Layout 3 - San Diego Metro Magazine

July 2013
Family
Friendly
MEN WHO MAKE
A DIFFERENCE
PG. 15
Shay Hughes’ maternal
instincts guide Hughes
Marino’s corporate
philosophy
BEGINS ON PG. 12
GIVE DAD THE GIFT OF DONOVAN’S WORLD CLASS SERVICE
OPEN 3PM - 9 PM, SUNDAY, JUNE 16, 2013.
July|2013|Issue 10 |Volume 28
Our mission is to always provide quality journalism
for our readers by being fair, accurate and ethical
and a credible resource for our advertisers.
COV E R
STO RY
ON THE COVER:
Family Friendly Business
Shay Hughes, chief operating officer of San Diego’s
Hughes Marino commercial real estate firm, equates
building a business with raising a family. Both, she says,
require a tremendous amount of love, devotion and
time. her maternal instincts have paid off for one of
the city’s most successful businesses. See Page 12.
15
Men Who Make a Difference
Whether it’s carrying on a dustup with Mayor Bob
Filner or prosecuting high-profile cases, City Attorney Jan Goldsmith (above) is certainly a man who
makes things happen. He is one of our Men Who
Make a Difference, chapter 2013, individuals who
have undeniable influence in the region.
Chairman | CEO
Robert Page
[email protected]
Publisher
Rebeca Page
[email protected]
Managing Editor
Manny Cruz
[email protected]
Photography/Illustration
Bailey Hughes
Colette Mauzeralle
Delle Willett
Contributing Writers
Cecilia Buckner
Bailey Hughes
Lisa Halverstadt
Andrew Keatts
Colette Mauzeralle
Eric Peters
David Rottenberg
Margo Schwab
Dave Schwab
Delle Willett
Marianne Regan
Advertising
SALES & MARKETING DIRECTOR
Rebeca Page
Get in the loop with SD Metro’s Daily
Business Report. Sign up for daily emails on
the latest business at sandiegometro.com
P.O. BOX 3679
RANCHO SANTA FE, CA 92067
858.461.4484 FAX: 858.759.5755
18
Commercial Real Estate
Commercial leasing in UTC has improved dramatically over the last two years as the economy
has driven a broader commercial real estate recovery, and Class A space has led the recovery
of the region. John Jarvis and Travis Carter explain what this means for the market.
29
Cabo Heaven
If you want to experience a breathtaking
oceanfront resort in Cabo, consider the old
world charm of the Sheraton Hacienda Del
Mar Resort & Spa, encompassing 28 acres on
the Sea of Cortez. You’ll also enjoy fresh
seafood, beautiful beaches, snorkeling and
other adventures.
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SD METRO magazine is published by REP Publishing, Inc.
The entire contents of SD METRO is copyrighted, 2013,
by REP Publishing, Inc. Reporduction in whole or in part
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All real estate advertising in this newspaper is subject to the Fair
Housing Act which makes it illegal to advertise “any Prefernce limitation or discriminatin based on race, color, religion, sex, handicap,
familial status, or national orgigin, or an intention, to make any preference, limitation or discrimination. “Familial status includes children
under the age of 18 living wit hparents or legal custodians; pregnant women and people securing custody of children under 18.
This magazine will not knowingly accept any advertising for real estate which in in violation of this law. Our readers are hereby informed that all dwellings advertised in this magazine are available
on an equal opportunity basis. To complain of discrimination call
HUD Toll-Free at 1-800-669-9777. Th Toll-free telephone number for
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SAN DIEGO SCENE
Trendy Dlush Lounge Opens
at Rock Church
The stodgy cafeteria at Point Loma’s Rock Church has been
transformed into the trendy Dlush Lounge. Colkitt&Co. did the
transformation. In order to create an atmosphere that encourages
lounging and conversations after church services, Colkitt&Co
went with an open design concept that features a stage for events,
numerous tables and seating options and a full kitchen.
Dlush also expanded its brand, transitioning from only serving
smoothies, coffee, tea, and milkshakes, to now offering a variety
of food at Rock Church as well. The menu includes mid-priced
gourmet sandwiches with a twist, homemade desserts and a variety of playful drink concoctions. Dlush also gives 5 percent of
every sale back to Rock Ministries.
