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M A I L T O :

Bringing California BackPage 3

Special

Annuities 101: Many Options forRetirement Income

Page 21

SectionsAT DEADLINE

www.bus jou rna l . com

Visit Us for aWaterfall Escape in

Three Rivers CaliforniaPage 39

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UCLA Anderson Forecast: U.S.Economy to Grow Tepidly in Current

Quarter, Ramp Up By Mid-2014In California, coastal areas continue to lead recovery,

inland areas lagBy Carla Collado-Martinez

In its fourth and final quarterly report of 2013, the UCLAAnderson Forecast asserts that the national economy is growingdespite the self-inflicted wounds of the 16-day federal govern-ment shutdown and the effects of the botched rollout of theAffordable Care Act’s insurance marketplace on the health caresector, which accounts for 18 percent of the economy.

Real growth is expected to be a tepid 1.8 percent in the cur-rent quarter, but Forecast economists predict a “sustained 3 per-cent growth path by the second quarter of next year.” In such anenvironment, the economy will be on track to add approximate-ly 200,000 jobs per month, and the unemployment rate willdecline to about 6 percent by the end of 2015.

In California, the economic picture remains split as the gapbetween the coastal and inland areas widens. Along the coast —from Marin County to San Diego, including a sliver of LosAngeles County — employment gains are outpacing the nation.Over the past 12 months, Silicon Valley has created payrollemployment at twice the U.S. rate. But a look inland shows adifferent picture: the Inland Empire and the Sacramento Deltaregions are growing at a subpar rate, and the East Bay and SanJoaquin Valley regions are showing little growth or negativegrowth.

The national forecast continued on page 28

Tournament of Roses Parade inPasadena—Cal Poly Pomona Wins Award

The Cal Poly Universities float — a joint creation of studentsfrom the San Luis Obispo and Pomona campuses — once againtook home an award at the annual continued on page 34

The S.B.A. andWoman-Owned

BusinessesIn two years the Small

Business Association signatureprogram to assist woman-ownedbusinesses has increased from37% to 67% according to a sur-vey by American Express.

Now in its third year, thereport, “Woman-Owned SmallBusiness in FederalProcurement: BuildingMomentum, Rearing Rewards,”provides an in-depth view of“Woman-owned SmallBusiness” federal contractors.

Additional findings from thereport:

• Women contractors aremore likely to have a specialprocurement designation or cer-tification for their business. Themost likely certification thatwomen-owned businesses haveis getting on the U.S. GeneralServices AdministrationSchedule, which 23 percent ofwomen contractors have done.

• Women contractors arestill investing less than men con-tractors. In 2012, women-owned firms spent $112,112

continued on page 19

Jon Mikels, aRancho Cucamonga

Founder, DiesJon Mikels, a founder and

mayor of Rancho Cucamongaand four-term member of theSan Bernardino County Boardof Supervisors, died at the endof December. He was 66 andsuffered an extended illness,which included lung, bladderand prostate cancer.

Mikels served as RanchoCucamonga City Council mem-ber and mayor from the “CharterCouncil” in 1982. He ran suc-cessfully for the San BernardinoCounty Board of Supervisors in1986, and served four terms inaddition to serving in 1990 aschairman, until defeated by PaulBiane.

Dennis Stout, RanchoCucamonga’s first directlyelected mayor in 1986 (when thecity went to direct mayor elec-tions) and then a two-term dis-trict attorney, was appointed byMikels to the RanchoCucamonga MunicipalAdvisory Committee and later

continued on page 19

BUSINESS JOURNAL • PAGE 2 January 2014

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BUSINESS JOURNAL • PAGE 3January 2014

Bringing California BackMany of you reading this article today may take little or no

interest in politics, but regardless, the political system definitelytakes an interest in you. The decisions made by our elected rep-resentatives impact our lives whether we realize it or not.

In California, overregulation and over-taxation makes politicsparticularly important. Who controls the government can deter-mine just how much of your paycheck you keep in your bankaccount and affect you or your children’s ability to find a job.Over the last few years, the majority party has only made the sit-uation worse by trying to make it easier to raise property taxes byweakening voter-approved Proposition 13, which has successful-ly kept families and seniors in their homes for decades by keep-ing property taxes low.

The most recent attempt approved by the State Assembly,Assembly Constitutional Amendment 8, attacks this taxpayerprotection by lowering the vote threshold for certain taxes, poten-tially costing us thousands more per year. This environment iswhat is driving California families and job creators out of ourstate and the Inland Empire. I am sure we all have a neighbor orfamily member who has left in search of better economic oppor-tunity as the Riverside-San Bernardino-Ontario area still strug-gles with a 9.8 percent unemployment rate.

It is small wonder that for the ninth year in a row, the nation’stop 500 CEOs again ranked California as the worst state in whichto do business. To add insult to injury, according to the nonparti-san Tax Foundation, California has lost billions of dollars toother no or low income tax states as individuals and families taketheir money elsewhere. The largest recipients on California’sbehalf: Arizona, Texas, Nevada, Washington, and Oregon—threeof which have no personal income tax at all. We see the same pat-tern back east. High-tax states New York and New Jersey eachlost $58.6 billion and $18.5 billion in economic activity respec-tively in 2010. The largest beneficiary of their money walking:Florida, which has no personal income tax.

So how does this affect us and our families? A question thatnaturally arises from these figures is who exactly is leaving? InCalifornia, one of the biggest groups is young professionals aged25-39, some fresh out of college who cannot find a job. It is clearthey are willing to take their talent to states where they can put itto use. As parents we want our children to stay, but also recog-nize they’re looking for greener pastures and opportunities.

Leaders in states with low or nonexistent income tax rateshave learned over time that the best way to attract economicdevelopment and keep talent is to let individuals, families, andemployers keep and invest their money. This will result in morejobs and more revenue from sales tax for priorities like educationand public safety. It will widen the circle of economic prosperityeven further.

If we look at history, we also see that low income tax ratestypically produce greater wealth. The highest tax rate under theJimmy Carter Administration in continued on page 12

Is Fear Keeping You Out of theSpotlight? Tips for Overcoming a

Fear of Public SpeakingBy Marsha Friedman

Recently, I was asked to be a panelist for a webinar about usingthe power of publicity to achieve your goals. The participantsasked great questions.

The first: “How do you step into the spotlight when you don’tlike the spotlight?”

Getting media attention and speaking engagements—the spot-light—goes right to the heart of my book, “Celebritize Yourself.”By boosting your visibility and your credibility, you set yourselfapart from your competition and become a trusted authority inyour field.

Should you abandon that avenue if you don’t like the spotlight?Absolutely not. I was—and still am—that person. I had no desireto seek the spotlight, and even had trepidation about it, but eventu-ally I realized I had to for the sake of my business. First I had tofigure out why I was so uncomfortable with the idea of being in thespotlight. The answer for me was simple: The thought of publicspeaking terrified me. I’d seen wonderful speakers, including myown brother, who could captivate huge audiences and have themhanging on every word. I knew I didn’t have that kind of talent sowhy bother even trying?

Because, as I came to realize, I had to. I needed to do it in orderto grow my business and, on a deeper level, I needed to do it forme! My fear was holding me back – an admission that becameincreasingly painful as time marched on. I talked to my brotherabout the problem. “It comes naturally to you and the other greatspeakers I’ve seen,” I told him. “But it doesn’t come naturally tome!”

His response surprised me. “No, it doesn’t all come naturally,”he said. “I had to work at it.” For years, he spoke to small audi-ences at seminars. They proved an ideal training ground. He cri-tiqued himself and got feedback from others so that he could con-stantly polish his delivery. So, first tip: Start small. Give yourselftime to get used to the spotlight. Here are a few more tips for pub-lic speaking.

• Know your material. You won’t feel comfortable speak-ing if you don’t thoroughly know your material. How do actors andOlympic athletes make their feats look so easy? They practice!That doesn’t mean memorizing a speech, which can lack enthusi-asm and leaves little room for spontaneity. Know your key talkingpoints, the anecdotes or other means you’ll use to illustrate them,and how you will smoothly segue from one point to the next.

• Energize! Positive energy is contagious—if you’re upbeat,excited and passionate about your message, chances are, youraudience will be, too. And you’ll be surprised about the positivecycle that creates: An enthusiastic audience can pump up yourenergy even more! Use hand gestures to illustrate points and, whenappropriate, smile, smile, smile.

• Make eye contact. Find friendly, receptive faces in theaudience and speak to them. Making eye contact with individualshelps prevent you staring off into the distance or reading fromnotes. It also helps make you feel like you’re engaging in a conver-sation rather than speaking to a group. I’ve found that visuallytouching base with engaged audi- continued on page 33

BUSINESS JOURNAL • PAGE 4 January 2014

I N D E XI N D E X

News and Features

Four Critical Actions Leaders Can Take Nowto Build a Culture of Accountability in 2014 JulieMiller and Brian Bedford offers a proven processfor installing an accountability-based culture, aplatform for success in business and in everydaylife. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Are You Penny-Pinching Yourself Out of Business? Sean C. Castrina outlines five expenses a businessshould never ever skimp on. . . . . . . . . . . . . . . . . . . . . 9

7 Important Questions to Answer Before ApproachingInvestors When you contemplate equity financingfor your business, there are some things to considerbefore approaching investors. . . . . . . . . . . . . . . . . . . . 11

Risk Avoiders Are Opportunity Missers: 10 ExcusesBusiness Owners Make (and Why They’re Holding YouBack) Tom Panaggio helps business owners identifythe risk avoidance that may be holding them back byhighlighting 10 of its most common forms. . . . . . . . . . 15

There’s Always Next Year: The REAL ReasonResolutions Fizzle (and How to Change That in2014) If you’re like 92 percent of Americans, NewYear’s resolutions are nothing more than fairy taleswe grown-ups tell ourselves. Those Americansare not going to keep those resolutions. Brian Moran has a plan to get yourself out of the annualizedthinking trap. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Columns

Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

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

Computer Column. . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Small Business Advice. . . . . . . . . . . . . . . . . . . . . . . . . 9

Business Success. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Time Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Real Estate Notes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Financial Column. . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

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

The Lists:Top Colleges and Universities in the Inland Empire. . . . . 14Hotel Suites in the Inland Empire. . . . . . . . . . . . . . . 23Financial Brokerage Firms Serving the I.E.. . . . . . . . . 29Community Colleges in the Inland Empire.. . . . . . . . . 31

New Business Lists:County of San Bernardino. . . . . . . . . . . . . . . . . . . . 35County of Riverside. . . . . . . . . . . . . . . . . . . . . . . . 35

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

Restaurant Review. . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

Vol. 26, No. 1, January 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 2013 Daily Planet Communications, Inc.

Quotations on Success

Never mind what others do; do better than yourself, beat your ownrecord from day to day, and you are a success.

William J. H. Boetcker

The victory of success is half won when one gains the habit of work.Sarah Bolton

A successful life is not an easy life. It is built upon strong qualities,sacrifice, endeavor, loyalty, integrity.

Grant D. Brandon

PUBLISHED BY BOARD CHAIRMANDaily Planet Communications, Inc. William Anthony

MANAGING EDITOR ACCOUNT EXECUTIVEIngrid Anthony Mitch Huffman

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

CORRESPONDENTS AND COLUMNISTS

Marsha Friedman Julie Miller Brian Bedford Diane Weklar

Tom Panaggio Brian Moran Henry Holzman Joe Lyons

Sean C. Castrina William “Bill” Cortus J. Allen Leinberger

Assemblyman Mike Morrell

CONTACT US

William J. Anthony Publisher & Producer williamj@busjournal.com

Ingrid Anthony Managing Editor ingrid@busjournal.com

Jonathan Serafin Art Director jon@busjournal.com

BUSINESS JOURNAL • PAGE 5January 2014

BUSINESS JOURNAL • PAGE 6 January 2014

With Budget Panel Failing to ReachAccord, Upland Lurches Toward

BankruptcySteadily and methodically, the city of Upland appears headed

toward bankruptcy, as management in the City of Gracious Livingand its newly commissioned panel of advisers appear unable toresolve differences among them with regard to less dramatic optionsto address the municipality’s budget crisis. While Upland CityManager Stephen Dunn had hopes of persuading the city council tookay asking city residents to approve a sales tax to generate revenue,support for the taxing alternative is not even tepid among the mem-bers of the city’s recently-formed budget advisory task force.

Going back for more than a decade, city residents have rejectedevery taxing proposal previous city councils in Upland placed beforethe voters. Dunn appears to be unwilling or perhaps unable to makesubstantive cuts from this point forward with regard to staff and itsaccompanying payroll and benefit liability. And a host of other cost-cutting or revenue producing measures Dunn has proposed appear tobe insufficient to move the city into the black. In October, Dunn saidhis city was on the verge of bankruptcy and after having engaged ina series of fiscal gymnastics to balance the current 2013-14 budget,the city will require at least $3.5 million in additional revenue annu-ally for the next five years to continue to provide city residents andbusinesses with the same level of service the city is currently provid-ing.

As of October, Dunn said, the city’s general fund is hard-stretched to cover Upland’s bare operating expenses. Funding forstreet repairs, equipment and vehicle maintenance, post-employmentbenefits, equipment replacement, economic development and solu-tions to the city’s growing homeless problem has been entirelydepleted. Its fiscal condition is a blow to Upland’s prestige, which isthe second-most affluent of San Bernardino County’s 24 cities, meas-ured by median household income. The general fund accounts formost of the city’s services. It funds 73 activities related to the basicfunction of municipal government.

In October, Dunn said that the only alternative to drastic servicecutbacks consisted of revenue enhancement, most specifically a taxthat would need to be approved by a majority of the city’s voters. Toemphasize his point and support his case, Dunn referenced a 2012auditor’s opinion from the certified public accounting firm MayerHoffman and McCann and Standard and Poor’s intended downgrad-ing of the city’s credit rating. Mayer Hoffman and McCann said thereare serious questions with regard to the city’s solvency to the pointthat in a short while “it will be unable to continue as a going con-cern.”

According to Standard and Poor’s, the city, which has alreadybeen downgraded from an AA credit rating to an A+, is in danger ofseeing its credit rating eroding even further. A municipality’s creditrating directly impacts the interest rate it must pay when borrowingmoney. To balance the city’s current $39 million budget, Dunn saidUpland’s entire municipal operation is borrowing heavily from rapid-ly evaporating reserves, while relying on income from two of thecity’s enterprise funds which remain in the black, its water and sewerservice funds.

The upshot of Dunn’s presentation was to convince the council toconsent to placing a tax measure before city voters next year, eitheron the June primary ballot or during the November general election.The council, however, shied from embracing on its own authority thetaxing solution and instead created a budget balancing task forcecommittee, consisting of two mem- continued on page 12

Upland and Montclair ConsolidateFire Department Administrations

Over the objections of a contingent of Upland residents, theMontclair and Upland city councils on Dec. 16 embarked on what hasbeen touted as the wave of the future for local governmental jurisdic-tions when they separately approved the consolidation of theirrespective city’s fire administrations.

“We are setting the model,” Montclair Councilman Bill Ruhproudly proclaimed. Across the city limits in Upland, a handful ofresidents and business interests and one dissenting city council mem-ber expressed concern that the merger was one that benefited itssmaller neighbor far more than it did the City of Gracious Living,which under the terms of the agreement would be essentially subsi-dizing a portion of Montclair’s public safety services. Upland, thesecond most affluent of San Bernardino County’s cities as measuredby median household income, pays its firefighters higher wages andprovides slightly better benefits than Montclair firemen receive.

A previously contemplated accompanying dissolution of the serv-ice boundaries between the two agencies will be postponed until July1, Montclair City Manager Edward Starr said. The cities will split thecompensation for Upland Fire Chief Rick Mayhew and a fire mar-shal, who will likewise devote his work week between the neighbor-ing cities.73,732-population Upland, which heretofore employed 36fulltime firefighters staged out of four fire stations will cover 67 per-cent of the cost of employing Mayhew and the fire marshal. 36,664-poulation Montclair, which now fields 24 firefighters operating out oftwo fire stations, will pick up 33 percent of those salaries.

Also subject to the merger will be battalion commanders suffi-cient to cover each station in both cities, augmented by a centraladministrative staff consisting of an executive assistant, a clerk andsecretary. Not subject to the merger will be two deputy fire chiefs,one for each city. For the time being, each department will maintainits own identity and retain responsibility for its own firefightersbelow the command level. The two-year pilot program is beingundertaken at this time, with the stated intention of merging thedepartments entirely down the road. According to Starr, the Uplandfirefighters will remain Upland city employees and the Montclairfiremen will remain as Montclair city employees.

In Montclair, the merger was particularly well-received. As aresult of the state of California’s shuttering of municipal redevelop-ment agencies throughout the state, toward the end of the 2010-11fiscal year, Montclair laid off 10 employees as part of its effort tomake up for its loss of redevelopment money. Throughout much of2010-11, one of the Montclair Fire Department’s paramedic units wasparked and the city’s paramedics functioned from the department’sremaining engines, which stayed in service. Over the last year-and-a-half, what was a 27-firefighter department has lost three positions toattrition, and has not filled those vacancies, making up for the man-power shortage with overtime.

In September 2012, Starr, in a cost-cutting move that saved thecity a third of a million dollars a year in wages and benefits, elevat-ed police chief Keith Jones to the position of director of public safe-ty and gave fire chief Troy Ament his two-week severance notice. InJune of this year, police captain Michael deMoet was appointed to theposition of director of public safety, following Jones’ retirement. deMoet will continue to function in the role of Montclair fire chief untilthe merger becomes effective, likely next month. Starr projected thatMontclair will realize $476,170 in operating cost savings as a resultof the merger. The agreement will not result in any further layoffs offirefighters, Starr said, but the department will from this point get bywithout filling any of its vacant continued on page 26

BUSINESS JOURNAL • PAGE 7January 2014

MANAGEMENTMANAGEMENT

As Above, So Below: Four Critical Actions Leaders Can Take Nowto Build a Culture of Accountability in 2014

If you can’t figure out why your company can’t seem to shake its negative culture, look in the mirror. AuthorsJulie Miller and Brian Bedford explain why “as above, so below” is a universal phenomenon—and provide

tips on how to create a culture of accountability from the top down.

Almost every leader hasbeen there. One minute you’reliving the company values, andthe next you’re making anexception—for yourself.

Perhaps you have an offi-cial policy of being super-responsive, but when an espe-cially problematic client calls,you avoid him for a day or two.Or despite a stated commit-ment to respectful communica-tion, you lose it and shout atMargaret in sales when shefalls short of her quarterly goalonce again. Or you have a no-excuses policy on deadlines,but when you personally missone, you just finesse the clientinto giving an extension.

Sure, we all make mistakes.But Julie Miller and BrianBedford say that if you’re notholding yourself accountableto the values you say areimportant, don’t be surprisedwhen your bad behavior startsto trickle down—and ultimate-ly impacts the company’s bot-tom line.

“Employees pay attentionto what you do, not what yousay,” notes Miller, coauthoralong with Bedford of “CultureWithout Accountability—WTF: What’s the Fix?” “Yourbehavior makes clear what thereal corporate values are. Sowhen you or other higher-levelleaders ignore the company’svalues, department managersthink they can behave that waytoo. Meanwhile, employeeswill think they can ignoreimportant change initiativesbecause management gets toignore them.

“Soon you’ve got a compa-ny of employees who act how-ever they want,” she adds.“High performers won’t wantto work in an environment like

that. They’ll leave. And whatremains will be a company fullof individuals promoting onlytheir own self-interests. And aswe’ve seen with companieslike Lehman Brothers, Enron,and Bear Stearns, that will onlyend badly.”

Company leaders, say theauthors, should be aware ofwhat they call the “as above, sobelow” phenomenon: the con-cept in which employees mir-ror the behaviors of the suc-cessful leaders they see abovethem. The rationale is simple:“If they get ahead by behavingthat way, then that’s what I’lldo.” That’s great when leadersare acting with accountabilitybut it becomes a big problemwhen leaders don’t makeaccountability a priority.

Culture WithoutAccountability—WTF: What’sthe Fix? explains what can hap-pen when businesses, teams,families, and individuals shirkaccountability. The book is fullof real-life stories of whataccountability looks like andwhat can go wrong in itsabsence. It offers a provenprocess for installing anaccountability-based culture, aplatform for success in busi-ness and in everyday life.

“To be successful, a com-pany’s leaders must apply therelentless focus and commit-ment necessary to build therequired culture and must serveas role models for the requiredbehaviors,” says Bedford. “Inthe end, the establishment of aculture is all about how leadersbehave and what behaviorsthey reward and discourage.”

Read on to learn the fourcritical actions leaders musttake in order to create a win-ning culture.

Hold yourself account-able. Miller and Bedford givethe example of Sir AlexFerguson, the long-time coachof Manchester United soccerclub, who held everyone,including himself, accountableto the credo “The club is moreimportant than any individual.”No matter how skilled orimportant they were, if a play-er didn’t follow that rule, theywere let go. Examples of his“no one is bigger than the club”ethic involved some of thebiggest names in the club’s his-tory, including DavidBeckham, whose larger-than-life persona became a distrac-tion.

SAF was quick to holdhimself accountable to thesame high standards. WhenUnited lost the Premier Leaguetitle, by the narrowest of mar-gins, at the end of the 2012 sea-son, he blamed himself, not theplayers. And when the teamexited from the ChampionsLeague (the competition heheld in the highest regard ofall) at an early stage in thesame season, he blamed hisown team selections and tac-tics.

“You must hold yourselfaccountable to at least the samelevel of expectation you havefor your employees,” saysMiller. “A rule applies toeveryone or it applies to noone. As a leader you must bekeenly aware that everyone iswatching you, and everythingstarts at the top.”

Spell out expectations tothe letter. Without clear expec-tations, there’s no way to holdsomeone accountable. Youmust make sure that eachemployee has a clear under-standing of what is expected of

them in the job he or she per-forms. That may mean goinginto detail that, on the surface,feels like overkill—but isn’t.Telling employees “It’s vital tome that I can always rely onyou to do what you say you’lldo. If you can’t because cir-cumstances have changed, letme know ASAP with a fix-itplan” sets a very clear expecta-tion.

Know when to nourishyour employees. Of his time atGeneral Electric, Jack Welchonce said, “My main job wasdeveloping talent. I was a gar-dener providing water andother nourishment to our 750people. Of course, I had to pullout some weeds, too.” It’s clearthat Welch knew the impor-tance of holding peopleaccountable. He had a standardfor his employees, and anyonewho didn’t meet that standardwould suffer the consequences.When mistakes are made, youcan and should hold your peo-ple accountable. If you don’t,they can’t improve, and yourcompany can’t improve.

“Of course, holding peopleaccountable isn’t easy,” saysBedford. “You have to tell youremployees the truth. You can’tdo this without having conver-sations with people about whatthey are doing well and wherethey need to improve. This iswhere the accountabilityprocess breaks down mostoften. To cultivate a culture ofaccountability, you have toknow when and how to providenourishment so that your peo-ple can improve just as Welchdid at GE.”

Hone the art of instantfeedback. Miller and Bedfordtalk a lot about feedback in

continued on page 34

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 5Declines 0Unchanged 0New Highs 3New Lows 0

Monthly Summary11/29/13

American States Water Company

CVB Financial Corp. (H)

Monster Beverage Corporation (H)

Simplicity Bancorp, Inc. (H)

Provident Financial Holdings, Inc.

