2010, Dr. Pepper Snapple Group completed the construction ofits 850k-square-foot manufacturing and warehouse facility at SCLAto serve the company’s entire West Coast beverage-consumingdemand. In 2011, M&M/Mars relocated its refrigerated candy ware-house operation to approximately 500k square feet of building spaceat SCLA. Recent development at SCLA has included a 500k-square-foot lease with United Furniture Industries in 2012 and a 100k-square-foot lease with The Boeing Company in 2013.

Upon the successful leasing of nearly 100 percent of SCLA’sindustrial and hangar space, SCLA’s launch of this next phase ofindustrial development represents another milestone in the City ofVictorville’s growth.

The next phase involves identifying build-to-suit opportunitiesfor new users, both inside and outside of the airfield fence. The Cityof Victorville is home to the Southern California Logistics Airportand is located approximately 90 miles northeast of Los Angeles withconvenient access to major interstates, railways, trucking routes andinternational airports, making it one




EXECUTIVE NOTESEXECUTIVE NOTESown company’s money.” Or,“Getting their business is a big winfor our company.” Customers will

notice and appreciate the change in your attitude.Don’t make it all about business. During any prolonged or fol-

low-up interaction with a customer, ask them, “How are you doing?”Make an effort to learn about return clients on a personal level as wellas a professional one and follow up on what you discover. If youknow that an individual recently had an important event—a wedding,birthday, or even a big presentation—ask him how it went. People aresurprised and pleased when you remember what’s going on withthem—precisely because the assumption today is that most peopledon’t care about what’s going on outside their own bubbles.

Always go the extra mile. Constantly look for ways to make theservice you provide just a little bit better. Gordon points out that evenone percent more time, energy, or thought can make a big difference.Even small actions (like walking a customer to the door after check-ing them out, taking five extra minutes to return a call before goinghome, or calling a patient to follow up after they visit your healthclinic) mean a lot.

Gordon cites a personal example of something little that has madea big impact on him: “Oceanside Cleaners near my home replacesmissing buttons on my dress shirts at no extra charge. This ‘little’service has earned my loyalty because it shows that Oceanside caresabout the quality of my clothes and my satisfaction with their servic-es.” And those employees who, despite your best efforts, just don’t orwon’t care? “You need to move these people out of your organization(they won’t be top performers if they don’t care),” Gordon instructs.“Caring as a success strategy works only when all of your employeesare on board. Think about it: It takes only one dismissive salespersonor rude customer service rep to drive a client away. And you can betthat client will spread the story of how poorly he or she was treatedby your company!”

To learn more, please visit www.jongordon.com.

Employees Show...continued from pg. 9

Mutual of Omaha Bank Appoints Senior Vice President in Rancho Cucamonga

Mutual of Omaha Bank has appointed Kirk Malmrose seniorvice president and commercial relationship banker covering the LosAngeles market. Malmrose will work with Los Angeles area busi-nesses, offering a full portfolio of commercial banking and commer-cial real estate lending solutions.

Malmrose has 25 years of banking experience providing financesolutions for all businesses and property types. He has both large andsmall loan financing experience, including debt, mezzanine and equi-ty.

Malmrose earned his bachelor’s degree from Brigham YoungUniversity (BYU) and his masters of business administration infinance and real estate from the UCLA Anderson School ofManagement. He is a licensed real estate broker in California and hasbeen a guest lecturer at USC’s Marshall School of Business and CalLutheran University.

Mutual of Omaha Bank is a full-service bank providing financialsolutions to individuals and businesses across the United States. Withnearly $7 billion in assets, Mutual of Omaha Bank is a subsidiary ofMutual of Omaha, a Fortune 500 insurance and financial servicescompany founded in 1909. For more information about Mutual ofOmaha Bank, visit www.mutualofomahabank.com.

Simoneau Joins First American Title InsuranceKelly Simoneau has joined First American Title Insurance

Company as senior commercial escrow officer based in the compa-ny’s office at 3281 E. Guasti Road, Suite 440, Ontario, Calif. 91761.

In her new position with First American Title’s NationalCommercial Services division, she will provide closing services forcommercial transactions nationwide, from the receipt of the contractthrough funding and disbursement.

Simoneau brings more than 20 years of experience in the titleinsurance industry, spanning both commercial and residential mar-kets. She has previously held escrow management and officer posi-tions at national and regional title insurance companies.

CSUSB Names New Director of AcademicTechnologies and Innovation

Michael Chen, who has served as a faculty member and directorof academic technologies at several universities around the country,is Cal State San Bernardino’s new director of academic technologiesand innovation. Chen most recently was the executive director foracademic technologies at St. Mary’s University in San Antonio,Texas, will serve as CSUSB’s senior academic technology officer,said Samuel Sudhakar, the university’s vice president for informationtechnology services and chief information officer.

“Dr. Chen will provide leadership in all aspects of academic tech-nologies, including instructional design, online and hybrid deliverytechnologies, classroom technologies, distance learning, ACRC andspecial events,” said Sudhakar. “He will work closely with Dr. KimCostino and the Teaching Resource Center, the provost’s office, andacademic deans and chairs to support faculty-led innovation, and fos-ter and support the academic mission of CSUSB.”

Chen, who started his new job at CSUSB on July 15, has nearly25 years of experience as a faculty member and as director of aca-demic technologies at several universities and brings a wealth ofideas to move academic technologies forward at CSUSB, Sudhakarsaid.

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Inland Empire’s Largest Employers(Ranked by Number of Inland Empire Employees)

Company Name # Employees (IE) Nature of Business Employee Services: Marketing Contact Top Local ExecutiveAddress # Employees (Nationwide) Van or Carpool Title TitleCity, State, Zip Yr. Est. IE Health Club on Site Phone/Fax

Daycare on Site E-Mail Address

County of San Bernardino 19,000 Local Government Yes Paula Nowicki Gregg Devereaux1. 385 N. Arrowhead Ave. 5th Floor N/A No Chief of Staff CEO

San Bernardino, CA 92415-0110 1853 No 1st District (909) 387-5417/387-5430www.sbcounty.gov

County of Riverside 18,400 Local Government Yes Bob Howdyshell Jay Orr2. 4080 Lemon St., 4th floor N/A No Director, Purchasing & County Executive Officer

Riverside, CA 92501 1893 No Material Services (951) 955-1000/955-1105

Stater Bros. Market 18,221 Supermarkets Yes Dennis McIntyre Jack H. Brown3. 301 S. Tippecanoe Ave. N/A No Group SeniorV.P. Marketing CEO

San Bernardino, CA 92408 1936 No (909) 733-5000

United Parcel Service 8,600+ Transportation No Mario Archaga Scott Davis4. 2930 Inland Empire Blvd., Ste. 110 358,000 No Middle Market Manager CEO

Ontario, CA 91764 1907 No (800) 742-5877/877-1508

S.B. City Unified School District 8,574 Education No Linda Hill Dr. Dale Marsden5. 777 North F St. 5,000 No Director of Communications Superintendent

San Bernardino, CA 92410 1964 No (909) 381-1100/885-6392www.sbcusd.kiz.ca.us

Ontario International Airport 7,695 Aviation Yes Mark Thorpe Jess Romo6. 1940 E. Moore Way No Air Service Marketing Director Airport Manager

Ontario, CA 91761 1940 No (909) 937-2700/[email protected]

University of California Riverside 7,618 Higher Education Yes Marcia Mc Quern Kin Wilcox7. 900 University Ave. N/A Yes Associate Vice Chancellor, Chancellor

Riverside, CA 92521 1954 Yes Strategic Communications (951) 827-1012/827-3866www.ucr.com

Loma Linda University Medical Center 6,147 Medical/Health Care Yes Tammy Veach Ruthita Fike8. 11234 Anderson Ave. 6,147 Yes (Close by) Administrative Director CEO/Administrator

Loma Linda, CA 92354 1905 Yes (Close by) (909) 558-1000/558-0308

Kaiser Permanente Medical Center 6,000 Health Care Yes John Gustafson Greg Christain9. 9961 Sierra Ave. 156,000 No Dir. Sales & Marketing, I.E. Executive Director

Fontana, CA 92335 1943 No (909) 427-5269/427-7193

Riverside Unified School District 5,500 Education No Dianne Pavia Dr. David Hansen10. 3380 Fourteenth St. No Mgr., Comm. & Public Relations District Superintendent

Riverside, CA 92501 1871 No (951) 788-7135/788-5668www.rusd.k12.ca.us

Corona/Norco Unified School District 5,147 Education No Tom R. Pike Dr. Michael Lin11. 2820 Clark Ave. 4,926 No Executive Services Superintendent

Norco, CA 92860 1893 No (951) 736-5000/736-5015www.cnusd.k12.ca.us

Pechanga Resort & Casino 4,800 Casino/Resort No N/A Rudy Prieto12. 45000 Pechanga Pkwy No General Manager

Temecula CA 92883 1995 No (951) 693-1819/303-2571www.pechanga.com

Fontana Unified School District 4,700 Education No Dr. Richard Stedry Leslie Boozer13. 9680 Citrus Ave. N/A No Deputy Superintendent of Business Superintendent

Fontana, CA 92335 1956 No (909) 357-5000/357-5012www.fusd.net

Verizon 4,519 Telecommunications Yes Dave Sorg Sussan Rose14. 112 S.Lakeview Canyon Rd. 82,000 No Regional Marketing Director Area Manager/Customer Ops.

Thousand Oaks, CA 91361 1953 No (760) 327-8600/327-4105

Abbott Vascular 4,500 Medical Device Manufacturer No N/A Ken Carlisle15. 26531 Ynez Rd. No Director of Customer Service

Temecula, CA 92591 1983 No (951) 914-2400

Moreno Valley Unified School District 3,784 Education No Scott Johnson Dr. Judy White16. 25634 Alessandro Blvd. N/A No Public Information Officer Superintendent

Moreno Valley, CA 92553 No (951) 571-7500/571-7574www.mvusd.kiz.ca.us

Riverside Community College 3,753 Higher Education Yes Jim Parsons Dr. Greggory Gray17. 4800 Magnolia Ave. N/A Yes Assoc. V.P. Public Affairs Chancellor

Riverside, CA 92506 1916 Yes (951) 222-8000/222-8670www.rcc.edu

Pomona Unified School District 3,462 Education No Tim McGillivray Richard Martinez18. 800 South Garey Ave. N/A Yes Program Administrator, Superintendent

Pomona, CA 91766 1954 No Communications (909) 397-4800/397-4881www.pusd.org

San Manuel Band of Mission Indians 3,271 Indian Tribe WND N/A Ari Housepyan19. 26569 Community Center Dr. WND CFO

Highland, CA 92346 1986 WND (909) 864-8933/864-3370www.sanmanuel-nsn.gov

Kaiser Foundation Hospital - Riverside 3,200 Acute Care Hospital Yes James Travis Vita Wilett20. 10800 Magnolia Ave. 149,000 No Area Marketing Director Executive Director

Riverside, CA 92505 1953 No (951) 353-4600/353-4611

continued on page. 16


TIME MANAGEMENTTIME MANAGEMENT

13 Tips for Thriving in a To-Do List-Dominated WorldIf you’re tired of being stressed out and overworked, Andy Core has some advice that will help you take back

your to-do list and become the CEO of your life. He offers a few tips on how to stop struggling and start thriving.

As hard as I work every day,shouldn’t I have “arrived” bynow? It’s a question that nags atyou as you slog through eachday, bound to the tyranny ofyour to-do list, one eye con-stantly on the clock. It seems allyou do is work, but you haveonly mediocre results to showfor it. Once, you had big goalsand the confidence to achievethem, but now all you feel istired, stressed, and overbur-dened. It seems the dreams youonce had—of leading yourdepartment, being the top sales-person, joining the C-suite—have disappeared into the quick-sand that has become your dailylife.

If this scenario describesyou, Andy Core says you’re nota loser. Like so many others,you’re an unwitting victim oftoday’s demanding work cul-ture, not to mention bad habitsthat are sabotaging your bestefforts.

“As you go through life, youdevelop habits and routines thatyou think will help you suc-ceed,” says Core, author of thenew book “Change Your Day,Not Your Life: A RealisticGuide to Sustained Motivation,More Productivity, and the Artof Working Well.” “Problem is,many of those patterns probablydon’t work for you personally.What’s productive for yourcoworker may not work well foryou, for example. Or a strategythat was effective five years agomay no longer work.”

Even your instincts can leadyou astray, he says. But you canchange habits and patterns thatdon’t serve you. You can refocusyour attention, redirect yourthoughts, and generate greatermotivation, energy, optimism,and creativity, as well as morerewarding relationships.

A credentialed, award-win-ning thought leader on increas-

ing employee engagement, Coreis the perfect coach to help youbecome what he calls a“Thriver”: someone who workshard, meets or exceeds expecta-tions, and enjoys high levels ofpersonal and professional suc-cess, accompanied by (and thisis the best part) lower stress lev-els.

His book gives readers thetools to create precisely thattype of life. It also includes acurriculum to help companiesreengage employees, improvecommunication, retain talent,and boost innovation—all ofwhich catapult overall prof-itability.

“To start reclaiming thegoals that once inspired andexcited you, you’ll have tochange the way you approachyour day,” says Core. “Insteadof a worker whose actions aredictated by supervisors and to-do lists, you’ll need to begin act-ing like the CEO of your ownlife.”

Read on for a few CEO-wor-thy tactics that will help youstart thriving immediately:

Figure out what’s doablein a day. In Change Your Day,Core writes about a womannamed Janet. She came to himhoping that he could help herfind some semblance of balance.She was overworked, over-stressed, and overweight. Shehad no time to exercise or tospend with friends and family.She was constantly on the goand fueled by caffeine, with nochance to recuperate betweenprojects. Not surprisingly, Janetwanted to change her life.

“Initially, Janet was disap-pointed when I told her thatchanging her life was just toohard,” Core recalls. “But Iexplained that turning yourwhole life around is too big agoal. You can’t sustain thatmany major changes at once.

Instead, I told Janet, I simplywanted her to change her day. Iwanted her to reengineer herroutine a little bit at a time, oneday at a time, cutting out a smallstressor here, and adding in amore productive habit there.Our whole strategy was to makesmall, doable changes thatwould, over time, create anunstoppable momentum.

“You must do the same,”Core adds. “You must set realis-tic boundaries. You must creategoals that can be accomplishedin the space of a day.Remember, nearly all problems,challenges, and needs are bestfaced if they are brought downto the scale of ‘what can be doneright now’ by taking on ‘onesmall piece’ of a difficult situa-tion.”

Get big things done before9:00 a.m. (instead of snoozing,procrastinating, and lurkingat the water cooler). Evernotice how your morning setsthe tone for your whole day? AsSir Isaac Newton famously said,“Objects in motion tend to stayin motion.” So if an object (you)gets a groggy, frustrating start,you’ll probably feel sluggishand behind the eight-ball all daylong. However, if you start yourday with positive and productiveideas, actions, thoughts, andfeelings, you’re likely to gainmomentum throughout the day.

“Here’s an example of whatI’m talking about,” Corerecounts. “I know a top sales-man named Barry whose dailypattern involves getting upearly, exercising, eating break-fast, spending time with family,and accomplishing severalmeetings or other work activi-ties before 9:00 a.m. By the timehis colleagues are settling intothe starting blocks, Barry hasalready blown through severalimportant tasks on his to-do list,

and he’s geared to continue thatpace for the next several hours.

“The point here isn’t howearly Barry’s alarm rings—it’sthat he makes the most of thefirst several hours of his dayinstead of snoozing and procras-tinating, as so many of us do,”Core notes. “The truth is this:What you do first matters.”