Meanwhile, Dlush is collaborating with Colkitt&Co to completely transform a 2,000-square-foot cafeteria space at UC San
Diego into a lounge and restaurant for students, much like the
one at Rock Church. Construction at Dlush UCSD will begin
this summer and is expected to open in September in time for the
fall semester.
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SAN DIEGO SCENE
Cal State San Marcos Delivers
Innovative Algae Research
Innovative research from Cal State San Marcos on the genome of algae
could have widespread application in entirely different fields of study including medical and climate research. The team of researchers have unlocked the genomes for 14 different strains of the common phytoplankton,
allowing them to decode the DNA of related strains in the algae Emiliania huxleyi. Their study is among just a few that have been able to unravel
the genomes of marine algae, and it is the first to document a “pan
genome,” a set of core genes shared by diverse algal varieties.
Betsy Read, a professor of molecular cell biology at Cal
State San Marcos, examines a solution of Emiliania huxleyi. (Photo courtesy of Cal State San Marcos.)
Adconion Direct CEO Named an
Entrepreneur of the Year
Kim Perell, CEO of Adconion Direct, has been named
one of seven winners of Ernst
& Young’s Entrepreneur of
the Year Award for San
Diego. The national final will
take place in November 2013,
and the winner will compete
for world Entrepreneur of the
Year against 50 other countries. Prior to Adconion Direct, Perell was the CEO and
founder of Frontline Direct, a
marketing company which
was acquired in 2008 by Adconion Media Group. In
Kim Perell
2011, Frontline Direct and the
Adconion Audience Network merged to become Adconion
Direct and appointed Perell as CEO.
The other winners:
Tom Tullie, CEO and chairman of the board, ecoATM San
Diego; Gary Rayner, former CEO, LifeProof, San Diego;
Gerald Proehl, president and CEO, Santarus Inc., San
Diego; Mary Fisher, former CEO, SkinMedica, Carlsbad;
Kelly Grismer, president, and Chad Grismer, CEO, The
Wheat Group Inc., San Diego.
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C.W. Driver Starts Construction of
Student Health and Counseling Building at Cal State San Marcos
C.W. Driver has broken ground on the new 20,000square-foot Student Health and Counseling Building at
California State University San Marcos. The $7.5 million
design-build project, which is slated for completion in
2014, was designed by Los Angeles-based HMC Architects to achieve LEED Gold certification. The building
will contain 10 student examination rooms, a wellness resort area in addition to counseling and health facilities
and space for administration, laboratories, medical records
and support staff. Student health facilities are currently
located in an off-campus rental space with outdated resources and equipment. The new building will allow the
university to consolidate its health services to be available
to students on campus and ultimately save money.
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SAN DIEGO SCENE
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SAN DIEGO SCENE
Cavignac & Associates Hires Account
Administrator
Downtown San Diego Building Gets a
TOBY Award
San Diego’s Cavignac & Associates has hired Claire Owens as
service team account administrator. Owens, who has five years
of experience in the insurance industry, is responsible for providing support and assistance to each team within the agency. Before joining the company, she was a commercial lines customer
service representative for BH Gold Insurance Agency in San
Diego. She also worked as an executive/administrative assistant
at San Diego Headache & Facial Pain Center in Encinitas.
The Downtown building 101 West Broadway was named an
Outstanding Building of the Year at the annual conference of
the Building Owners and Managers Association International
in San Diego. The TOBY Award was in the the 250,000 to
499,999 square feet category. The Downtown property is owned
by the Irvine Company. Winners were recognized for excellence
in office building management and operations in specific categories of building size or type.
Claire Owens
Cal Asian Business Summit
The Cal Asian Business Summit, hosted jointly by the Asian
Business Association of San Diego and the California Asian Pacific Chamber of Commerce on Sept.19-20, will offer a variety
of interactive panels that will give attendees a chance to engage
and learn from successful business leaders and subject matter experts, many from the local San Diego community.
Gateway to Asia: This session will help attendees understand the positive trade relations between California and Asian
countries. Panelists, including the Consul Generals of China,
Japan, South Korea and India, will share the opportunities that
exist — and are being created — in their respective countries.
Innovation to Improve Your Business: Technology continues
to improve the way we conduct business, from Cloud Computing to Mobile Apps and changing customer behaviors. This
panel will explore innovations that can help your business thrive.
International Trade: A panel of business experts will discuss the benefits of tapping into the international trade market.
Attracting Venture Capital Investment: The panel
discusses possible funding opportunities from crowd sourcing
to unique banking options to venture capital.