Monster Beverage Corporation 23,606,000

CVB Financial Corp. 9,331,630

American States Water Company 3,108,180

Provident Financial Holdings, Inc. 1,230,680

Simplicity Bancorp, Inc. 248,360

D&P/IEBJ Total Volume Month 37,524,850

Ticker 12/20/13 11/29/13 %Chg. 52 Week 52 Week Current P/E ExchangeClose Price Open Price Month High Low Ratio

AWR

CVBF

MNST

SMPL

PROV

29.71 29.18 1.8 33.09 23.36 18.9 NYSE

16.96 16.14 5.1 17.04 10.22 19.3 NASDAQGS

66.24 59.18 11.9 67.42 45.38 35.0 NASDAQGS

16.18 15.75 2.7 16.29 13.50 21.5 NASDAQGS

15.43 14.72 4.8 19.69 14.12 9.0 NASDAQGS

January 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 (H) 66.24 59.18 7.06 11.9%CVB Financial Corp. (H) 16.96 16.14 0.82 5.1%Provident Financial Holdings, Inc. 15.43 14.72 0.71 4.8%Simplicity Bancorp, Inc. (H) 16.18 15.75 0.43 2.7%American States Water Company 29.71 29.18 0.53 1.8%

THE GAINERSTop five, by percentage

COMPUTER COLUMNCOMPUTER COLUMN

The Stuff of Things to ComeBy J. Allen Leinberger

I have told you about great leaps in digital technology over thepast five years. Smartphones, cloud computing, multi-touch tablets—these are all innovations that revolutionized the way we live andwork. However, believe it or not, from what I am hearing, we havejust begun. Technology will get even better. In the future, we couldlive like how people in science fiction movies did.

Let me tell you about 10 upcoming, real-life products that are setto revolutionize the world as we know it. Get ready to control thedesktop and slice Ninja fruits with your eyes. Get ready to print yourown creative physical product. Get ready to dive into the virtualworld, and interact with them. Come unfold the future with me.

As reported on Hongkiat.com:

1. Google GlassI have told you about this already but it hasn’t really hit the mar-

ket, or impacted your life yet. Augmented Reality has already gotteninto our life in the forms of simulated experiment and education app,

but Google is taking it several steps higher with Google Glass.Theoretically, with Google Glass, you are able to view social mediafeeds, text, Google Maps, as well as navigate with GPS and take pho-tos. You will also get the latest updates while you are on the ground.It’s truly what we called vision, and it’s absolutely possible given thefact that the Google’s co-founder, Sergey Brin has demo’ed the glasswith skydivers and creatives. Currently the device is only available tosome developers with the price tag of $1,500, but expect other techcompanies trying it out and building an affordable consumer version.

2. Form 1Just as the term suggests, 3D printing is the technology that could

forge your digital design into a solid real-life product. It’s nothingnew for the advanced mechanical industry, but a personal 3D printeris definitely a revolutionary idea. Everybody can create their ownphysical product based on their custom design, and no approval need-ed from any giant manufacturer! continued on page 28

BUSINESS JOURNAL • PAGE 9January 2014

SMALL BUSINESS ADVICESMALL BUSINESS ADVICE

Are You Penny-Pinching Yourself Out of Business?: Five ExpensesYou Should Never, Ever Skimp On

If you’re a small business owner, it’s probably a vast understatement to say that you don’t have money to burn.But according to Sean C. Castrina, there are some areas in which it doesn’t pay to cut costs.

Here, he outlines five areas in which you should never be cheap.

If you’re bootstrapping yourown business, you know allabout doing more with less. Theability to stretch a budget is asurvival skill, especially in thosecash-strapped early days. Andbecause you know you’re nevermuch more than a bad quarter oran unexpected expense awayfrom closing your doors, you’realways looking for new ways tosave money. But here’s the realquestion, says Sean C. Castrina:Are you being cheap about thewrong things?

“If your goal is to cut costsat any cost, you’re heading intodangerous territory,” saysCastrina, author of “8Unbreakable Rules for BusinessStart-Up Success.” “And toomany entrepreneurs don’t justwander into Cheapskateville—they set up shop there.

“Avoiding unnecessaryexpenses is one thing; becominga fear-driven perpetual penny-pincher is another,” he adds.“Too many people can’t see thedifference. And that’s too bad,because ‘cheapness’ can hurt thevalue of your product or service,or the efficiency of your busi-ness, both of which will drivecustomers away.”

Having started more than 15companies in industries includ-ing direct mail, home services,property management, retail,and more, Castrina knows justhow tough it is to write checksto employees, vendors, land-lords, banks, etc. when yourhopes, dreams, credit, and liveli-hood are at stake. Yet makingthose checks too skimpy cancost you big down the road.

“Subject every prospectivecost-saving measure to this lit-mus test: What are the possibleshort- and long-term effects ofthis decision?” he advises. “Will

it save my business money with-out negatively affecting profits?Sometimes, the answer is ‘no.’”

Here, he takes a look at fivepenny-pinching sins that arecosting your business:

PENNY-PINCHING SIN#1: Paying employees the bareminimum. Excessive tightfist-edness on payday sends a veryclear message to your employ-ees: “I place a low value on youand what you do for my compa-ny. I don’t see you as a personwith talents and unique abilities,but as a debit on my monthlyexpense report.” And that,Castrina points out, is the kindof message that sends skilledemployees running for the hills,costing you money in lost pro-ductivity, turnover, and cus-tomer dissatisfaction.

“Yes, some low-skill posi-tions can be filled by just aboutanyone and shouldn’t come witha high salary,” he comments.“But if you have experienced,efficient employees with a highlevel of expertise, you need tocompensate them fairly. Qualityemployees can make or breakyour company. Ask yourself:Would I want this person work-ing for the competition? If not,pay them well and keep them onyour team indefinitely.”

PENNY-PINCHING SIN#2: Using an in-house book-keeper. According to Castrina,too many small business ownersdo bookkeeping in-house. Whyis that a problem? First, he says,many boss-designated book-keepers don’t completely knowwhat they’re doing. Forinstance, they may use unneces-sarily broad headings or classifyitems incorrectly. Sooner orlater, your accountant (or worse,

the IRS) will charge you to cor-rect these mistakes, saving younothing.

“The larger problem, I’msad to say, is that it’s easy for anin-house bookkeeper to stealfrom you,” Castrina says. “It’shappened to me and to manyother small business owners.Now, I’m adamant about hiringa third-party bookkeeper whoreports to me directly. I ask mystaff to leave this contractoralone, just as they would an IRSauditor.”

PENNY-PINCHING SIN#3: Skimping on legal services.Castrina recalls going through atouchy legal matter severalyears ago. When he describedthe matter to an older businesscolleague, his colleague had thisto say: “Your attorney is a niceguy, and he’s good with generalmatters, but for this situationyou need a killer. You needsomeone whose name strikesfear into the heart of opposingcouncil!”

“I took my colleague’sadvice because I knew he’dbeen in my shoes,” Castrinasays. “And I’m so glad I did!The matter went away quicklyand was some of the best moneyI ever spent on higher-pricedbillable hours. For general mat-ters, I like hiring young, new-to-their-firms attorneys whoserates are low and who are reallytrying to earn my business. Butfor matters in which your com-pany’s survival is at stake, hirethe best lawyer you possiblycan.”

PENNY-PINCHING SIN#4: DIYing branded materi-als. “You have one chance tomake a good first impression.”We’ve all heard this advice our

entire lives, but too often, busi-ness owners forget it…often, totheir detriment.

“We’ve all encountered abusiness that made a poorimpression because theiremployees weren’t wearing uni-forms or because their signagewasn’t professionally creat-ed…and don’t even get me start-ed on forms, business cards, sta-tionery, and websites made with‘do it yourself’ kits!” Castrinasays. “The fact is, customers arealways going to judge business-es by their covers. So if youwant to be paid like a great com-pany, you need to look likeone.”

PENNY-PINCHING SIN#5: Relying on word-of-mouthmarketing. Have you everheard of Budweiser? This, ofcourse, is a ridiculous question.Everyone has heard ofBudweiser. Among (many)other things, the company pro-duces an endless stream ofexpensive, Hollywood-qualitycommercials just to remind con-sumers of the well-establishedfact that it sells beer. The pointis, no matter how successfulthey are, great companies arealways trying to communicatewith and attract potential cus-tomers.

“If I hear one more smallbusiness owner tell me that he orshe believes in ‘word-of-mouthmarketing,’ I may scream!”Castrina comments. “Don’t getme wrong; customer referralsare very powerful and can reallyhelp drive your business. ButI’ve never owned or workedwith a company—even thosewith A+ BBB ratings—thatowed more than a third of salesto word-of-mouth business. The

continued on page 34

BUSINESS JOURNAL • PAGE 10 January 2014

State Supreme Court Reinstates Earlier Dismissed Charges In Colonies CaseThe California Supreme

Court on Dec. 23 reestablishedthe essential elements of theColonies Lawsuit SettlementPublic Corruption Prosecution,granting the gist of prosecutors’appeal more than a year and twomonths after the Fourth DistrictCourt of Appeal in Riversidedismissed the most crucialcharges lodged against develop-er Jeff Burum, the central defen-dant in the case.

In February 2010, a grandjury indicted former countysupervisor/county assessor BillPostmus and one of his politicalassociates, Jim Erwin, who hadbeen the head of the countysheriff’s deputies union beforehe was appointed by Postmus toserve as assistant assessor. Fiveothers were identified asunnamed co-conspirators in thatindictment, which chargedPostmus with a host of crimes,including conspiracy, solicitingbribes, accepting bribes, perjury,filing falsified documents andother violations of the publictrust.

The charges were filed inconnection with his November2006 vote, while he was stillchairman of the county board ofsupervisors, to approve a $102million legal settlement betweenthe county and the ColoniesPartners, which was controlledand managed by Burum andDan Richards. Erwin, who hadbeen instrumental in vectoringmonetary support from the sher-iff’s deputies’ union toPostmus’s supervisorial andassessor campaigns and wassubsequently appointed to oneof two assistant assessor posi-tions Postmus established afterhis election as assessor, wascharged with conspiracy, extor-tion and bribery, perjury, filingfalsified public documents andtax evasion. Prosecutors allegedthat Erwin, who was working asa consultant for the ColoniesPartners in 2006, threatened todisclose damaging informationrelating to both Postmus and histhen-board colleague Paul Bianebefore Postmus, Biane and a

third member of the board, GaryOvitt, voted to approve the $102million settlement of the lawsuitthe Colonies Partners hadbrought against the county overflood control issues at the com-pany’s Colonies at San Antonioresidential and ColoniesCrossroads commercial projectsin northeast Upland.

After the settlement wasapproved in November 2006,according to prosecutors,Burum rewarded Postmus,Biane, Erwin and Ovitt’s chiefof staff, Mark Kirk, with$100,000 each in contributionsto political action committeesthey controlled. InitiallyPostmus and Erwin both plead-ed not guilty to those charges.But in March 2011, Postmuspleaded guilty to all 14 countscontained in the indictmentagainst him along with one otherunrelated drug possession countand agreed to turn state’s evi-dence. He was the star witnessbefore a newly-impaneled grandjury that heard evidence and tes-timony from a total of 45 wit-nesses in April 2011.

In May 2011, that grand juryhanded down a superseding 29-count indictment that collective-ly charged Erwin, Burum, Bianeand Kirk with conspiracy relat-ing to the alleged briberyscheme. Erwin was hammeredwith multiple counts, includingreceiving a bribe, acting asBurum’s agent, perjury, filingfalsified documents and tax eva-sion. Biane was charged withsoliciting and receiving a bribein exchange for his vote. Kirkwas charged with receiving abribe in exchange for influenc-ing his boss, Ovitt, to vote toapprove the settlement. Burumwas not charged with bribery.Rather, prosecutors fashionedcharges against him that allegedaiding and abetting Postmus,Biane and Kirk in receivingbribes. The defendants werealso charged with conflict-of-interest and misappropriatingpublic funds. No substantivecounts of extortion werecharged in the superseding

indictment and the extortioncounts against Erwin in theFebruary 2010 indictment weredispensed with, although extor-tion allegations were wrappedinto the broad conspiracy countcontained in the May 2011indictment.

Defense attorneys fileddemurrers on behalf of theirclients, motions which calledinto question the legal sufficien-cy of the charges against thedefendants. Cited in thosedemurrers were the cases ofPeople v. Davis, People vs.Clapp and People vs Wolden, allof which bore upon the inabilityof prosecutors to charge a defen-dant with conspiracy or aidingand abetting a crime when thatindividual stands accused of acrime that necessarily involvesthe involvement of another indi-vidual.

In August 2011, Judge BrianMcCarville granted several ofthe defendants’ demurrers inwhat has become known as theColonies Lawsuit SettlementPublic Corruption Prosecution,ruling that a defendant such asBurum who was essentiallyaccused of giving bribes cannotalso be charged with aiding andabetting the receipt of bribes,and he dismissed all four briberycounts and one of misappropria-tion of public funds against theRancho Cucamonga-baseddeveloper, leaving only two ofthe original seven chargesagainst the figure at the center ofthe case intact. McCarville fur-ther dismissed one felony countof misappropriation of publicfunds for each of the otherdefendants. The prosecution,consisting of both the CaliforniaAttorney General’s office andthe San Bernardino CountyDistrict Attorney’s office,appealed McCarville’s ruling tothe Fourth District Court ofAppeal in Riverside, which inOctober 2012 upheldMcCarville with regard to thefour bribery counts againstBurum that had been tossed, andalso threw out a conflict-of-interest count McCarville had

let stand. The appeals court did,however, reinstate the misappro-priation of public funds chargeagainst Burum that McCarvillehad dismissed.

Prosecutors then made alast-minute appeal of the FourthDistrict’s ruling to the CaliforniaSupreme Court on Dec. 10,2012. The defense teams forErwin, Biane and Kirk followedin the wake of the legal trailblazed by Burum’s attorney, for-mer U.S. District Court JudgeStephen Larson. It was Larsonwho had formulated the defensethat rested upon the Davis,Clapp and Wolden precedents,which McCarville and later theForth District Court of Appealutilized in their respective deci-sions to eviscerate the prosecu-tion’s case.

In the case of People v.Davis, the court ruled that “thegiver and receiver of a bribe areno longer accomplices one tothe other.” The Clapp case, from1944, pertained to three womenaccused of involvement in anabortion, which at that time wasillegal, and the conviction of thewoman on whom the abortionwas performed. The court heldthe woman submitting to anabortion was not punishable as aprincipal under one section ofthe penal code because her con-duct was prohibited underanother section. As such she wasdeemed not to be an accomplicein the crime of the other parties.The case of People v. Wolden,which in itself relied upon theprecedent of the Clapp Case,related to the case of RussellWolden, the one-time assessorof San Francisco County whowas indicted on 10 counts ofaccepting bribes and one countof conspiracy to accept bribes.Wolden was convicted on theconspiracy charge and eightcounts of accepting bribes.Upon appeal, it was determinedthat the giver and receiver of abribe are not guilty of a conspir-acy, because the two crimesrequire different motives or pur-poses and that the giver of the

continued on page 27

BUSINESS JOURNAL • PAGE 11January 2014

7 Important Questions to Answer Before Approaching InvestorsBy Diane Weklar

Almost every entrepreneurwill struggle with the issue ofwhether debt (money from alender) or equity (investment inyour company) is best forfinancing their business. Todaywe will focus on investment.

To get equity financing, youhave to be willing to sell a por-tion of the business to theinvestor(s), and this typicallycannot be undone in an easymanner. This is a really bigdecision and should be consid-ered very carefully.

The advantages of equity isthat it provides financing with-out incurring debt, whichmeans there is more cash avail-able to run the business. Thecash flow can be used to growthe company instead of makinginterest payments or repayingprincipal.

Equity requires a long-termrelationship with the investors,because they are now partnersin your business. Additionally,the right investors bring busi-ness experience and can behelpful in growing your busi-ness.

As stated, in accepting cap-ital, the investor obtains some

control of your business andshares in the profits. If you selltoo much equity in the busi-ness, you may raise the capitalnecessary to grow the business,but you could potentially losecontrol of the company if youdo not hold the majority of thestock.

Just as important, you needto understand that investorswill stay on only as long as theyget a return on their investment.And they want a significantreturn on their investment. Thebenefit of having investors isthat they can provide additionalmanagement support and canshare contacts to help buildyour business.

Things You Need toConsider

When you contemplateequity financing for your busi-ness, there are some things toconsider before approachinginvestors:

• Do you have theresources and ability to attractinvestors?

• Will investors payenough money for partial own-ership to meet your needs?

• Are you willing to sharecontrol of the company?

• Are you willing to sharefuture profits? How much?

• Are you comfortablewith sharing trade secrets andideas with potential investors?

• Does your business planmeet an investor’s require-ments?

• Can your record systemmeet the investor’s reportingneeds?

The major consideration forthose thinking about taking onequity financing is that you willgain a partner who will have avoice on how you operate thebusiness. Many equityinvestors become activelyinvolved in the running of thecompany. It may be at the boardlevel or potentially more hands-on. Remember, their goal is tomaximize the value of theirinvestment, which means sig-nificant growth in as short aperiod as possible.

Investors want more thanjust to be paid back; they wantto make a lot of money on theirinvestment. It may be attractiveto you to have a motivational

partner who can help with max-imizing the value of your com-pany. However, there is thepossibility that you may notlike their ideas for growing thebusiness or their informationalrequirements.

Investors also want specificand continuous – and some-times complex – reporting ofcompany operations.Additionally, investors arelooking for an exit, so if you areconsidering equity, you have tobe prepared for what you willdo in the future when the newshareholder wants to sellhis/her shares.

By answering these ques-tions honestly, you can deter-mine if you are really preparedto approach investors.

Diane Weklar is the CEO ofthe Weklar Business Instituteand author of “Mastering theMoney Maze: 10 Secrets toWinning Business Financing,”which provides practicalinsight for business owners andmanagers who need to raisecapital. She can be reached atDiane@Weklar.com.

CSUSB NURSING DEPARTMENT RECEIVES $500K GIFTFROM HIGH DESERT PHILANTHROPIST

Physician and philanthro-pist, Dr. Prem Reddy, ofVictorville, has donated$500,000 to Cal State SanBernardino and its departmentof nursing. To recognize hisgift, the university’s nursing labwill be renamed the Dr. PremReddy Nursing Laboratory.

“This is a great day for ournursing students and the com-munity they will serve aftergraduation,” said CSUSBPresident Tomás Morales. “Dr.Reddy’s generosity will make aremarkable difference, elevat-ing opportunities for one of thepremier academic programs inthe entire Inland Empire.”

Dr. Reddy has been a long-time supporter of CSUSB. In

2006, the Dr. Prem ReddyAcademic ExcellenceScholarship was established foreligible full-time pre-med, nurs-ing and/or health education stu-dents who qualified for thescholarship and maintained aminimum 3.5 grade point aver-age at the university.

“These students are ourfuture, and it is imperative thatwe give them the best trainingavailable,” said Dr. Reddy. “Icame from an impoverishedbackground to become a cardi-ologist. Nothing is impossiblefor these hard working students,and I hope that this laboratoryand equipment helps themachieve their dreams.”

The gift will allow the nurs-

ing lab to update critical equip-ment, including patient simula-tors that provide students withan unparalleled learning experi-ence. The soon-to-be named Dr.Prem Reddy NursingLaboratory is a model forhands-on nursing education.

The gift will be a boon tothe nursing department, whichis in the university’s College ofNatural Sciences, adds DeanKirsten Fleming.

“This generous gift willallow for state-of-the art equip-ment in the nursing skills lab,”said Fleming. “The lab providesa safe learning environment fornursing students which allowsthem to apply their skills andbuild their confidence before

they treat patients.” Born in India, Dr. Reddy

immigrated to the United Statesin 1976 with his wife,Venkamma, who is also a physi-cian. He is double board-certi-fied in internal medicine andcardiology. He was awarded thehonor of Fellow of theAmerican College ofCardiology and a Fellow of theAmerican College of ChestPhysicians. During his 25 yearsof practice in the High Desert,he has committed himself to theservice of his patients and per-formed more than 5,000 cardiacprocedures, including coronaryangiography and angioplasty,and permanent pacemaker

continued on page 34

BUSINESS JOURNAL • PAGE 12 January 2014

the 1970s topped out at 70 per-cent. The next administrationbrought the rate down to 50 and

then 28 percent, jumpstarting a stagnant economy, creating 20million new jobs, and increasing the standard of living for us all.While Californians’ financial futures may seem bleak, there ishope for our state, but only as we learn from the past and followthe lead of those states that are benefiting from our state’s hostil-ity to job creators. We do that by lowering taxes and givingemployers a reason to invest and create jobs here.

History has taught us that as government expands, libertycontracts, and if we continue down that road, freedom and pros-perity soon cease to exist. We have to follow our nation’s firstprinciples of limiting government’s power over us. Only thenwill our state return to economic prosperity for us and future gen-erations.

Assemblyman Mike Morrell, R-Rancho Cucamonga, repre-sents the 40th Assembly District in the California Legislature.

Bringing...continued from pg. 3

bers appointed by each councilmember. The stated intent of theten-member committee is to exam-

ine the full range of means by which the city is to come to terms withits fiscal crisis and then provide recommendations.

Only reluctantly did Dunn accept the formation of the committeeand there have already been indications that some of the committeemembers are strongly in favor in moving in a direction Dunn did notwant to go, namely wholesale layoff of staff. The disagreement overwhich path the city should take out of the financial abyss is a funda-mental one. One contingent is calling for the city to embark on costcutting efforts including streamlining and making more efficient itsprocesses and functions and eliminating services and redundant ornonproductive personnel. Another school of thought advocates thecity generating revenue to sustain the current level of service, its cur-rent payroll and preparing for future retirement obligation costs.Those seeking firings, layoffs and streamlining maintain City Hall isbloated and manned by a number of employees who have been dis-loyal to the community and its taxpayers. This is an outgrowth of theexpansion of city staff during the first decade of the millennium, aswell as concessions made to the city’s employees’ bargaining unitsduring the tenure of former mayor John Pomierski, who was heavilysupported by all of the city’s employee unions.

Under Pomierski and his hand-picked city manager, RobbQuincey, the city increased salary and benefit packages for employ-ees markedly. Subsequently, Pomierski was indicted by a federalgrand jury for his involvement in a political corruption scheme thatinvolved his taking bribes in exchange for using his influence as anelected official to forge backroom deals and arrange favorable out-comes for individuals and businesses with projects or applicationsbeing processed at City Hall. Pomierski pleaded guilty and is nowserving a sentence in a federal penitentiary. Quincey has been indict-ed and charged with three felony corruption charges, includingunlawful misappropriation of public money, gaining personal benefitfrom an official contract, and giving false testimony under oath. Hehas pleaded not guilty and is maintaining his innocence.

This complex of circumstances has led to open expression bysome Upland residents that the runaway labor and pension costs thatare plaguing Upland are vestiges of the ethos of public trust viola-tions that occurred under Pomierski and Quincey. The implication isthat employee contract terms favorable to Upland’s city employeeswere given to bind those employees to the mayor as part of an under-standing and arrangement which allowed Pomierski’s depredations totake place.

In plain terms, many believe the generous salary and benefitpackages city employees are now getting were provided to thoseworkers because they were willing to look the other way whilePomierski and his cronies enriched themselves. For that reason thereis a reluctance on the part of a sizeable contingent of Upland’s resi-dents to impose on themselves any municipal tax that will be used topay for the perpetuation of generous pensions for retired city employ-ees.

A manifestation of this attitude came in the form of two recom-mendations by budget task force committee member Robert Nelson,a certified public accountant appointed by councilman Glen Bozar,who suggested that the city impose a hiring freeze and that it freezewage increases. Dunn opposed both moves, stating that “The appear-ance of going to the employees to correct the city’s fiscal positionwill affect morale, cause better employees to leave, and make it dif-ficult to recruit quality candidates” and “A further reduction in thecity workforce will slow response times to our citizens.”