DO first, then KNOW (notthe other way around). Mostpeople believe that the knowl-edge that something is importantshould make you want to do it.But in reality, that’s not the case.So, why don’t we do what weknow we should do? If we knowspending less time on Facebookwill make us more productive,why won’t we just commit tospending an hour less on the siteeach day? If we know settingaside 30 minutes to walk or jogeach day will make us healthier,why aren’t we jumping up offthe couch right now?

“Study after study showsthat knowledge alone usuallyisn’t enough to impact ourdesires,” Core shares. “In fact,the opposite is true. First, youmust do something—like bitethe bullet and put on your work-out clothes! If you experiencepositive feelings, attitudes, andresults because of your action,you will learn that whatever youjust did is good, and you’ll wantto do it again, and again, andagain. Over time, you’ll developa new habit, and you’ll becomean evolved person.

“In other words, you mustDO in order to KNOW in orderto BE different,” he adds.“Remember, nothing in your lifegets better until your daily pat-terns get better.”

Own up to your junkhours. “Junk hours” are a littlelike junk food: While they pro-



omable.And it is puzzling how an average Chinese household in

Shanghai with a per capita GDP of $14,500 can afford a condo thatcost nearly $1 million. In other words, it is evident that the housingbubble cannot go on and escalated home prices are not based on real-istic rent/income flow but based on speculative capital gain of thefuture? When China’s home prices turned around this year, the spec-ulative expectations were gone. The deflating real estate price willcontinue until it is closer to the fundamentals.

Table 1 also explains why we have seen many smart Chineseinvestors bring in cash to buy properties in Los Angeles over the pasttwo years. Because it is a much better deal to be a landlord in L.A.collecting $3,000 monthly rent rather than one in Shanghai collecting$1,400. We suggest that commercial real estate in China move in tan-dem with residential real estate simply because most of China’s busi-ness booms in the past several years have been related to or driven byresidential real estate.

Where to Invest in the United States?The next question is, where should smart Chinese money invest

in the U.S.? The most important factor is that the city should have asizable market to provide the sufficient depth and liquidity for smalland big international investors. We use the percentage of the realestate industry’s GDP for major metros in the nation to extrapolatethe commercial and residential real estate values (current cost). Thereal estate business GDP (including rental and leasing) in the U.S. isabout $1.84 trillion, in which New York metro takes 12% of the mar-ket share, L.A. metro has 7.3%, followed by Chicago’s 4.4%,Washington DC’s 3.7% and San Francisco’s 3.2%.

In 2013, the total commercial real estate asset value in the U.S.(in current cost) was about $6.89 trillion and the total residential realestate value was about $16.26 trillion. Based on our extrapolation,New York has $825 billion value of commercial properties (currentcost) and $1.75 trillion value of residential properties in 2013. L.A.has $505 billion value of commercial properties and $1.07 trillion ofresidential properties. That said, these two largest metros are idealdestinations for Chinese money in commercial and residential realestate.

Low vacancy rates might predict higher growth for rents in thefuture. The multifamily market has a much lower vacancy rate thanthe office market nationwide.

In major metros, such as Los Angeles, Bay Area, andWashington D.C., the vast areas include high-rent (above$2,000 monthly) zip codes. In addition, the majority ofthe wealthiest 1% are concentrated in these metros. Forinstance, 7% of households live in New York while 15%of the wealthy households (households in the top 1% ofhousing wealth among the nation) live in the same metro.4.2% of households live in L.A. while 12.3% of wealthyhouseholds live in the same metro. Therefore, for thoserich Chinese investors who want to be neighbors of glob-al millionaires, these cities are the place to go.

The vacancy rates for industrial and retail marketsvary across cities. For the largest markets, New York andWashington DC have relatively low office vacancy rates.L.A., San Francisco, Philadelphia, Boston, Seattle, andHouston have moderate vacancy rates. Chicago, Miami,and Dallas have higher vacancy rates. L.A. has the low-est vacancy rate for the industrial market and a lowvacancy rate for the retail market. In summary, in addi-tion to its beautiful weather and its close proximity to theocean, L.A. would be an ideal city for Chinese real estateinvestors based on its

largest percentages of Asian immi-grants.

Real Estate Markets in Shanghai and Los AngelesIn the beginning, we suggested that the Chinese real estate bub-

ble is going to deflate for a prolonged period of time. Why? By andlarge, the price-to-income ratios and price-to-rent ratios of homes inChinese cities are three times higher than those in the U.S today. Andvacancy rates are at least 30% nationwide. China’s current bubble isbigger than Japan’s in 1990 and the U.S.’s in 2007. Therefore, it willbe wise to relocate investment from the Chinese real estate market tothe U.S. real estate market. Let me provide illustrative examples fromacross the Pacific Ocean. Table 1 lists specifications of two typicaltwo-bedroom condos from nice neighborhoods, one in Shanghai and

one in Los Angeles.A decent condo costs a lot in both Shanghai and Los Angeles

because both units are in an ideal city and a convenient location. InTable 1, we can see that the Shanghai condo was sold for $995,000and the L.A. condo was sold for $830,000 in March 2014. However,when we take a closer look, we find that the properties are quite dif-ferent. The Shanghai condo is smaller (1,248 sf) than the L.A. condo(2,116 sf). Thus, Shanghai’s price per square foot is almost twice asmuch as L.A.’s. Second, the monthly rent for the Shanghai condo($1,400) is much lower than L.A.’s ($3,300). Thus, the price to rentratio is 59 in Shanghai while it is 21 in L.A. If you think L.A. hous-ing prices are expensive, Shanghai’s housing prices would be unfath-




N/A = Not Applicable WND - Would not Disclose na = not available. The information in the above list was obtained from the companies listed. To the best of our knowledge the information supplied is accurate as of press time. While every effort is made to ensurethe accuracy and thoroughness of the list, omissions and typographical errors sometimes occur. Please send corrections or additions on company letterhead to: The Inland Empire Business Journal, P.O. Box 1979, Rancho Cucamonga, CA 91729-1979.Copyright 2014 by IEBJ.

Inland Empire’s Largest Employers(Ranked by Number of Inland Empire Employees)continued from page. 13

Company Name # Employees (IE) Nature of Business Employee Services: Marketing Contact Top Local ExecutiveAddress # Employees (Nationwide) Van or Carpool Title TitleCity, State, Zip Yr. Est. IE Health Club on Site Phone/Fax

Daycare on Site E-Mail Address

Pomona Valley Hospital Med. Ctr. 3,086 Acute Care Hospital Yes Kathy Roche Richard E. Yochum21. 1798 N. Garey Ave. 3,086 Yes Director of Marketing, President/CEO

Pomona, CA 91767 1903 Yes (not on site) Public Relations (909) 865-9500/865-9796www.pvhmc.org

Vons A Safeway Company 3,082 Grocery/Retail Yes Gary Rocheleau Steve Burd22. 618 Michillinda Ave. 200,000 Yes Vice President President

Arcadia, CA 91007 1906 No (626) 821-7000/821-7934

Chino Valley Unified School District 3,000 Education Yes Julie GoBin Edmond T. Heatley, Ed. D23. 5130 Riverside Dr. N/A Yes Marketing Director Superintendent

Chino, CA 91710-4130 1860 Yes (909) [email protected]

Colton Joint Unified School District 3,000 Education No Casey Cridelich Jerry Almendarz24. 1212 Valencia Dr. 1966 No Assistent Superintendent Superintendent

Colton, CA 92324 No of Business (909) 580-5000/876-6395www.colton.k12.ca.us

Morongo Casino, Resort & Spa 3,000 Casino & Resort No WND John James25. 49500 Seminole Dr. No General Manager

Cabazon, CA 92230 1984 No (800) 252-4499/849-3781

Arrowhead Regional Medical Center 2,945 Acute Care Hospital Yes Jorge Valencia William Foley26. 400 N. Pepper Ave. No Dir. Business Dev./Marketing Director

Colton, CA 92324 1999 No (909) 580-1000

City of Riverside 2,842 Municipal Government Yes Austin Carter Scott Barber27. 3900 Main St. N/A No Public Information Office City Manager

Riverside, CA 92522 1870 No (951) 826-5311/[email protected]

Temecula Valley Unified School District 2,834 Education No Danielle Clark David B. Allmen28. 31350 Rancho Vista Rd. N/A No Community & District Superintendent

Temecula, CA 92592 No Information Specialist (951) 676-2661/695-7121

Ontario-Montclair School District 2,583 Education No N/A Dr. James Hammond29. 950 W. D St. N/A No Superintendent

Ontario, CA 91762 1884 No (909) 459-2500/(909) 459-2542www.omsd.k12.ca.us

Desert Sands Unified School District 2,472 Education No Nancy Lavrusky Dr. Sharon McGehee, P.H. D.30. 47-950 Dune Palms Rd. N/A No Director of Purchasing Superintendent

La Quinta, CA 92253 1965 No (760) 777-4200/771-8505

Eisenhower Medical Center 2,300 Acute Care Medical Center Yes Lee Fowler Aubrey Serfling31. 39000 Bob Hope Dr. N/A Yes Director, Marketing & P.R. President/CEO

Rancho Mirage, CA 92270 1971 No (760) 340-3911/773-1850www.emc.org

Hemet Unified School Disrtict 2,270 Education No WND Dr. Berry Kayrell32. 1791 W. Acacia Ave. No Superintendent

Hemet, CA 92545 No (951) 765-5100/765-5115

Moreno Valley Campus Med. Ctr. 2,215 Hospital Yes Ellie Bennett Douglas Bagley33. 26520 Cactus Ave. N/A No Chief Operating Officer CEO

Moreno Valley, CA 92555 1893 No (951) 486-4470/486-4475

Jurupa Unified School District 2,100 Education No Matt Hahn Elliott Duchon34. 4850 Pedley Rd. N/A No Network Manager Superintendent

Riverside, CA 92509 1963 No (951) 360-4168/360-4194www.jusd.k12.ca.us

Hesperia Unified School District 2,049 Education No N/A Mark Mckinney35. 9144 3rd Ave. N/A No Superintendent

Hesperia, CA 92345 1987 No (760) 244-4411/244-2806www.hesperia.kiz.ca.us

Alvord Unified School District 2,000 Education No N/A Paul Jessop36. 10365 Keller Ave. N/A No Superintendent

Riverside, CA 92505 1896 No (951) 509-5000/509-5070www.alvord.k12.ca.us

California Institute for Men 2,000 State Prison No Mark Hargrove Tim Perez37. P.O. Box 128 N/A No Public Info. Officer Warden

Chino, CA 91710 1941 No (909) 597-1821/393-8699

California State Univ. San Bernardino 2,000 Higher Education Yes Cynthia Pringle Albert K. Karnig, Ph.D.38. 5500 University Parkway N/A Yes Director Public Affairs President

San Bernardino, CA 92407-2397 1960 Yes (909) 537-5000/880-5901www.csusb.edu

Murrieta Valley Unified School District 2,000 Education No Karen Parris Stan Scheer, Ed. D39. 26396 Beckman Ct. N/A No Media Communications Spec. Superintendent

Murrieta, CA 92562 1989 Yes (951)696-1600/304-1536www.murrieta.k12.ca.us

Riverside County Office of Education 2,000 Education No N/A Kenneth Young40. 3939 Thirteenth St., P.O. Box 868 N/A No Rvsd. Cnty. Superintendent of Schs.

Riverside, CA 92502 1893 No (951) 826-6530/826-6199www.rcoe.k12.ca.us


vide short-term pleasure, they con-tribute to long-term imbalance andexhaustion. For instance, junk hours

might include chasing rabbit trails on the Internet, shooting thebreeze with colleagues at the water cooler, checking email in order toavoid doing other work, or even attending an unnecessary meeting.

“In order to maximize each day, you need to own up to your junkhours,” Core instructs. “You need to identify when you’re goingthrough the motions of work, versus when real work is being done.Don’t be ashamed that your junk hours exist, because everybodyneeds to take breaks and shift gears. Your task now is to exchangeyour low-value ‘junk’ activities for ones that build greater health andvalue into your workday.

“For instance, I know one woman who, instead of taking an end-less string of coffee breaks, sets aside 20 minutes each afternoon toknit. I know another man who decided to spend his lunch hours eitherwith friends or going to the gym, instead of trying to squeeze in morework around bites of a burger. In both instances, these scheduledbreaks increased my friends’ energy levels and sense of well-being.They felt less of a need to take low-value breaks and began to expe-rience more productivity.”

Instead of adding to your to-do list, build a new pattern.Maybe you’re thinking, Sure, I’d like to change my day, but thethought of adding a boatload of items to my already out-of-control to-do list makes me want to crawl back into bed. I can’t handle any moretasks and responsibilities! If that sounds familiar, take a deep breath.The changes that build momentum are rooted in decisions, not addi-tional tasks. “To build a productive new pattern into your life, youusually won’t have to add new tasks to your day,” Core confirms.“Instead, you’ll simply do what you are already doing, or want to do,in a way that becomes habitual. For instance, if you want to wake upan hour earlier so that you can jump-start the day, you simply have tochange the time your alarm rings and the time you go to bed. If youwant to be more productive at work, you might have to replace aim-less procrastination with scheduled breaks. In both cases, you’rechanging the way you perform existing tasks, not adding new ones.

“Remember, though, it isn’t sufficient to simply trigger the startof a new behavior,” he adds. “You need to make sure that you have amotivating reason to make this change, as well as the confidence andenergy to sustain it so that it becomes a pattern.”

Start with one thing. Then add another. Then another. Losingweight is one of the most commonly made New Year’s resolutions.It’s also one of the most commonly abandoned. Core says that’sbecause people think of losing weight as a singular change. It’s not.To lose weight, a person will need to eat healthier, eat smaller quan-tities, and become more physically active. That’s three changes. Andeach of those sub-changes has many smaller components; forinstance, eating healthier might involve drinking more water and lesssoda, eating more fruits and veggies, reducing refined sugars, etc.That’s a lot of changes to keep track of! “The point is, don’t take onmore than you can handle,” Core says. “Break each goal down to itssmallest components, then pick one of them to tackle. Pursue thischange until it becomes a habit, then move on to the next one. Startwith one thing and don’t add another until you’re ready. Positivemotion creates positive emotion.”

Make a big-box checklist. It’s a given that you have a to-do list.Maybe it’s on paper, on your smartphone, or just in your head…butyou have one. It’s also highly likely that your list isn’t as useful as itcould be. Too often, you get stuck doing the urgent instead of theimportant. Core has a solution: Make an actual, on-paper checklist

each afternoon for the following day or each morning. Put a box byeach task—the more important that task is for you to complete thatday, the bigger its box should be.

“I focus first on my big-box tasks,” Core explains. “At the end ofthe day, if most of them have checkmarks, it’s generally been a goodday! Yes, prioritizing my daily list by the size of the boxes on it maysound simplistic, but it has made me feel much more accomplishedand satisfied with my day. It also has helped me relax in the eveningsbecause it is easier to remember the big boxes I’ve checked off, there-by making it easier to leave work at work. I’m no longer distractedby each shiny ball that rolls by—I’m able to ignore them and train myfocus on what’s really important.”

Think about it so you don’t have to think about it. We all have“those” tasks and obligations that eat up a lot of our time, that we finddifficult and frustrating, or both. For instance, when you come homeat the end of each day, maybe you find yourself standing in the mid-dle of your kitchen with no clue what to cook for dinner. Core recallsthat as a hunt-and-peck typist, he was once slowed down and aggra-vated by the need to produce papers and reports. “Figure out wherethese areas are for you and commit to learning a new pattern,” heurges. “For me, that meant buying a book and relearning how to typeusing a two-hand method. In the cooking example above, that mightmean getting into the habit of planning meals and shopping for theiringredients each weekend. Yes, learning new patterns can initially betedious and laborious. But once they’ve taken hold—often in threeweeks or less—they’ll speed up your performance, streamline youreffort, and lower your stress. By putting in some thought about ‘prob-lem areas’ now, you’ll save yourself from having to think about themlater. Eventually, this method changes once-tedious tasks into auto-matic, ‘I don’t have to think about it’ behaviors.”