For more information or to register, visit
http://Calasiansummit.org/registration/
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Scripps Research Institute Professor
Awarded $3.75 Million Grant from
Russian Government
Valery Fokin, professor in the Department of Chemistry at The Scripps Research
Institute, has been awarded a three-year,
$3.75 million grant from the Russian government to establish a laboratory at the
Moscow Institute of Physics and Technology. Fokin will assemble a team of graduate
students, postdoctoral fellows and staff scientists to work at the newly established labValery Fokin
oratory on the development of new
chemical transformations and their use in
studies of biomarkers for the diagnosis and treatment of inflammation, cancer and immune diseases.
“With the support of this grant and administrations of both
institutes, I am hoping that our work will benefit from synergies
and will result in mutually beneficial collaborations between
Scripps and Russian scientists and pharmaceutical and biotechnology companies, leading to new technologies and products in
both nations,” said Fokin.
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SAN DIEGO SCENE
San Diego County Property Values Up 3
Percent; Del Mar had the highest growth
with an increase of 6.82 percent
Tri-City Healthcare and Fallbrook
Healthcare Districts in Joint Powers
Agreement
The 2013 assessed value of all taxable property in the
county has increased by more than 3 percent (or $13.6 billion) from last year, San Diego County Assessor Ernie Dronenburg announced. The property was valued as of Jan. 1,
2013. This year’s total assessed value is $408.8 billion. After
deducting tax exempt properties (charitable, homeowners,
disabled etc.) the net assessed value is $393 billion and based
on a 1 percent tax rate it would produce approximately $3.9
billion in property taxes.
“The residential real estate market improved in the last six
months of 2012,” Dronenburg said. “The improved residential market required our office to partially or totally restore
temporarily reduced values as the market value on many properties exceeded the values calculated pursuant to Prop 13. In
addition, we experienced positive change in ownership and
new construction activity.”
Del Mar had the highest growth with an increase of 6.82
percent.
The Tri-City Healthcare District and the Fallbrook
Healthcare District have entered into a Joint Powers Agreement designed to enhance the level of medical and health care
services provided to the residents throughout the Fallbrook
Healthcare District’s service area. The agreement will enable
the district to support potential expansion of services available
in Fallbrook. Vi Dupre, administrator of the Fallbrook
Healthcare District, and Larry Anderson, CEO of Tri-City
Healthcare District, issued a joint statement regarding the
new affiliation: “It is the intent of both districts that, through
this Joint Powers Agreement, we will be able to execute strategies that have the potential to give residents of Fallbrook, and
surrounding communities, access to the highest quality of
health care, provided primarily in their local community. We
understand the burden of families having to travel to distant
facilities in order to receive care.”
County Assessor Ernie Dronenburg
Tri-City Medical Center
City of San Diego’s Legal Settlements, Related Costs at Eight-Year Low
The city of San Diego’s costs for court settlements, judgments, outside counsel and related legal expenses have
dropped to their lowest level in at least eight years, City Attorney Jan Goldsmith’s office said. In a release, Goldsmith said the city paid out $18.5 million in fiscal year 2012. Costs for settlements, judgments and related legal
expenses spiked in 2007 at $31.8 million, he said.
The city has saved an average of more than $5 million per year (for these costs) during Goldsmith’s tenure, compared to that of his predecessor, according to the release. The average annual amount the city has paid since Goldsmith was elected in December 2008 is $22.9 million. That figure was $28.2 million per year under Mike Aguirre.
“My first priority when I took office in 2008 was to restore stability to the City Attorney’s office and rein in
runaway legal costs,” Goldsmith said. “One of the main components of that plan was to greatly reduce the practice of farming out litigation to outside counsel.”
City Attorney
Jan Goldsmith
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SAN DIEGO SCENE
Johnson & Johnson Acquiring Aragon Pharmaceuticals for $1 Billion
Aragon Pharmaceuticals Inc. of San Diego, a firm that develops drugs for hormone-driven cancers, is being acquired by Johnson
& Johnson for $650 million in cash plus $350 million in milestone payments that would bring the total transaction to $1 billion.
The acquisition includes Aragon’s androgen receptor antagonist program, including its most advanced compound, ARN-509, a second generation androgen receptor signaling inhibitor that is currently being evaluated in a Phase II trial in patients with castrationresistant prostate cancer.