Dunn has also rejected several other recommendations made sofar by the task force, including: end-

Upland...continued from pg. 6

continued on page 24

BUSINESS JOURNAL • PAGE 13January 2014

F o r P l a n n i n g 2 0 1 4 A d v e r t i s i n g , M a r k e t i n g , a n d P u b l i c i t y Wi t h T h e I n l a n d E m p i r e B u s i n e s s J o u r n a l

February• Commercial R.E. Developers • 2014 Economic Forecast • Banks• Residential Real Estate • Building and Development-Who’s Building • Commercial/ Industrial Contractors• Architecture/Land Planning • Business Banking • Residential Builders• Redevelopment • Architectural Engineering, Planning Firms

March• Major/MultiEvent Venues • Environmental • MBA Programs• Financial Institutions • Executive Education • HMOs/PPOs• Health Care • City Economic and Demographic Data • Residential R.E. Brokers

• Women-owned Businesses

April• Meetings & Conventions • Women Who Make a Difference • Indian Gaming• Airports • Meetings/Conventions • So Cal Vacation Spots• New Home Communities • Travel/Hotels/Tourism • Hotel Meeting Facilities• Malls & Retail Stores • Commercial R.E. Brokers • Visitors and Convention Bureaus

• Small Business Handbook

May• Economic Development (Riverside Cty.) • Women-owned Businesses • Environmental Firms• Marketing/PR/Media Advertising • Human Resource Guide • Employment/Service Agencies• Insurance Companies • Chambers of Commerce • Law Firms

• Who’s Who in Law • I.E. Based Banks

June• Financial Institutions (1st Quarter, ’14) • Health Care & Services • Hospitals• Travel and Leisure • High Technology • Savings and Loans• Employment Agencies • Golf Resorts • Motorcycle Dealers• Home Health Agencies • Senior Living Centers • Medical Clinics• Economic Development (San Bernardino County) • What’s New in Hospital Care

July• Manufacturing • Marketing/Public Relations • CPA Firms• Distribution/Fulfillment • Media Advertising • Commercial Printers• Credit Unions • Casual Dining • Ad Agencies/Public Relations Firms• Event Planning • Building Services Directory • Largest Insurance Brokers • High Desert Economic Development • SBA Lenders

• Staff Leasing Companies Serving the I.E.

August• Personal/Professional Development • Environmental • Largest Companies• Employment/Service Agencies • Expansion & Relocations • Small Package Delivery Services• Health & Fitness Centers • Women in Commercial Real Estate • Tenant Improvement Contractors• Caterers • Who’s Who in Banking • Credit Unions

September• Mortgage Banking • Health Care & Services • Largest Banks• SBA Lending • Airports • Largest Hotels • Independent Living Centers • Who’s Who in Building Development • Golf Courses

October• Lawyers/Accountants-Who’s Who • Telecommunications • Internet Services• HMO/PPO Enrollment Guide • Office Technology/Computers • Long Distance/Interconnect Firms• Economic Development Temecula Valley • International Trade • Copiers/Fax/Business Equipment• Financial Institutions (2nd Quarter, ‘14) • Holiday Party Planning • Private Aviation

November• Retail Sales • Human Resources Guide • Commercial R.E. Development Projects• Industrial Real Estate • Executive Gifts • Commercial R.E. Brokers• Commercial R.E./Office Parks • Building and Development • Fastest Growing I.E. Companies• Educational Services Directory • New Communities • Mortgage Companies

• Title Companies

December• Financial Institutions (3rd Quarter, ’14) • Health Care • 2015 “Book of Lists”• Top Ten Southern California Resorts • Professional Services Directory • Business Brokerage Firms• Temporary Placement Agencies

EDITORIAL FOCUS SUPPLEMENTS LISTS

2014 EDITORIAL SCHEDULE

Office Space Mistakes• MISTAKE #1: NOT CONSIDERING WHO YOUR

TARGET CLIENTS AREIf you’re trying to expand your tech company service business,

for instance, traditional office space in large office towers may not fityour future clients.

• MISTAKE #2: TREATING OFFICE SPACE AS A JOBREWARD

Don’t use the “corner office” as a symbolic reward for “success”if it causes your firm to use office space less effectively and efficient-ly.

• MISTAKE #3: NOT BEING FLEXIBLE FOR FUTUREGROWTH

Companies should create lease flexibility by negotiating a “termi-nation fee” or “option to expand.”

• MISTAKE #4: FAILING TO CONSIDER WORK-LIFEAMENITIES

It can help with recruiting to locate your office near other busi-nesses and services that enhance the work-life balance of youremployees.

BUSINESS JOURNAL • PAGE 14 January 2014

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 2013 by IEBJ.

Top Colleges and Universities in the Inland EmpireRanked by 2013 Enrollment

Institution Students: Faculty: Type of Institution Tuition & Fees: On Campus: Top Local Exec.Address Total Enrollment Full-Time Year Founded Calif. Resident Room & Board TitleCity, State, Zip Student-Faculty Ratio Part-Time Non-Resident (Avg. Yearly Cost) Phone/Fax

E-Mail Address

California State Polytechnic Univ. Pomona 21,190 559 Public, 4-Year and Graduate $3,564 $9,120 J. Michael Ortiz1. 3801 West Temple Ave. 21:2 482 1938 $4,272 President

Pomona, CA 91768 (909) 869-2290/869-4535jmo@csupomona.edu

University of California, Riverside 18,925 820 Public University $2,839 $13,280 Mark G. Yudof2. 900 University Ave. 22:1 96 1954 $9,709 President

Riverside, CA 92521 (951) 827-1012/827-4362tim.white@ucr.edu

California State University, San Bernardino 17,072 1,100 Public, 4-Year and Grad. $1,350 Per Qrt., Undergrad. $4,185-7,110 Tomás D. Morales3. 5500 University Parkway 22:1 1,000 1965 $226 Per Unit+Fees, Non-Res. President

San Bernardino, CA 92407-2397 $1,513 Per Qtr., Grad. (909) 537-5188/537-7034tmorales@csusb.edu

University of Phoenix 9,850 2 Private $475 Per Unit/Undergrad. N/A William Pepicello, Ph.D.4. 3110 Guasti Rd. 10:1 489 1976 $625 Per Unit/Grad. President

Ontario, CA 91761 (909) 937-2407/969-2459www.phoenix.edu

University of La Verne 8,328 194 Private $26,910 Undergrad. $10,920 Devorah Lieberman5. 1950 Third St. 13:5 422 1891 President

La Verne, CA 91750 (909) 593-3511/971-2294president@laverne.edu

California State University San Marcos 7,502 228 Public $1,825 Per Semester $5,800-$8,160 per yr. Karen S. Haynes6. 333 S. Twin Oaks Valley Road 22.3:1 225 4-Year and Graduate $2,171 Per Semester depending on 10-12 mo. President

San Marcos, CA 92096-0001 1989 occ. or single/double (760) 750-4000/750-4033pres@csusm.edu

University of Redlands 4,317 214 Private Undergrad $31,994 $10,122 Dr. Ralph W. Kuncl7. P.O. Box 3080, 1200 E. Colton Ave. 12:1 266 1907 Grad. $30,326 President

Redlands, CA 92373-0999 (909) 748-8390/335-4076www.redlands.edu

Loma Linda University 4,100 2,500 Private/Health Sci. $520 Per Unit na Richard H. Hart, MD, DrPH8. 11060 Anderson St. na 1905 na President

Loma Linda, CA 92354 (909) 558-4540/558-0242rhart@llu.edu

California Baptist University 3,909 128 Comprehensive Private $23,500 $30,070 Ronald L. Ellis, Ph.D9. 8432 Magnolia Ave. 16:1 85 1950 (Includes Tuition) President

Riverside, CA 92504 (951) 689-5771/351-1808www.calbaptist.com

Chapman University (Ontario Campus) 2,554 4 Private $345 Per Unit/Undergrad. N/A James L. Doti, Ph.D10. 3990 Concours Dr., Ste. 100 15:1 50 -60 (Non-Profit) $415 Per Unit/Grad. President

Ontario, CA 91764 1861 (Orange) (909) 481-1804/481-9510ont@chapman.edu

Western University of Health Sciences 2,399 184 Graduate University Varies by Program N/A Philip Pumerantz, Ph.D11. 309 E. Second St./College Plaza 16:1 800 of Medical Sciences $17,500 - $28,010 Founding President

Pomona, CA 91766-1854 1977 (909) 623-6116/620-5456www.westernu.edu

Claremont Graduate University 2,044 95 Private (Non-Profit) Graduate Research $16,849 $8,500 Per 10 Month Year Deborah A. Freund12. 150 E. 10th St. 12:1 72 1925 Per Semester President

Claremont, CA 91711 (909) 621-8000/607-7911

Pomona College 1,522 178 Public $35,625 $12,220 David W. Oxtoby13. 550 N. College Ave. 8:1 39 1887 President

Claremont, CA 91711 (909) 621-8131/621-8671president@pomona.edu

Claremont McKenna College 1,211 150 4-Year Undergraduate $37,060 N/A Pamela B. Gann14. 500 E. Ninth St. 8:1 21 1946 President

Claremont, CA 91711 (909) 621-8088/621-8790www.claremontmckenna.edu

La Sierra University 1,051 122 Private $620 Per Unit/Undergrad $2,236 Per Quarter Randall R. Wisbey15. 4500 Riverwalk Parkway 15:1 95 1922 $570 Per Unit/Grad. President

Riverside, CA 92515 (951) 785-2000/785-2406rwisbey@lasierra.edu

Pitzer College 1,000 75 4-Year Undergrad., Coed, $35,912 $10,212 Laura Skandera Trombley16. 1050 N. Mills Ave. N/A 10 Private, Liberal Arts $29,852 President

Claremont, CA 91711 1963 (909) 621-8129/621-8479www.pitzer.edu

Scripps College 944 80 Private/Liberal Arts $37,736 $11,500 Lori Bettison-Varga17. 1030 Columbia Ave. 10.2:1 28 1926 $35,850 President

Claremont, CA 91711 (909) 621-8148/607-8004admission@scrippscollege.edu

continued on page. 30

BUSINESS JOURNAL • PAGE 15January 2014

BUSINESS SUCCESSBUSINESS SUCCESS

Risk Avoiders Are Opportunity Missers: 10 Excuses Business Owners Make(and Why They’re Holding You Back)

Nobody likes the uncertainty and stress of going out on a limb and (let’s be honest) putting your business at risk.But making the safest bet rarely leads to success. Tom Panaggio shares 10 excuses that keep you in your

comfort zone—and missing great opportunities.

Small business owners, canyou relate to these scenarios?

It’s time to open a secondretail store branch—and youfully intend to—but you’re notquite ready yet. You found apossible location but it doesn’tseem perfect, and besides,you’re not sure if the local mar-ketplace conditions are right.Maybe next year would be bet-ter.

You’re ready to expand yourcustomer base—almost.However, you’re certain it can’tbe done without buying andmastering a certain softwareprogram that lets you personal-ize your marketing efforts. Andsince you’re not ready to do thatyet, you’d better hold off.

Yesterday, you met the bestnatural salesperson ever.Instinctively, you know she’d beperfect for your team and shehinted that she might be in themarket for a job change. You’dlove to hire her, but the timedoesn’t seem right to hire a newperson—money is tight andyou’re far too busy to gothrough the hiring and trainingprocess right now.

These hypothetical ownersmay think they’re just avoidingunnecessary risk. But if youread the scenarios again—and ifyou’re honest with yourself—you’ll have to admit their rea-sons reek of excuse making.And here’s the real problem,says Tom Panaggio: Riskavoiders are also opportunitymissers.

“When you’re in charge ofrunning a company, it’s easy toconvince yourself that playing itsafe is the responsible choice,”acknowledges Panaggio, authorof the new book, “The RiskAdvantage: Embracing theEntrepreneur’s Unexpected

Edge.” “Especially if your busi-ness is new, going out on a limbis the last thing you want to do.But risk is needed if you want todo more than just scrape by—and it may be needed just to sur-vive in this economy.

“Hoping that sales will getbetter or that conditions willimprove is the wimp’sapproach,” he adds. “You can’twait for everything to be perfectbecause it never will be. Youhave to take action—in otherwords, accept risk and makethose things happen.”

Panaggio knows about riskfirsthand. Along with severalpartners, he has created andbuilt two successful companies:Direct Mail Express (which nowemploys over 400 people and isa leading direct marketing com-pany) and Response MailExpress (which was eventuallysold to an equity fund, HuronCapital Partners). As those com-panies have adapted to a shiftingmarketplace and an uncertaineconomy, Panaggio has had totake numerous leaps of faith.

“Even with the best attitudeand plan, there are times inevery business when, asprogress slows, confusion setsin,” he explains. “You may feelfrozen and afraid that any moveyou make will be wrong.However, if you don’t want tostagnate, you have to move.Unfortunately, this type of riskis the most difficult one to take.You’ll probably want to findways to avoid action, which istantamount to sinking your ownship.”

Here, Panaggio helps busi-ness owners identify the riskavoidance that may be holdingthem back by highlighting 10 ofits most common forms:

Excuse # 1: “The timingisn’t right.” As a young com-modities broker right out of col-lege, Panaggio recalls receivinga call from a client named Steveeach morning. Steve was, asPanaggio puts it, a “prisoner ofhope” who always asked thesame question, “Where is goldthis morning?” When gold washigher than the day before, he’dcomment, “Ah, missed it again.”If it was trading lower, he said,“Let’s wait and get it at the bot-tom.” Steve missed the biggestincrease in gold in over 50 yearsbecause he waited for the exactmoment to make a move, andbased on his perception, thatmoment never came.

“All over the country, thereare entrepreneurs—or wannabeentrepreneurs—who are justlike Steve,” Panaggio confirms.“Business plans sit in boxes oron hard drives as their creatorswait for the right conditions:funding, free time, better eco-nomic conditions. And plenty ofexisting businesses remain lesssuccessful than their ownerswould like because those verysame owners are hoping thattomorrow conditions will be justa little bit better for advancingtheir goals.

“Also, keep in mind thatbeing a ‘prisoner of hope’ does-n’t just apply to growth,”Panaggio adds. “Besides forgo-ing an opportunity for successbecause they are waiting forideal conditions, many leadersfail to solve problems or correctmistakes because, in theirminds, the timing wasn’t right.And when you’re bootstrappinga business, a mistake can beeven more costly than not lever-aging a chance for advance-ment.”

Excuse # 2: “I tried thatonce, and it didn’t work.”According to Panaggio, thosewords are most often uttered bysmall business owners in refer-ence to marketing. Perhapsyou’ve been there: You allocat-ed a large part of your budget toproducing a television commer-cial, for instance, but barelynoticed any increase in yourbusiness. Or maybe you offeredan online deal to new customers,only to realize that the discountyou advertised was a little toogenerous and wouldn’t allowyou to make any profits. Yourone-time marketing failure hasconvinced you not to try again.

“Yes, marketing is far fromcertain,” Panaggio acknowl-edges. “It can be expensive, andit’s hard to accurately predictwhat customers will respond to.But without proactive long-termand consistent marketing, busi-nesses die. Avoiding investingin marketing—or even cuttingback on it—because one cam-paign didn’t produce the desiredresults is a risk you can’t affordto take.”

Excuse # 3: “If I just hadXYZ gadget…” “If I just hadfaster computers, my team couldrespond to customer emails on amore timely basis.” “If I just hadthe latest supply chain manage-ment software, my companycould fulfill orders more quick-ly.” When you’re an entrepre-neur, there are a million “If I justhad…”s, and often, they centeraround technology. Remember,though, you can spend foreverwaiting on the next best thing—and often, says Panaggio, that“next best thing” isn’t as neces-sary as you thought.

“On the infrequent occa-continued on page 18

BUSINESS JOURNAL • PAGE 16 January 2014

TIME MANAGEMENTTIME MANAGEMENT

There’s Always Next Year: The REAL Reason Resolutions Fizzle(and How to Change That in 2014)

If you’re one of the 92 percent of Americans whose New Year’s resolutions fail, you might assume you have awillpower deficiency. Not true, says Brian Moran. The real problem is that a year is just too much time—switch

to 12 weeks and you might finally reach your goal.

Everybody loves a new year.It’s a bright, shiny, fresh, cleanslate. A vista unblemished bymistakes or regrets. A brand newchance to make those changesand accomplish those thingswe’ve been meaning to do for-ever. Yet, undermining all thisglorious potential is the hiddentruth we’re aware of even as weproclaim that this time we’llreally lose 20 pounds or get outof debt or finally launch thatlong-dreamed-of business: NewYear’s resolutions are nothingmore than fairy tales we grown-ups tell ourselves.

That’s right. If you’re like92 percent of Americans, you’renot going to keep those resolu-tions. What’s more, you know it.What you may not know, saysBrian Moran, is why. “The num-ber one enemy of most NewYear’s resolutions isn’t feasibili-ty, a lack of know-how, or evena lack of motivation, thoughthose things can come intoplay,” says Moran, coauthoralong with Michael Lenningtonof the New York Times best-seller “The 12 Week Year: GetMore Done in 12 Weeks ThanOthers Do in 12 Months.” “Thenumber one enemy of most res-olutions is time.”

Think about it: It’s all tooeasy to procrastinate throughJanuary, February, March, andeven longer. No problem, youthink. I have over half a year leftto do what I said I’d do.

Even when July and Augustroll around, there are stillenough months left in the yearthat you don’t feel a real senseof urgency. Next thing youknow, the holidays are almostupon you. You’re still over yourideal weight, drinking too manysodas a day, working the samejob, with less savings than you’d

like. Too late to do anythingnow, you figure. I’ll try againnext year.

“For many people, thisdepressing chain of events recy-cles on a yearly basis becausefar-away deadlines allow—evenencourage—us to be slack onexecution,” comments Moran.

“Give yourself too muchtime and you will procrastinate.It’s just human nature.”Ultimately, says Moran, effec-tive execution happens daily andweekly and on a consistentbasis. To perform at your best,you will need to get out of“annual mode” and stop think-ing in terms of a 365 day year.That’s where the 12 Week Yearcomes in. It’s a system thatworks for businesses striving tomeet their goals—and it willwork for you, too.

“When you redefine the con-cept of a year, your life willchange,” promises Moran. “Ayear is no longer 12 months; it isnow only 12 weeks, followed bythe next 12 Week Year, ad infini-tum. Each 12 week periodstands on its own.

“You no longer have theluxury of putting off criticalactivities, thinking there is‘plenty of time’ left to meet yourgoals,” he adds. “When youhave only 12 weeks, each weekmatters, each day matters, eachmoment matters. And the resultis profound.”

Here, Moran offers eightways to get yourself out of theannualized thinking trap—andinto the much-more-productive12 Week Year, where resolutionsdo come true:

Realize that success is cre-ated in the moment. Accordingto Moran, most of us have askewed definition of success.We see it as the end of the road:

the completion of a project, theday you’re finally able to buttonyour old pants, receive anaward, etc. However, he argues,true success isn’t any of thosethings. It isn’t a list of all theclients you brought in over thecourse of a year, or the numberyou see when you stand on thescale on Dec. 31. It isn’t some-thing that happens only once atthe end of a planning cycle.

“Success is all of the littlethings you do throughout theyear to make your goals happen:reaching out to X number ofprospects a day or getting up oncold mornings to run whenyou’d rather stay in bed,” heexplains. “You just can’t reachyour full potential if you put offcritical activities.

“Success does not happenmonthly, quarterly, semi-annual-ly, or once a year; it happensdaily, ultimately moment bymoment. You succeed—ornot—long before the resultsshow it. When you adopt thisdefinition of success, you’llwant to make the most of yourtime, not squander it. And the 12Week Year can help.”

Redefine your relationshipwith deadlines. Most of us seedeadlines (December 31st fea-turing prominently amongthem) as the bad guy. They’realways looming on the horizon,overshadowing our peace ofmind and hassling us to workfaster, or else. They make usnervous, resentful, or both. Butwhat would happen if wethought of deadlines as goodguys instead?

“Deadlines aren’t sinister inand of themselves—we onlyfeel that way about them whenwe aren’t on track to meet themor when they’re unreasonable,”Moran asserts. “But realistic

deadlines are actually greatmotivators. They are tools thatcan help you to hone your focus,increase your efficiency, andrealize your full potential. Whenyou think about deadlines thisway, it makes sense to havemore of them, not less! They canhelp you to create end-of-yearenergy, focus, and commitmentthroughout the year.”

Put a little less faith inyour yearly planner. In otherwords, be realistic about yourability to plan ahead. Life—including what we want out ofit—can (and often does) changein an instant. What you thoughtyou wanted for yourself inJanuary might not be whatmakes the most sense by thetime July, or October, orDecember rolls around.

Your circumstances andabilities may have changed. Thetruth is, even the most thorough-ly thought-out annual plans arebased on assumptions that arestacked upon earlier assump-tions, which are stacked on evenearlier assumptions—and a lotcan (and often does) changefrom start to finish.

“Once you realize thatthere’s just not enough pre-dictability to make annualizedplanning effective, the 12 WeekYear begins to make a lot moresense,” Moran comments.“Personally and professionally,12 weeks is about as far out asyou can reliably plan.

There’s a much strongerconnection between the actionsyou take today and the resultsyou want to achieve, becauseyou don’t have to take as muchof the future on faith. Whowants to waste time going part-way down a certain path, only torealize that you were mistaken

continued on page 24

BUSINESS JOURNAL • PAGE 17January 2014

BUSINESS JOURNAL • PAGE 18 January 2014

sions when the Internet in my officegoes down, everyone has one con-cern: ‘What should we do now? Go

to lunch?’” Panaggio recounts. “My answer is always this: ‘If youwere on a deserted island with no supermarket, would you just letyourself starve, or would you figure out a way to survive? You maynot be online, but your phone still works. Pretend the Internet hasn’tbeen invented yet and call a few customers. Survive.’

“My point is, by viewing technology as a necessity, we create ourown prison,” he states. “We no longer use it as a tool. Instead, we aretrapped by it. Remember, the road to success is through action, notaccessories. Countless success stories have been written with nothingmore than ink and paper, a rotary phone, and plain determination.While tools, technology, and accessories might be helpful, they donot guarantee success. Effort guarantees success—you have to keepyour foot on the accelerator longer and more often than your com-petitor.”

Excuse # 4: “I’m still working on the plan.” Let’s say that youwant to move to the next level, whatever that happens to be for yourbusiness. So you begin planning, preparing for every possible sce-nario. You define contingencies with backup plans full of redundan-cies. You sometimes wonder how anyone could fail with a plan thatcovers all possibilities and that offers each a solution. But here’s whatyou’re not taking into account: While your perfect plan might preventyou from failing, it will also hold you back from succeeding if it’snever executed.

“To be absolutely clear, planning is a good thing,” Panaggio clar-ifies. “However, for many entrepreneurs, the solution to avoiding therisk of reality is to keep planning. After all, they tell themselves, youmust have a plan to be successful; ‘winging it’ is a blueprint for fail-ure. The fact is, with planning as a comfort zone, you can easilyreplace the reality of execution with theoretical forecasting and‘what-if’ modeling. For that reason, many risk-averse entrepreneursmiss opportunities and fail to build actual businesses in the act ofbuilding virtual businesses. Don’t make that mistake.”

Excuse # 5: “It’s a good idea, but circumstances havechanged.” “I was ready to pull the trigger, but then the marketchanged and I had to reassess.” “I had to set back the original prod-uct launch date because I was just too busy to get everything ready.”“Preliminary research showed that this idea might not be as lucrativeas we thought, so we scrapped it altogether and went back to thedrawing board.” Sound familiar? If so, you may be moving the tar-get.

“Basically, moving the target changes the objective, goal, orfocus of your business and thus delays plan execution, innovation, orchange,” explains Panaggio. “In other words, it means changing yourplans every time you lack certainty or just don’t have enough moti-vation to move forward. The problem is, each time you move the tar-get you have to stop and prepare to fire again. It’s possible to spendan indefinite amount of time making excuses in this way without everaccomplishing anything.”