Infuse meaning into your work. First, let’s get one thingstraight: Doing meaningful work does not mean that you will “love”every second of it. “Meaning” can simply be a recognition of whatyou enjoy about your work. With that understanding, though, you’llbe more motivated, productive, and satisfied. Core recommendscompleting the following exercise:

• Focus on what gives you the greatest joy and meaning atwork—be able to define it.

• Reflect on how you are making a difference at work andthrough your work—be able to give examples.

• Reflect on the meaning of your work as it relates to your corevalues.

• And then…seek to increase what you enjoy!“You’ll come to find that the ‘administrivia,’ the mundane and

routine chores required of you, and the not-so-exciting aspects ofyour work become easier to do and get completed more quickly ifyou have a strong focus on what you do find exciting, rewarding, orfulfilling,” Core promises. “Personally, thinking about how I hope tohelp people with my next speech, presentation, or coaching sessionhelps me to get through the parts of my workday that I don’t enjoy asmuch, like paperwork, scheduling, and staff issues.”

Seek to serve, not shine. To some extent, it’s human nature tolook out for Number One. We all want to rack up accomplishments,receive accolades, and garner recognition. But in many situations, thedesire to shine can cause you to get in your own way. Just think of theovereager salesman whose desire to exceed his quota makes himcome off as pushy. Instead of convincing you to buy his product, hisself-serving attitude just makes you want to cut the meeting short.

“Ironically, the key to shining is putting others first,” Coreexplains. “People who channel their

Thriving in a...continued from pg. 14



size, geographic location, and sig-nificant and vibrant Chinese com-munities.

ConclusionTake away points are: It will be wise to relocate investment from

China, a real estate market with low expected return and high risk, tothe U.S., a market with a higher long-term return. Among the U.S.markets, large cities, such as New York, Los Angeles, SF/SJ, andWashington D.C. are good destinations in which to invest because oftheir depth and liquidity. For Chinese investors, West Coast cities:Los Angeles, San Francisco, Seattle, etc. are ideal locations becauseof their geographic advantage (e.g. direct flights), mild weather, andlarge Asian communities.


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INLAND EMPIRE INDUSTRIAL FACILITY TRADESFOR $91/SQUARE FOOT

A 161.6k-square-foot industrial property in Rancho Cucamongarecently traded hands in a deal valued at $14.7 million, or around$91/square foot. The property, located at 9449 Eighth Street, north ofI-10 and west of I-15, was acquired by the David Liu & Lisa ZhouTrust on behalf of a furniture distribution company that will occupythe building.

Built in 2006 on 8.25 acres, the state-of-the-art distribution facil-ity features 34 dock-high loading doors, with more than 20k squarefeet of office space. It also has dual-access truck egress and parkingfor 88 semi-trailers in an electronically monitored and fenced enclo-sure for round-the-clock security, parking for 56 automobiles, andmultiple skylights. In addition to its nearly three dozen loadingdocks, it also has two ground-level loading doors.

“Nobody who is familiar with this market will be surprised thatwe have crossed the $90-plus per-square-foot price threshold forquality industrial buildings since demand continues to outstrip supplyin every submarket of the Inland Empire and beyond,” said Colliers'Executive Managing Director John Hollingsworth. “Developers whowere stalled by the recession are picking up the pace of new construc-tion, but the pipeline of new buildings is slower than market demandand that has created opportunities to raise prices.”

“In a very tight West Inland Empire industrial market with lowvacancy rates, the price paid by this user set another high watermark,” said Senior Vice President Mark Zorn, who represented theseller, the Charles & Bryan KC Pelle Trust. “The fact that this newowner-user came from the Mid-Counties area is another significantpart of this transaction since it shows how difficult it is to find suit-able properties in that closer-in market.”

According to Colliers’ latest research reports, the vacancy rate inthe West Inland Empire market where this building is located is 3.3percent and declining as the close of the second quarter approaches.At the same time, developers are racing to slake the growing demandexemplified by this transaction. Particularly acute is the lack of suit-able distribution facilities in the closer-in markets that make up whatZorn called the “Mid-Counties” market, or Santa Fe Springs,Commerce and Vernon.

“It’s significant to note that this structure was built with all of themost sophisticated security functions that are important to companiesthat have a constant stream of goods coming in and going out,” Zornsaid. “As a result, the building features card-key security access, flat-screen security monitors linked to high-resolution cameras, electron-ically operated wrought-iron gates and other security features.”

Ashwill Associates represented the buyer in the transaction.


iff’s deputy union president andone-time assistant county assessorJim Erwin and Mark Kirk, the for-

mer chief-of-staff to Second District Supervisor Gary Ovitt. Thatindictment superseded a February 2010 indictment in which Erwinand former First District Supervisor Bill Postmus had been named.Both indictments pertained to what prosecutors alleged was a briberyscheme by which Burum induced Postmus and Biane to join withOvitt in a November 2006 vote to confer a $102 million settlementon the Colonies Partners to settle a lawsuit that company had filedagainst the county and its flood control district over water drainageissues at that company’s Colonies at San Antonio residential andColonies Crossroads commercial subdivisions in northeasternUpland.

Burum and Dan Richards were the two managing investors in theColonies Partners, a consortium of 21 entities dedicated to undertak-ing the Colonies at San Antonio and Colonies Crossroads develop-ments. Prosecutors alleged that Burum, with the assistance of Erwin,who in 2006 was serving as a consultant to the Colonies Partners, andPatrick O’Reilly, a public relations firm proprietor, threatened tocarry out a public information campaign that would expose thatPostmus, who was then chairman of the board of supervisors as wellas the Republican Central Committee and was vying for countyassessor, was a closeted homosexual and drug user and that Biane,who was then sponsoring a measure to increase the county supervi-sors’ annual salaries from $99,000 to $150,000, was teetering on thebrink of bankruptcy.

Ultimately, the mailers containing that derogatory informationrelating Postmus and Biane were never sent out. After the November2006 vote conferring the $102 million payment on the ColoniesPartners, in which supervisor Josie

Rulings On...continued from pg. 1



the decrease can be attributed to adrop in the state’s labor force, whichfell by 40,400 in June. However, a

5,300 uptick in household employment was another important factordriving the unemployment rate down in California over the pastmonth.

• The Information and Health Care sectorsled California’s job gains last month, with bothsectors adding 8,500 new positions to companypayrolls. This represents a 1.8% increase in justone month for the Information sector and a 0.4%increase for the Health Care sector.

Over the past year these sectors have beensome of the fastest growing in the state, with theInformation sector increasing payrolls by 5.1%and the Health Care sector seeing payrollsincrease by 4.2%.

• The Retail Trade and Wholesale Tradesectors also contributed significantly to job gains, adding 4,700 and4,200 new positions, respectively. While not growing as rapidly asother industries in the state, these sectors have added a considerablenumber of jobs to payrolls over the past year, with the Retail Tradesector increasing payrolls by 1.5% and the Wholesale Trade sectorincreasing payrolls by 2.4%.

• Government sector employment declined by 2,200 positionsthis month. Losses were concentrated at the state and local level, with

State Government payrolls falling by 900 positions and LocalGovernment payrolls shedding 1,800 positions.

In contrast, the Federal Government added 500 new positions inJune. Perhaps more importantly, despite this one-month decline ingovernment employment, government payrolls have increased by0.5% since June 2013.

• Job losses in June were concentrated inthe Construction sector, which declined by 9,500positions. However, despite this one-monthdecline in Construction employment, theConstruction sector has seen payrolls increase by29,800 over the past year, a 4.7% since June 2013.Similarly, the Leisure and Hospitality sector alsoshed 1,000 jobs last month, but over the past year,that sector’s payrolls have risen by 2.5%.

• Regionally, June’s job gains werespread across California. In the San Francisco Bayarea, Santa Cruz (1.3%) and the San Francisco

MD (0.7%) each contributed to job gains. In Southern California, theInland Empire (0.6%) and San Diego (0.4%) led the way. The fastestgrowing MSA last month was Stockton (1.4%) and the MSA seeingthe steepest declines was Bakersfield (-1.0%).

Beacon Economics is an independent economic research andconsulting firm based in Los Angeles.

This analysis was authored by Christopher Thornberg, JordanLevine, and Brian Vanderplas. Learn more at www.beaconecon.com.

Employment...continued from pg. 1

“Over the pastyear, California

has accounted for14.3% of all jobs

added in thenation.”


Gonzales and former supervisorDennis Hansberger dissented,Burum provided separate$100,000 contributions to politi-cal action committees formed byor already set up and controlledby Erwin, Biane, and Kirk, aswell as two $50,000 contribu-tions to political action commit-

tees controlled by Postmus.Both Postmus and Erwin plead-ed not guilty to the charges inthe original February 2010indictment.

In March 2011, however,Postmus entered guilty pleas onall 14 charges against him con-tained in that indictment. Hethen served as the star witnessbefore a second grand jury thatwas impaneled in April 2011

and which the following monthreturned the 29-count supersed-ing indictment naming Erwinonce more and adding Kirk,Biane and Burum. Kirk wasalleged to have used his influ-ence over Ovitt to induce him tovote for the $102 million settle-ment. That indictment camemore than four years and fivemonths after the 3-2 vote by theboard of supervisors to settle the

litigation between the ColoniesPartners and the county for the$102 million payout and justshort of four years after the lastovert act alleged in the indict-ment – the last of Burum’s four$100,000 contributions to theothers.

Because of the time that hadelapsed and a three-year statuteof limitations on the crime ofbribery, the prosecution team,consisting of lawyers from boththe San Bernardino CountyDistrict Attorney’s Office andthe California AttorneyGeneral’s Office did not chargeBurum with bribery but ratherwith conspiracy to facilitate thedelivery of a bribe. The crime ofconspiracy in California carriesa four-year statute of limita-tions. Burum, as the provider ofthe alleged bribes, was consid-ered the central figure in thecase and the charges against himas the linchpin of the prosecu-tion’s effort.

Attorneys for the defen-dants, including Stephen Larsonand Mary Andrues, representingBurum, David Goldstein, repre-senting Biane; Raj Maline, rep-resenting Erwin; and PaulGrech, representing Kirk, werepresent during the proceedings.The prosecution was represent-ed by supervising deputy attor-ney general Melissa Mandel,deputy district attorney MichaelAbney, deputy district attorneyLewis Cope and deputy districtattorney Reza Sadeghi. For themost part, it was Larson whospoke on behalf of the collectivedefense. At one point Goldsteininveighed in particular againstthe long series of delays in thecase that had precluded hisclient from clearing his name.Mandel and to a lesser extentAbney carried forth the prosecu-tion’s presentation. Cope andSadeghi were not significantparticipants in the dialogue withSmith.

The hearing on the dismissalmotions began on Wednesday,July 23 and continued throughJuly 24. From the outset, theprosecution fared poorly. Earlyin the proceedings, Smith ruled




sional is often in a unique positionto help you stay ahead of the curvewhen it comes to your future strate-

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Insurance products issued or offered by Thrivent Financial, the market-ing name for Thrivent Financial for Lutherans, Appleton, WI. Not all prod-ucts are available in all states. Securities and investment advisory servicesare offered through Thrivent Investment Management Inc., 625 Fourth Ave.S., Minneapolis, MN 55415, a FINRA and SIPC member and a whollyowned subsidiary of Thrivent. Thrivent Financial representatives are regis-tered representatives of Thrivent Investment Management Inc. They are

also licensed insurance agents/producers of Thrivent. For additionalimportant information, visit Thrivent.com/disclosures.

About Inland Empire by the Inland Empire Financial ConsultantsThrivent Financial is represented in the Inland Empire by the Inland

Empire Financial Consultants, which includes Bill Cortus at 3333Concours St. Building 8 Suite 8100 Ontario, CA 91872, phone: 909-945-4996, website: www.thrivent.c-om/plg/inlandempire. Facebook: www.face-book.com/BillCortusThriventFinancial CA Insurance ID #0D96803

Five Questions...continued from pg. 5

that the theory prosecutors reliedon, specifically that there was afour-year rather than a three-year

statute of limitations on the conspiracy charges, was in error. Smiththen took up the conspiracy count lodged against all four defendantsand dismissed it. The court then went onto a discussion with regardto the prosecution’s assertion that law enforcement made discoveryof the criminal acts alleged within the indictment on Nov. 1, 2008,while investigators with the district attorney’s office were interrogat-ing former assistant county assessor Adam Aleman.

The full round of discussions on that matter had not concluded atthe end of the court day on July 23rd. On July 24, after further dis-cussion, Smith ruled that, given that the last of the overt acts allegedin the indictment had occurred in the summer of 2007, the assertionin the indictment tolling the statute of limitations by alleging thecrimes where not discovered until Nov. 1, 2008 was insufficient toinvoke the statute of limitations, resulting in 12 more of the offenses,pertaining to Penal Code 424 misappropriation of public fundscharges as well as Burum’s having aided and abetted the receipt ofbribes being time barred.




the tax on gasoline by 12 cents agallon to shore up the FederalHighway Trust Fund, which is pro-

jected to run dry this September. In addition to the federal tax, begin-ning in 2015 California’s cap-and-trade system will include gasolineand diesel fuel. “Fuels under the cap” will have a significant impacton all consumers of fuel throughout California.

What can we expect? Based upon a study performed by theCalifornia Air Resources Board (CARB), fuel costs are expected toincrease 4% - 19% due to the new cap and trade regulations. Giventhe current price of fuel throughout the state this increase will trans-late into 15 – 75 cents per gallon at the pump. For those companieswho operate fleets of vehicles managing their fleet fuel and mainte-nance cost is now a necessity. The good news is that technology nowexists that can optimize fuel usage and enhance vehicle or equipmentlongevity. Through the use of Fuel Management and Telematics tech-nologies such as Ward 4 Fuel View software and hardware companiesare able to offset increased fuel costs significantly. Specifically, byinstalling systems such as Ward 4 Fuel View companies can expect

up to 15% on fuel loss due to theft misuse etc., 10% on shrinkage and10 -15% on insurance premiums. Further, the systems track all typeof vehicle functions such as speed, acceleration, breaking habits, idletime etc. allowing fleet operators to properly train employees con-cerning safe operation of the vehicles and schedule maintenance atproper intervals increasing the longevity of their resources. The GPScomponent of the system allows for companies to plan and trackroutes for optimal efficiency. All of the data is provided in easy toview printable reports which are customizable to any user require-ments. Given the impending increase in fuel cost it will be necessaryfor those companies who operate fleets of vehicles and equipment tofind new ways to minimize cost and optimize their resources in orderto maintain profitability. Ward 4 Fuel View software and hardware isone way innovative companies have been successfully offsetting theincreasing cost of fuel, maintaining profitability and increasing theircompetitive advantage for over 30 years.

For additional information Mr. Buro can be reached at (714)512-9476.

Fuel Costs...continued from pg. 1

Rebecca Diamond: What is Happening to America’s Cities?New research shows they are increasingly segregated by education

America's cities are dividingthemselves into two distinctgroups, with college-educatedworkers increasingly clusteringin desirable places that less-edu-cated people cannot afford,

according to new Stanfordresearch.