Under the agreement, Aragon will spin off an independent corporation called Seragon Pharmaceuticals, which will be focused on
Aragon’s Selective Estrogen Receptor Degrader (SERD) platform. Seragon will be based in San Diego. Richard Heyman, CEO of
Aragon, will become Seragon’s CEO. Johnson & Johnson, according to the agreement, will not have an ownership stake in Seragon
nor retain any rights to its technology or product development pipeline.
16 New Restaurants and Shops Open at
Lindbergh Field
Sixteen new restaurants and shops have opened at San Diego
International Airport over the past several months as part of the
airport’s Concession Development Program, which is completely revamping shopping and dining throughout all of the
airport’s terminals.
The newly-opened restaurants and shops include:
• Terminal 1: 10News, Ciao Gourmet Market (two locations),
Craft Brews on 30th Street, Ryan Bros. Coffee, Starbucks, Stellar News Express, Where Traveler.
• Terminal 2: Best Buy (two Express locations), CNBC News
San Diego, Gaslamp MarketPlace, Jer’s Chocolates, U.S. News
& World Report, Duty Free Americas.
• Commuter Terminal: San Diego Bay News and Café (with
Caffé Calabria).
A major aim of the Concession Development Program is to
create a sense of place that is uniquely “San Diego.” San Diegans
flying out can enjoy local favorites and those traveling to the
area can experience the region’s restaurants and retailers the moment they step off the plane.
40 UNDER 40
AWARDS LUNCHEON
SEPTEMBER 26, 2013
SHERATON HOTEL AND MARINA,
1380 HARBOR DRIVE, SAN DIEGO 92101
San Diego’s Brightest
Young Leaders
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SAN DIEGO SCENE
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Family Friendly
BUSINESS
SHAY HUGHES’ MATERNAL INSTINCTS PUT FAMILY VALUES AT
THE CORE OF HUGHES MARINO’S CORPORATE PHILOSOPHY
By Delle Willett
The Hughes Marino corporate family gather in a setting designed by Shay Hughes, the chief operating officer.
“RAISING A FAMILY AND BUILDING A
BUSINESS ARE REALLY QUITE SIMILAR.
BOTH REQUIRE A TREMENDOUS
AMOUNT OF LOVE, DEVOTION AND
TIME. NOT TO MENTION MONEY,”
says Shay Hughes, COO of Hughes Marino—San Diego’s
largest and most successful tenant representation firm.
“Love is a strong word to use when you are talking about
business, but in our company, it’s true. We’ve created a cul-
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ture in which people love who they work with.”
The culture Shay has created is truly one of family, where
spouses and children are all part of the equation that makes
Hughes Marino an amazing place to work — from the
firm’s quarterly retreats where employees and spouses spend
the day with best-selling authors and speakers, to the family-style living room, kitchen and game room that the team
enjoys on a daily basis in their headquarters. “I took everything I did at home as a homemaker and mother and did
the same with our office.”
With two of three kids off to college, Shay was able to
become fully involved in the business three years ago. Her
impact on the culture of the company has reorganized and
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COV E R STO RY
recharged the firm in a way that team members say could have
only been accomplished by an experienced homemaker.
“My life has always been about family, and that family now includes our entire company. A little maternal instinct, time management and multi-tasking go a long way in the workplace.”
Recently the company has racked up impressive awards, from
Best Commercial Real Estate Company two years in a row, to
Best Place to Work, Most Admired Company, Most Trusted
Brand, and Coolest Office. Taking care of families is central to the
Hughes Marino success story.
Like all families, there are people of different ages and stages,
from their 20s to their 50s. Newlyweds to empty-nesters. New
parents to grandparents. And as is true in most families, the older,
more experienced ones are mentoring the younger ones who are
just getting started. “We have a lot of really special relationships
here, a lot of best friends,” says Shay.
With a degree in communications from Pepperdine University,
Shay has no formal business training. But she picked up a lot
watching her father progress from being a night-time dishwasher
at the Coronado Chart House restaurant to being president of the
company, 25 years later with 70 national restaurants.
Hughes’ corporate-culture inspiration came from an experience
she had in her formative high school and college years, watching
what her father was doing at the Chart House when it was undergoing tremendous growth.
“At the time Chart House had a very family-oriented culture.
My dad invited me to go to their annual meetings where everyone in the company came together to hear amazing speakers and
best-selling authors. It had a big impact on me.”