Excuse # 6: “I’ll get to it eventually.” In his book, Panaggiotells the story of a salesperson who did extensive research on eachsales lead she got. Some of her research files contained more than ahundred printed pages of material. Her reasoning? She wanted toknow as much as possible about a potential client before she calledthem. On the surface, this level of dedication sounds admirable. Butaccording to Panaggio, the salesperson in question was really pro-crastinating in order to put off the moment of truth. She was afraid ofbeing rejected after making her pitch, and her research was a form of

risk avoidance.“A similar scenario plays out with business owners every day,”

Panaggio states. “No, you may not be making sales calls, but there’sno shortage of delaying tactics that can be used as a buffer betweenyou and risk. As an entrepreneur, you have to stop telling yourself thelie that you’ll ‘get to it eventually.’ If you immerse yourself in busy-work in order to avoid the true priorities, your business won’t lastlong enough for you to tackle them at some undefined point down theroad.”

Excuse # 7: “I’m playing a defensive game.” The hardest risksfor cash-strapped entrepreneurs to take are often financial. Manybusiness owners choose to cut costs and (at least attempt to) do morewith less when what they really need is to hire new talent, investmore heavily in marketing, upgrade their machinery, or somethingelse.

“Unfortunately for many owners, no business achieves greatnesssolely by pinching pennies—although financial responsibility is cer-tainly a big part of sustainability and growth,” Panaggio comments.“The truth is, you can save your way to mediocrity, but not success.So don’t tell yourself that you’re playing the game if you never comeoff defense. Nobody ever wins without picking up the ball and run-ning ahead in spite of obstacles.”

Excuse # 8: “Nothing’s broken; why fix it?” When you’re fac-ing a crisis that could damage or even sink your business, it’s (fairly)easy to take risks. After all, if you don’t act, you’re doomed—and inthat situation, there’s probably not much to gain by holding back. Butwhat about the times when things are going smoothly, when you mayhave more to lose by going out on a limb? Well, then it’s much easi-er to convince yourself that there’s no need to tamper with the statusquo.

“When nothing is actively going down the toilet, it’s easy to tellyourself that things are fine, that the future is rosy, and that you don’tneed to put yourself out there to improve,” observes Panaggio.“However, that kind of thinking is a good way to be left behind or tobecome irrelevant. Customers don’t always leave because they had abad experience with your company…the reason is often that theysimply had a better one with someone else. Remember, risks need tobe taken when business is good and bad if you want to stay cutting-edge and competitive.”

Excuse # 9: “…<crickets chirping, dust falling, grass grow-ing>…” That’s the sound of silence. You know, what you hear whenyou decide to let a project or initiative die over time instead of doingwhat’s necessary to bring it to fruition. Whether you simply lackmotivation or your surrender is fear-driven, your risk-avoidancebehavior may be taking the form of lack of follow-through.

“For many business owners, the desire to succeed is there—andso are some good ideas—but they struggle with making the rubbermeet the road,” comments Panaggio. “Maybe you’re afraid of beingheld accountable if you don’t meet expectations, or you simply findthat you don’t want to put in the extra effort, after all. So you sit backand let projects peter out instead of driving them forward, or defini-tively putting them out of their misery. (You may even be foolingyourself into thinking that others don’t notice that you talk a big gamebut don’t deliver.) Don’t allow your mind to sabotage your desire tomeet your objectives.”

Excuse # 10: “But I don’t avoid risk!” Even if you, the businessowner, have conquered your fear of risk and move into uncharted ter-ritory without hesitation, Panaggio warns that progress paralysismight still be affecting your compa-

Risk Avoiders...continued from pg. 15

continued on page 34

BUSINESS JOURNAL • PAGE 19January 2014

REALREAL ESTESTAATE NOTESTE NOTESNEWCASTLE PARTNERS COMPLETES WORK ON 600K

SQUARE FOOT RIVERSIDE FACILITYSan Francisco-based Newcastle Partners Inc has wrapped up con-

struction of a 600k-square-foot, Class A distribution building inRiverside. The spec building, located at 14600 Innovation Drivewithin the Meridian Industrial Park, is currently being marketed forlease.

The state-of-the-art facility is situated on the west side of the 215Freeway, offering excellent visibility to the freeway and strategicaccess to Southern California and the ports. Building features include32’ clear height, ESFR sprinkler system, 200’ truck courts, andimmediate access to the 215 Freeway.

“This project is consistent with Newcastle Partners’ strategy ofaggressively growing a substantial industrial portfolio in the InlandEmpire. The Inland Empire industrial market continues to outper-form other national markets across all fundamentals. We’ll continueto invest in this region as corporate America continues to expandhere,” said Dennis Higgs, Newcastle Partners’ managing partner andfounder. “Our building offers the highest construction quality as wellas the best identity and security in the entire market, for both theInland Empire East and West.”

According to Jackson Smith, who heads Southern Californiaoperations for Newcastle Partners, the property has already attracteda significant amount of interest. “Large, corporate users are activelyseeking to either bring their distri- continued on page 20

compared to the $137,040 invest-ment made by men-owned firms.

To read the report, go to www.womenable.com and search“WOSB contracts.”

S.B.A and...continued from pg. 1

to the Planning Commission fromwhich he ran for the council andmayor in 1986.

Stout said Mikels probably never reached his full potentialwhen his political career was ended in 2002. Mikels never ran forpublic office again.

Jon Mikels...continued from pg. 1

BUSINESS JOURNAL • PAGE 20 January 2014

bution activity into the InlandEmpire market, or they are local andare seeking to relocate and/or

expand into new, quality product of this size requirement.” Leasing agents for the Meridian Industrial Park facility are Phil

Lombardo and Chuck Beldon of Cushman and Wakefield.

DUNHILL PARTNERS BUYS RIVERSIDE RETAILCENTER FOR $61 MILLION

Dunhill Partners purchased Canyon Crossings, a 300k-square-foot, retail power center in Riverside, for $61.25 million, free andclear of existing debt. The property was sold by Long Wharf RealEstate Partners LLC.

Canyon Crossings is located at

Real Estate...continued from pg. 19

continued on page 30

BUSINESS JOURNAL • PAGE 21January 2014

FINANCIAL COLUMNFINANCIAL COLUMN

Annuities 101: Many Options for Retirement IncomeBy William J. “Bill” Cortus, CFP ®, Financial Consultant, Thrivent Financial

The current interest rateenvironment has caused manypeople to take a renewed look attheir finances, specifically theirretirement strategies. As a result,there has been an increasedfocus on annuities. While notappropriate for everyone, annu-ities can be a useful tool forretirement accumulation andcreating income in retirement.Annuities are worth a look tosee if they fit into your overallretirement portfolio.

An annuity is a contract youpurchase and fund to receivemoney over a specified periodof time plus interest. When youpurchase an annuity, the insureragrees to repay your money –plus the interest it earns – eitherin a lump sum or over a periodof time you select. These prod-ucts come in a variety of differ-ent specifications and can beused as fixed and guaranteedincome in retirement – someeven offer the potential for sig-nificant growth. Annuities areintended for long-term retire-ment goals and taking with-drawals or surrenders from theseproducts may result in addition-al charges, so be sure when con-

sidering annuities to consultwith a financial representative.

Below is a quick primerfrom Thrivent Financial onsome basic types of annuities.

Deferred Fixed AnnuitiesYou can purchase a fixed

annuity with a lumpsum payment, orwith flexible premi-ums (several pay-ments over time),and receive a guar-anteed minimumrate of return. Theinsurance companywill pay interest at afixed rate, which isusually establishedwhen you purchaseyour annuity. Thatrate is guaranteedfor one year. In subsequentyears, the rate may change asinterest rates fluctuate but willnever fall below the guaranteedminimum rate listed in the con-tract. These contracts will thenpay out over a length of timeyou choose, including an optionfor lifetime income. A deferredfixed annuity may be right foryou if you want guaranteed,

dependable growth and plan totake income down the road,such as during retirement.

Variable AnnuitiesThese have values that fluc-

tuate over time, according to theperformance of the investment

options and fixedaccounts selected.Investments in fixedaccounts earn atleast a minimuminterest rate guaran-teed in the contract.These will alsoallow you to accu-mulate assets on atax-deferred basis tohelp meet yourretirement goals.This means yourmoney has the

opportunity to grow faster,because you don’t pay taxes onearnings until you actually with-draw them.

Immediate AnnuitiesThese can help you turn

assets or inherited lump sums ofmoney into retirement incomefor your lifetime, regardless ofhow long you live. Your income

payments will begin right away.These products can provide arange of benefits includingincome options, you decide howto start taking income by choos-ing from among several payoutoptions, including lifetimeincome. If you pass away duringthe guaranteed period, your ben-eficiaries may continue toreceive annuity payments for therest of the period, or the presentvalue of any remaining pay-ments.

If you are near retirementand are concerned aboutwhether you have the right port-folio of products in place, annu-ities might be worth a look. Youcan also choose an annuitywhich may offer a higher inter-est rate for increased growth andcan offer a sense of reassuranceby providing retirement income.

If you’re looking for retire-ment income options, talk withyour financial representative tosee if an annuity would fit intoyour financial strategy.

Guarantees are backed bythe financial strength andclaims paying ability of Thrivent

William J. “Bill” Cortus

continued on page 33

BUSINESS JOURNAL • PAGE 22 January 2014

I N L A N D E M P I R E P E O P L E A N D E V E N T S

Tim Evans of The Unforgettables Accepts Check From SBC Sheriff’s Academy Class

(left to right) Lt. Jonathan Higgins, Tim Evans from The Unforgettables, County Sheriff John McMahon, andCongressman Paul Cook

(The Unforgettables Foundation (TUF) has been assisting low-income families throughout Inland SoCal with the heart wrenchingmission of assisting grieving parents, grandparents, and families with the vital resources needed for a child’s funeral.)

The County of San Bernardino WorkforceInvestment Board and Workforce Development

Department is ready to assist your business at nocost with the following services:

• Recruitment assistance

• Funds to train new employees

• Labor market information

• Pre-screened qualified

applicants

• Access to a large applicant pool

• Facilities available for

recruitments

• Layoff prevention assistance

• Outplacement of laid-off

workers

• Hiring tax credits

FREE BUSINESS WORKSHOPS

9650 9th St., Rancho Cucamonga

To Register Call 951-781-2345 or visit www.iesmallbusiness.com

Attention Business Owners!San Bernardino County Workforce Investment Board

Funds Innovative Program

Improve Business...Create More Jobs!

5 Months of World Class Business Coaching at NO COST to you.

Funded by the County WIB to help YOU improve your business

and create more jobs in our county!

This is a VERY intense program suited for the business owner

driven by success!

Program includes:• Business Health Assessment

• Goal Alignment Consultation

• Operational Plan Development

• Weekly Coaching to ensure plan implementation

• DISC Communication Assessments to improve teamwork

• Opportunity to grow profits save jobs

Program Funds are EXTREMELY Limited!Call (909) 387-9886 to see if you qualify!

BUSINESS JOURNAL • PAGE 23January 2014

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.

Hotel Suites in the Inland EmpireRanked by Total Number of Suites

B=Business Service C=Concierge CB=Complimentary Cont. Break. CH=Comp. Cockt. Hour CR=Corporate Rates F=Fitness FacilityFP=Free Parking G=Golf Course GS=Gift Shop H=Handicapped Rooms I=In Room Movies L=LoungeN=Non Smoking Rms. P=Pool On Site R=Restaurant T=Tennis W=Weekend Packages X=Transfers to/from Airport

Hotel Name Number Rate Range Year Built Owner Number of Amenities Top Local ExecutiveAddress of * May be Yr. Renovated Headquarters Employees TitleCity, State, Zip Suites Seasonal Phone/Fax

E-Mail Address

Hyatt Grand Champions Resort 580 $200-800 1986 Grand Champions LLC 400 B,C,F,FP,G,GS,H,I,L, Allen Farwell1. 44-600 Indian Wells Lane 2006 Greeley, CO N,P,R,T,W, General Manager

Indian Wells, CA 92210 (760) 341-1000/674-4382afarwell@hyatt.com

Sheraton Hotel Fairplex 247 $129-229 1992 L.A. County Fair Assoc. 200 B,FP,N,C,D,CB,CG, John Gilbert2. 601 W. McKinley 2004 Pomona, CA CR,I,R,F,L,H,CH,W,X,P General Manager

Pomona, CA 91768 (909) 622-2220/622-1028john.gilbert@sheraton.com

The Residence Inn by Marriott 200 $99-299 1985 Island Hospitality 56 CB,CH,X,I, Cindy Ybarra3. 2025 Convention Center Way 2007 Palm Beach, FL FP,N,P,CR,H,W General Manager

Ontario, CA 91764 F,T (909) 937-6788/937-2462ontariogm@ih-corp.com

Embassy Suites Palm Desert 198 $99-269 1984 Shamrock Hostmark 100 H,CR,I,L,CB,CH,T, Truett Pool4. 74-700 Highway 111 2008 Shaumburg, IL F,P,G,B,FP,N,GS,R General Manager

Palm Desert, CA 92260 (760) 340-6600/340-9519tpool@hilton.com

Hyatt Regency Suites P.S. 193 $79-600 1986 GGS Co. Ltd. 150 B,FP,N,C,P,GS, David Rijos5. 285 N. Palm Canyon Dr. 1991 Hotel Holding Division R,CR,I,H,F,L,W,X General Manager

Palm Springs, CA 92262 in California (760) 322-9000/969-6005www.palmsprings.hyatt.com

Ayres Hotel & Suites 167 $99-179 1994 Ayres Hotel Group 50 B,CR,R,X, CB,F, Amy Delgadillo6. 1945 E. Holt Blvd. Costa Mesa, CA Eve. Social Hr., General Manager

Ontario, CA 91761 In-Room Refer., Microwave, (909) 390-7778/937-9718H,N,FP,CH,P,I www.aryeshotels.com

Country Suites by Ayres 164 $69-89 1998 Ayres Hotel Group 28 FP,N,P,CH,H,CR,W,F, Jim Keeby7. 1900 Frontage Rd. 2003 Costa Mesa, CA Cardio Fitness Room, Comp. Full General Manager

Corona, CA 91720 Breakfast/Eve. Refreshments, (951) 738-9113/738-9182In-Room Refer., Microwave jimkeeby@ayreshotels.com

Renaissance Palm Springs Hotel 158 $119-249 1987 Highland Hospitality 150 B,C,CR,F,FP,GS, John Daw8. 888 E. Tahquitz Canyon Way 2009 McLean, VA H,I,L,N,P,R,S,W,X General Manager

Palm Springs, CA 92262 (760) 322-6000/416-2900www.renaissancepalmspringshotel.com

Best Western Inn Suites 150 $89-169 1990 Inn Suites International 67 CB,CR,P,CH,L Peter Niles9. 3400 Shelby St. 2007 Phoenix, AZ FP,GS,H,I,N,R,X General Manager

Ontario, CA 91764 (909) 466-9600/941-1445pniles@innsuites.com

Ayres Suites at the Mills Mall 138 $109-179 1998 Ayres Hotel Group 50 B,CR,R,X, Comp. Breakfast/ Carlos Mendoza10. 4370 Mills Circle 2004 Costa Mesa, CA Eve. Social Hr., General Manager

Ontario, CA 91764 In-Room Refer., Microwave (909) 481-0703/484-2601cmendoza@ayreshotels.com

Shilo Hilltop Suites and Conv. Center 129 $109-169 1992 Mark S. Hemstreet 45 B,P,ST,C,R,W,CB,H,R, Denistsa Bian11. 3101 Temple Ave., Portland, OR CR,I,F,X,L,SA, General Manager

Pomona, CA 91768 N,SD,FP,OC,SR (909) 598-7666/598-5654www.shilohilltopinns.com

Towne Place Suites 112 $89-139 Campbell Lodging na B, K, CB, CR, F, FP, GS, Shannon Labbe12. 9625 Milliken Ave. 2005 Brea, CA H, I, L, N, P, S, W,X General Manager

Rancho Cucamonga, CA 91730 (909) 466-1100/466-1101cmpm047@cmpm.net

Country Side Suites (by Aryes) 107 $69-205 1991 Ayres Hotel Group 30 FP,N,P,CR Dwan Lewis13. 204 N. Vineyard Ave. 2001 Costa Mesa, CA H,W,CH,X General Manager

Ontario, CA 91764 (909) 937-9700/937-2070d.lewis@ayreshotels.com

Ayres Inn 101 $79-99 1989 Ayres Hotel Group 25 Full Buffet Breakfast, Scott Smith14. 2260 Griffin Way 2005 Costa Mesa, CA Evening Refreshments, General Manager

Corona, CA 92879 Comp. Guest Laundry, (951) 734-2140/734-4056Exercise Room ssmith@ayreshotels.com

BUSINESS JOURNAL • PAGE 24 January 2014

and should have taken a differentturn?”

Keep score starting January1st. As Moran has noted, it’s relatively easy to ignore or rationalizeprocrastination and low productivity when you have to look at thenumbers only once a year. But when you start measuring your pro-ductivity, progress, and performance on a more frequent basis, youcan’t hide behind the illusion that the present moment isn’t important.Measurement drives the execution process because it creates produc-tive tension, or the uncomfortable feeling you get when you knowyou’re not doing the things you need to do.

“As the CEO of your own life, you need to have the courage tomeasure your performance in the areas that matter,” Moran says.“That’s much easier when your goals and tasks are broken down into12 week increments. Effective scorekeeping prevents you fromrationalizing lackluster results and forces you to confront the realityof your situation, even when it’s uncomfortable. While this can bedifficult, the sooner you confront reality, the sooner you can shiftyour actions toward producing more desirable results.”

Be honest about your track record. How many promises andcommitments do you welsh on in the course of 12 months? Probablymore than you’d like to admit to. The fact is, at the beginning of theyear, it’s all too easy to make promises and commitments. “Sure,honey, we can remodel the kitchen this year.” “Of course our depart-ment will reduce its operating costs by 15 percent this year.”Frequently, though, we fall short of our personal and professionalcommitments because over the course of 12 months, we encounterunforeseen obstacles, our priorities change, or our interest wanes.

“If you don’t want to be seen as someone who breaks commit-ments, drops the ball, and flakes, it makes sense to ditch annualizedthinking,” Moran comments. “It’s much easier to say you’re going todo something—and then do it—within a 12 week time frame. As Ihave already pointed out, you can more accurately plan ahead, soyou’ll make fewer mistakes, save time, and remain more focused.With these working habits, your results are not left up to chance.They are high in quality, and they are consistent.”

Stop saying “have to” and start saying “choose to.” As youpursue a long-term goal, it’s all too easy for your daily tactics to turninto daily have-tos. “I have to go to the gym.” “I have to spend anextra half-hour working on this project for my boss.” “I have to usethat money to pay down my credit card, even if it means skipping anight out with my friends.” That’s a problem, because have-tosquickly turn into things we loathe—and if you loathe the things youneed to do to accomplish a goal, you’re less likely to reach the finishline.

“There are no have-tos in life,” Moran asserts. “Everything we doin life is a choice. And when you look at tactics as choose-tos insteadof have-tos, you’ll notice a big change in your attitude and motiva-tion. Instead of feeling burdened and put-upon, you’ll feel empow-ered. Admit it: saying, ‘I choose to attend night classes so I can risein my field’ feels a lot better than saying, ‘I have to attend night class-es so I won’t be stuck in this job forever.’”

Be proactive, not reactive. Sure, modern life is hectic, and it’seasy to feel like there just aren’t enough minutes in the day to geteverything done. But the truth is most of us don’t make the most ofour time because we engage each day reactively instead of proactive-ly. We are driven by input triggers—the phone rings, the email dings,a new task appears, someone knocks on your door, and off you go tosolve the problem du jour. When you live reactively, it’s difficult, ifnot impossible, to stay focused on high-value activities.

“Even though annualized thinking gives us lots of time in whichto procrastinate, we still feel overwhelmed because we use the ‘extra’time on things that are low-value,”

There’s Always...continued from pg. 16

continued on page 27

ing acceptance of stray animalsfrom surrounding communities intoUpland’s animal shelter; combining

the police and fire department’s dispatch services; selling the city’scell towers, which currently generate annual revenue of roughly$200,000, for $2.775 million; increasing the rate the city charges tolease its cell towers; selling the fire department’s ladder truck, whichis valued at roughly $600,000, for the approximately $50,000 themarket will bear; selling Old St. Mark’s Church and the surroundingproperty it occupies on 18th Street for between $804,000 and $1.263million; selling Upland’s interest in the Whispering Lakes Golfcourse for approximately $1 million; asking voters to approve a light-ing and landscape maintenance district to generate as much as $2.5million per year; asking the city’s voters to approve a special parceltax for public safety, the library or street maintenance; creating newfees for existing city services now rendered for free, generating asmuch as $380,000 annually; imposing labor concessions on employ-ees; eliminating the city’s quarterly newsletter to provide a savings of$3,000 or simply turning it into a web-based publication; outsourcingthe fire department; closing a fire station; eliminating the fire depart-ment’s paramedic program; outsourcing the police department;regionalizing the police department by merging with the Ontario orMontclair departments; eliminating the city’s recreation division;eliminating the city library; reducing library hours; and eliminatingthe city council members’ benefits.

Dunn did, however, recommend considering outsourcing themanagement of the library; regionalizing fire service through a merg-er with the Montclair Fire Department; “browning out“ a fire stationduring times of lesser risk; outsourcing development services; out-sourcing fleet maintenance; outsourcing street maintenance; out-sourcing engineering services; eliminating the position of the facili-ties maintenance superintendent; seeking, during labor negotiations,concessions from the city’s employee unions; reworking the city’scontract with Burrtec for trash service; privatizing the managementand operation of the city’s water and sewer assets; asking voters to upbusiness license fees; asking voters to approve a half cent sales tax;selling the city-owned parking lot at the southwest corner of C Streetand 3rd Avenue; raising water rates; and negotiating the conversionof pension plans with the city’s employee unions.

With little or no prospect that the options Dunn is recommendingwill make up the $3.5 million in additional annual revenue or opera-tional cost reductions he is seeking, the city appears to be inexorablymoving toward exploring, if not outright embracing, a municipalbankruptcy option. Committee member find daunting the considera-tion that the state’s public employees’ retirement system will requireUpland in the upcoming 2014-15 fiscal year to increase by $1.5 mil-lion the $6.5 million it is already currently paying annually into itsemployees’ pension fund. Actuarial tables show that virtually anyincrease in revenue the city is likely to experience in the future willnot go to increasing or even sustaining services but to coveringincreases in pension payments. The Sentinel has learned that at leastfour of the budget task force members are entertaining the concept ofa city bankruptcy filing. Three others did not appear to flinch whenthe idea was broached. One committee member stated that such a fil-ing seemed inevitable, given city management’s inability to rein incurrent personnel and future retirement costs, which account fornearly 80 percent of the city budget. Another member said a bank-ruptcy filing would prove “cleansing,” allowing the city to dispensewith impediments it has accumulated over the past decade-and-a-half, including commitments made during the Pomierski regime tocity labor unions which were the heaviest donors, collectively, to thepolitical campaigns of the city’s council members. Current municipalbankruptcies, including those in

Upland...continued from pg. 12

continued on page 34

BUSINESS JOURNAL • PAGE 25January 2014

Best-selling Business Books

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)(1)*Spend less time fixing shortcomings, more time gaining strength.2. “Lean In: Women, Work, and the Will to Lead,” by SherylSandberg (Knopf Doubleday Publishing…$24.95)(2)Why women’s progress achieving leadership roles has stalled.3. “The Three Signs of a Miserable Job: A Fable for Managersand Their Employees,” by Patrick Lencioni (John Wiley &Sons…$38.14)(7)Originally published in 2007, the book has become very popular.4. “Doing More with Teams: The New Way to Winning,” by BrucePiasecki (John Wiley & Sons…$25.00)(3) Why and how teams offer greater flexibility when used properly.5. “The Value of Debt: How to Manage Both Sides of a BalanceSheet,” by Tom Anderson (John Wiley & Sons…$40.00)(4) How to apply corporate financial techniques to individuals. 6. “Smart Tribes: How Teams Become Brilliant Together,” byChristine Comaford (Portfolio Hardcover…$26.95)(5)How top managers keep their teams involved and moving forward. 7. “The Map and the Territory: Risk, Human Nature, and theFuture of Forecasting,” by Alan Greenspan (PenguinGroup…$36.00)(6)Former head of the Federal Reserve Board has much to say.8. “The Power of Habit: Why We Do What We Do in Life andBusiness,” by Charles Duhigg (Random HousePublishing…$16.18)(7)A new view of human nature and our ability to change. 9. “The New Digital Age: Reshaping the Future of People,Nations and Business,” by Eric Schmidt & Jared Cohen (Alfred A.Knopf…$26.95)(9) Two of Google’s leaders offer their view of the future.10. “The 7 Habits of Highly Effective People: Powerful Lessonsin Personal Change,” by Stephen R. Covey (FreePress…$15.95)(10)How to become more effective in your business and personal life.______________________________________________________

* -- 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

“True Alignment: Linking Company Culture with Customer Needs for

Extraordinary Results,”By Edgar Papke, AMACOM, New York, New York;

2014; 224 pages; $29.95.