In a recent paper, RebeccaDiamond, an assistant professorof economics at StanfordGraduate School of Business,

found that economic well-beinginequality in American metro-politan areas increased 67 per-cent from 1980 to 2000, prima-rily due to changes in wages,housing costs and local ameni-

ties. This is even greater than the50 percent rise in the differencebetween wages for high schooland college graduates in U.S.cities. “High-skill workers value



N/A = Not Applicable WND - Would not Disclose na = not available. The information in the above list was obtained from the companies listed. To the best of our knowledge the information supplied is accurate as of press time. While every effort is made to ensure theaccuracy and thoroughness of the list, omissions and typographical errors sometimes occur. Please send corrections or additions on company letterhead to: The Inland Empire Business Journal, P.O. Box 1979, Rancho Cucamonga, CA 91729-1979. Researchedby Crowell, Weedon & Co. Copyright 2014 by IEBJ.

Largest Credit Unions in the Inland EmpireRanked by Total Assets

Name of Credit Union Assets $ Capital $ Capital Ratio 2014, 1st Quarter Star Rating Key ExecutiveAddress % (mils) YTD Income (Loss) $ 7/30/2012 TitleCity, State, Zip Phone/Fax

E-Mail Address

Schoolsfirst Federal Credit Union 10,268,094,000 1,166,101,000 12.03 25,731,000 ***** Mike Faulwell1. 1209 University Ave. President

Riverside, CA 92507 (951) 680-1998/787-6699www.schoolsfirstfcu.org

Arrowhead Central Credit Union 820,673,000 94,192,000 14.55 4,247,000 *** Steve Becker2. P.O. Box 735 President/CEO

San Bernardino, CA 92320 (909) 379-6522/379-6996www.arrowheadcu.org

Altura Credit Union 730,947,000 81,356,000 12.38 3,045,000 *** Gerry Agnes 3. 2847 Campus Parkway President

Riverside, CA 92507 (888) 883-7228

Visterra Credit Union 342,296,000 27,284,000 9.62 397,000 *** Robert Cameron4. 23540 Cactus Ave. President/CEO

Moreno Valley, CA 92552-9500 (951) 656-4411/[email protected]

Alta Vista Credit Union 138,812,000 11,823,000 8.82 -86,000 *** Larry Palochik5. 444 S. Waterman Ave. President/CEO

San Bernardino, CA 92408 (909) 382-7900/382-7985www.altavistacu.org

Chaffey Federal Credit Union 111,907,000 8,688,000 8.42 112,000 *** Catherine M. Randazzo6. 410 N. Lemon Ave. President/CEO

Ontario, CA 91764 (909) 986-4552/[email protected]

Ontario Montclair School Employees 86,793,000 7,798,000 9.88 177,000 **** Robert HammFederal Credit Union President/CEO

7. 1520 N. Palmetto Ave. (909) 983-1959/988-5130Ontario, CA 91762 [email protected]

United Methodist Federal Credit Union 83,292,000 6,252,000 7.79 186,000 *** Ramon Noperi8. 5405 E. Arrow Highway, Ste. 104 President/CEO

Montclair, CA 91763 (909) 946-4096/[email protected]

San Bernardino School Employees Credit Union 67,718,000 10,558,000 16.43 121,000 **** Debbie Barrera9. 2441 N. Sierra Way CEO

San Bernardino, CA 92405 (909) 882-2911/881-4162

La Loma Federal Credit Union 66,828,000 3,819,000 6.32 51,000 *** Garey Nelson10. P.O. Box 1097 President/CEO

Loma Linda, CA 92354 (909) 796-0206/796-2233www.llfcu.org

Inland Valley Federal Credit Union 38,715,000 2,749,000 8.44 31,000 *** Charles J. Papenfus11. 9389 Cherry Ave. Manager/CEO

Fontana, CA 92334 (909) 822-1810/[email protected]

Bourns Employees Federal Credit Union 36,680,000 5,162,000 17.96 313,000 ** Elizabeth L. Lipke12. 1200 Columbia Ave. Manager/CEO

Riverside, CA 92507 (951) 781-5600/[email protected]

1st Valley Credit Union 34,883,000 2,772,000 8.23 -27,000 ***** Gregg Stockdale13. 401 West 2nd St. President/CEO

San Bernardino, CA 92401 (909) 889-0838/[email protected]

Desert Valleys Credit Union 25,062,000 1,542,000 6.75 11,000 *** Erik Bruen14. P.O. Box 367 CEO

Ridgecrest, CA 93556 (760) 446-3500/446-6904

Pinting Industries Credit Union 24,431,000 1,392,000 7.28 111,000 * Susan Conjuarski15. 4333 Orange St. CEO

Riverside, CA 92501 (951) 781-0981/781-6225

Rafe Federal Credit Union 22,667,000 2,789,000 15.48 19,000 *** Bonnie Wann16. 6876 Magnolia Ave. CEO

Riverside, CA 92506 (951) 682-1559/682-4252

Fontana Federal Credit Union 12,993,000 1,963,000 13.45 11,000 ***** Judy Hodson17. 17235 Arrow Blvd. Manager

Fontana, CA 92335 (909) 822-4487/822-2035www.fontanafcuglobal.net


OPINIONOPINIONStopping Unpatriotic Corporate Inversions: A Vital First Step in Corporate Tax Reform

With U.S. corporations flee-ing, or planning to flee, thecountry to avoid taxes, and theSenate Finance Committeescheduled to hold hearings onthe U.S. tax code with anemphasis on corporate inver-sions, the FACT (FinancialAccountability and CorporateTransparency) Coalition sup-ports efforts to ensure that U.S.multinational corporationsremain in the country and paytheir fair share of taxes.

The news has been filledlately with U.S. companiesannouncing plans to invert, orcompleting an inversion:Pharmaceutical companiesAbbVie and Shire, Allergan andValeant, Walgreen’s “moving”to Switzerland, and even thefailed merger of Pfizer andAstaZeneca (which may becoming back).

All of these acquisitionswould be “inversions,” aprocess by which U.S.-basedmultinational companies claimto be a foreign corporation onpaper in order to avoid payingU.S. taxes. A loophole in the taxlaws allows this to happen whenan American corporation mergeswith a foreign corporation. Intheory, profits earned by thenewly merged company in theU.S. would still be subject toU.S. taxes, but corporate inver-

sions are usually followed byadditional tax avoidance prac-tices to make U.S. profits appearto be earned abroad and thus notsubject to U.S. taxes.

“The companies pursuingcorporate inversions are amongthe worst of the tax dodgers,”said Rebecca Wilkins, seniorcounsel for Federal Tax Policyat Citizens for Tax Justice.

“They have shifted billionsof dollars in profits from theU.S. and other countries wherethey actually do business intooffshore tax havens where theyonly have a mailbox. It’s espe-cially offensive for these com-panies to be moving the profitsthat were made possible by taxincentives like the research anddevelopment credit, by physicaland scientific infrastructure, bythe U.S. patent office and theU.S. court system where theydefend those patents. Americantaxpayers paid for these impor-tant things and now these com-panies are turning their backs onthe country that made their suc-cess possible. It’s time forCongress to end this abuse.”

It’s important to note thatinversions can involve no sub-stantive changes at all and stillresult in a greatly reduced taxbill. For example, it was dis-closed during the proposedmerger of Pfizer and

AstraZeneca that the manage-ment of the merged companywould remain in the U.S. andoperations currently in the U.S.would not be moved abroad.Similarly, Walgreen’s, whichearned $16.7 billion last yearfrom Medicare and Medicaid,would continue to be the largestdrugstore chain in the UnitedStates, even if it were to “relo-cate” to Switzerland.

As the Senate FinanceCommittee prepares to convenehearings today on the tax code,corporate inversion is an issuethat will be discussed at length.Already, it has attracted a greatdeal of attention in blogs, withcommentators, and even fromU.S. Treasury Secretary JackLew, all of whom characterizedinversions as nothing more thantax avoidance and questions theeconomic patriotism of suchactions.

Other critics have noted thatinversions are eroding the U.S.tax base, placing an even greaterburden on individual taxpayers,small businesses, and domesticcorporations.

All of these groups will becalled upon to pay even more toeducate the population, repairand maintain roads and bridges,and meet other needs of thecountry as these multinationalsavoid contributing their share

while nonetheless taking advan-tage of these resources.

“Corporations that flee thecountry to avoid paying theirfair share, leaving the rest of usto pay even more, are actingunpatriotically,” said NickJacobs, communications direc-tor for the FACT Coalition.“Thankfully, these hearings willcall even greater attention tothese bad actors and provideCongress with the opportunityto do something about it.”

The FACT Coalition sent aletter to the members of theSenate Finance Committee out-lining its principles and offeringoptions on how to reform thecorporate tax code.

Founded in 2011, theFinancial Accountability andCorporate Transparency(FACT) Coalition unites civilsociety representatives fromsmall business, labor, govern-ment watchdog, faith-based,human rights, anti-corruption,public-interest, and internation-al development organizations.We seek an honest and fair cor-porate tax code, greater trans-parency in corporate ownershipand operations, and common-sense policies to combat thefacilitation of money launderingand other criminal activity bythe legitimate financial system.

Smith deferred until Monday,July 28, a decision on whether togive prosecution leave to amend the

indictment to include language that would state clearly that the rep-resentatives of the victim, i.e., government employees, had no indi-cation or knowledge of the criminal offenses alleged in the indict-ment until the interrogation of Aleman.

Some of the most dramatic exchanges during the hearing came asLarson, himself a former federal prosecutor and federal judge, advo-cated on behalf of his client in answer to Smith’s inquiries withregard to interpretations of law or case law precedents cited in themotions for dismissal. During one of these, an object demonstrationof just how nuanced, risk-laden and bold the defense Larson has con-structed is. At issue was Larson’s contention that prosecutors hadblown the case on statute of limitations grounds by waiting until 2011to get the indictment, approaching five years after the vote to confer

the $102 million payment on the Colonies Partners was made andalmost four years after the final overt act alleged in the indictment.

In driving home his point, Larson asserted that all of the informa-tion presented to the grand jury in 2011 had essentially been availableyears before. This amounted to instructional error, Larson insisted, amisleading of the grand jury that induced it to indict his client in whatLarson said was a violation of Burum’s due process rights. Citing thecase of People v. Lopez which pertains to the requirement that pros-ecutors inform grand jurors of the timeline on the discovery of crim-inal activity when a statute of limitation issue impinges on that activ-ity, Larson fairly scoffed at the suggestion that law enforcement –investigators and prosecutors – and county government officials didnot believe in 2006 that there was something untoward about the$102 million settlement.

Word was circulating around the county that the $102 millionpayout had been a “gift of public




�� Here are the current top 10 best-selling books for business. The list iscompiled based on information received from retail bookstoresthroughout the U.S.A.

1. “Strengths Finder 2.0,” by Tom Rath (Gallup Press….$24.95) (2)Spend less time fixing shortcomings, more time gaining strength.2. “The Three Signs of a Miserable Job: A Fable for Managers(and Their Employees),” by Patrick Lencioni (John Wiley &Sons….$38.14) (1)Originally published in 2007, the book has become very popular.3. “Girlboss,” by Sophia Amoruso, (Portfolio Hardcover….$26.95)(4)How a young woman escaped a bad life and achieved a very goodone.4. “Lean In: Woman, Work, and the Will to Lead,” by SherylSandberg (Knopf Doubleday Publishing….$24.95) (3)Why women’s progress achieving leadership roles has stalled.5. “Flash Boys: A Wall Street Revolt,” by Michael Lewis (W.W.Norton & Co…$27.95) (9)One of the hottest financial writers is at it again.6. “Factory Man: How One Furniture Maker Battled Offshoring,Stayed Local — and Helped Save an American Town,” by BethMacy (Little, Brown & Co…..$28.00)**How the owner of Bassett Furniture achieved the impossible.7. “The Hunt: Target, Track, and Attain Your Goals,” by DavidFarbman (John Wiley & Sons….$25.00) (6)New skyrocketing shares his views on business growth.8. “Capital in the Twenty-First Century,” by Thomas Piketty andArthur Goldhammer (translator) (Harvard UniversityPress…$39.95)**Unusual and excellent view of economic history.9. “Smart Tribes: How Teams Become Brilliant Together,” byChristine Comaford (Portfolio Hardcover…..$26.95) (8)How top managers keep their teams involved and moving forward.10.“The Alliance: Managing Talent in the Networked Age,” byReid Hoffman, Ben Casnocha, Chris The (Harvard Business ReviewPress……$25.00)**An innovative approach….start thinking of employees as allies.______________________________________________________

* -- Indicates a book’s previous position on the list.** -- Indicates a book’s first appearance on the list.*** -- Indicates a book’s reappearance on the list.

MANAGER’S BOOKSHELFMANAGER’S BOOKSHELF“Wiki Management: A Revolutionary

New Model for a Rapidly Changingand Collaborative World”

By Rod Collins; AMACOM; New York, NewYork; 2014; 221 pages; $25.00.

In the event you’ve neverlearned what the term “wiki”means, it’s the Hawaiian wordfor quick or fast. With the birthof the computer, the term “ency-clopedia” (which includes theconcept of all-encompassing)was adapted to “wikipedia.” Inother words the information youwanted that covered a huge vari-ety of information was not onlyall encompassing, but rapidlyavailable.

By 2014, our tools of man-agement that we use have madeinformation available so quicklythat it often boggles the mind.The information can flow atnearly the speed of light. It’slikely to happen, and not that farin the future. In fact we mayhave already accomplished it.

At first thought, all this dis-cussion sounds more appropri-ate to scientists and electricalengineers than to managingbusinesses. Author Rod Collinssteps in on the first page of hisbook to make his point:

“If you were a manager ineither the production or theretailing of music in the lastdecade of the twentieth century,your business fortunes werelooking very favorable.

“Unfortunately, unexpectedevents can change things veryquickly, as the music executivediscovered with the onset of thenew millennium. Beginning in2001, their cozy world wasshaken by the equivalent of aseismic shock when an unknowncollege student workingin his dorm room created thefile-sharing p l a t f o r mNapster, and large numbers ofmusic lovers started swappingindividual songs over theInternet. Why buy bundledsongs on CD albums from arecord store when you could get

the songs you really wanted tohear for free on your computer?The CD bonanza of the 1990squickly turned in the drought ofthe 2000s as sales of albumsplummeted by more than 25 per-cent, from 785.1 million in 2000to 588.2 million in 2006.”

Collins goes on to list stillgrowing numbers of businessesthat are simply missing the ever-changing points in management.The author drives his pointhome when he writes:

“The right goals are notderived from managerialimpulse, but rather reflectwhat’s most important to cus-tomers. Thus, the leaders chal-lenge is to facilitate effectivelearning processes that can siftthrough the complexities ofevolving markets to correctlydiscover what is most importantto their chosen customers. Oncethere is a shared understandingacross the company around keycustomer values, then theseattributes are translated into asimple set of meaningful meas-ures to effectively guide thelocal behavior of the peoplewho are closest to the con-sumers. Today’s k n o w l e d g eworkers are capable of makinglocal interdependent judgmentsonce they have the right set ofgoals that they can use to bridgethe analytical facts of the pastwith the changing c i r c u m -stances of the present to create aconsistent future.”

At the heart of Collins’approach to wiki managementare five key elements that mustbe learned and used by man-agers at all levels.

These include:• “Understand what’s

most important to customers.”

• “Aggregate and leveragecollective intelligence.”

• “Build shared under-standing by bringing everyonetogether in open conversations.”

• “Focus on the criticalfew performance drivers.”

• “Hold people account-able to their peers.”