Born in Imperial Beach in 1968 to 19-year-old parents, Shay
says she and her parents grew up together. “My mother was so
adorable. She was from a military family, the high school homecoming queen. And my dad was captain of the football team. He
worked as a lifeguard and dishwasher to support our family.”
As part of the Chart House family, Shay moved around a lot,
constantly getting uprooted from her friends, and so her parents
became her best friends.
With all the moving, Shay’s mother was a stay-at-home mom.
“We moved around so much, she was constantly busy helping our
family set up a new home. One year I changed schools three
times.”
At Hughes Marino, this woman’s work is never done. Ask her
what she does and she will tell you she’s too busy to explain or
write it down. But she did provide a snapshot.
A big part of her job is to implement the vision of her husband,
Jason Hughes, company founder and an active broker with a
tremendous client roster that he’s developed over 25 years. “He
has very strong opinions about how to run the company and he
has incredible vision that he doesn’t have time to implement,” she
says. “That’s where I come in. I also have a vision of my own, but
I’ve been the one who implements everything that we’ve been
doing.”
Another job is creating the office environment, building a culContinued on pg. 14
‘We spent a year and a half developing the core values for our company,
making sure they embody us, the team, personally,” Shay says.
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COV E R STO RY
10 CORE VALUES OF HUGHES MARINO:
Hughes Marino employees gather together frequently, much like a family at the dinner table. Shay Hughes is seated to the left of her husband,
company founder Jason Hughes (back to camera).
ture. “We spent a year and a half developing the core values for
our company, making sure they embody us, the team, personally,”
Shay says.
She collected core values by polling everyone in the company:
• What words do you use to identify who we are?
• Explain what we’re all about as a company.
Core values were consistent across the board. Shay does all the
company’s hiring — an intense process. “We hired two people last
fall who literally met with every single person in our company before they joined us; at the time there were 27 on staff. We’re very
careful as we grow to select good fits for our company.”
The education and professional growth of every staff member is
a high priority, and another of her roles. Taking the cue from the
Chart House culture, every quarter the entire staff has a company
day-retreat, closing the office, putting a “closed” sign on the door
and meeting together to hear and learn from different speakers.
And yet another big role is marketing, which she and Jason both
love. “We’re both very marketing minded. That’s how we think
about things. And I credit Jason for continuing to invest in marketing even when economic times were tough, and others were
pushing back on their spending.”
Working with the head of each service line, Shay coordinates
between the company’s four different divisions. “There’s an overlap where a lot of our clients are being serviced by one or more of
our four divisions,” she says. “I make sure they are communicating
so they know what the others are doing, making sure to integrate
our efforts and service.”
Shay also works with the director of finance on the financial
operations of the company, and attends to the many needs of their
newly renovated building. “We also host a number of charity
events so there’s everything that’s involved with events: catering,
entertainment, and more. Then there’s the never-ending, alwayschanging technology.”
Formed in February 2011, Hughes Marino had two divisions:
Tenant/Buyer Representation and Construction Management.
Their two new divisions are Enterprise Zone Tax Credit Services
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Always do the right thing.
Deliver excellence in everything we do.
Enjoy the journey.
Embrace the family spirit.
Build lasting relationships based on trust.
Nurture your personal and professional life.
Pursue growth and learning.
Generously give to others.
Proactively communicate with everyone.
Be authentic, grateful, and humble.
and Lease Audit Services. Shay integrated those service lines and
how they operate.
They are also growing geographically, with Shay heading up expansion into Orange County and Los Angeles. “We’re planning
to grow our business organically,” she says. “Jason and I will be
leading the offices there. We plan to have high-quality people
who represent what we represent go up there and have our team
meetings like we do here.” At the same time, San Diego will remain the hub and their main focus.
Shay and Jason met at a conference in Boston in 1985 before
starting their freshmen year at college. Coincidentally, both were
enrolled at Principia College in Illinois. But, with Jason being
from the Bay Area, and Shay from San Diego, and wanting to get
back to their California roots, they transferred to Pepperdine in
Los Angeles after their freshman year.
A month after graduation they got married and, in spite of
best-laid plans, their family started right away, with three children
in their first five years of marriage — Star, Tucker and Bailey,
Shay’s pride and joy.
Star and Tucker, both University of San Diego grads (Star with
an MBA and Tucker with a master’s degree in real estate), work at
Hughes Marino, while Bailey is finishing up high school this year
and on his way to USC Film School.