The concept of alignment ina business or organizationalsense means working togetherto achieve a common goal. Itdoesn’t mean that everyone hasto perform the same tasks, a raresituation in large or very smallbusinesses. It does mean thateveryone ought to have thesame goals such as satisfyingcustomers or reaching a consen-sus on the way individual teamsshould work together.

The goal of author EdgarPapke is to offer readers con-cepts of how and why align-ments are essential. More thanthat, he introduces readers toother key elements includingone he has tagged BusinessCode, which he explains thisway:

“Most leaders, teams, andcompanies struggle with align-ment because, until now, theylacked an effective and easy-to-apply framework and approach.As a result, they tackle individ-ual aspects of business—suchas vision, strategy, processesand systems, and culture—without aligning them. The fol-lowing chapters will introduceyou to the Business Code, aframework for alignment thatcan be applied to any organiza-tion or team, regardless of itssize. It will show leaders andtheir companies how to con-front and overcome the chal-lenges of misalignment.

The code also provides thetools needed to create strategiesand initiatives and take actionsthat result in the alignmentrequired to compete andachieve high levels of perform-ance.”

Papke goes on to explain thefour elements of the “BusinessCode:”

“The Business Code starts

simply, letting us discover thecustomer, brand intention, cul-ture, and leadership…. Theframework provides a measura-ble and observable means ofarticulating and aligning a com-pany culture to customer expec-tations. This particular align-ment presents a significant chal-lenge. For most leaders, theirorganization or team’s culture isdefined through values andbeliefs, and then further inter-preted by the individual inmeeting this challenge, theBusiness Code provides a com-prehensive lens through whichto view the patterns ofbehavior by which culture canbe intentionally led. It providesa systemic approach to aligninginternal behavior—how a com-pany or team’s members engageeach other—to external behav-ior—how they engage the cus-tomer.”

The third chapter is one ofthe stronger segments of thebook. That’s probably becauseit focuses on customers. It’smore easily readable than thefirst two chapters and some ofthe following chapters. Here’san example:

“What separates marketleaders from their competitors?What makes your product ordifferent from the rest?Although a number of factorsare important, the one that mat-ters most is the answer to, Whyis the customer spending moneywith us rather than with ourcompetitors?”

The author goes on to makea very important point, noting:“It is the difference betweenthose companies that becomemarket leaders and those thatstruggle to get and sustain cus-tomer attention. Whether com-peting in a small local market or

on a global stage, such clarityand relentless pursuit of cus-tomers results in successfulbrand identities…. Brand clari-ty and what it represents to cus-tomers are key to any businesssuccess. However, this is wherecompanies often fall short andis the core reason why cus-tomers are not attracted to a par-ticular product or service.”

Even though there areintriguing points made byauthor Papke early during thebook, some of the most interest-ing and strongest portions fol-

low chapter four. It’s these latterchapters of the book that bringthe strongest value to readers.The clarity of the author’s lan-guage here lets the languagejump off the page and trulyinvolves the reader. Some of theearly ideas in the book may beold and just a bit tired, but forthe most part, “True Alignment”offers a different look at someinnovative ideas.

—Henry Holtzman

BUSINESS JOURNAL • PAGE 26 January 2014

slots. Starr said the merger will alsoassist his city’s fire department inreducing overtime costs.

Unlike Montclair, which has been engaging in a drawdown of itsservice, the Upland Fire Department has been intensifying its level ofservice, including maintaining, over the past four years, an air ambu-lance, consisting of a paramedic team stationed aboard a helicopterbased at Cable Airport. That enhanced level of service may in partexplicate the discrepancy between the $476,179 in savings Montclairis to yield by the merger in comparison to the $156,000 in savingsUpland is projected to see.

While there was marked enthusiasm for the limited merger of thetwo departments in Upland, where the city will likely see, accordingto city manager Stephen Dunn and Mayhew, $156,000 in savings, theapproval of the consolidation, or at least its timing, was not unani-mous as it was in Montclair. The merger was opposed by one citycouncilman, the chairman of the council advisory committee and aprominent city businessman. City councilman Glen Bozar citedsalary increases to management staff and resultant future pensionbenefit costs as a major factor in his opposition. “There is no true sav-ings in this,” Bozar said. “This is savings on paper only. This is notreducing our current operating expenses. Not enough scrutiny wasgiven to this 42-page document before the council gave the mayorauthority to sign it, locking ourselves into an agreement with ourneighboring city we cannot walk away from.

Montclair previously made substantial layoffs in its fire depart-ment. How did those vacancies there come to be? “They did not fillthose because of budgetary problems.” Bozar continued, “This agree-ment is going to expand the administration of the fire department.Our fire chief and three of our guys are going to get very generoussalary increases out of this. Where are we going to come up with themoney to give all these raises? No one on the council was informedof what the chief’s salary will be or where this is going to land interms of the increases in our public employee retirement system costsfor the fire chief and at least two others. This does nothing withregard to our ongoing issues with the budget. This does nothing tocontrol costs.

“Figures available from the state controller’s office show that asa city we have 12 people on our payroll who are making more thanthe governor of California. That was as of 2012. This does not alle-viate that and now we are going to be on the hook for additional pub-lic employee retirement benefits.” Tom Mitchell, the chairman of theUpland City Council Advisory Commission, told the Sentinel, “Oneof the things I had difficulty on was the creation of the two assistantchiefs’ positions and the creation of a third position. I was given aresponse to indicate there would actually be elimination of two exist-ing command positions so that matter was resolved. Another prob-lem, I thought, was the long-term nature of this and when enteringinto a two-year commitment, we would not be able to get out of ifproblems developed. It was stated that either city can terminate thiswith six months notice, so that was resolved.

The one issue that for me remains unresolved is what we are tak-ing on by the promotions of our battalion chiefs who will be gettinga $20,000 per year pay increase. This could only make the situationworse with regard to our pension requirements. Our responsibility tothe state pension fund already is an unfunded liability that we havenot resolved. Under the current retirement formula, firefighters canretire at 55 and be eligible for a pension. There is a multiplier of threepercent times the number of years worked, so at 55, a battalion chiefwho has been with the city for 30 years can retire and be eligible for90 percent of his pay. We are already under the gun and unable tokeep up or barely keep up with our pension fund payments. Anincrease of $20,000 per year for each of these battalion chiefs means

$18,000 a year more when they retire. I don’t think we can affordthat. “I just wanted to make sure that the city council looked at thisall the way around before moving forward with it,” Mitchell said.

Albert Pattison, a resident, businessman and major propertyowner in Upland, expressed concern that the council’s action mightbe counterproductive and premature. Pattison said the city had notpublicly released a cost analysis of the consolidation, saying he want-ed the public and the council to see a side-by-side accounting of thenumber of fire department command positions currently and whatthose employees receive in salary and benefits and the city’s totalcosts in employing fire department commanders after the merger.Noting that the city’s budget management task force is currently con-sidering the city’s revenue enhancing and cost cutting options,Pattison said the council’s commitment to the command level staffingnumbers contained in the merger agreement with Montclair did notallow the task force to bring forth proposals related to eliminatingbattalion chiefs within what might be considered to be a top-heavydepartment.

“We did not give the committee, which is composed of top-tierbusiness people and residents of our city, an opportunity to weigh inon this.” “What it boils down to,” Pattison said, “is they have givenus razzle-dazzle, not facts. There has been no disclosure to the pub-lic on the detail needed to analyze this thoroughly. They have notdivulged what is actually in the contract. I have not seen the contractand neither has anyone else. They have not given this process enoughtime. They rushed it through before the specially-appointed budgetcommittee had time to consider it. There has been a totally inade-quate discussion of how this will impact the financial stability of thecity.”

Montclair is going to realize savings of $470,000 on this andUpland is going to supposedly see a $156,000 reduction. But Uplandis putting two-thirds of the horsepower into this and Montclair is pro-viding one third. I’m not sure there is a cost-benefit equity in thisdeal. This was not put on the budget task force’s agenda and now thatthe council has ratified the agreement, it is another element that willcontribute to the confusion and retard the city’s ability to deal with itsfinancial challenges.”

Fire Department...continued from pg. 6

State Judicial Council Calls for UppingSB County’s Judge Total From 84 to 93

A first step toward increasing the number of judges in SanBernardino County was taken last week when the California JudicialCouncil ratified upping the number of new judicial officers in bothRiverside and San Bernardino counties by nine judges each.

Far-flung San Bernardino County, the largest such political sub-division in the Lower 48 States at 20,105 square miles, has been par-ticularly hard hit by cutbacks in the state court system, suffering theclosures of the Chino courthouse on its southwest extreme, the clo-sure of the Needles courthouse on its northeast end and the TwinPeaks and Big Bear courthouses in its central mountain communities.

In addition, operations at the Barstow courthouse have beenscaled back to a single courtroom that is open three days a week.There have been consequent case delays and crowded calendars andcourtrooms at all the county’s other courthouses. With its populationhaving now eclipsed 2.1 million, San Bernardino is the second-mostjudicially understaffed of California’s 58 counties. An uptick in thenumber of judges would offset some of that problem, although thenine approved by the Judicial Council would have San BernardinoCounty, which now has 84 Superior Court judges and commission-ers, well short of the number, pegged at 156, deemed appropriate fora county of its size and population. Moreover, even if the nine newjudges were to materialize, the continued on page 32

BUSINESS JOURNAL • PAGE 27January 2014

Moran explains. That’s why 12week planning is so beneficial.

With an action-based plan, youdon’t have to rely on input triggers to initiate your actions; instead,your plan triggers your actions. You can live with clear intention,organizing your life around your priorities and consciously choosingactivities that align with your goals and vision.

“I’ll warn you: Making the reactive-to-proactive switch won’t beeasy,” he adds. “You’ll have to become more comfortable with say-ing no, and you’ll have to crack down on procrastination. But in theend, you’ll get more of the right things done each day, and ultimate-ly reach your goals faster and with greater impact.”

Celebrate your 12 week wins. Companies often throw end-of-year parties and receptions to celebrate growth, acknowledge out-standing achievements, bestow awards and bonuses, etc. On a per-sonal level, you may promise yourself a reward if you keep your NewYear’s resolutions. It’s very gratifying to be recognized for achievedgoals. And, the promise of celebration—especially when you allowyourself to celebrate at the end of each 12 week period—gives ussomething to look forward to, motivating us to keep our noses to thegrindstone when the going gets tough.

“Especially for goal-driven people, it’s tempting to always look atwhat lies ahead and not fully appreciate the ground that has alreadybeen covered,” notes Moran. “The 12 Week Year presents, at a mini-mum, four times as many opportunities to recognize and celebrateyour progress and accomplishments. It might be a three day weekendor a weeklong vacation; the important thing is that you take time outto reflect, regroup, and reenergize.”

One more great thing about switching to a 12 Week Year:Because there’s a built-in reset every few months, you can switchgears when you realize something isn’t going to work.

“We all know how demoralizing it is to realize that a year-endgoal is just not going to happen,” says Moran. “By July, it’s alreadyclear that you’re not going to be able to sock away as much into yourretirement account as you wanted to. Or in September, you have toadmit that you’re not going to be able to lose the 30 pounds youpegged for your resolution.

And because annualized thinking is so ingrained in your world-view, you automatically assume that you’ll just have to wait monthsto try again. “It’s not uncommon for individuals and even entireorganizations to have mentally given up on their goals beforeOctober,” he concludes.

“With the 12 Week Year, that will never happen again. Every 12weeks you get a fresh start—a new year! So if you’ve had a tough 12Week Year, you can just shake it off, regroup, and start again. Ifyou’ve had a strong 12 Week Year, you can build on that momentum.Either way, you can more quickly transition into something newinstead of spending weeks or months waiting for a chance to startfresh.”

There’s Always...continued from pg. 24

bribe is not an accomplice in the“separate and distinct crime” ofbribe taking.

Moreover, McCarville and the Fourth District Court of Appealrejected the application of conspiracy statutes to Burum’s action,applying a principle of law that holds that two individuals who arealleged to have engaged in a crime that necessarily involves two par-ties cannot be charged with conspiracy merely on the basis of thatcrime having taken place. Citing Davis, Clapp and Wolden, StephenLarson, in arguing before California’s highest court, repeated thearguments he had made before the lower courts, stating prosecutorshad engaged in “an impermissible charging scheme” that “ignores thelegislative history and judicial interpretations.” The prosecution,arguing on behalf of both the state of California and the county ofthe San Bernardino, propounded the argument that Burum’s allegedbribery of Postmus, Biane, and Kirk went beyond a simple exchangeof money for votes and involved an elaborate set of circumstancesinvolving threats, extortion, and intermediaries acting on Burum’sbehalf in addition to the provision of the alleged bribes.

Led by deputy attorney general Melissa Mandel, the prosecutionreferenced the action of Erwin, who was described in the indictmentas Burum’s “agent,” “mule” and “underling,” to propound the theorythat his action in having prepared with public relations consultantPatrick O’Reilly, prior to the 2006 election, never-delivered mailersand handbills which dwelled on derogatory information relating toPostmus and Biane, constituted blackmail and extortion that pavedthe way for the bribes that were delivered to Postmus and Biane afterthe vote conferring the $102 million settlement on the ColoniesPartners. The combination of the bribes, extortion, blackmail and theuse of a third party, i.e., Erwin, in this regard, Mandel suggested, con-stituted a facilitation of the crime that went beyond mere bribery.Burum, she said, utilized his “enormous political power and financialresources to coerce the public officials into accepting his bribes.”

In its review of the matter, the California Supreme Court, com-posed of Chief Justice Tani Gorre Cantil-Sakauye, and justices JoyceKennard, Marvin Baxter, Kathryn Mickle Werdegar, and GoodwinLiu, Ming Chin and Carol Corrigan, found other precedent-settingpolitical corruption cases, those of People v. Gonzales and Solis andCalhoun v. Superior Court, to be more relevant than the Davis, Clappand Wolden cases to the circumstances involved in the ColoniesLawsuit Settlement Public Corruption Prosecution than was pre-sumed by McCarville and the Fourth District Court of Appeal.

“We conclude that the Court of Appeal erred,” Justice Baxterwrote in an opinion with which all of his colleagues concurred.“Although neither the offer nor payment of a bribe in itself can estab-lish that the offeror aided and abetted the separate crime of receivingthe same bribe, the status of being the offeror or payor of a bribe doesnot disqualify that person, as a matter of law, from complicity in theoffense of receiving the bribe. Whether the offeror is guilty of aidingand abetting the receipt of the bribe depends on whether there is evi-dence that, in addition to the offer or payment of the bribe, the offer-or ‘with (1) knowledge of the unlawful purpose of the perpetrator;and (2) the intent or purpose of committing, encouraging, or facilitat-ing the commission of the offense, (3) by act or advice aids, pro-motes, encourages or instigates, the commission of the crime.’(People v. Gonzales and Solis (2011) 52 Cal.4th 254, 295-296.)Similarly, being the offeror or payor of a bribe does not disqualifythat person, as a matter of law, from culpability for participating in aconspiracy to accept that same bribe.” The ruling further states,“Because the Court of Appeal sustained the demurrer based on itsincorrect understanding of the law, we reverse that part of the judg-ment of the Court of Appeal and remand for further proceedings.”Deeper within the 21-page opinion, Baxter wrote, “The Court of

Appeal held that neither Burum (the offeror of the bribes) nor Erwin(Burum’s agent) could be charged with aiding or abetting the receiptof the bribes.

Its conclusion rested on the theory that the offeror of a bribe can-not ‘as a matter of law’ aid and abet another person in receiving thebribe. The Court of Appeal was mistaken. Whether the offeror of abribe may be charged with aiding and abetting another in the crimeof receiving the bribe depends on whether the offeror’s conduct,beyond merely offering or paying a bribe, satisfies the elements ofaiding and abetting the receipt of the bribe.” Baxter shed further lighton the court’s reasoning.

“The Court of Appeal’s analysis with respect to the target crimesof bribery in the conspiracy charge

State Supreme...continued from pg. 10

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BUSINESS JOURNAL • PAGE 28 January 2014

In his December report, senioreconomist David Shulman writesthat as long as the federal govern-

ment does no harm, growth in the U.S. economy will be sparkedby strength in the housing and automobile sectors, combinedwith increased business spending and an end to the dramaticdrop in federal purchases. Taken together, these factors areexpected to put the economy on track to a 3 percent growth pathby mid-year 2014 and bring the unemployment rate down toabout 6 percent by the end of 2015.

Policy interest rates will stay low throughout 2014, but withinflation increasing to slightly above 2 percent due to risinghousing and health care costs (some coming from the implemen-tation of the Affordable Care Act), it is expected that thezero–interest rate policy of the Fed will come to an end in thespring of 2015.

The California forecastThe California report by senior economist Jerry Nickelsburg

takes another look at the split between the state’s coastal havesand inland have-nots.

As a whole, California has just about recovered all of thejobs lost during the recent recession. In total, jobs inCalifornia—including payroll, farm and self-employed—declined by 1.065 million but rebounded by 1.044 millionthrough October 2013. But a look at payroll jobs alone revealsthat only 0.848 million out of 1.313 million lost jobs have beenrecovered, suggesting that Californians are creating their ownjobs by starting new enterprises at faster rates than establishedbusinesses are hiring.

The vast majority of employment gains are found in commu-nities along the coast, while job growth remains stagnated ininland California, which Nickelsburg loosely compares toAppalachia, a region known for no growth and low-wage jobsfrom 1960 through 1990. Nickelsburg does note some brightspots inland, including Kern County’s energy boom and the newmedical school at the University of California, Riverside, whichwill begin to generate higher-education jobs as well as a clusterof health care–related jobs. The forecast for total employmentgrowth of 2.4 percent in 2013, 1.5 percent in 2014 and 2.0 per-cent in 2015. Non-farm payroll employment is expected to growat 1.7 percent, 1.8 percent and 2.2 percent. Real personal incomegrowth is forecast to be 0.6 percent in 2013, followed by 3.2 per-cent and 3.1 percent in 2014 and 2015. Unemployment will fallthrough 2013 and will average approximately 8.9 percent forthis year. In 2014, the unemployment rate is forecasted to dropto 8.2 percent on average—more than one percentage point high-er than the U.S. forecast—and then to 7.3 percent.

Additional reportIn a companion piece, UCLA Forecast economist William Yu

continues his examination of the First 5 L.A./UCLA City HumanCapital Index, comparing all major cities in the United States.The paper then looks closely at Los Angeles County, includingwhich areas are more prosperous and which are not and the linksbetween economic performance and human capital level.

The report offers three conclusions. First, Los Angeles’human capital lags behind other major cities, though it hasimproved slightly in the past two years. Second, there is a tale oftwo cities, as certain parts of the county lead the nation in humancapital while others are among the nation’s worst. Finally,regions with high human capital will have higher income levels,higher home values and higher

UCLA...continued from pg. 1

continued on page 38

Even the James Bond’s AstonMartin, which was crashed in therecent Bond movie “Skyfall,” was a

3D printed product! Form 1 is one such personal 3D printer whichcan be yours at just $2,799. It may sound like a high price but to havethe luxury of getting to produce your own prototypes, that’s a reason-able price. Imagine a future where every individual professional hasthe capability to mass produce their own creative physical productswithout limitation. This is the future where personal productivity andcreativity are maximized.

3. Oculus RiftVirtual Reality gaming is here in the form of Oculus Rift. This

history-defining 3D headset lets you mentally feel that you are actu-ally inside a video game. In the Rift’s virtual world, you could turnyour head around with ultra-low latency to view the world in high-resolution display. There are premium products in the market that cando the same, but Rift wants you to enjoy the experience at only $300,and the package even comes as a development kit. This is the begin-ning of the revolution for next-generation gaming. The timing is per-fect as the world is currently bombarded with the virtual reality topicthat could also be attributed to Sword Art Online, the anime seriesfeaturing the characters playing games in an entirely virtual world.While we’re getting there, it could take a few more years to reach thatlevel of realism. Oculus Rift is the first step.

4. Leap MotionMulti-touch desktop is a (miserably) failed product due to the fact

that hands could get very tired with prolonged use, but Leap Motionwants to challenge this dark area again with a more advanced idea. Itlets you control the desktop with fingers, but without touching thescreen. It’s not your typical motion sensor, as Leap Motion allowsyou to scroll the web page, zoom in the map and photos, sign docu-ments and even play a first person shooter game with only hand andfinger movements. The smooth reaction is the most crucial key pointhere. More importantly, you can own this future with just $70, a priceof a premium PS3 game title! If this device could completely workwith Oculus Rift to simulate a real-time gaming experience, gamingis going to get a major make-over.

5. Eye TribeEye tracking has been actively discussed by technology enthusi-

asts throughout these years, but it’s really challenging to implement.But Eye Tribe actually did this. They successfully created the tech-nology to allow you to control your tablet, play flight simulator, andeven slice fruits in Fruit Ninja only with your eye movements. It’sbasically taking the common eye-tracking technology and combiningit with a front-facing camera plus some serious computer-vision algo-rithm, and voila, fruit slicing done with the eyes!

6. SmartthingsThe current problem that most devices have is that they function

as a standalone being, and it requires effort for tech competitors toactually partner with each other and build products that can truly con-nect with each other. SmartThings is here to make your every device,digital or non-digital, connect together and benefit you. WithSmartThings you can get your smoke alarms, humidity, pressure andvibration sensors to detect changes in your house and alert youthrough your smartphone! Imagine the possibilities with this.