In addition these five ele-ments are approaches managersshould have as part of theirapproach: “CollaborationManagers, Cross TeamMeasures,” and “Creative

Meetings.” The author’sapproach is to have the first 45%of the book based on under-standing the wiki managementapproach. The remainder isbased on “how-to” approachedto make the entire concept workeffectively. Collins concludeswith a solid reminder of hisbook’s purpose:

“As you explore and experi-ment with the practices, pleasekeep in mind the key lesson. Infast changing times, the mostpowerful resource in your



“When comforting, you never haveto worry about finding just the rightwords. Your expression of support

and your presence are what really matter.”Resolve a conflict. What happens when no one at work knows

how to effectively defuse a conflict between feuding colleagues? Orwhen there’s no one around who can deescalate a squabble at home?Offices and homes without an effective peacemaker are minefields ofanxiety, grief, and drama. “Conflict resolution is a challenging com-munication skill,” says Tumlin. “Encouraging people to climb downfrom entrenched positions and set aside differences requires diploma-cy and precision. But it’s the peacemakers who get people talkingagain and who prevent relational damage from taking a wider toll.”

Don’t say something. For a major communication challenge, trynot talking when you really want to. Why’s that so hard?

“The clearest signal you shouldn’t say something is usually anoverwhelming feeling that you should,” says Tumlin. “But it’s theability to choke back impulsive and harmful words that distinguishesgreat communicators from everybody else.

“Some of our most significant communication ‘victories’ actual-ly happen when we don’t say a thing,” points out Tumlin. “The criti-cism we let die on the vine, the smart question we don’t ask, thecomeback we choke back, and the insult on the tip of our tongue thatstays there are unsung communication heroes, silently protecting ourmost important relationships.”

Some of the best evidence our higher-order communication skillsare strengthening will come from all the things—the fights, the dam-age, and the relational turmoil—that never happen. Nothing seemsmore antithetical to the digital age’s ‘express yourself’ ethos than sit-ting on your words, but not saying something is a skill that’s neverbeen more important in our hypercommunicating era.”

“Not all of our communication can happen effectively alonglower-order channels,” says Tumlin. “Sometimes we need to do dif-ficult things with our communication, like resolve a simmering con-flict, persuade a reluctant client, or lend support to a strugglingfriend.

“Even though it takes longer and is more difficult, walk over andtalk to a coworker instead of sending an instant message. Call a friendwho’s mourning the loss of a parent instead of posting your condo-lences online. And fire up the car and go visit your client instead ofjust sending another email,” concludes Tumlin. “The kinds of deep,productive, and meaningful relationships we want can’t survive onquick and easy communication alone.”

You can learn more about Geoffrey Tumlin at www.tumlin.com,and you can reach him by e-mail at [email protected].

People Skills...continued from pg. 10

funds” to the Colonies Partners, hesaid. By inference he referenced acomplaint Supervisor Josie

Gonzales made to the district attorney’s office relating to Burum’sactivities in 2006 and he pointed to Auditor-controller Larry Walker’sbalking at cutting a check to cover the first installment toward the$102 million before checking with counsel about the legality of thepayment. Then-County Administrative Officer Mark Uffer, actingCounty Counsel Dennis Wagner and County Counsel Ruth Stringerwere all provided information which Larson maintained constitutednotice that a crime may have occurred. This prompted Smith toremark that Larson, in pursuing the Lopez citation, was getting veryclose to suggesting his client had engaged in wrongdoing.

Smith said there was a three-pronged requirement with regard tothe instructional error standard in the Lopez case – first, that theremust be reasonable grounds for suspicion that a crime has takenplace; second, there must be available to authorities knowledge orinformation with which to initiate the investigation; and third, it mustbe established that if the investigation had taken place, it would haveled to the discovery of the same facts that led to the indictment. “Webelieve Mr. Burum is innocent,” Larson responded. “He did not bribeanyone. But there was a lot of suspicion.” Referencing what wasavailable to county officials early on, Larson said, “This is the exactsame evidence used to establish criminal intent.” Smith said that thesuspicions that existed as early as 2006 were not necessarily suffi-ciently backed with knowledge or information to instigate an investi-gation at that time.

Larson argued it was the standard relating to dismissal on demur-rer that should be applied rather than the standard provided for in theLopez case and that the previous judicial findings in the case ofPeople vs. Gnass relating to jury misinstruction required an automat-ic dismissal. Smith dismissed all 12 charges, deferring until nextweek on whether the prosecution could amend the complaint toreestablish many of those charges, which dealt with the misappropri-ation of public funds and Burum’s delivery of the $100,000 politicalcontributions prosecutors say were tantamount to bribes.

In seeking to preserve the prosecution’s right to amend the indict-ment, Deputy Attorney General Melissa Mandel asserted that despitewhatever suspicions that may have existed in 2006 and 2007, theywere insufficiently grounded in fact to justify the filing of criminalcharges against the perpetrators at that time. It was Aleman, the assis-tant assessor serving under Postmus who told district attorney’soffice investigator Hollis Randles in November 2008 that bribes wereinvolved, Mandel said, that “made the light go on.” Larson said theindictment was fatally flawed. Among its defects, he said, was that itblurred the distinction between bribes and kickbacks, which are sub-ject to different legal restrictions.

While the indictment contends Biane, Kirk and Postmus werebribed, the over acts described in the indictment show them receivingmoney after the vote took place, such that the payments qualified askickbacks. Larson suggested that all of the elements to establishthose payments as kickbacks, including a quid pro quo arrangementahead of time, had not been established in the indictment or otherwiseby the prosecution. In addition to ruling on whether the prosecutionwill be permitted to amend the indictment with regard to the 12counts thrown out, Smith will be faced with the remainder of the firstmotion seeking dismissals on statute of limitations grounds alongwith four other motions to dismiss virtually all of the charges on var-ious grounds, including lack of probable cause, jury misinstruction,prosecutorial misconduct in having raided the defense camp and seiz-ing privileged materials crucial to the defense, along with prosecuto-rial and investigator misconduct in having made misrepresentationsto obtain search warrants and hiding a witness from the grand jury. In

addition Smith will be called upon to consider objections to 278statements made by witnesses and prosecutors on admissibilitygrounds.

As it now stands, of the original 29 counts in the indictment, 16felony counts remain and none of the charges against Burum havesurvived, subject to Smith’s decision on whether to allow prosecutorsto amend. Looking forward to next week, given the pattern and tenorof Smith’s rulings so far, it would appear that all of the charges in thecase will have been thrown out by the time the first three dismissalmotions are fully heard. At that point, it will likely be up to Smith’sdiscretion on whether the misconduct motions will be heard. Anycourt finding of misconduct on the part of an attorney must be report-ed to the state bar. If the state bar confirms that judicial finding, thelawyer(s) in question can be disciplined up to and including his/heror their right to practice law in California. Trailing behind the defensemotions to dismiss the charges is a




COMPUTER/TECHNOLOGY COMPUTER/TECHNOLOGY Taking a Close Look Into the Future

By J. Allen LeinbergerIt wasn’t long ago that I told

you the next big thing would bethe Google Glass. It looks like apair of glasses but it gives you amobile computer screen rightbefore your eyes. Now, I readwhere Google is developing asmart contact lens, with Swisspharmaceutical giant Novartis,to help patients manage dia-betes—in one of a number ofmoves focused squarely on bil-lions of dollars of potential rev-enue available across the totaldigital healthcare market.

As technology moves fur-ther into treatment with remoteconsultations, monitoring andoperations, robotic treatments,and advanced digital diagnosis,Google has seen the opportunityto apply its own eyewear tech-nology (up until now limited tothe Google Glass) to the health-

care field.According to one website,

Google’s 3D mobile technology,and its offering around healthrecord digitization, form poten-

tial other strands of its expan-sion in the health market. Lastmonth, it released the GoogleFit platform to track exerciseand sleep, among other healthfactors—but it is far from alone,as Apple and Samsung are offer-ing similar systems in that area.

Now, under a new develop-ment and licensing deal between

Google and the Alcon eyeweardivision at Novartis, the twocompanies said they would cre-ate a smart contact lens that con-tains a low power microchip and

an almost invisible, hair-thinelectronic circuit. The lens canmeasure diabetics’ blood sugarlevels directly from tear fluid onthe surface of the eyeball. Thesystem sends data to a mobiledevice to keep the individualinformed. This will be greatnews for those of us who have toprick our fingers to get our

blood sugar readings.Google co-founder, Sergey

Brin, said the company wantedto use “the latest technology in‘miniaturization’ of electronics”in order to improve people’s“quality of life.”

Novartis chief executive,Joe Jimenez, added that technol-ogy as a whole, starting withsmart eyewear, could be used to“manage human diseases,” andindicated that diseases will bemapped in the body using arange of other devices in thefuture—many of which are indevelopment across universitiesand research laboratories.

An official timescale for theproduct’s development andcommercialization has not beenmade public, though Jimenezsaid in recent news interviews


RESTAURANT REVIEWRESTAURANT REVIEWThe Cask ‘n Cleaver—An I.E. Landmark

By Joe LyonsOK. I admit it. The original

Cask ‘n Cleaver is just down theblock from my office. That’swhy I go there as often as I do.It’s convenient.

But I also go there becauseof the food. The Cask is a basicsteakhouse. Nothing fancy, butan atmosphere that screamsRancho Cucamonga.

As it should. The restaurantbuilding and the company head-quarters next door have beenaround for a lot longer than therestaurant itself. Various storiesprevail. It was, some say, aranch house, or a warehouse, ora vineyard headquarters or partof a lemon farm. Later it was abanquet facility and everyoneagrees that back in the mid–six-ties it became a restaurant.

Taking advantage of the oldlog cabin architecture, it has apleasant patio with runningwater on the 9th Street side.

Owner Chuck Keagle sayshe didn’t want to be a CPA anymore and his wife, Linda, sug-gested running a restaurant. As

it grew, the onelocation becamemany, but eco-nomic times havereduced the num-ber of Caskstoday to just acouple.

Still the people of RanchoCucamonga keep coming in. Itis hard to drop by for lunch andnot run into a familiar business-

man or local politician. Chancesare some have come to watch agame. The Cask has nevercouched itself as a sports bar,

but the severalbig screen TVsaround the barsection make iteasy to haveanother roundand hang out fora few more

innings.As I said, The Cask is a

basic steakhouse, but it isknown for several side dishes as

well. The corn chowder canwarm your bones on a cold win-ter’s day. I am told that the leg-endary Linda herself used tostart the pot boiling early in themorning. It was only some yearslater that they turned the recipeover to a company who copied italmost perfectly, and while it isnot quite Linda’s, it still is aunique treat among local restau-rants.

Another treat, to my mind, isthe potato salad in the salad bar.Most restaurant potato saladshave a kind of pickle taste tothem. This potato salad doesnot. It is not too mustardyeither. It is just right. So muchso that some locals will order afew pounds to take home forBBQ holidays. (Truth to tell,I’ve done it myself.)

The Cask also has, amongtheir several sandwich delica-




league to ask if you’ve finishedcompiling those statistics, forinstance; send an email saying

you’ve done so. Actually, it’s a good idea to get into the habit ofsending daily or weekly updates not only to team members, but toclients, too.”

You wait too long to respond to calls or emails. (And some-times you don’t respond at all.) Often, hours or days pass beforeyou reply to a colleague or client’s questions. (Hey—you haveabout 200 more important things on your to-do list!) And some-times, enough time passes that responding completely slips yourmind. “You may not think a slow response is a big deal, but theother person probably does,” notes Gordon. “Even if you trulydon’t have time to deal with the matter immediately, it’s easyenough to send a text or email saying, ‘I got your message and willtouch base later.’ Whenever possible, try not to leave any unan-swered emails or voicemails overnight.”

You forget customer preferences. Part of providing goodservice is remembering that Mr. Smith dislikes being called on hiscell phone after 6:00 p.m., and that Mrs. Jones always wants towork with a specific vendor. “When you don’t keep records ofthese things, customers will conclude that they don’t matter toyou,” notes Gordon. “Keep a file on each client, and take a fewmoments to record their preferences after each interaction.”

You nickel and dime them. Yes, you and your customersknow that your relationship is based on an exchange of money forgoods or services. And of course you shouldn’t allow yourself tobe taken advantage of. But obsessively keeping track of everyminute and every coin doesn’t sit well with clients. It makes themthink your first priority is not taking care of them, but gettingeverything that’s owed to you. “Try to balance the bills yousend against the long-term value of your client relationships,”advises Gordon. “For instance, if you spend an extra hour or twooutside your contract, consider not itemizing that time on yournext bill. The customer will likely sing your praises and send youplenty of referrals.”

You “hand off” customers to an employee and never per-sonally contact them again. Sure, if you’re the owner of the com-pany or the leader of a team, you can’t personally take care ofevery single client’s needs. But you can call or email each of themfrom time to time to let them know they’re still getting your atten-tion. This is especially important if you conducted the initial meet-ings or signed a contract with a certain client. “In my business, Imake it a priority to respond personally to readers who ask mequestions via email, Facebook, and Twitter,” Gordon shares.“While I could hand these tasks off to members of my staff, I trulydo appreciate that readers care enough to take the time to contactme—and by engaging with them individually, I am showing themthat I care, too.”

You wait till the last minute to ask for what you need. Say aproject has been on your desk for a week—but you don’t ask yoursubordinate to make revisions until a few hours before the dead-line. This puts the stress burden on the other person, and makeshim feel that you don’t respect his time. (It doesn’t do your in-office reputation any favors, either.) “When a project requires agroup effort and you’re a part of that group, never forget that yourtime management should take into account their time, too,” saysGordon. “Show others the consideration you yourself would like toreceive.”

You rush through projects and leave loose ends. In TheCarpenter, Gordon writes, “The world is filled with those who getthings done the fastest and the cheapest, but it needs more artists,craftsmen, and craftswomen. When you become a craftsman in a

world of carpenters, you will stand out, and people will clamor towork with you.” “When you put forth the least amount of effortand do only the bare minimum, someone else will have to comebehind you and make improvements—that, or you’ll have provid-ed an inferior product,” Gordon notes. “Both tell people that youdon’t care enough to do the job right.”

You miss deadlines. We all know that missing deadlines is abad thing, yet many of us persist in (often creatively) figuring outhow to buy more time for ourselves. Every once in a rare while anextension may be necessary; say, if too little time was initially pro-vided to do a good job or if an emergency pops up in the middle ofthe project. Usually, though, the extra time you spend gets takenaway from someone further down the line. “Missing deadlines isanother way of conveying to others that you don’t respect theirtime,” comments Gordon. “Do as much as you possibly can tostick to the agreed-upon schedule.”

You stress people out right before vacation. Leaders andsupervisors, take note: An employee’s upcoming vacation should-n’t give you license to demand Herculean feats from her rightbefore her absence. You know she needs to pack, board the dog,and (ideally) get a restful night’s sleep before hitting the road orflying the friendly skies. Making her work till 8:00 p.m. the nightbefore she departs shouts, “Work is more important than your fam-ily time!” “Vacations should be something your people look for-ward to, not something they semi-dread because they know thedays leading up to a getaway will be horrendous,” commentsGordon. “Part of being a caring leader is planning ahead with eachemployee to ensure that essential tasks are completed without last-minute hassle and headaches.”

You neglect to say “thank you” or “great job.” Even if some-one is “just” doing what’s in his job description, and especially ifhe has gone above and beyond to help you, take a few moments toverbalize your appreciation. “Often, we don’t express gratitude notbecause we aren’t thankful, but because we’re busy or havealready shifted our focus to the next thing—however, the otherperson doesn’t know that,” observes Gordon. “Saying ‘thanks’takes only a few seconds of your time, but can do wonders for yourprofessional relationships. When people feel valued, noticed, andappreciated, they’ll be motivated to do better work. It’s that sim-ple.”

You don’t take care of the “little things” that make workflow smoothly. Broken equipment, outdated computer programs,no coffee cups, burnt-out light bulbs, even office furniture that’sseen better days—all of these things send employees a messageabout how much you don’t care about their comfort. “Youremployees get that you don’t have the resources to provide expen-sive, cutting-edge gadgets and an in-office spa,” observes Gordon.“But when you fail to provide basics that are within the budget,especially when it’s clear that you and other leaders aren’t goingwithout, you’ll cultivate a ‘haves vs. have-nots’ attitude that fos-ters disengagement.”