7. Firefox OsiOS and Android are great, but they each have their own rules and

policies that certainly inhibit the

Stuff of Things...continued from pg. 8

continued on page 30

BUSINESS JOURNAL • PAGE 29January 2014

Financial Brokerage Firms Serving the Inland EmpireRanked by Number of Offices in Inland Empire (Riverside and San Bernardino Counties)

Company # Offices I. E. Registered Brokers Headquarters Top Local Executive

Address Inland Empire Full Time Services Year Established Title

City/State/Zip Company Wide Part Time Phone/Fax

E-Mail Address

Edward Jones 37 37 Stocks, Bonds, Mutual Funds, Life St. Louis, MO Kelli Jaynes

1. 5420 Philadelphia St., Ste. D 10,000 Insurance, Estate Planning, 1871 Branch Manager

Chino, CA 91710 401k, and other Retirement Plans (909) 591-3555/(888) 285-6050

www.edwardjones.com

Merrill Lynch & Co. 4 18 Financial Planning, New York, NY Chris Barney

2. 4141 Inland Empire Blvd., Ste. 150 Stocks, Bonds, Annuities, Mortgages, 1886 Branch Manager

Ontario, CA 91764 Real Estate, Insurance Products (909) 476-5100/476-5163

cbarney@ml.com

Wells Fargo Advisors 2 15 Retail Brokerage, St. Louis, MO Jim Bannowsky

3. 3850 Vine St., Ste. 100 Public Finance, 1887 Branch Manager

Riverside, CA 92507 Corporate Finance (951) 784-8700/682-2517

www.wellsfargoadvisors.com

UBS 3 40 Full Service Weehawkeen, NJ Scott Morris

4. 3801 University Ave., Ste. 300 281 Brokerage 1879 Branch Manager

Riverside, CA 92501 (951) 684-6300/682-9409

www.ubs.com

Smith Barney Inc. 2 40 Investment Brokerage New York, NY Jack Johnson

5. 456 W. Foothill Blvd. na Branch Manager

Claremont, CA 91711 (909) 625-0781/621-6046

www.smithbarney.com

Bishop, Fuller & Associates (Amerifirst) 1 2 Financial Planning, Full Minneapolis, MN Ian D. Bishop

6. 818 N. Mountain Ave. 1,000 + Brokerage Service, 1894 Senior Financial Advisor

Upland, CA 91786 Insurance, Mutual Funds (909) 608-0588/608-0589

www.ameripriseadvisors.com

Gorian Investments 1 6 Full Service Stock & Bond Brokerage, San Bernardino, CA Charles Painter

7. 1200 Californoa St., Ste. 220 6 Retirement Plans, Mutual Funds, Fully 1984 President

Redlands, CA 92374 Managed Accounts (909) 888-7551/889-1647

www.psginv.com

JP Turner & Compant LLC 1 4 Mutual Funds, Equities, Life & Health, Atlanta, GA Robert J. Bickele

8. 45110 Club Dr., Ste. B 1,900+ Insurance, Retirement Planning, 1962 Branch Manager

Indian Wells, CA 92210 Estate Planning, Fixed & Variable Annuities (800) 549-6900/(760) 779-5338

www.jpturner.com

National Planning Corp. 1 1 Investment Advisory, Santa Monica, CA Eddie Ngo

9. 222 E. Olive Ave., Ste. 2 Financial Retirement Planning, na Broker

Redlands, CA 92373 Full Service Brokerage (909) 307-1760/307-1763

edngo@verizon.net

Pacific Premier Investment Services 1 1 Mutual Funds, Tax-deferred Annuities Costa Mesa, CA Steve Gardner

10. 1598 E. Highland Ave. 6 0 Life Insurance, Long Term Care Insurance 1983 President

San Bernardino, CA 92404. Financial Planning, 401K (909) 886-9751/886-0710

www.ppbi.com

RPM Insurance & Financial Services 1 1 Investment Advisors Redlands, CA William A. McCalmon

11. 300 E. State St., Ste. 438 Full Service Brokerage 1974 President

Redlands, CA 92373 (909) 792-6765/798-9668

www.rpminsurance.com

Thornes & Associates, Inc. 1 4 Full Service Brokerage, Redlands, CA John T. Thornes

12. Investment Securities Stocks, Bonds, Mutual Funds, 1996 President

412 E. State St. Retirement Plans & RIA (909) 335-7440/335-5746

Redlands, CA 92373 thornes@thornesinvest.com

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 2013 by IEBJ.

BUSINESS JOURNAL • PAGE 30 January 2014

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 2013 by IEBJ.

Top Colleges and Universities in the Inland EmpireRanked by 2013 Enrollmentcontinued from pg. 14

Institution Students: Faculty: Type of Institution Tuition & Fees: On Campus: Top Local Exec.Address Total Enrollment Full-Time Year Founded Calif. Resident Room & Board TitleCity, State, Zip Student-Faculty Ratio Part-Time Non-Resident (Avg. Yearly Cost) Phone/Fax

E-Mail Address

Harvey Mudd College 735 79 Private/4 year $36,635 $11,971 Maria Klawe18. 301 E. 12th St. 9:1 10 1955 President

Claremont, CA 91711 (909) 621-8000/607-4005admission@hmc.com

Brandman University (Victor Valley Campus) 630 3 Private $345 per Unit/Undergrad. N/A Susanne Eisenhart 19. 12421 Hesperia Rd. Ste. C-6 12:1 50 (Non-Profit) $415 per Unit/Grad. Director

Victorville, CA 92395 1861 (Orange) (760) 955-7555/955-7444 eisenhar@brandman.edu

Western State Univ. College of Law 450 22 ABA Provisionally $15,500 Full Time/ $10,400 Bill Adams20. 1111 N. State College Blvd. 20:1 35 Approved Private (Per Semester) Dean

Fullerton, CA 92807 Institution, 1966 Summer Session $872/Unit (714) 459-1101/441-1748(Non-Resident Same) adm@wsulaw.edu

Chapman Univ. (Coachella Valley Campus) 350 13 Private $345 per unit/Undergrad. N/A Cynthia Flores21. 42-600 Cook St., Ste. 134 15:1 80 1861 (Orange) $415 grad. Director

Palm Desert, CA 92211 (760) 341-8051/346-4628

creative efforts of developers.Mozilla has since decided to build anew mobile operating system from

scratch, one that will focus on true openness, freedom and userchoice. It’s Firefox OS. Firefox OS is built on Gonk, Gecko and Gaiasoftware layers—for the rest of us, it means it is built on open source,and it carries web technologies such as HTML5 and CSS3.Developers can create and debut web apps without the blockade ofrequirements set by app stores, and users could even customize theOS based on their needs. Currently the OS has made its debut onAndroid-compatible phones, and the impression so far, is great.

8. Project FionaMeet the first generation of the gaming tablet. Razer’s Project

Fiona is a serious gaming tablet built for hardcore gaming. Once it’sout, it will be the frontier for the future tablets, as tech companiesmight want to build their own tablets, dedicated towards gaming, butfor now Fiona is the only possible one that will debut any time soon.This beast features next generation Intel® Core i7 processor gearedto render all your favorite PC games, all at the palm of your hands.

9. ParallellaParallella is going to change the way that computers are made,

and Adapteva offers you chance to join in on this revolution. Simplyput, it’s a supercomputer for everyone. Basically, an energy-efficientcomputer built for processing complex software simultaneously andeffectively. Real-time object tracking, holographic heads-up display,speech recognition will become even stronger and smarter withParallella.

10. Google Driverless CarDo you remember the days of the Jetson’s that told us someday

the driverless car would become reality. And it’s now becoming areality, made possible by… a search engine company, Google. Whilethe data source is still a secret recipe, the Google driverless car ispowered by artificial intelligence that utilizes the input from thevideo cameras inside the car, a sensor on the vehicle’s top, and someradar and position sensors attached to different positions of the car.Sounds like a lot of effort to mimic the human intelligence in a car,but so far the system has successfully driven 1609 kilometers with-out human commands!

Stuff of Things...continued from pg. 28

2550 Canyon Springs Parkway,adjacent to I-215 and Hwy 60 inRiverside. Completed in 2008, the

property is 92.5 percent leased to tenants including Toys/Babies “R”Us, John’s Incredible Pizza, Mor Furniture for Less, Staples,Howard’s Appliances and Party City. The center is part of a largerretail project totaling approximately 700k square feet, which is shad-ow-anchored by Walmart Supercenter.

HFF’s senior managing director Ryan Gallagher and associatedirector CJ Osbrink represented Long Wharf Real Estate PartnersLLC, a Boston-based private equity real estate investment manager.The group invests in sectors and markets across the United Statesprincipally on behalf of institutional clients, including corporate andpublic pension funds, endowments and foundations.

Founded in 1984 by William L Hutchinson, Dunhill Partners is acommercial real estate investment firm that currently owns and man-ages more than 5 million square feet of retail commercial property.Dunhill Partners, which is based in Dallas, Texas, has been expand-ing its acquisition reach into the California market. Last DecemberDunhill acquired the legendary Nut Tree Shopping Center in the SanFrancisco Bay Area, and is now adding Canyon Crossings to its size-able retail portfolio.

RIVERSIDE O’REILLY AUTO PARTS SELLS FOR $278SQUARE FOOT

An LA-based, all-cash buyer has purchased an 11.8k-square-foot,single-tenant retail property in Riverside for $3.285 million($278/sf). The property, located at 1691 University Avenue, is occu-pied by O’Reilly Auto Parts.

Shaun Riley, senior managing director of Faris Lee Investments,represented the seller, Ximeno Associates LLC from Newport Beach.The buyer, Riverosity LLC from Los Angeles, was repped by MarcPollock and Mark Einbund of Westside Retail. According to FarisLee, the property was sold at a cap rate of 5.5 percent, representingone of the lowest cap rates paid in the country for a single-tenant,auto supply store.

Built in 1965 with a complete building rehabilitation in 1995, theO’Reilly Auto Parts building is situated on .74 acres on the corner ofUniversity Avenue and Chicago Avenue, between downtownRiverside and University of California at Riverside. The asset is alsobetween the 215 and 91 freeways

Real Estate...continued from pg. 20

continued on page 31

BUSINESS JOURNAL • PAGE 31January 2014

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 2013 by IEBJ.

Community Colleges in the Inland EmpireRanked by Enrollment

Institution Students: Faculty: Type of Institution Tuition & Fees: Top Local Exec.Address Total Enrollment Full-Time Year Founded Calif. Resident* TitleCity, State, Zip Faculty-Student Ratio Part-Time Non Resident Phone/Fax

E-Mail Address

Mt. San Antonio Comm. College 40,000 395 Comm. College $20 per Unit Dr. William “Bill” Scroggins1. 1100 N. Grand Ave. 1:30 884 1946 $201 per Unit President

Walnut, CA 91789 (909) 594-5611/598-2303www.mtsac.edu

Riverside City College 35,785 245 Public $20 per Unit Dr. Cynthia Azari2. 4800 Magnolia Ave. 1:24 485 1916 $201 per Unit President

Riverside, CA 92506 (951) 222-8000/222-8035www.rcc.edu

Chaffey College 20,500 240 Comm. College $20 per Unit Henry D. Shannon, Ph.D.3. 5885 Haven Ave. 1:32 620 1883 $203 per Unit Superintendent/President

Rancho Cucamonga, CA 91737 (909) 652-6000/941-2783henry.shannon@chaffey.edu

Victor Valley College 14,000 132 Comm. College $26 per Unit Dr. Christopher O'Hearn4. 18422 Bear Valley Rd. 1:22 500 1961 $203 per Unit President

Victorville, CA 92392 (760) 245-4271/245-9019www.vvc.edu

San Bernardino Valley College 12,090 150 Comm. College $21 per Unit Dr. Glen Kuck5. 701 S. Mt. Vernon Ave. 1:20 252 1926 $210 per Unit President

San Bernardino, CA 92410 (909) 888-6511/889-6849www.valleycollege.edu

Mt. San Jacinto College 12,000 96 Comm. College $20 per Unit Roger Schultz6. 1499 North State St. 1:28 350 1963 $201 per Unit President

San Jacinto, CA 93583-2399 (951) 487-6752/654-6236www.msjc.edu

College of the Desert 11,468 105 Comm. College $20 per Unit Joel L. Kinnamon, Ed.D.7. 43-500 Monterey Ave. 1:21 385 1958 $210 per Unit President

Palm Desert, CA 92260 (760) 773-2500/341-9732jkinnamon@collegeofthedesert.edu

Crafton Hills College 5,800 76 Comm. College $20 per Unit Cheryl A. Marshall, Ed.D.8. 11711 Sand Canyon Road N/A 126 1972 $206 per Unit Intern President

Yucaipa, CA 92399 (909) 794-2161/794-0423www.craftonhills.edu

Palo Verde College 4,300 42 Public $20 per Unit James W. Hottois9. One College Dr. N/A 112 1947 $201 per Unit President

Blythe, CA 92225 (760) 921-5500/921-5590www.paloverde.edu

Barstow Community College 4,100 41 Comm. College $20 per Unit. Thom M. Armstrong, Ph.D.10. 2700 Barstow Rd. 1:20 104 1959 $204 per Unit President

Barstow, CA 92311 (760) 252-2411/252-1875www.barstow.edu

Community Christian College 100 1 Private Community $215 per unit Troy Vugteveen, MA11. 251 Tennessee St. 1:8 15 1995 President

Redlands, CA 92373 (909) 335-8863/335-9101tvugteveen@cccollege.edu

which have a combined traffic countof more than 336,000 cars per day.The property is within a strong retail

corridor with nearby national tenants including Food 4 Less, DollarTree, Walgreens, and Rite Aid.

KEARNY TO DEVELOP 1.1 MSFWAREHOUSE/DISTRIBUTION FACILITY IN MORENOVALLEY

Kearny Real Estate Company has acquired a 52-acre industrialsite in the Inland Empire’s Moreno Valley for $19.4 million. The firmplans to entitle and develop a 1.1-million-square foot, LEED-certi-fied warehouse and distribution cross-dock building on the land.

Located on at the northeast corner of Perris Boulevard andModular Way within the Moreno Valley Industrial Area Plan, the siteincludes a small office building and a 130k-square-foot industrialbuilding, which are currently leased to El Dorado Stone through2015, providing substantial income. The improvements will eventu-ally be demolished to make way for the new development.

Moreno Valley, 60 miles east of Downtown Los Angeles, is oneof the fastest growing logistics locations in the 423 million squarefoot Inland Empire industrial market and the 1.5 billion square footGreater Los Angeles Basin. Amazon recently announced plans to

open a 1.2-million-square-foot fulfillment center in Moreno Valley,joining the likes of Skechers, Ross, Proctor & Gamble, and Lowes,which operate distribution centers of 1 million square feet and larger,in the immediate vicinity.

“E-commerce and aggressive same day or next day delivery mod-els are requiring retailers to have a facility large enough to implementan integrated multichannel strategy,” said Kearny real estate founderand Managing Partner Jeffrey A. Dritley. “Moreno Valley, with itsavailable land, large labor pool and proximity to the Ports, LosAngeles, San Diego and Orange Counties, is the perfect place tolocate these large multichannel distribution centers in order to servecustomers in Southern California and the Western United States.”

Kearny is currently in the process of entitling the property for a1.1 million-square-foot cross-dock distribution center. When com-pleted, the building will feature 256 dock high doors, and 36’ clearheights. “We feel that our building will be the best in the marketwhen completed,” noted Kearny Vice President Jason Rosin. “The256 loading docks amount to one dock door for every 4,334 squarefeet, which is 20% better than the average building in the market,adding greater efficiency for users. In addition, the site benefits fromaccess on all four sides of the building and provides ideal truck cir-culation and queuing, both important site plan elements.” TomTaylor, Josh Hayes, Steve Bellitti,

Real Estate...continued from pg. 30

continued on page 33

BUSINESS JOURNAL • PAGE 32 January 2014

was very brief and rested on its erro-neous conclusion that defendants, asa matter of law, could not be

charged with aiding and abetting the recipients of the bribes. Thus,in the Court of Appeal’s view, Burum’s demurrer should have beensustained as to the target crimes of bribery in the conspiracy charge‘because the crimes defendant Burum allegedly conspired to commitare ones the law states he cannot commit.’ Similarly, because Erwincould not be charged with aiding and abetting Biane in receiving oraccepting bribes, he could not be charged with conspiring to committhose crimes.

The sole authority cited was Wolden, which declared that thegiver and the receiver of a bribe cannot be ‘guilty of conspiracy,because the two crimes require different motives or purposes.’ Thispart of Wolden, though, suffers from the same infirmity as the argu-ment rejected in the preceding part that the offeror of a bribe cannever aid and abet the receipt of a bribe. Although the giver andreceiver of a bribe may have different intents, it is not required, as amatter of law, that they must have different intents. After all, it is wellestablished that an individual may entertain multiple criminal objec-tives simultaneously. Specifically, Baxter wrote, the case of Calhounv. Superior Court establishes a bribery scheme can entail a conspira-cy if it involves enough factors and individuals. “Indeed, Calhoun v.Superior Court (1955) 46 Cal.2d 18 (Calhoun) sustained a charge ofconspiracy in closely analogous circumstances,” the opinion states.“Calhoun, acting on behalf of various wholesale and retail liquor dis-tributors, arranged to use trade association money to donate to thepolitical campaign of a candidate for the Board of Equalization,which issued licenses to sell alcoholic beverages.”

Although such contributions appeared to be prohibited byGovernment Code section 5002.6, Calhoun was alleged instead tohave conspired with the candidate and others to solicit and receivepolitical contributions from those who were regulated by the Boardof Equalization in violation of Elections Code section 5002.5.

Calhoun, like defendants here, argued that donors and recipientsof contributions could not conspire to commit the same substantiveoffense as a matter of law, relying on the opinion of this court indenying a petition for hearing in People v. Keyes. Over the objec-tions of a dissenting justice that ‘there can be no conspiracy betweenthe donor and the donee’ and that a conspiracy requires ‘there be acommon unlawful motive,’ a majority of this court nonetheless per-mitted the prosecution to go forward. We rested our decision on theparticular facts of the case—i.e., evidence presented to the grand juryof ‘an elaborate conspiracy to utilize contributions from both retailand wholesale liquor licenses to finance [the candidate]’s politicalcampaigns.’ In light of that evidence, we reasoned that a trier of factcould have concluded that Calhoun had ‘a much more intimate par-ticipation in [the official]’s campaign than that of one who acted sole-ly as a donor.’ “Here, as in Calhoun, the indictment alleges thatBurum and Erwin participated in a conspiracy that was more elabo-rate than the mere agreement that a particular bribe be accepted, butinvolved and depended on the conduct of numerous parties to ensurethat at least three supervisors be influenced to approve the $102 mil-lion litigation settlement,” Baxter wrote.

“The Court of Appeal thus erred in ruling that Burum and Erwin,as a matter of law, could not conspire to commit the target briberyoffenses. We therefore reverse the order sustaining the demurrer asto these target crimes in count 1 and remand to the Court of Appealto consider, in the first instance, defendants’ remaining grounds fordemurrer.” Thus, it is now not only possible but probable that Burumwill be headed to trial on charges of conspiracy, the aiding and abet-ting of bribery, and misappropriation of funds.The appellate court’sdismissals of aiding and abetting of a conflict of interest against both

Burum and Erwin were upheld by the Supreme Court. Likewise, theconspiracy count and the charges of engaging in a conflict of interestand aiding and abetting Biane in his reception of a bribe that had ear-lier been dismissed against Erwin, who also faces 15 additionalcharges, were reinstated.

While the prosecution was savoring the reinstatement of thecharges, it yet faces the burden of proving the case in a courtroom. Itmust also return to the Fourth District Court of Appeal to establishthat the allegations in the indictment indeed match the presumptionthat aiding and abetting of the various crimes alleged actually tookplace. Though the California Supreme Court rejected the FourthDistrict’s reasoning that the alleged offerer of a bribe cannot becharged simultaneously with aiding and abetting in the reception ofthe same bribe categorically as a matter of law, it sent the matter backto the Fourth District to have that panel determine if the circum-stances laid out in the indictment indeed indicate that aiding and abet-ting took place.

If such a determination is made, the aiding and abetting chargeswill stand. If not, they could again be dismissed. “We express noopinion as to the validity of other defenses asserted by defendants intheir demurrers,” the Supreme Court decision states. “We hold onlythat, at the demurrer stage, the bribery counts and the related portionsof the conspiracy count are not barred as a matter of law merelybecause the indictment alleges that defendant Burum was the offerorof the bribes or that defendant Erwin acted as Burum’s agent.”

With the pre-trial jousting over the legal sufficiency and appropri-ate form of the charges now closed, Larson said he is anxious tomove to trial, where the focus on the facts of the case will redound tohis client’s vindication. “Unfortunately the Supreme Court was legal-ly required to accept the government’s unfounded and fabricated alle-gations as true, but we look forward to the case being remanded backto the Superior Court where we can finally present the facts andwhere we will prevail,” Larson said. “This decision marks the begin-ning of the end for this politically-motivated prosecution.”

State Supreme...continued from pg. 27

county itself would probably needto cover some of the cost of provid-ing the additional courthouse

staffing to allow those judges to be functional. Over the last six years,court staff in the county has been severely downscaled.

While the Judicial Council made the recommendation, it does nothave budgetary appropriation authority to actually put those recom-mendations into actuality. The state legislature would have to free upthe funding for the judge expansion. And though it is arguably themost needy of the state’s counties, San Bernardino County is but oneof dozens lagging with regard to adequate criminal and civil courtresources.

Providing a new judge is an expensive proposition, entailingcosts of over a million dollars per year. The cost of a judgeship entailsthe $181,292 in salary each is paid by the state, plus clerks, secre-taries and bailiffs, representing a total package, once established of atleast $950,000 per year. The start-up cost for the first year is consid-erably higher, around $1.65 million. In addition, several counties,including San Bernardino County, supplement judges’ pay withstipends. In San Bernardino County, that add-on runs to $20,000 peryear. That practice has come under severe criticism, includingcharges that it compromises the integrity of the judges, who oftenhear cases in which the county is a plaintiff or a defendant.

The legislature, which several years ago committed to a pro-gram of expanding judges throughout the state but reneged on thatabout one third of the way through the process when funding driedup, will need to approve the financing of the Judicial Council’srequest, which it titled its “2014 Legislative Priority.”

State Judicial...continued from pg. 26

BUSINESS JOURNAL • PAGE 33January 2014

Financial for Lutherans.Investing in variable annu-

ities involves risk, including thepossible loss of principal. Morecomplete information on theinvestment objectives, risks,charges and expenses of thevariable annuity contract andunderlying investment options isincluded in the prospectuses,which investors should read andconsider carefully before invest-ing. Prospectuses are availablefrom a Thrivent Financial repre-sentative or at Thrivent.com.

Surrenders or partial sur-renders from an annuity are sub-ject to income taxation and sur-render charges in the first sevencontract years starting at 7 per-cent in the first year anddecreasing 1 percent each yearuntil it becomes 0 percent inyear eight. Earnings distributedprior to age 59 _ may be subjectto a 10 percent federal penaltytax.

About Inland Empire by theInland Empire FinancialConsultants

Thrivent Financial is repre-sented in the Inland Empire bythe Inland Empire FinancialConsultants, which includes BillCortus at 3333 Concours St.Building 8 Suite 8100 Ontario,CA 91872, phone: 909-945-4996, website:www.thrivent.com/plg/inlan-dempire. Facebook: www.face-book.com/BillCortusThriventFinancial CA Insurance ID#0D96803

About Thrivent Financialfor Lutherans

Thrivent Financial forLutherans is a not-for-profit,Fortune 500 financial servicesmembership organization help-ing approximately 2.5 millionmembers achieve financialsecurity and give back to theircommunities. ThriventFinancial and its affiliates offera broad range of financial prod-ucts and services. As a not-for-profit organization, ThriventFinancial creates and supports

national outreach programs andactivities that help congrega-tions, schools, charitable organ-izations and individuals in need.For more information, visitThrivent.com. Also, you can findus on Facebook and Twitter.

Insurance products issuedor offered by Thrivent Financialfor Lutherans, Appleton, WI.Not all products are available inall states. Securities and invest-ment advisory services areoffered through ThriventInvestment Management Inc.,625 Fourth Ave. S.,Minneapolis, MN 55415, 800-847-4836, a FINRA and SIPCmember and a wholly ownedsubsidiary of Thrivent Financialfor Lutherans. ThriventFinancial representatives areregistered representatives ofThrivent InvestmentManagement Inc. They are alsolicensed insurance agents ofThrivent Financial.

Annuities 101...continued from pg. 21

ence members gives me littleshots of confidence that helppropel me through my presen-tation.

• Look your best! Whenyou look great you feel greatand that makes you stand tallerand exude confidence.Speaking engagements aren’tthe best place to break in a newoutfit (who knows whatwardrobe malfunctions mightsurprise you?) Instead wearclothing and shoes you feelgood in and that are appropri-ate to the setting – you can’t gowrong with business formal.Simple is fine, but you shouldlook crisp and polished fromhead to toe.

A fear of the spotlightshouldn’t prevent you fromgetting the visibility and credi-bility that can build your brandand your business. Remember– you’re not alone. The fear ofpublic speaking is said to beone of the top 10 worldwide!

If I can overcome it, so canyou.

Is Fear Keeping...continued from pg. 3

and Summer Coulter of Colliersrepresented Kearny in the transac-tion.

INLAND EMPIRE HEALTH PLANS SPENDS $51MILLION ON RANCHO CUCAMONGA OFFICE BUILDING

Inland Empire Health Plans (IEHP) purchased Atrium at EmpireLakes, a 392.7k-square-foot office property in Rancho Cucamonga,for $50.8 million ($129/sf) in a receivership sale. Located at 10801E. 6th Street, between Haven and Milliken Avenues, the two-storybuilding was sold by San Diego-based Trigild, who was appointedreceiver of the property in 2012.

Trigild facilitated the sale with Cushman and Wakefield andattorney Fernando Landa of the San Diego law firm CGS3. Trigildwill remain on board as property manager, overseeing day-to-dayoperations of the property. The buyer is a major tenant that Trigildplaced in the building in mid-2013. When it went into receivership,the building was 42% occupied. After securing new tenants, includ-ing IEHP, the property was quickly brought up to over 90% occupied.The office building—constructed in 1988 and renovated in 2001—also houses such high profile tenants as State Farm, ParsonsConstruction and Chicago Title. “The building was marketed for salesoon after the 90% occupancy level was reached,” Nancy Daniels,Trigild’s director of real estate, said. “We were able to work with thevarious parties to successfully position the property for sale, present-ing a unique opportunity to acquire a large office property in a primeInland Empire location.”

The acquisition also offers further evidence of the positives ofselling assets in receivership. “Many people think that receiver salesare complicated or don’t follow traditional marketing programs.Quite the opposite it true – receivers are empowered to market andsell properties prior to foreclosure, which can result in higher recov-ery amounts and faster timelines,” Daniels said.

Last year, Trigild was awarded an NAIOP REXIE award fornegotiating the high profile $100 million, 207.3k-square-foot leasefor IEHP within the complex. In presenting the award, NAIOP lead-ers recognized the complexity of the transaction, as well as the cre-ativity and speed with which it was completed.

CIRCLE K STORES GETS OKAY TO BUILD FLAGSHIPSTORE IN SAN JACINTO

The San Jacinto City Council recently approved Circle K StoresInc’s plan for the construction of its newest prototype, a flagship storeto consist of a 4.5k-square-foot convenience store offering freshfood, a Mobil gas station with eight fuel pumps, and a self-servestate-of-the-art carwash. Circle K’s new combo concept, the first todebut in Southern California, will be located on 1.24 acres at thenorthwest corner of Sanderson Avenue and Esplanade Avenue. Theproject is expected to break ground in the first quarter of 2014 and beopen for business by spring or summer 2014.

The new Circle K facility represents phase one of EsplanadeCommons a 90k-square-foot mixed-use shopping center develop-ment planned by Southland Development Company Inc, based in SanJuan Capistrano. The remaining portion of the 17.9-acre retail proj-ect, which is expected to include neighborhood retail, restaurants andshops, is currently in the pre-leasing stage. The developer is alsoexploring other complementary uses. According to John Guell, pres-ident of Southland Development Company, “The flagship CircleK/Mobil facility will serve as a catalyst for future retailers alreadyexpressing interest in the remainder of the project.” Guell notes thatCircle K is actively working on new store development on the WestCoast and the San Jacinto store will be their first new format proto-type in Southern California.

Real Estate...continued from pg. 31

BUSINESS JOURNAL • PAGE 34 January 2014

fact of the matter is, if you try tosave money by not budgetingfor marketing, you’ll save yourway right out of business. Yousimply must spend money toattract customers.”

“Here’s the bottom line: Inbusiness, you get what you payfor,” concludes Castrina. “If youtry to skimp on something thataffects the experience your com-pany offers consumers or thatcompromises its ability to runefficiently, your efforts willprobably backfire. As an entre-preneur, it’s good to be fru-gal…but it really doesn’t pay tobe cheap.”

Are You Penny...continued from pg. 9

their book, because it’s soimportant. Most people don’tlike giving feedback, and theylike getting it even less! Butyou can’t hold people account-able without it. And Millerinsists that for feedback to beproductive, it must be sharedregularly and without delay.

“If this practice becomespart of the culture, your peoplewill come to expect it and notfeel that it’s anything unusual,”she explains. “Leaders shouldshare impressions as soon asthey see the behavior theywould like to encourage or dis-courage. Make sure feedback isspecific, focusing on the par-ticular issue or behavior inquestion. If a leader will focuson what the person actuallysaid or did—the facts and noth-ing but the facts—withoutlabeling the employee or theaction, the employee will bemore likely to hear and heedthe feedback.

“You can also use the S.I.S.Feedback Model,” she adds. “Itis a straightforward and objec-tive process in which you firstdescribe the situation, thenexplain what impact it had, andthen suggest ways to stop (orcontinue) the behavior. Themodel teaches people to focuson the facts—what the personsaid or did—and the positive ornegative consequence of thoseactions without resorting toname-calling or other inflam-matory language, which willonly add fuel to the fire.

“In order to establish a cul-ture of accountability, there canbe no double standard,” con-cludes Bedford. “Leaders andemployees must follow thesame set of rules; otherwise thewhole system breaks down.The good news is that whenleaders commit to role model-ing the right behaviors, theiremployees will follow.”

For more information,please visit www.millerbed-ford.com.

As Above, So...continued from pg. 7

implantations.Dr. Reddy founded Prime

Healthcare in 2001, startingwith Desert Valley Hospital inVictorville. Since then, PrimeHealthcare has expanded toown and operate 23 hospitalsacross the nation. The healthsystem has been recognized asone of the “15 Top HealthSystems” in the nation threetimes in the last five years,including in 2013, and its hospi-tals have earned the “100 TopHospitals” recognition 21times.

Involved in philanthropicwork for years, Dr. Reddyestablished the Desert ValleyMedical Foundation in 1989.His support of healthcare stu-dents in the High Desert is wellknown, and was reinforcedwhen Victor Valley Collegenamed its health sciencesschool after him in 2003.

He also founded and hasbeen the sole contributor to thePrime Healthcare Foundation, a501(c)(3) nonprofit public char-ity, which owns five non-profithospitals, and the Dr. PremReddy Family Foundation, anonprofit foundation that hasdonated millions toward chari-ties, including college scholar-ships, public healthcare educa-tion and free community clin-ics. Dr. Reddy has been recog-nized with numerous awards forhis philanthropy.

The CSUSB nursing depart-ment in the College of NaturalSciences offers both a bachelorof science degree in nursing anda master of science degree innursing and averages more than400 undergraduate nursingmajors in the generic pre-licen-sure BSN program based onadmissions in the fall and win-ter.

The generic BSN programis offered at the San Bernardinocampus as well as at CSUSB’sPalm Desert Campus. Visit thenursing department website atwww.nursing.csusb.edu formore information.

CSUSB Nursing...continued from pg. 11

ny through the actions (or inac-tion) of your employees. If youas the owner don’t, well, takeownership of your team’s coun-terproductive behaviors, youcould miss out on a lot of oppor-tunities.

“Your salespeople might bestuck in the comfort zone of cre-ating safe, but boring, pitches,for example, or your ad designermight be creating a backlogbecause she’s a prisoner of per-fectionism,” he posits. “If that’sthe case, maybe you’re simplyso focused on leading your busi-ness that you haven’t kept aclose eye on its inner workings,trusting your team to be as boldand efficient as you are. Or,more likely, you have noticedrisk avoidance behaviors thatare slowing your organizationdown, and are simply reluctantto confront your employees—aform of risk avoidance in and ofitself!”

“Risk avoiders live in a falsereality,” Panaggio concludes.“The temporary comfort yougain from rationalizing yourinaction just postpones theinevitable. Hoping that some-thing will change will result indefeat, the end of your dream.Success comes only via constantforward progress, whichrequires making something hap-pen. As a leader, your exampleof enthusiastically seekingopportunity to execute,improve, and deliver results willbe the beacon that guides allwho follow you. So stop avoid-ing—and start acting.”

For more information,please visit www.theriskadvan-tage.com.

Risk Avoiders...continued from pg. 18

Detroit and San Bernardino,have explored heretoforeuncharted fiscal territory,including reducing pension pay-ments to retired employees.

Upland...continued from pg. 24

Tournament of Roses Parade inPasadena.

Titled “BedtimeBuccaneers,” the float receivedthe Crown City InnovationAward, given to the entry withthe best use of imagination andinnovation to advance the artof float design.

In line with the parade’s“Dreams Come True” theme,the float depicted two pajama-clad kids leading a sea-goingtreasure hunt aboard a bed thathas been converted into apirate ship, complete with can-nons, a sail, and a crew of petsand stuffed animals.

The float featured anima-tion that made blue flowers inthe “water” at the front andback move with a ripple effect.It’s the first float to use anima-tion in this way, according to anews release from Cal Poly.

The float also was the onlyentry in the parade to be certi-fied as “California Grown,”

meaning at least 85 percent ofthe flowers came from thestate.

“Bedtime Buccaneers” wasthe 66th consecutive collabora-tion between the universitiesand was the only entry entirelydesigned and built by students.

Cal Poly...continued from pg. 1

BUSINESS JOURNAL • PAGE 35January 2014

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 RiversideCITY FURNITURE CO68484 E. PALM CANYONDR.CATHEDRAL CITY CA 92234

LIONS' CHOIR PARENTS31205 AVENIDA ALVERACATHEDRAL CITY, CA92234

MY FATHER'S HOME31205 AVENIDA ALVERACATHEDRAL CITY, CA92234

MAMA OLA’S SOUL FOOD410 SAN RAFAELPALM SPRINGS, CA 92262

LOVE SHACK OF THEDESERT, LLC72049 PET LAND PL.STE. DTHOUSAND PALMS, CA92276

NOVA HAIR SYSTEMSINTERNATIONAL44847 PORTOLA AVE.PALM DESERT, CA 92260

CELEBRITY HAIR44847 PORTOLA AVE.PALM DESERT, CA 92260

INDIO YOUTH TASKFORCE46800 JACKSON ST.INDIO, CA 92201

CAPS DAILY MONEYMANAGEMENT LLC78941 FALSETTO DR.PALM DESERT, CA 92211

FANTASTIC SAMS INDIO44100 JEFFERSON ST. STE. 306-CINDIO CA 92201

PNN MEDIA GROUP753 ALTA RIDGEPALM SPRINGS CA, 92262

ALADINOS FASHION35-460 DATE PALM DR.CATHEDRAL CITY CA 92234

BARON LEGAL SERVICES44-100 MONTEREY AVE.STE. 216 HPALM DESERT, CA 92260

QUANTUM MOTORS83333 HWY 111 STE. BINDIO, CA 92201

MA & ASSOCIATES, CPA11993 MAGNOLIA AVE.STE. ERIVERSIDE, CA 92503

DA PLACE109 S. RAMONA BLVD.SAN JACINTO, CA 92583

STREET WITNESSINGCHURCH25322 MAMMOTH LAKESCIR.MENIFEE, CA 92584

COLUMBIA CPR711 W. ESPLANADE AVE. STE. HSAN JACINTO, CA 92583

HOME INSTEAD SENIORCARE6751 BROCKTON AVE.RIVERSIDE CA 92506

D.S.S.G1525 THIRD ST. STE. CRIVERSIDE, CA 92507

SECURITY ACADEMY &TRAINING CENTER1525 THIRD ST. STE. CRIVERSIDE, CA 92507

PURE AUTO GLASS4380 LEONARD WAYCORONA, CA 92883

1 STOP POOL SERVICEAND REPAIR20765 BAYPORT DR.RIVERSIDE, CA 92508

POPEYES1325 HAMNER AVE.NORCO, CA 92860

MINIBOOMZ.COM35771 BREDA AVE.MURRIETA, CA 92563

CSL FINANCIAL12690 CARNATION ST.EASTVALE, CA 92880

CSL FINANCIAL GROUP12690 CARNATION ST.EASTVALE, CA 92880

TRACIE’S MOBILENOTARY20899 HILLSDALE RD.RIVERSIDE CA 92508

DC FINANCIAL41679 DATE ST.MURRIETA, CA 92562

SECURE AUTOMATION18726 VAN BUREN BLVD.RIVERSIDE, CA 92508

SCOR INDUSTRIES4338 PALAZZO LN.CORONA CA 92883

TEMECULA VALLEYPLAYERS41606 DATE ST.STE. 202MURRIETA, CA 92562

KRISTIN’S WORK24885 WHITEWOOD RD. STE. 102MURRIETA, CA 92563

BRIT FARMS24856 APPIAN WAYMURRIETA, CA 92562

ULTIMATE ROOFING3543 ETHEREAL CT.RIVERSIDE, CA 92503

A.P. MARKET31770 HIGHWAY 74HOMELAND, CA 92548

EL QUETZALLANDSCAPING15920 WINCHESTER WAYRIVERSIDE, CA 92508

THE YOUNG ANDHEALTHY42036 AVENIDA VISTALADERATEMECULA, CA 92591

THEDRIVERS2478573 LINDENHURST ST.RIVERSIDE, CA 92508

PIN DID IT341 N DELILAH ST. STE. 102CORONA, CA 92879

SIREN CALL6152 CENTURY HILL DR.RIVERSIDE CA 92506

SANCHEZ PRODUCE3854 OPAL ST.RIVERSIDE, CA 92509

COLEWEST1455 S. STATE ST.STE. 367HEMET, CA 92543

THE HIGH REACH COMPANY31295 EMPEROR DR.CANYON LAKE, CA 92587

EXECUTIVE INSPECTIONS190 CALDERA ST.PERRIS, CA 92570

MUNICIPAL COLLECTIONSYSTEM CONSULTING44891 CORTE RODRIGUEZTEMECULA, CA 92592

THE JON MICHAELSALON3663 MAIN ST. STE. CRIVERSDIE CA 92501

UNIFORM PHOTOGRAPHY2441 NORTHMOOR DR.CORONA, CA 92882

TACOS & BEER909 E 6TH ST.BEAUMONT, CA 92223

THREADZ N THINGZ16738-A LAKESHORE DR.LAKE ELSINORE, CA 92530

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 BernardinoBRELAND LINES2181 N CAJON BLVD.SAN BERNARDINO, CA92411

CHINO AIRCRAFTINTERIORS / CAI DESIGNS7000 MERRILL AVE. STE. B120-4CHINO, CA 91710

CHIROPRACTIC ADVANTAGE10722 ARROW RTE. STE. 610RANCHO CUCAMONGA,CA 91730

CONNECT PLUS7000 MERRILL AVE.STE. 48CHINO, CA 91710

CPF SUPPLY2128 S. GROVE AVE. STE. JONTARIO, CA 91761

DESIGNED BY FAITH28578 STATE HWY 18 STE. ASKY FOREST, CA 92352

DINO’S TAX SERVICE16656 LAS PALMAS ST.HESPERIA, CA 92345

EMERGENCYOFFICE/HOME CLEANING9740 BRIARWOOD AVE.FONTANA, CA 92335

GABUNGAN RAKYATDUKUNG PRABOWO DKDUSA10917 RINCON ST.LOMA LINDA, CA 92354

HI DESERT DRIVELINE16650 SPRUCE ST.HESPERIA, CA 92345

HOME-BUSINESS CCTV &SECURITY7026 TULARE PL.ALTA LOMA, CA 91701

ISIS SIGNS COMPANY24215 WARD ST. STE. CSAN BERNARDINO, CA92410

JAD MANAGEMENTCOMPANY600 N. 13TH AVE.STE. 100UPLAND, CA 91786

JNL PARKING3094 PAYNE RANCH RD.CHINO HILLS, CA 91709

LITTLE OUTLET11336 BARTLETT AVE. STE. 8ADELANTO, CA 92301

MD AUTO EXCHANGE869 E FOOTHILL BLVD. STE. OUPLAND, CA 91786

MIKE FOSTER3956 WILLOW LN.CHINO HILLS, CA 91709

MOUNTAIN TRANSMISSION1043 BROOKS ST.ONTARIO, CA 91762

NON-STOP SECURITYSERVICES11406 HIGHLAND CT.ADELANTO, CA 92301

OVERKILL DARTLEAGUES824 E LYNWOOD DR.SAN BERNARDINO, CA92404

PAUL PROFFITT & ASSOCIATES1551 W 13TH ST.STE. 101UPLAND, CA 91786

PHIL REAL ESTATE &MANAGEMENT13010 RIMROCK AVE.CHINO HILL, CA 91709

PHIL REM13010 RIMROCK AVE.CHINO HILL, CA 91709

PRETTY IN PASHMINA1157 APPLE AVE.WRIGHTWOOD, CA 92397

RADIODRAMA548 EAST H ST.ONTARIO, CA 91764

RED APPLE /REALESTATE181 N 2ND AVE.UPLAND, CA 91786

SAN BERNARDINO MEN'SGOLF CLUB1494 S. WATERMAN AVE.SAN BERNARDINO, CA92408

SPIN AND MARGIESDESERT HIDEAWAY7150 STONYCREST RD.JOSHUA TREE, CA 92252

T.N.M AUTO SALES188 W. BASELINE ST.SAN BERNARDINO, CA92410

TRICIA ELLEN DESIGNS5357 PACIFIC CREST DR.WRIGHTWOOD, CA 92397

TWO GUYS PASTA ANDPIZZA2566 E. HIGHLAND AVE.HIGHLAND, CA 92346

VIZBIZ SOLUTIONS120 VELWOOD DR.REDLANDS, CA 92374

VSONG PRODUCTIONS10881 POPLAR ST.LOMA LINDA, CA 92354

CAMPOS TRUCK & AUTOREPAIR121 N CACTUS AVE. RIALTO, CA 92376

BIG DADDYS JANITORIALAND AUTO DETAILINGSERVICES13251 EAST END AVE.CHINO, CA 91710

RUIZ AUTO BODY522 W. FIRST ST. RIALTO, CA 92376

DE PARMA PIZZA1091 S. MT. VERNON ST.STE. B COLTON, CA 92324

DEWEY PEST CONTROL154 S. MISSION DR.COLTON, CA 92324-3397

ROYAL PRESTIGE KALITEOTL1424 W. BANYON ST. RIALTO, CA 92377

SECURITY AUTO SALES394 EAST H ST. COLTON, CA 92324

RELIANT TOWING ANDRECOVERY32205 DUNLAP BLVD.YUCAIPA, CA 92399

ROLLING SUSHI12592 FOOTHILL BLVD.STE. 150 RANCHO CUCAMONGA,CA 91739

CITY COMMERCIALMANAGEMENT GROUP10722 ARROW RTE. STE. 500B RANCHO CUCAMONGA,CA 91730

HER VISION INSURANCESERVICES8670 DRESDEN CT. RANCHO CUCAMONGA,CA 91701

FIRST DENTAL9130 FOOTHILL BLVD.RANCHO CUCAMONGA,CA 91730

BOTANICA SAN MIGUEL16881 SPRING ST.FONTANA, CA 92335

NITELIFEPARTYENTERTAINMENT13141 NEWPORT ST. HESPERIA, CA 92344

BUSINESS JOURNAL • PAGE 36 January 2014

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 BernardinoA&J SERVICES16235 WINDCREST DR.FONTANA, CA 92337