You listen with half an ear. You know how this goes: Youmake the appropriate noises during a client call (“Mmmhmmm…Iunderstand…No, that won’t be a problem…”) while simultaneous-ly typing an email to someone else. You may think you’re gettingaway with multitasking, but Gordon says the other person can usu-ally tell that your attention is divided, and will feel unimportant asa result.

“Giving a client or colleague your full attention is so meaning-ful,” he points out. “Being fully present says, ‘I really care aboutyou and what you need. You are my top priority right now.’”

You’re curt or disrespectful with people. Everyone has feel-ings. Take care not to bruise them.

17 Things You...continued from pg. 40



communities where the amenitiesare considerable,” Diamond said inan interview. “The non-college-edu-

cated value these areas, but they cannot afford the housing.”Economic well-being, Diamond said, is defined as the consump-

tion of consumer choices such as shopping and housing, as well asamenities such as a community's crime rate, school system andweather.

Diamond explained that the rise in economic inequality is due todifferent cities having different labor demands in the last 30 years.This led to either an increase or a decline in the percentage of collegegraduates among the city’s workers – which in turn led to either moreor fewer amenities.

Diamond conducted the research while she was a postdoctoralfellow at the Stanford Institute for Economic Policy Research from2013 to 2014 and during her doctoral studies at Harvard Universityfrom 2008 to 2013. She used U.S. Census data from 1980, 1990 and2000 on a wide range of economic and demographic items.

Her analysis included 218 metropolitan areas in the United Statesand was restricted to people 25 to 55 years old who worked at least35 hours per week.

Wage Inequality Understates GapIn the past few decades, college-educated workers have enjoyed

significant increases in earnings relative to those with less education,according to Diamond. In 1980, the typical college graduate earned38 percent more than the average high school graduate. By 2000, thathad increased to 57 percent, and by 2011 to 73 percent.

This wage gap has rippled across American cities. From about1980 to 2000, cities that initially had a large share of college gradu-ates (Boston and Atlanta, for example) increasingly attracted largernumbers of them, while cities with less-educated workers (Albany,N.Y., and Harrisburg, Pa.) gained fewer graduates.

Do the large increases in wage inequality over the past threedecades point to a similar increase in economic well-being inequali-ty? The answer is yes, Diamond said. “In fact, the increase in wageinequality understates the true increase in economic well-beinginequality.”

The reason is that high-skill cities also offer residents moreamenities for quality living – entertainment, educational opportuni-ties, better air quality and lower crime rates. The higher housing costsdo not fully dilute the real amount of consumption that college work-ers derive from their high wages, she said.

“If the economic value of living in a high-amenity city more thancompensates college graduates for the high housing prices, thegrowth in wage inequality would understate the increase in econom-ic well-being inequality,” Diamond wrote. “High-skill cities not onlyappear to offer the highest wages, but also a better quality of life.”

Workers’ available choices in where to live are strongly related tothe trajectory of wages and rents in cities, according to the research.From 1980 to 2000, for every 1 percent increase in a city’s ratio ofcollege graduates to non-graduates, the city witnessed a 0.6 percenthike in rents.

For example, in 2013 in San Francisco the median price for a stu-dio apartment was $863,000. But in Las Vegas, the median price fora four-bedroom house was only $220,100.

Causes of Economic SegregationThe labor demands of different industries across America’s city

landscape changed from 1980 to 2000, Diamond writes. As a result,industries adjusted their hiring needs for college or non-collegeworkers. Computer and technology sectors hired more educatedworkers, for example. And the old industrial cities that most aggres-

sively shifted their focus to information technology were the citiesthat experienced the largest increases in the hiring of college gradu-ates.

“The hiring demands of cities’ local industries played a large rolein attracting high- and low-skill workers to different cities, causingthe divergence of skill across space,” Diamond wrote.

In the 19th century, Diamond said, people valued American citiesfor their importance as production hubs of manufacturing and wealth.Today, the more educated the worker, the more he or she is interest-ed in the quality of life and the choices in the amenities a city has tooffer.

Increasing a city’s share of college graduates boosts the likeli-hood that a city will have a greater quality of life – more shoppingchoices, better schools and restaurants, for example – and the reverseis true as well.

Consider the changing fortunes of Detroit and Boston, Diamondwrote. In the early 20th century, Detroit had a booming auto manu-facturing industry and a model public educational system. But by2009, Detroit's public schools had the nation's lowest math proficien-cy scores.

On the other hand, Boston's public school system was dismal inthe 1970s, but in subsequent decades the city focused on buildingitself up as a beacon for technology, biotech and medical firms. Theresult? More high-paying jobs, more college workers and a schooldistrict that in 2006 won a national award (the Broad Prize) for beingthe most improved.

“The prosperity of Boston and the decline of Detroit go beyondjobs and wages, directly impacting the amenities and quality of lifein these areas,” Diamond wrote.

In contrast to Detroit, Pittsburgh has made a relatively successfultransition from being a manufacturing hub in the 19th and 20th cen-turies to a city now known for its low housing costs, solid base inamenities, and growing economy, according to Diamond. When thesteel industry faded, the city’s educational and health care institutionsprovided a strong foundation for this next chapter.

Diamond said that college-educated workers place a greateremphasis on amenities in choosing which metropolitan area to livein, while non-college-educated workers look for affordability. Ofcourse, everyone prefers higher wages, lower rents, and better ameni-ties in living places – but that is an extremely rare combination.

She noted that college graduates in New York City are willing topay much higher housing prices than they would in Clevelandbecause of the many amenities available in New York.

Nationwide, “changes in wages, housing costs and local ameni-ties from 1980 to 2000 led to an increase in economic well-beinginequality of at least 67 percent,” Diamond said.

The outcome is a nationwide gentrification effect, she said.Lower-skill workers are unable to gain access to the best cities, whichputs them in the more affordable but lower-amenity metropolitanareas.

Policies and the Next StepWhat can cities and communities do? Diamond suggests that

local governments attract college graduates by creating desirableamenities. “Policies that could achieve this include offering taxincentives to firms employing high-skill workers,” she wrote, “orfunding amenities valued by college graduates such as policies tar-geting reductions in crime or improvements in the quality of localschools.”

Looking ahead, Diamond would like to examine this issue at theneighborhood level – “who’s willing to live next door to whom” –and how people segregate themselves in the particular places theylive, she said.

America’s Cities...continued from pg. 22


N/A = Not Applicable WND - Would not Disclose na = not available. The information in the above list was obtained from the companies listed. To the best of our knowledge the information supplied is accurate as of press time. Whileevery effort is made to ensure the accuracy and thoroughness of the list, omissions and typographical errors sometimes occur. Please send corrections or additions on company letterhead to: The Inland Empire Business Journal, P.O.Box 1979, Rancho Cucamonga, CA 91729-1979. Copyright 2014 by IEBJ.

Top Tenant Improvement ContractorsListed Alphabetically

Firm Cmmcl. Bldgs. (in I.E.) # of Licensed Contractors Specialties Clientele/Projects Top Local Exec.Address Indstrl. Bldgs. (in I.E.) Company Headquarters TitleCity, State, Zip (Sq. ft. completed) Phone/Fax

E-mail Address

Capstone Construction Co., Inc. 200,000 3 Office Tenant Improvements Tri-City Corp. Center Bruce T. Heiliger1. 3651 Third St. 75,000 Riverside Ground up Division Riv. Comm. Hospital President

Riverside, CA 92501 Hospital Division University of Phoenix (951) 682-6225/[email protected]

Fullmer Construction 8,854,420 N/A Commercial, Industrial & Office, Riverside Comm. Investors Bob Fullmer2. 1725 South Grove Ave. (comm. & indus. total) Ontario Tenant Improvements Stirling Capital President

Ontario, CA 91761 1,760 Bldgs Burlington Coat Factory (909) 947-9467/947-5241www.fullmerco.com

Inland Empire Builders, Inc. N/A 1 Commercial Construction Sacred Heart Church, Rancho Cucamonga Tracy Elefante3. 10271-A Trademark St., Ste. 22 N/A Rancho Cucamonga Tenant/Office Improvements Fire Station #173, The Roman Catholic President/CEO

Rancho Cucamonga, CA 91730 Bistro of San Bernardino, Glennwood Devle. (909) 945-2450/[email protected]

JG Construction 2,100,000 4 Commercial/Retail Buildings Cadtree Capitol Investment June Grothe4. 15632 El Prado Rd. 4,500,000 Chino Construction Ground Up Diamond Plaza President

Chino, CA 91710 Tenant Improvements Pan Pacific Retail, Longs, Sav-On (909) 993-9393/[email protected]

Oltmans Construction Co. 981,162 2 Commercial/Industrial Projects Corp. Stater Bros. Joe Oltmans II5. 10005 Mission Mill Rd. 2,560,697 Whittier Seismic Retrofit Inland Empire Gateway President

Whittier, CA 90601 Tenant Improvements Chino South Industrial (562) 948-4242/[email protected]

Ralph Affaitati Construction WND OHC Lic. Industrial/Commercial GSA, Ralph Affaitati6. 393 W. Athol, Ste. 2 San Bernardino Tenant Improvements Federal Government President

San Bernardino, CA 92401 (909) 889-0131/381-3881www.affaitati.com

prosecution motion to disqualifyLarson as Burum’s attorney. Thatmotion is based upon Arent Fox,

Larson’s law firm, having hired former assistant U.S. Attorney JerryBehnke in May. Behnke was formerly a part of a jointfederal/state/local task force that targeted public corruption crime,and it is the prosecution’s contention that Behnke’s employment withArent Fox provides the defense with an unfair advantage.

If all of the charges in the indictment have been dismissed at thatpoint, the disqualification motion will have become moot.

Courtesy of San Bernardino County Sentinel



Even during disagreements orwhen negative feedback needs tobe shared, there is usually a way to

say what you need to say without crossing the line and hurtingsomeone. “In my experience, most people don’t mean to be hurt-ful,” observes Gordon. “Rather, their tone reflects their own highstress levels, or their blunt speech is a product of their attentionbeing focused elsewhere. This is why it’s so important to be fullypresent when you’re interacting with someone else—you’re moreable to consider your words and gauge the impact they are having.”

You gossip or make snarky comments behind people’sbacks. You may think, “Well, she’s not here so it’s okay,” or,“Everyone gossips at the water cooler,” or even, “He deserves tobe taken down a peg!” Wrong. Uncaring words have a way of get-ting back to the other person—and even if they never do, theycause the people with whom you’re speaking not to trust you.

“Tempting as it may be sometimes, make it your policy not tosay bad things about your coworkers when you’re on the clock,”instructs Gordon. “If you simply must vent, wait until you can doso outside of work with a family member or friend.”

You neglect to ask about things going on in their personallives. Whether you’re interacting with a colleague or a client, youmay think that keeping the conversation focused on business is asign of professionalism. But actually, says Gordon, it can paint youas a rather callous individual—especially if the other person isgoing through a difficult time. “Ask others what’s going on in theirpersonal lives, and follow up,” recommends Gordon. “Expressyour sympathy when a client’s parent passes away, and your will-ingness to help when a colleague is dealing with a health crisis. It’sso easy to spend five minutes making these connections before get-ting down to business—and it means so much.”

You hijack people’s stories. In the course of conversational“give and take,” it’s fine to share when you have a related story.But resist the temptation to make everything all about you. Whenyou forcibly take the reigns and steer a conversation in the direc-tion you want it to go, you send others the message that you don’tcare about or value what they have to say. “Nobody appreciates‘that person’ who always manages to turn the spotlight on himselfor herself,” notes Gordon. “In general, it’s wise to listen more thanyou speak. Not only will you learn a lot through listening andobservation; when you do contribute, others will be more receptiveto hearing what you have to say.”

You ignore important milestones in people’s lives. It onlytakes a few seconds to say, “Happy Birthday,” or, “HappyAnniversary.” And while you can’t always attend every colleague’schild’s birthday party or every client’s retirement party, go (or aleast send a card) if you possibly can.

“Your presence means a lot,” confirms Gordon. “People aresurprised and pleased when you acknowledge important mile-stones in their lives—precisely because the assumption today isthat most people don’t care about what’s going on outside theirown bubbles.” “Most people don’t intend to be uncaring or incon-siderate,” concludes Gordon. “Actually, I believe that the busy,stressful nature of modern life forces us to spend too much timelooking out for number one and too little time looking out for oth-ers. We need to make a conscious effort to reverse that behavior.

“So take a few moments and evaluate your behavior andhabits,” he adds. “What messages are they sending? What smallchanges can you make to show others that you care? I promise, theeffort you put forth will energize you and others, and will lead tomutual success.”

17 Things You...continued from pg. 29

efforts toward making others’ liveseasier are nearly always respected,included, and considered valuable.

When you help others reach their goals and become their best, you’llusually find that the same things happen to you.”

Fill up your energy bank account so you can make with-drawals when you need them. Throughout life, circumstances arisethat are beyond our control. You may experience a major illness, losea loved one, or be forced to relocate. You may have to occasionallywork long days and go without sleep.

The list goes on. It’s because of these out-of-our-hands circum-stances, says Core, that we must all focus on controlling what we can.“What I mean is, know your needs and capacities and try not toexceed them on a regular basis,” he says. “In other words, get enoughsleep. Eat nutritiously. Exercise when time permits. That way, whenyou do find yourself needing to push the limits, you’ll have a healthymargin of energy, motivation, or whatever to draw on. Manage whatyou can manage as often as possible in order to compensate for whatyou cannot manage.”

Forget the future. (Really!) The future can be an inspiringthing…but it can also be a scary and misleading one. Awfulizing,what-ifs, and doomsday thinking can plunge you into paralyzing anx-iety. And making incorrect assumptions can send you down thewrong path. That’s why, aside from setting goals for yourself, Coresays you should try not to let your mind wander into future outcomes.

“Thrivers trust in an execution mindset and focus their attentionand efforts on the here and now,” he says. “That’s because nobodycan predict when or under what conditions the future is going tounfold. The only thing a person truly can do is to focus on theprocesses of today—and live them out to the max. That’s not onlygoing to produce personal peace in the present tense, it’s going to bethe best possible preparation for whatever the future holds. Enjoy theprocess and take great joy in the rewards!”

Forgive yesterday so you can work on today. Core says mostsuccessful, hardworking people are often hard on themselves to anunproductive level. They are their own worst critics and spend valu-able time lingering on mistakes and slip-ups. Long after the event—whatever it was—is over, they beat themselves up relentlessly insteadof spending their time in a more productive state.

“Treat yourself with the same compassion and generosity you’dextend to another person who’d messed up or fallen short of a goal,”urges Core. “If it helps, follow the two-hour rule I learned from oneof my past coaches: When you have a bad performance or make amistake, you have two hours to pout, scream, cry, wallow, or dowhatever you think will help you deal with the disappointment.

But when 120 minutes have passed, it’s time to start moving for-ward again. “Remember, nobody is perfect,” he adds. “We all makemistakes. What sets Thrivers apart is the fact that after a fall, they for-give themselves faster, get back up, and continue the journey for-ward.”

“By making small changes in how you approach your day, youcan begin to take back your to-do list and accomplish the big goalsthat will really help you thrive,” Core concludes. “It’s time to stopallowing your quest for success to leave you feeling tired, stressed,and disillusioned. So, how will your tomorrow look different fromyour today? What is one small change you can make right now tostart rewiring the patterns that define your life?”

To learn more, please visit www.andycore.com.