ADOBE VETERINARYCLINIC31535 DUNLAP BLVD.YUCAIPA, CA 92399

ADS WORK 4U16941 WALNUTHESPERIA, CA 92345

ALL ABOUT TAXES &SERVICES9406 ALTA LOMA DR. ALTA LOMA, CA 91701

APEX RECYCLING14365 VILLAGE VIEW LN.CHINO HILLS, CA 91709

AUTO MANIA MOTORS1551 W 13TH ST. STE. 205 UPLAND, CA 91768

BIG DADDYS JANITORIALAND AUTO DETAILINGSERVICES13251 EAST END AVE.CHINO, CA 91710

BLEU’ AGAVE’ASSOCIATION15131 WASHINGTON DR.FONTANA, CA 92335

BLING BLING PRO WINDOW CLEANING12033 CALIFORNIA ST.YUCAIPA, CA 92399

BLVD BEARS AND OUTDOOR FURNITURE42072 BIG BEAR BLVD BIG BEAR LAKE, CA 92315

CITY COMMERCIALMANAGEMENT GROUP10722 ARROW RTE. STE. 500B RANCHO CUCAMONGA,CA 91730

COUNSELING SERVICESNETWORK7762 EDISON AVE.FONTANA, CA 92336

DRIVEN BY AMBITIONAPPAREL11852 MT. VERNON AVE.STE. Z677 GRAND TERRACE, CA92313

EDWARDS TAX SERVICE26940 BASELINE STE. 102 HIGHLAND, CA 92346

EMPIRE EQUINE31535 DUNLAP BLVD.YUCAIPA, CA 92399

FREEDOM AUTOMOTIVEHESPERIA16941 WALNUTHESPERIA, CA 92345

G. PADILLA DELIVERY11349 JUNIPER AVE.STE. 1 FONTANA, CA 92337

HER VISION INSURANCESERVICES8670 DRESDEN CT. RANCHO CUCAMONGA,CA 91701

HI-SHEEN JANITORIALSERVICES13461 BUGGY WHIP CT.VICTORVILLE, CA 92392

J & D11839 LETINI DR. RANCHO CUCAMONGA,CA 91701

JAMCO CONTRACTORS6813 MONTERY PL. ALTA LOMA, CA 91701

JC SERVICES15166 SEQUOIA AVE.STE. 15 HESPERIA, CA 92345

JJ TAEKWON DO1528 BARTON RD. REDLANDS, CA 92373

JOSE A PEREZ11729 CONCORD CT. CHINO, CA 91710

KEEP IT SIMPLE INVENTIONS3119 MILANO STE. H ONTARIO, CA 91761

LDM/MDG ASSOCIATES10722 ARROW RTE. STE. 822ARANCHO CUCAMONGA,CA 91730

LES CHATEAUX35010 YUCAIPA BLVD.YUCAIPA, CA 92399

LHJJ & ASSOCIATES34428 YUCAIPA BLVD.STE. E323 YUCAIPA, CA 92399

M & S PROFESSIONALTAXES16465 IRIS DR. FONTANA, CA 92335

M.A.D SERVICES6855 BERYL ST.RANCHO CUCAMONGA,CA 91701

MASTERPIECE THERAPY21294 CHAMPAGNE WAYAPPLE VALLEY, CA 92308

MEXICOLA AND ASSOCIATES15131 WASHINGTON DR.FONTANA, CA 92335

NORTH STAR OILCOMPANY24414 UNIVERSITY AVE.STE. 51 LOMA LINDA, CA 92354

OUR TIME TOO778 N CHESTNUT AVE.RIALTO, CA 92376

3 SONS TRANSPORTATION 17783 TAYLOR AVE.BLOOMINGTON, CA 92316

PEPPER MILLCHARBURGERS505 PEPPER AVE. SAN BERNARDINO, CA92376

PHELAN NAILS4188 PHELAN RD. PHELAN, CA 92371

RAA EXPRESS5486 C ST. CHINO, CA 91710

RAPID QUALITYMACHINE6127 BARCELONA CT. ALTA LOMA, CA 91701

RAY’S AUTO SERVICE523 E. VALLEY BLVD.COLTON, CA 92324

RE GREAT SOLUTIONS3362 CEDARGLEN RD.ONTARIO, CA 91761

REDLINE PRO GEAR14381 CHESEBRO CT.FONTANA, CA 92335

RUIZ AUTO BODY522 W. FIRST ST. RIALTO, CA 92376

SNOWCREEK DRYCLEANERS6015 PARK DR. WRIGHTWOOD, CA 92397

STAR MAX REALTY9785 BASELINE RD. RANCHO CUCAMONGA,CA 91730

SUPER MAMA CARGO390 ALABAMA ST. STE. AREDLANDS, CA 92373

SWAROVSKI 273ONE MILLS CIR.STE. 907 ONTARIO, CA 91764

TOP STAR CONSTRUCTION277 W G ST. COLTON, CA 92324

VINTAGE VINEYARD1107 CORNELL AVE. STE. B REDLANDS, CA 92374

WICKS FURNITURE5045 S. MONTCLAIR PLAZA LN. MONTCLAIR, CA 91763

ZOOZOOPA6758 CHURCH ST. HIGHLAND, CA 92346

ALA PALM ANIMALHOSPITAL8068 PALM AVE. HIGHLAND, CA 92346

ALO WELLNESS1150 BROOKSIDE AVE. STE. LREDLANDS, CA 92373

ANGELES IMPORT ANDEXPORT11775 BARLETT AVE. STE. 106 ADELANTO, CA 92301

ARCA/MCA3602 INLAND EMPIREBLVD.STE. B-206 ONTARIO, CA 91764

BADD BISH CO.16383 APPLEGATE DR.FONTANA, CA 92337

BEE LINE TRANSPORTATION10850 CHURCH ST. STE. H202 RANCHO CUCAMONGA,CA 91730

BEST WEST TAX SERVICE15000 7TH ST. STE. 205 VICTORVILLE, CA 92395

CALIFORNIA DENTALCARE9275 BASELINE RD. RANCHO CUCAMONGA,CA 91730

CAMPOS TRUCK & AUTOREPAIR121 N CACTUS AVE. RIALTO, CA 92376

CARDENAS THREE2501 E. GUASTI RD.ONTARIO, CA 91761

CARRON COPY SERVICE13266 COUNTRY CLUB DR.VICTORVILLE, CA 92395

CREATIVE SUBLIMATIONS10330 FINCH AVE. ALTA LOMA, CA 91737

D & M INCOME TAX SERVICES1167 N MOUNT VERNONAVE. COLTON, CA 92324

D&R 24/7 TRUCK TIRESERVICE12768 4TH ST. YUCAIPA, CA 92399

DR TRUCK TIRE SERVICE1037 3RD ST.CALIMESA, CA 92320

ECO-1 RECYCLING32946 HWY 18 LUCERNE VALLEY, CA92356

F&K WATER TRUCKS12322 HOLLYHOCK DR. STE. 2 RANCHO CUCAMONGA,CA 91739

GENUINE DRAFT RANCH49494 ELM ST. MORONGO VALLEY, CA92256

5 STAR AUTO REPAIR1710 W. FOOTHILL BLVD.UPLAND, CA 91786

GFM BUSINESS SOLUTIONS10950 ARROW RTE. STE. 2932 RANCHO CUCAMONGA,CA 91729

GREEN FORWARD MOVEMENT BUSINESSSOLUTIONS10950 ARROW RTE. STE. 2932 RANCHO CUCAMONGA,CA 91729

GUL’S RESTAURANT510 E STATE ST. REDLANDS, CA 92373

HAFNER COMPANY INC6743 AMETHYST AVE. ALTA LOMA, CA 91701

HIGH DESERT THERAPY15028 7TH ST.STE. 4 VICTORVILLE, CA 92392

HILL VIEW MOTEL73243 TWENTYNINE PALMSHWY29 PALMS, CA 92277

INCLINE CONSULTANTS13231 BUNKER HILL PL.CHINO, CA 91710

INTERSTATE PUMPINGCOMPANY15474 FICUS ST. CHINO HILLS, CA 91709

J.A. HERNANDEZ11068 SAWTHOOTH ADELANTO, CA 92301

JACHIN MANAGEMENT14532 HEATHERDALE ADELANTO, CA 92301

KBT ENTERPRISES1676 E. LA DENEY DR.ONTARIO, CA 91764

LIFE LEARNED LESSONS2373 N. NEWPORT AVE.SAN BERNARDINO, CA92404

LIGHTNING TRANSPORT14256 WALMAC PL.FONTANA, CA 92337

LITTLE JOE'S RESTAURANT32808 OLD WOMANSPRING’S RD. LUCERNE VALLEY, CA92356

M & T PAINTING18739 JUNIPER ST. HESPERIA, CA 92345

MEGA FARM US13089 PEYTON DR.STE. C517 CHINO HILLS, CA 91709

MOUNTAIN AIR SCREENPRINTING27221 HWY 189 STE. D-E BLUE JAY, CA 92317

NINE PALMS INN73243 TWENTYNINE PALMSHWY29 PALMS, CA 92277

NOVA VISION SOLUTIONS1611 RANCHO HILLS DR.CHINO HILLS, CA 91709

PABLOS TACO BENDER1232 W. BASELINE ST. SAN BERNARDINO, CA92411

PACIFIC HOME HEALTH1998 NORTH ARROWHEADAVE. SAN BERNARDINO, CA92504

PARKING LOT SERVICE1868 DERBY WAYUPLAMD, CA 91784

PINES COUNTRY ESTATES9999 FOOTHILL BLVD.RANCHO CUCAMONGA,CA 91730

PLASTIC PINEAPPLE17330 BEAR VALLEY RD.STE. 110 VICTORVILLE, CA 92395

PURDY’S QUALITYMEATS800 MONTARA RD.BARSTOW, CA 92311

QUALITY CLEANING ANDMAINTENANCE SERVICE1442 COLORADO AVE. SAN BERNARDINO, CA92411

QWIK TRANSPORTATION13380 CUMBERLAND PL.FONTANA, CA 92336

RELIABLE DOMAINNAME REGISTRY11832 FAIRWAY DR.YUCAIPA, CA 92399

RELIANT TOWING ANDRECOVERY32205 DUNLAP BLVD.YUCAIPA, CA 92399

ROLLING SUSHI12592 FOOTHILL BLVD.STE. 150 RANCHO CUCAMONGA,CA 91739

SBB2914 S. HOLMES PL.ONTARIO, CA 91761

SCH WIRELESS1542 ORANGE ST.REDLANDS, CA 92374

SWEET HEART GROUP13089 PEYTON DR. STE. C517 CHINO HILLS, CA 91709

THE M SOLUTIONS10950 ARROW RTE. STE. 2932 RANCHO CUCAMONGA,CA 91729

BUSINESS JOURNAL • PAGE 37January 2014

RELAXATION STATIONMOBILE MASSAGE2225 ARABIAN WAYCORONA, CA 92879

OLD TIME PROPERTYMANAGEMENT39360 CALLE CONTENTOTEMECULA, CA 92591

KRISHNA DISTRIBUTINGCOMPANY4755 SHASTA BLUE LN.HEMET, CA 92545.JLR DEVELOPMENT20875 MAURICIO ST.PERRIS, CA 92570

COWBITES JERKY35670 BECKWITH AVE.CALIMESA, CA 92320

BOB’S SOCCER SHOP47120 DUNE PALM STE. B2LA QUINTA, CA 92253

AV WELDING79499 COUNTRY CLUB DR. STE. 3BERMUDA DUNES, CA92202

HAIR PHIX81557 CARREON BLVD. STE. B4INDIO, CA 92201

T&R WINDOW CLEANTEAM1400 E PALM CANYON DR. STE. 103PALM SPRINGS, CA 92264

PRECISE DETAILING79144 OLITE CT.INDIO, CA 92203

SHADOW HILLS BUSINESS GROUP40099 CALLE SANTAJUANAINDIO, CA 92203

COWBOY CAFE58581 HWY 371ANZA, CA 92539

CALIFORNIA DESERTDATES90-785 AVENUESTE. 81THERMAL CA 92274

LASTEL MASSAGE ANDFITNESS50294 GOYA DR.COACHELLA, CA 92236

VIRTUOUS FASHION50294 GOYA DR.COACHELLA, CA 92236

STRAIGHT FROM THEHEART MISSIONS77085 NEW YORK AVE.PALM DESERT, CA 92211

AIRPORT SMOKE SHOP7107 ARLINGTON AVE.STE. BRIVERSIDE, CA 92503

RATIONAL MARINETRANSPORTENTERPRICES935 PINECONE DR.CORONA, CA 92880

STREET LEVELPUBLISHING17437 KENTUCKY DERBYDR.MORENO VALLEY CA 92555

BROOKSIDE MEDICALMANAGMENT28910 RANCHO CALIF RD. STE. 102TEMECULA, CA 92591

ADVANCED CARPETCLEANING3586 SERENADE ST.HEMET, CA 92545

ADVANCED CARPETSTEAM CLEANING3586 SERENADE ST.HEMET, CA. 92545

PARAGON GROUPREGISTRAR36165 REMUDA DR.TEMECULA, CA 92592

J & D HORSE TRANSPORTATION30555 CURZULLA RD.MENIFEE, CA 92584

GUIK INTERNATIONAL14151 HARVEST VALLEYAVE.CORONA, CA 92880

SOUTHERN CALIFORNIAMACHINERY SERVICE4191 CANYONSIDE CIR.JURUPA VALLEY, CA 92509

MODEST VANLINES37502 NEWCASTLE RD.MURRIETA, CA 92563

UNIVERSAL METALSCOMPANY1020 RAILROAD ST.CORONA, CA 92882

AT LAST PRODUCTIONS14873 BLUEBERRY RD.MORENO VALLEY, CA92553

DONTO MUSIC PUBLISHING COMPANY14873 BLUEBERRY RD.MORENO VALLEY, CA92553

ETTA JAMES CONNECTIONS14873 BLUEBERRY RD.MORENO VALLEY CA 92553

SONS OF ETTA JAMES14873 BLUEBERRY RD.MORENO VALLEY CA 92553

AT LASTENTERTAINMENT16221 BREEZEWOOD CT.MORENO VALLEY, CA92551

SAMJAM MUSIC PUBLISHING16221 BREEZEWOOD CT.MORENO VALLEY, CA92551

SMP RECORDS16221 BREEZEWOOD CT.MORENO VALLEY, CA92551

NTI@YOURSERVICES31941 CORYDON ST.STE. B48LAKE ELSINORE, CA 92530

ALL GM AUTO26692 PIERCE CIR. STE. BMURRIETA, CA 92562

ALLIANCE AUTO TRANSPORT INC.10145 HILLSBOROUGH LN.RIVERSIDE, CA 92503

GOOD SHEPHERD COUNSELING CLINIC30713 RIVERSIDE DR.STE. 203LAKE ELSINORE, CA 92530

MY EXTRA PAIR217 E MESQUITE AVE.PALM SPRINGS, CA 92264

ELEGANT NAILS & SPA11044 LIMONITE AVE.MIRA LOMA, CA 91752

S & H SERVICES26733 SOBOBA ST.HEMET, CA 92544

APPAREL MFG19072 CONSUL AVE.CORONA, CA 92881

TOP HAT CHIMNEYSWEEPING26420 SAUNDERS MEADOW DR.IDYLLWILD, CA 92549

FIRESIDE INN54540 NORTH CIRCLE DR.IDYLLWILD, CA 92549

OLDE WORLD COOKIECOMPANY27417 PINEHURST RD.MENIFEE, CA 92586

HOPE & HARMONYESSENTIAL OILS27521 BOTTLE BRUSH WAYMURRIETA, CA 92562

HONEYPIE BAKE SHOP15680 PICO ST.RIVERSIDE, CALIFORNIA92508

QUALITYCONSTRUCTION SERVICES41596 CHERRYBRANCHAVE.MURRIETA, CA 92562

DEDICATED BIOPSYSERVICES3162 VANDERMOLEN DR.NORCO, CA 92860

PARTNERS PESTCONTROL1127 WEST ACACIAHEMET, CA 92543

FIESTA DESIGNS LLC18650 PAINTBRUSH TR.DESERT HOT SPRINGS, CA92241

ELVAS BEAUTY SALON550 SAN JACINTO AVE.SAN JACINTO, CA 92583

PEERLESS TECHNOLOGYSERVICES3113 VERMONT DR.CORONA, CA 92881

PS BUILDERS, INC.13419 PLACID HILL DR.CORONA, CA 92883

ANGMANDI WINERY, INC.13419 PLACID HILL DR.CORONA, CA 92883

TIBBETS CONCRETECONSTRUCTION9150 DAUCHY AVE.RIVERSIDE, CA 92508

SPRINGATE COACHING12731 WOODCLIFF CIR.RIVERSIDE, CA 92503

THE WHEEL SHOP8188 LINCOLN AVE.RIVERSIDE, CA 92504

STREAM CLEANINGPRESSURE WASHING SERVICES15159 CALLE RENFROMORENO VALLEY, CA92551

HEMET WEST DENTALOFFICE3232 W. FLORIDA AVE.HEMET, CA 92545

LUPO REAL ESTATE41-700 CORPORATE WAYSTE. DPALM DESERT, CA 92260

CHOICE FINEE125 KLUG CIR.CORONA, CA 92880

PREMIER FAMILYCOUNSELING23063 MINERS RD.PERRIS, CA 92570

THE MOD SHOP830 N. PALM CANYON DR.PALM SPRINGS, CA 92262

TRU HEARTMANAGEMENT17750 NICHOLS RD.BLYTHE, CA 92225

MADIX RACING CARBURETION LLC3421 GATO CT.RIVERSIDE, CA 92507

PALOMAR MOUNTAINPREMIUM SPRING WATER110 S. G ST.PERRIS, CA 92570

SOURCE MEDIA STUDIOS39997 MILKMAID LN.MURRIETA, CA 92562

ANDERSON PROFESSIONALSERVICES17620 GRAND AVE.LAKE ELSINORE, CA 92530

THE MADRID COMPANY9049 CANYON SHADOWSPL.CORONA, CA 92883

PEARL'S FINE & FASHIONJEWELRY488 N MAIN ST. STE. B-10CORONA, CA 92880

JOHN’S OF PALMSPRINGS900 N PALM CANYON DR.PALM SPRINGS, CA 92262

WINKIE’S ODDS ANDENDS502 W 6TH ST.BEAUMONT, CA 92223

RICO PRO ENTERPRISES6631 COLUMBUSRIVERSIDE, CA 92504

TOTAL MARKETINGPARTNERS21 PROVENCE WAYRANCHO MIRAGE, CA92270

DESERT DESIGN GROUP PREMIER CONSIGNMENTS51350 DESERT CLUB DR.LA QUINTA, CA 92253-3409

LENNELL’S PARALEGALSERVICE8267 MARTINGALE DR.RIVERSIDE, CA 92509

R.J.M.C.32805 KELLER RD.WINCHESTER, CA 92596

SERENATA SPECIALTIES1526 TABOR HILL CT.SAN JACINTO, CA 92583

NOBLEHILLENTERPRISES5880 FAIR ISLE DR.STE. 82RIVERSIDE, CA 92507

LABOURS OF LOVEFLAGS324 SPANOS PARKBEAUMONT, CA 92223

R GROUP OUTDOOR FITNESS22371 VILLAGE WAYCANYON LAKE, CA 92587

TAT SOLUTION558-1 BIRCH ST.LAKE ELSINORE, CA 92530

SO CAL VEHICLEREMARKETING2995 GUNSMOKE RD.CORONA, CA 92882

WHITE AND ASSOCIATESREAL ESTATE MANAGEMENT260 N LYON AVE.STE. 158HEMET, CA. 92543

ELITE ENTERPRISES27684 WHITTINGTON RD.MENIFEE, CA 92584

REDLINE AUTO SALES1655 E SIXTH ST.STE. A-6A 102CORONA, CA 92879

S AND A LANDSCAPE5545 TRAIL CANYON DR.MIRA LOMA, CA 91752

LARIOS WINDOWS &DOORS1856 LOMA VISTA ST. STE. KRIVERSIDE, CA 92507

DOUBLE OR NOTHINGPIZZA341 S. LINCOLN AVE.STE. FCORONA, CA 92882

B.M. BUILDERS ANDDESIGN1997 VAN FLEET DR.SAN JACINTO CA 92583

PEOPLE’S TRANSPORTATION SERVICES1651 PARKPLACE LN.RIVERSIDE, CA 92501

GRAND SMILE CARE502 W. GRAND AVE.CORONA, CA 92882

ECO GREEN HOME11052 CERES WAYMIRA LOMA, CA 91752

R A D SERVICES4425 BARTEL DR.RIVERSIDE, CA 92503

SWISS DONUT #634-300 MONTEREY AVE. STE. 102PALM DESERT, CA 92211

TRIUMPH ATTORNEY &PROCESS SERVICES2200 BUSINESS WAYSTE. 203RIVERSIDE, CA 92501

MOUNTAIN VIEWPREMIER REALTY50-435 LOS VERDES WAYLA QUINTA, CA 92253

CICI’S PIZZA #84849291 GRAPEFRUIT BLVD.STE. 2COACHELLA, CA 92236

EL RANCHITO 99 CENTPLUS66790 HIGHWAY 86THERMAL, CA 92274

SIGGY’S #2 INC.31970 TEMECULA PRKY.TEMECULA, CA 92592

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 Riverside

BUSINESS JOURNAL • PAGE 38 January 2014

upscale lodging experience avail-able inside the park or out.

If you are looking for quality,this is the place. It will be more like staying in a personal residencethan any other experience in either Three Rivers or Sequoia NationalPark.

Visit Us For A...continued from pg. 39

employment, while those withlow human capital will see theopposite.

The UCLA Anderson Forecast is one of the most widelywatched and often-cited economic outlooks for California andthe nation and was unique in predicting both the seriousness ofthe early-1990s downturn in California and the strength of thestate's rebound since 1993. More recently, the Forecast wascredited as the first major U.S. economic forecasting group todeclare the recession of 2001.

The UCLA Anderson School of Management is among theleading business schools in the world, with faculty membersglobally renowned for their teaching excellence and theirresearch in advancing management thinking. Located in LosAngeles, gateway to the growing economies of Latin Americaand Asia and a city that personifies innovation in a diverse rangeof endeavors, UCLA Anderson’s M.B.A., fully employedM.B.A., executive M.B.A., global executive M.B.A. for AsiaPacific, global executive M.B.A. for the Americas, master offinancial engineering, doctoral and executive education pro-grams embody the school’s ‘Think In The Next’ ethos. Annually,some 1,800 students are trained to be global leaders seeking thebusiness models and community solutions of tomorrow. FollowUCLA Anderson on Twitter at or on Facebook.

UCLA...continued from pg. 28

January 2014 BUSINESS JOURNAL • PAGE 39

EXECUTIVE TIME OUTEXECUTIVE TIME OUT

Visit Us for a Waterfall Escape in Three Rivers California,At the Entrance to Sequoia National Park

Welcome to Crystal Cove inThree Rivers CA, a romanticriverfront studio, where you canswim in the crystal clear river,build a campfire, and fall asleepto the sound of two waterfalls.We offer the most upscale, andfrankly unusual riverfront lodg-ing or honeymoon experience inThree Rivers, Ca or SequoiaNational Park. This uniquelodging affords the chance tospend a romantic weekend get-away without having to board anairplane for those who live inCalifornia. In the wintermonths, there is a cozy fireplacein the room for your warmth.

Crystal Cove is locatedalong the main fork of theKaweah River in the center ofThree Rivers California, at theentrance to Sequoia NationalPark, 3 1/2 hours from LosAngeles, and about 4 hours fromSan Francisco.

We named this Crystal Covebecause the water is crystalclear, and also it reminds us ofCrystal Cove in Laguna Beach(where I had the good fortune tolive for one year) in its 60’s stylebeach cottage construction.Brick, wood, and glass....

Our riverfront Studio isperched on the rivers edge witha fabulous view of the riverthrough floor to ceiling win-dows or from a cozy deck over-look. Just imagine being lulledto sleep by the sounds of theriver. A walking bridge acrossan inland waterway leads to aprivate island with waterfalls onboth sides. The view takes yourbreath away. It’s a perfect spotfor a romantic weekend get-away.

The Studio is charming withlovely furnishings, a propanefireplace (seasonal), a king sizebed with down comforter andpillows. Professional linen serv-ice for the bed and bath are pro-vided. There are ceiling fans, a

large sofa, dining table andchairs and a new bathroom withshower. There is a TV monitorwith DVD and CD player, and aselection of DVDs and CDs for

your enjoyment. A smallkitchen includes two stove topburners, a coffee machine, chinaplates, crystal, silverware, potsand pans, a microwave, toaster

oven and a blender. The Studiois air conditioned. You can BBQon a propane grill just off thedeck overlooking the river.

There is no broadcast televi-sion or long distance tele-phone.....there is a local landline for your use.

On the island there is a firepit with an ample supply of fire-wood to enjoy a roaring fire outunder the stars, so bring yourguitar. Sometimes in the sum-mer and fall during high firealert times, open fires are pro-hibited by the fire department.

We strive to make the Studioa cozy and romantic retreat fortwo. Crystal Cove is suitable fortwo adults only...sorry, no chil-dren or pets are allowed due tothe nature of the property. Welive upstairs, but do not use theriver side of the house when wehave guests. The grounds are foryour use the whole time you areat Crystal Cove. Some timeswe will not be present at all.Many people have honey-mooned here and we often haverepeat guests.

The inland waterway comesfrom a flume which is a 10 ft.wide elevated aqueduct that car-ries fresh, clean water from thehigh elevations of SequoiaNational Park into Three Rivers.Just up the street the water dropsdown to a hydro turbine creatingelectricity for SouthernCalifornia Edison, and thenjoins the main fork as it cas-cades around the island in frontof Crystal Cove.

Between the roar of the riverand two waterfalls, you canhardly hear yourself think. Thesetting is almost mesmerizing -a perfect place to relax. Thewaterfalls are present all yearlong.....

If you are going to visitSequoia National Park, we feelthis is the most beautiful,

View of island and inland waterway from the Studio

Exterior view of Studio and brick deck overlooking river

View of Crystal Cove from the road above

continued on page 38

BUSINESS JOURNAL • PAGE 40 January 2014

RESTAURANT REVIEWRESTAURANT REVIEW

We can customdesign a label justfor you using:Photos, Logos,Colors, Invitations,Themes.

4231 Winevi l le RoadMira Loma, CA 91752

(951) 685-5376 or (951) 360-9180www.gal leanowinery.com

Tour the Historic Winery weekends from 2:00 pm to 4:00 pm or by appointmentListed in the National Register of Historical Places

Weddings • Anniversaries

Birthdays • Special Events

Graduations • Holiday • Gifts

Wine Tasting Available Daily

Itwas aThursday night about11:00 p.m. in late summer1964... The location—Mr. B’sCoffee Shop in San Diego. Thatis where I met a beautiful younglady named Ingrid, and two dayslater I enjoyed our first dinner atFilippi’s Pizza Grotto. I think itwas a great meal with a greatgirl. To this day, I still loveFilippi’s and Ingrid even more.Just image that was 49 yearsago, and as a result—two chil-dren and four grandchildren.

However, since their1925 marriage,

Vincent DePillippis andM a d e l e i n eStefani, whoopened Filippi’s

in 1950 as anItalian grocery

store, had seven sonsand daughters, 28 grandchil-dren, 47 great grandchildren andseven great great grandchildrenas well as a total of 12 Filippi’sPizza Grottos (two in the InlandEmpire).

While I can’t say the food atFilippi’s is the end-all and be-allof Italian cuisine, it is real, realgood, and it’s the entry way intothe restaurant that makes a last-ing impression. Cheeses andmeats hang from the ceiling,filling the air with a nice aroma.

The Best of The Best—2013Filippi’s—a Real Family Business

By William AnthonyThe refrigerated section holdsthe perishables including moremeats and cheese. And oils,vinegars, tomato sauce—youname it—fill every availablespace.

It’s a lot to take in. But ifyou look a bit closer, you’ll alsofind fresh made Italian cookiesright behind the register.

These cookies are pricey at$8.50 a pound but they aresoooo good; two or three cook-ies usually is enough to keep mehappy. There are several cookiesto choose from but my favoritesare the Venetians and the choco-late sandwich cookies. TheVenetian cookies, also calledrainbow cookies, are brightlycolored. The red, green, whiteand yellow layered cake is fla-vored with almond paste andheld together with apricot and

raspberry jams and covered withsemi-sweet chocolate. It’s apretty cookie, and I eat thisbefore starting the car engine.

By the way, the pizza is thincrust, but they put so much stuffon top that “you must” eat itwith a knife and fork.

LOCATIONSNorco1192 6th St.Norco, CA 92680Phone: 951.371.3800

Temecula27309 Jefferson Ave. Temecula, CA 92590Phone: 951.699.8900

San Diego - Little Italy1747 India St.San Diego, CA 92101Phone: 619.232.5094