Thriving in a...continued from pg. 14


N E W B U S I N E S S County of San BernardinoN E W B U S I N E S S County of San Bernardino

N E W B U S I N E S S County of RiversideN E W B U S I N E S S County of RiversideCONSTRUCTIONGRINDING COMPANY82-910 BECKMAN DR.THERMAL, CA 92274

YOUNG, ROCKY NEAL82-910 BECKMAN DR.THERMAL, CA 92274

THE DESIGN GROUP83-750 CITRUS AVE. STE. 9INDIO, CA 92201

IMAGE AUTO BODY82 375 MARKET ST.INDIO, CA 92201

ANGUIANO, BEN FELIX82 245 MILES AVE.INDIO, CA 92201

VIP PROPERTYHOME SERVICES79982 MISSION DR.LA QUINTA, CA 92253

STONE,MARYNELL PHILLIP1146 CORSICA DR.PACIFIC PALISADES, CA90272

LAND MARTFINANCIAL SERVICES777 E TAHQUITZ CANYONWAY STE. 200-31PALM SPRINGS, CA 92262

MARTINEZ, RAUL945 ALTA RIDGEPALM SPRINGS, CA 92262

ABBY'S FASHIONS34550 MARCIA RD.CATHEDRAL CITY, CA92234

ROMERO, VIRGINIA34550 MARICA RD.CATHEDRAL CITY, CA92234

ABBY'S PETCOLLECTIONS34550 MARCIA RD.CATHEDRAL CITY, CA92234

ROMERO, VIRGINIA34550 MARICA RD.CATHEDRAL CITY, CA92234

DESERT CITIESBAIL BONDS52137 MORGAN AVE.COACHELLA, CA 92236

CARMONA, ELSIE GOMEZ52137 MORGAN AVE.COACHELLA, CA 92236

JW'S BBQ1420 E. VIA ESCUELAPALM SPRINGS, CA 92262

NORWOOD,MARTHE JEAN1420 E. VIA ESCUELAPALM SPRINGS, CA 92262

NORWOOD, WALTER LEE1420 E. VIA ESCUELAPALM SPRINGS, CA 92262

GARLEN HOME CARE I68210 VEGA RD.CATHEDRAL CITY, CA92234

PAALA, GLORIOSOMERCADO68210 VEGA RD.CATHEDRAL CITY, CA92234

GARLEN HOME CARE I68210 VEGA RD.CATHEDRAL CITY, CA92234

PAALA, HELEN TAONG68210 VEGA RD.CATHEDRAL CITY, CA92234

KGN78140 CALLE NORTELA QUINTA, CA 92253

SORIN, NANCY LEE78140 CALLE NORTELA QUINTA, CA 92253

VINTAGE ARCADES49978 HARRISON ST. STE. 36COACHELLA, CA 92236

CORA, ANDY HENRY74145 CANDLEWOOD ST.PALM DESERT, CA 92260

CLASSICTRANSPORTATION ANDCAR SERVICE398 N. JAN CIR.PALM SPRINGS, CA 92262

CLASSIC ENTERPRISES,INC.100 S. SUNRISE WAYPALM SPRINGS, CA 92262

CLASSIC TRAVELER.COM398 N. JAN CIR.PALM SPRINGS, CA 92262

ROBO STUDIO398 N. JAN CIR.PALM SPRINGS, CA 92262

THE PALMS REALTY1088 E. VISTA CHINOPALM SPRINGS, CA 92262

GERRIE, CYNTHIA ELLEN1088 E. VISTA CHINOPALM SPRINGS, CA 92262

R&D ENTERPRISES1077 E. HOFFER ST.BANNING, CA 92220

FRANKLIN,DEBORAH WEIR1077 E. HOFFERBANNING, CA 92220

R&D ENTERPRISES1077 E. HOFFER ST.BANNING CA 92220

FRANKLIN, ROY GENE1077 E. HOFFERBANNING, CA 92220

MUSICAL PHUNKTIONS22815 CANYON LAKE DR. N.CANYON LAKE, CA 92587

KINGAYLOR, INC.22815 CANYON LAKE DR.CANYON LAKE, CA 92587

TISKET A TASKET GOTTAHAVE THAT BASKET1550 HEARTLAND WAYCORONA CA 92881

OWENS-MCCLANAHAN,SHIRLEY JEAN1550 HEARTLAND WAYCORONA, CA 92881

HARRIS FAMILY CHILDCARE1062 AURORA LN.CORONA, CA 92881

HARRIS, KIMBERLY1062 AURORA LANECORONA, CA 92881

COMPETITION SPEED33543 CEDAR CREEK LN.LAKE ELSINORE, CA 92532

BIEZONSKY,DANIEL STASZU33543 CEDAR CREEK LN.LAKE ELSINOR, CA 92532

COMPETITION SPEEDPOWER AND EQUIPMENT33543 CEDAR CREEK LN.LAKE ELSINORE, CA 92532

COMPETITION-SPEED.COM33543 CEDAR CREEK LN.LAKE ELSINORE, CA 92532

CSPEEDPOWER.COM33543 CEDAR CREEK LN.LAKE ELSINORE, CA 92532

TITAN ENTERTAIMENTGROUP8 CORTE CERVATILAKE ELSINORE CA 92532

ARAGON III, MAX BUDDY8 CORTE CERVATILAKE ELSINORE, CA 92532

KIWI DECKS &HANDYMAN28320 FOREST OAKS WAYMORENO VALLEY, CA92555

FOOTHILL LANES17238 FOOTHILL BLVD.FONTANA, CA 92335

FORWARD MOBILITY22365 BARTON ROAD GRAND TERRACE, CA92313

FOUR SEASONS LAWNCARE8399 BUCKTHORNHESPERIA, CA 92345

FSH FATHER, SON &HOLY SPIRIT25406 COLE ST.LOMA LINDA, CA 92354

GARY’S POT-POURRIBEAUTY SUPPLY12130 CENTRAL AVE.CHINO, CA 91710

GENESIS SHEET METAL &RAIN GUTTERS17422 SAN BERNARDINOAVE.FONTANA, CA 92335

GLOBAL PRINTING22365 BARTON RD. STE 206GRAND TERRACE, CA92313

GLOBAL RESEARCH ANDMARKETING22365 BARTON RD.GRAND TERRACE, CA92313

GLOBAL SALES PROS22365 BARTON RD.GRAND TERRACE, CA92313

GOLDEN STATE PAINTBALL8661 19TH ST.RANCHO CUCAMONGA,CA 91701

HANDY GIRLS904 D LN.BIG BEAR CITY, CA 92314

A&A SURVEYING ANDMAPPING825 EAST COLTON AVE.REDLANDS, CA 92374

ALAMO PAWN SHOP1760 W FOUGE BLVD.FONTANA, CA 92335

ALPHA PHI ALPHA FRATERNITY, INC MU XILAMBDA846 E. MARGARITA RD.RIALTO, CA 92376

ARCS & SPARKS MOBILEWELDING1895 BALDWIN LAKE RD.BIG BEAR CITY, CA 92314

ARMAGEDDON GRAPHICS7543 W. LIBERTY PKWY.STE. 632FONTANA, CA 92336

BATCH4985 MANZANITA ST.MONTCLAIR, CA 91763

BEST DRIVE THRU DAIRYMARKET21101 BEAR VALLEY RD.APPLE VALLEY, CA 92308

BETA “B” EMBROIDERY14732 ERIE RD.APPLE VALLEY, CA 92307

BIG BEAR ARBORISTTREE AND LANDSCAPESERVICE896 MENLO DR.BIG BEAR LAKE, CA 92315

BRAVO LANDSCAPES17878 CHERRY ST.HESPERIA, CA 92345

BUSHIDO PRODUCTIONS14987 COTTONTAIL LN.VICTORVILLE, CA 92394

C B R COMPUTER SUPPLIES16194 WINDCREST DR.FONTANA, CA 92337

CABRERA FAMILY CHILD CARE14581 PONY TRAIL RD.VICTORVILLE, CA 92392

CA UMPIRE’S CLUB7072 TOPAZ ST.ALTA LOMA, CA 91701

CARETRUST COMPANY203 S. FERN AVE.ONTARIO, CA 91762

CLASSIC IMAGE11650 CHERRY AVE. STE. 7FFONTANA, CA 92337

COHEN MEDICAL CENTER8330 RED OAK ST.STE. 201RANCHO CUCAMONGA,CA 91730

CREATIVE SOLUTIONSAIR CONDITIONING ANDHEATING16304 SAGO RD.APPLE VALLEY, CA 92307

DINAPOLI’S FIREHOUSEITALIAN EATERY17856 HWY 18APPLE VALLEY, CA 92307

DISCOUNT OUTLET12555 MARIPOSA RD.VICTORVILLE, CA 92395

DRESS LUXE4172 NONA AVE.HIGHLAND, CA 92346

DREXEL LENDING GROUP3333 CONCOURS ST.STE.7102ONTARIO, CA 91764

ED’S BACKHOE RENTALSERVICE8873 6TH AVE.HESPERIA, CA 92345

EL SERENO HOUSE6206 WALNUT AVE.CHINO, CA 91710

ELITE REAL ESTATESALES7326 ACOMASTE. AYUCCA VALLEY, CA 92284

ELITE RENTALS & PROPERTY MANAGEMENT ANDREAL ESTATE7326 ACOMA TRAILYUCCA VALLEY, CA 92284

EVEREST CONSTRUCTION27935 ST BERNARD LN.LAKE ARROWHEAD, CA92325

FOCUS FIGHTWEARFOCUS ON THISPRODUCTIONSTEAM FOCUS909 E. DELAWARE AVE.REDLANDS, CA 92374

FOX AND CROW STUDIO73095 SULLIVAN RD.TWENTYNINE PALMS, CA 92277

FRONTLINE SERVICES18363 VALLEY BLVD.BLOOMINGTON, CA 92316

GAJIM INDUSTRIES16144 BOYLE AVE.FONTANA, CA 92337

COMEZ PAVING16354 PEBBLE BEACH DR.STE. 215VICTORVILLE, CA 92395

HAPPY TIME CHILDCARE20730 TETON RD.APPLE VALLEY, CA 92308

HI-DESERT DRIVELINE8205 KEATS AVE.YUCCA VALLEY, CA 92284

HOME RECOVERY TRUST219 S. RIVERSIDE AVE. STE. 192RIALTO, CA 92376

HONDAYA SUSHI BAR10990 FOOTHILL BLVDRANCHO CUCAMONGA,CA 91730

HYGEIALAND INTERNATONAL INC.8822 FLOWER RD.RANCHO CUCAMONGA,CA 91730

AVILA PRODUCE18375 ALDER STHESPERIA, CA 92345

CCREATIVE IMAGE 7107 GARDEN OAKS STFONTANA, CA 92336


Center retail project.Apple Valley will issue permits

for approximately 100± single fam-ily homes in FY2013-14. This is the most permits issued in sevenyears and the third straight year-over-year growth; in addition, a ten-tative tract map was approved in September 2013 for 406± singlefamily residential homes by Pulte Homes.

The Town of Apple Valley continues to market the North AppleValley Industrial Specific Plan (NAVISP), a 6,600± acre area plannedfor industrial development near Interstate-15. The NAVISP offers anapproved EIR, low-cost yet strategically-located industrial land, anda transparent and streamlined 120-day administrative approvalprocess. Watson Land Company, Wal-Mart Distribution, FreseniusMedical Care’s Tru Blu Logistics and Reid Products are just a few ofthe companies that have selected the NAVISP for investment anddevelopment.

On the retail front, Apple Valley is home to one of the region’smost successful commercial centers, Jess Ranch Marketplace (JRM),located at Bear Valley and Apple Valley Roads. Developed byFountainhead Devco, Weingarten Realty and Malcolm Riley &Associates, JRM is anchored by Best Buy, 24-Hour Fitness,Cinemark, Burlington and Red Robin. New tenants include theregion’s first Ulta Beauty and a new Denny’s Restaurant. Comingsoon are Osh Kosh and Carter’s clothing stores!

Pent-up retail demand is a reality at this intersection and newdevelopment opportunities are brewing once again here as well as atThe Fountains, a proposed mixed-use project at the northeast cornerof Yucca Loma Road and Apple Valley Road.

Lewis Retail Centers continues to expand the Apple ValleyCommons, anchored by Target with the addition this year of SallyBeauty, Fantastic Sams, Subway, T-Mobile and a Wells Fargo drive-through ATM on its own pad.

In addition to the Yucca Loma Bridge, the Town is also startingthe engineering process for the widening of the Bear Valley RoadBridge across the Mojave River.

The City of Barstow has recently entered into an exclusive nego-tiating agreement with Scuderia Development regarding the develop-ment of a proposed $1.5± billion project to build a 2.95± million sq.ft. secondary aluminum production facility in Barstow. The overallproject, which will be operated by a new private company known asBarstow Aluminum Corporation, is being designed to accommodatean annual production capacity of 1 million metric tons and willinclude a cast house, rolling mill, extrusion mill, and logistics ware-house. When fully operational, Barstow Aluminum Corporation willemploy at least 2,000± people.

The City of Barstow is currently working with Malcolm Riley &Associates/The Bradco Companies on developing a 112± acre sitelocated off of the I-15 Freeway on Avenue L into The Shoppes atSpanish Trail. The overall project includes approximately 801,000±sq. ft. of commercial/retail space. The city recently entered into anexclusive negotiating agreement with Malcolm Riley and Associatesand The Bradco Companies for the development of this project.Currently, a Home Depot is located in the West Sector of the overallproject. The power center has been designed with an “Old SpanishTrail” theme that builds on the unique history of Barstow, whichserved as a critical stopping point along the 1,200± mile Old SpanishTrail route which connected Santa Fe, New Mexico with LosAngeles.

Rothbart Development will be beginning construction of theMontara Place Shopping Center this year, which includes 255,000±sq. ft. of retail space set to be anchored by a Super Wal-Mart. Theproject will be constructed on a 28± acre site located at the southeastcorner of East Main Street and Montara Road.

The Barstow Casino & Resort Project, which is being pursued asa partnership project between the Los Coyotes Band of Cahuilla &Cupeno Indians and Bar West Gaming, is still a viable initiative thatis in the review process. In order for the initiative to move forward,both the Federal Government and the State of California will have toagree to allow the project to be constructed. Currently, the FederalGovernment’s Department of the Interior is evaluating the proposedBarstow Casino & Resort project in accordance with the IndianGaming Regulatory Act.

Another significant initiative that the city is coordinating is therevival of the Barstow Industrial Park project. In total, the BarstowIndustrial Park spans over 1,174 acres and is located around 3 milesnorthwest of Interstate 15 and around 5 miles west of the I-15/I-40interchange. The city has been working with the project developerregarding future plans for the location. A number of infrastructureconcerns are currently being addressed, including the installation ofa potential rail-spur at the site. The city will be working with thedeveloper during this next year to coordinate and implement the solu-tions needed to ensure that the Barstow Industrial Park becomes thehigh desert’s premier logistics, manufacturing, and distribution hub.

The Lenwood Grade Separation project is currently under con-struction. The overall $31.5 million facility includes a number ofdesign enhancements that will ensure that the bridge over the BNSFrailroad will provide smooth and efficient access for industrial usersat the intersection of Lenwood Road and Main Street. A ground-breaking ceremony for the project was held on March 21, 2014.

Joseph W. Brady, CCIM, SIOR is president of The BradcoCompanies and publisher of the Bradco High Desert Report.

Infrastructure...continued from pg. 3

organization is likely to be the col-lective intelligence of yourown people. And you may even be

pleasantly surprised to discover the world is no longer changingfaster than your organization.” That’s always a good result.

—Henry Holtzman

Wiki...continued from pg. 25

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California’s Manufacturing Industries: Employment and Competitivenessin the 21st Century

Institute for Applied Economics, Los Angeles Economic Development CorporationWHERE TO NOW?Manufacturing is changingFrom applecarts to aircraft

and from staplers to stents, theprocess of manufacturing goodsis being transformed through anabundance of affordable com-puting power, an explosion ofmaterial sciences and anincreasingly accessible globalmarketplace of ideas and facto-ries. This transformation ischanging the demand for

labor—both its quantity and itsquality—even as the value ofproduction keeps rising.

Manufacturing employmentwill continue to decline

Increased productivitythrough process compression,automation and off shoringshows no sign of abating in thenear future. Employmentdeclines in manufacturing willcontinue, as the potential for

achieving additional efficienciesin existing businesses appears tobe large.

However, the compositionof this employment may bechanging. Research, design andengineering functions, tradition-ally included in the manufactur-ing sector, are increasinglybeing outsourced to specialtyshops that are measured as partof the service economy.

Meanwhile, production

employment will be situatedwhere it is most competitive,and for many industries this isstill in areas where labor costscan be minimized.

Workforce training is stillneeded

Because manufacturingprocesses in both high technolo-gy and low technology indus-tries are becoming moredependent on technical tools(both hardware and software),specific training will continue tobe needed. The speed of inno-vation today demands thatindustry be involved in develop-ing appropriate training pro-grams and in forming partner-ships with learning centers andcolleges so that candidates arejob-ready for available occupa-tions. This may also involveensuring that instructors them-selves are kept abreast of tech-nological progress occurring inindustries that their studentsneed to be schooled for.

Not only is such trainingnecessary to prepare jobentrants, it is critical to the con-tinual process of creativedestruction within industry. Asretiring workers take their skillswith them, their replacementsbring knowledge of and trainingin newer products and practicesto existing manufacturers, accel-erating adoption and innovationacross industry.

Human capital is mobileAlthough manufacturing has

become more capital intensive,its competitive edge continuesto exist in human capital andentrepreneurship—which canreside anywhere. Globalizationand communication networkshave made it possible to assem-ble the most qualified and cre-ative research and design teamsfrom highly-skilled, highly edu-cated workers living anywherearound the world.

These are the very individu-continued on page 36


als that drive innovation and com-petitiveness and that generatewealth within their own communi-

ties. Their choice of where to reside will depend on quality of lifeissues, such as availability of educational resources and research labsto facilitate their discoveries, access to computing power and com-munication infrastructure, such as ubiquitous wireless capability, toenable seamless collaboration across miles, and a thriving innovationecosystem that generates ideas, advancements and excitement.

Industry diversification remains importantFinally, diversity of industry mix is a competitive strength, not

only within the manufacturing sector but across all sectors of aneconomy. A region with competitive strength in several industryclusters is less vulnerable to a systematic risk of exposure to the busi-ness cycle. While concentrations of activity in specific industriesshould be nurtured and maintained, a larger goal would be to encour-

Manufacturing...continued from pg. 35

age a spectrum of industry strength, in both high technology and lowtechnology fields, in manufacturing and in services, each competitivein its own market and providing employment for local residents.

Diversification also permits a wider and deeper supply chain,keeping dollars within the economic region and multiplying the over-all economic benefits. Even industries lacking competitive strengthmay be vital as suppliers to another, perhaps stronger, regional indus-try. Hence a deeper understanding of the needs of regional industriesis critically important.

Manufacturing Employment in CaliforniaEmployment in manufacturing is a measure of the number of jobs

provided by businesses in the industry. Industry employment can beestimated at different levels of industry classifications and can beused to determine the industry composition and identify largeemploying industries, track relative competitiveness and observeemployment trends for the varying types of manufacturing.

The ManufacturingWorkforce

There are many diverseoccupations in the manufactur-ing sector, with jobs in account-ing, sales, office and administra-tive services, on the productionline and in engineering andcomputer sciences. More than43 percent of all manufacturingjobs are in production occupa-tions. These include such rolesas machinists, welders and cut-ters, team assemblers, machineoperators, inspectors, testers,production helpers, and manyothers. At the national level,more than 51 percent of all man-ufacturing workers are in pro-duction occupations, suggestinga higher degree of automation inCalifornia than in the rest of thenation.

Office and administrativeoccupations account for morethan 10 percent of all manufac-turing jobs, and architecturaland engineering occupations(mostly engineering) are almost9 percent of all jobs. At thenational level, the share ofworkers in architectural andengineering occupations is lessthan 7 percent, and computerand mathematical occupationsare 2.3 percent, supporting thenotion that manufacturing ismore technologically intensivethan other areas.

The median annualwages vary widely across theseoccupational groups, with a dif-ference of more than $100,000between the highest earning



occupational group (management)and the lowest earning occupationalgroup (transportation and material

moving).Given the wide range of occupations, it is expected that a diver-

sity of knowledge, skills and abilities would be needed. In fact, morethan half of all jobs in manufacturing require a high school diploma(or equivalency) only for an entry level job, and 14 percent of jobsare open to candidates without a high school diploma. Another 21.6percent requires a bachelor’s degree.

Work experience required for an entry level position is often usedas an acceptable substitute for formal education or training. In man-ufacturing, more than 81 percent of jobs require no work experiencefor an entry level position. This would imply that many job entrantsgain on the job training and work experience to gain whatever com-petency is needed in their roles.

This lends credence to the assertion that manufacturing providesemployment for workers at all skill levels and with levels of educa-tion—including those without a high school diploma and those withpost-graduate degrees.

This research was commissioned by California ManufacturingTechnology Consulting.

The LAEDC Institute for Applied Economics provides objectiveeconomic and policy research for public agencies and private firms.The Institute focuses on economic impact studies, regional industryanalyses, economic forecasts and issue studies, particularly in work-force development, labor market analysis, transportation and infra-structure.

Every reasonable effort has been made to ensure that the datacontained herein reflect the most accurate and timely informationpossible and they are believed to be reliable. The report is provided

solely for informational purpos-es and is not to be construed asproviding advice, recommenda-tions, endorsements, representa-tions or warranties of any kindwhatsoever.



that the company “would hopeto be able to commercialize itwithin about five years,” addingthat it was expected to create a“large revenue stream.”

The combination ofGoogle’s technology back-ground and Novartis’ pharma-ceutical knowledge would helpmeet “unmet medical needs,”Jimenez claimed.

The pharmaceutical firm isalso looking into how to enablethe contact lens technology toassess long-sighted people’svision and autofocus it on whatthey are looking at, workingrather like an automatic cameralens when taking a picture. Suchtechnology would help themavoid the need for glasses whenreading or looking at other near-by objects.

The Google team involvedin the contact lens developmentis called Google[x], and itfocuses on “finding new solu-tions to big global problems” inhealthcare and beyond, accord-ing to the companies.

The secretive Google[x]facility operates in MountainView, California, and one of itsmost high profile projects has

Taking a Close...continued from pg. 27




been a self-driving car. It is alsoworking closely on speechrecognition, balloon poweredinternet access for rural areas,wind power, and technology forthe Internet of Things – in whichthe internet connects home, per-sonal, and city objects to com-municate with each other andtake automatic action when dif-ferent events take place.

As you may recall, theGoogle Glass works like a fight-er pilot’s heads up display,showing information that onlythe wearer can see. Such an ideaactually was shown on anepisode of “Star Trek-DeepSpace 9” some years ago.

Originally predictions ofGoogle Glass were going to beused for facial identification, toprevent forgetting names. Itcould also help with maps, lan-guage translation and golf swingcorrection, among other ideas.Now, if any of these ideas can beincorporated into the contact

Taking a Close...continued from pg. 37

lenses, we may well be able tonot only eliminate desktop andlaptop computers, we could saygoodbye to hand-held devicesand smartphones.

If we add an inner ear bud,we won’t need phones at all. Wejust give Siri, or some distantrelative, an order, and we are indirect contact, just like JackBauer does on TV.

Add to this the advances thatmedicine is making in artificiallimbs for war veterans, we maywell be on the edge of a newbionic age. Steve Austin, eatyour heart out.

cies, something called TheBLAT. Its simple recipe is nosecret. It is a basic BLT withavocado. It is any entirely differ-ent treat.

While there have been manyCask ‘n Cleaver restaurants inthe past, there are only threetoday. The original at the cornerof 9th and Madrone Street inRancho Cucamonga, in SanDimas just off of the 57Freeway, and in Riverside onUniversity Avenue.

Some say that the Cask is nolonger a steakhouse, it is awatering hole. I say that it doesboth very well.

The Keagles say, “We takethe same care with everythingwe serve at the Cask. Thanks toyou, our guests, we have been inbusiness for over 45 years!”

Around here that’s close to arecord.

Cask ‘n Cleaver Locations:Rancho Cucamonga: 8689 Ninth StreetRancho Cucamonga, CA 91739Phone: (909) 982-7108

Riverside:1333 University AvenueRiverside, CA 92507Phone: (951) 682-4580

San Dimas:125 N. Village CourtSan Dimas, CA 91773Phone: (909) 592-1646

Cask ‘n Cleaver...continued from pg. 27

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SEE PAGE 12

August 2014 BUSINESS JOURNAL • PAGE 39

EXECUTIVE TIME OUTEXECUTIVE TIME OUT

AlcatrazAn inescapable place of history

By Camille BoundsWhen one thinks or hears the

word “Alcatraz,” you immediate-ly think the infamous people thatwere imprisoned there like Al“Scarface” Capone, Robert, “theBirdman” Stroud and George“Machine Gun” Kelly (and usual-ly that’s as far as most in pastgenerations usually think about).Actually this small island thathovers by the Golden GateBridge has an upbeat interestingeerie history that has become oneof the most popular attractions tothose visiting San Francisco.

Discernible from the water-front, Alcatraz gives off the hintof isolation and bleakness thatstreams from its desolate, fasci-nating history and also known as“The Rock.”

What’s in a name?One of the recorded ways that

Alcatraz acquired its name wasby poor map reading in 1775 byan inattentive Spanish explorerJean Manuel de Ayala, whonamed the little rugged island Islade Alcatracers, or Island ofPelicans, (because of the habita-tion of these birds living on theisland).

At the conclusion of theMexican-American war in 1848the island became public land,secured from Mexico. Alcatrazbecame the property of the U.S.government. During the 1850’s afortress was constructed onAlcatraz and 100 cannons wereinstalled around the island to pro-tect San Francisco Bay. At onepoint 400 armed soldiers werestationed on the island.

West Coast’s first operationallighthouse was erected in 1854and was replaced by a more mod-ern and taller one in 1909. In1970, during the American IndianOccupation, the lighthouseburned down, only the concretetower survived. Restored and ren-ovated at the end of the occupa-tion, and later modernized, the

lighthouse is still operational andis considered the oldest continu-ally operating lighthouse in the

west.

Alcatraz becomes a federalprison

By the late 1850’s, the U.S.Army had begun holding militaryprisoners on the island mainlydue to the supposed man-eating,shark-infested waters surround-ing the island, making it escapeproof.

The inmate population atAlcatraz increased in 1898 duringthe Spanish America War. By1912 the world’s largest rein-forced concrete building wascompleted by the labor of theprisoners. In 1933 the Armyceded Alcatraz to the U.S. JusticeDepartment, and Alcatrazbecame a maximum-security fed-eral prison that officially openedon July 1, 1934.

Housing the most difficultand dangerous

Alcatraz housed some of themost known, difficult and dan-gerous felons during its years ofoperation from 1934 to 1963,with no successful escape (not forlack of trying), completed by anyof the inmates.

The prison that had stringentrules such as silence betweeninmates, (rescinded a few years

later), with a strict system thatoffered food, clothing, shelter,and medical attention when need-

ed—anything else was consid-ered a privilege including theright to work, receive mail or vis-itors use of the library, and anyminor infraction was a loss ofprivileges.

Little known factsCapone was sent to Alcatraz

after he knowingly, successfullybribed prison officials in Atlanta,Georgia. He was finally broughtin-line and admitted that“Alcatraz has got me licked.” Hebecame a model prisoner that wasallowed to join the inmate bandthe “Rock Islanders,” and playedbanjo. The “Rock Islanders” gaveregular Sunday concerts forinmates. Another little knownfact regards the story of the“Birdman of Alcatraz.” RobertStroud raised and treated birdswhile he was a prisoner inLeavenworth, Kansas and wrotetwo books during his imprison-ment. He was transferred toAlcatraz in 1942 and was notallowed to raise and treat birdswhile he was a prisoner inAlcatraz. The movie, “Birdmanof Alcatraz” was therefore a fab-ricated story.

Alcatraz boasted monthlymovies, a library of 15,000 booksand 75 popular magazine sub-

scriptions and a bridge club witha one-man per cell policy. It wasa reason many inmates requesteda transfer to Alcatraz.

Alcatraz was finally closed asa federal prison by U.S. AttorneyGeneral Robert F. Kennedy in1963.

In 1969, a group of NativeAmericans claimed the land onbehalf of “Indians of All Tribes”and occupied Alcatraz for 19months. After much politicalwrangling, the governmentmoved the last of the activists offthe property in 1971.

An interesting biteWhen George Lucas was

filming “Star Wars,” he recordedthe sound of Alcatraz’s cell doorsslamming shut and used thesound bite in the movie whenev-er Darth Vader’s star cruiserclosed its doors.

Information and TicketsAlcatraz is now visited by

over a million visitors a year. Thehour-long audio tour is an enter-taining, interesting commentarythat gives a clear picture of theway the prison operated. Checkout times for the free, enlighten-ing Ranger Talks. Bring goodwalking shoes and a picnic lunch,no food on Alcatraz. HornblowerCruises will get you to and fromAlcatraz in 15 to 20 minutes withfirm reservations.

Passengers may purchase andprint tickets online at www.alca-trazcruises.com.

Tickets can also be purchasedby calling 415-981-ROCK(7625) or from ticket booth atPier 33 Alcatraz Landing in SanFrancisco. Advance reservationsare recommended.

Camille Bounds is the Traveleditor for Inland Empire BusinessJournal and SunrisePublications. She can be reachedat [email protected].

Alcatraz


BUSINESS SUCCESSBUSINESS SUCCESS

17 Things You (Unknowingly) Do at Work That Say “I Don’t Care”Most of us care about doing our jobs well, and about the relationships we have with clients and coworkers.

But author Jon Gordon says your actions might be sending the opposite message. Here, he spotlights 17 things you unknowingly do that tell others, “I don’t care.”

You care deeply about yourclients, employees, andcoworkers. Of course you do.But if you’re like most peoplein the workplace (be they lead-ers, front line workers, orsomeone in the vast middleground in between), you mayoccasionally do (or not do)things that send the wrong sig-nal. And that signal is, “I don’tcare.”

This accidental careless-ness is not surprising, says JonGordon.

“We’re all so busy thesedays,” says Gordon, author of“The Energy Bus, The NoComplaining Rule.” “In fact,we’re overwhelmed. And whenwe’re trying to survive, some-times even the most well-meaning among us don’t real-ize how we’re coming across.”

The good news is that themore you care (and show youdo), the more you stand out in aworld where many don’t.Caring is great for business.The even better news is that bymaking, say, one percent moreeffort and paying attention tothe little things, you can trans-form your relationships and seeyour overall success skyrocket.

First, of course, you need toknow what you’re unknowing-ly doing wrong. Here, Gordonshines a spotlight on 17 thingsthat say to others, “I don’tcare”—and offers advice onhow you can reverse that per-ception:

You fail to touch base onprojects. Sure, you’re busy,and sure, teammates andclients can always call you ifthey need an update. The prob-lem is, says Gordon, that whenpeople don’t hear from youthey naturally assume theworst: “I just know he hasn’tdone what he said he’d do.” Or,“I bet she’s only doing the bare

minimum.” When you don’tproactively reach out to pro-vide information and updates,

it seems as though you don’tcare about others’ concerns.

“The solution is simple:

touch base often,” saysGordon. “Don’t force your col-


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August 2014