Shay and Jason believe their kids will grow into their roles
someday for the rest of their career. “They love what the company
is about and it’s what they have grown up with at the dinner
table.”
“We’ll see how it continues to unfold,” says Shay. “I used to want
certainty but I’ve learned that I don’t need it anymore. Just knowing
we are doing the best we can today and good things will come from
that, whatever they may be…It’s kinda fun actually!”
Headquartered in Downtown San Diego, Hughes Marino
serves the entire Southern California region. Unlike most commercial real estate firms, Hughes Marino only represents tenants,
never landlords, so they never have a conflict of interest in representing their clients.
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MEN WHO MAKE A DIFFERENCE: SAN DIEGO 2013
IGNACIO DE LA TORRE Ignacio De La Torre serves as vice president of external affairs for AT & T and is responsible for legislative and regulatory matters, and community affairs for the San Diego and Imperial counties region. He oversees a team of legislative directors which functions as a governmental liaison to elected and administrative officials in the region. The team manages AT & T’s
giving and philanthropy and recently supportd programs for LEAD San Diego, Barrio Logan College Institute, Las Patronas and United
Way of San Diego, among others. Previously, De La Torre served as AT & T’s external affairs director for Los Angeles County. In this role
, he was responsible for legislative and regulatory matters involving the Los Angeles County Board of Supervisors, Metropolitan Transit Authority and Los Angeles Board of Education. He serves on the board of directors of the Urban League of San Diego County, San Diego Regional
Chamber of Commerce and is a board member and past chairman of the Downtown San Diego Partnership. He is a member of San Diego Rotary 33 and
serves on the Cesar Chavez Elementary Rotary Readers committee. He has served as board chair of the Chicano Federation of San Diego County. De La
Torre is the first Latino to hold the position of board chair of the Downtown San Diego Partnership.
JOHN GOMEZ John Gomez founded his own law firm in 2005 and today the firm is now known as Gomez Iagmin Trial Attorneys.
Gomez acts as president and lead trial attorney for the firm. From humble beginnings, he attended three separate San Diego public high
schools and Grossmont Junior College before graduating the Yale University School of Law in 1993. In between, he was named an Academic All American football player for the University of San Diego Toreros. He clerked for a federal judge, worked for an international law
firm of Latham & Watkins and served as an assistant United States Attorney before becoming a trial lawyer in 2000. Since that time he has
established himself as one of California’s most recognized and accomplished trial lawyers. Lawyers USA named him the national Lawyer
of the Year in 2010 and he has twice been named San Diego’s Trial Lawyer of the Year. He has been voted by his peers as one of San Diego’s top litigators in
three separate fields: personal injury, insurance and corporate litigation. Since 2000, he has recovered over $250 milliion in settlements and verdicts for
clients with more than 50 separate recoveries of $1 million or more. Perhaps, most notably, he has obtained four separate jury verdicts of $1 million or more
in which the defendants offered absolutely nothing before trial. He commits enormous time and resources to a variety of charitable causes involving kids at
risk, foster children, Latino causes, the prevention of drunk and distracted driving, local hospitals and supporting services such as the March of Dimes.
JEFF CAVIGNAC Driven by his motto, “in pursuit of excellence,” Jeff Cavignac embodies the spirit, courage and tenacity of the quintessential insurance entrepreneur. A 30-year veteran of the insurance brokerage industry and founder of Cavignac & Associates, Cavignac always puts his clients’ interest ahead of his own, and works diligently to apply this principal to every aspect of his business. He began
his career in the insurance industry shortly after his graduation from UCLA in 1980. He participated in a summer internship at Lloyd’s
of London and subsequently joined Industrial Indemnity’s San Diego office as a casualty underwriter. While at Industrial indemnity,
Cavignac obtained his Chartered Property & Casualty Underwriter (C2 designation), and three years later he joined the firm of Robson, Cavignac. Cavignac’s father was a principal of the firm but he and his partner decided to sell the agency in 1987. After becoming the company’s lead
broker, and recognizing the difference in his work ethic from that of his new employer, Cavignac parted ways with the company in 1992 to form his own
firm, Cavignac & Associates. Over 21 years he has led Cavignac & Associates through the ranks to become one of San Diego’s leading risk management and
insurance brokerage firms, with gross annual revenues of around $8 million and an average 20 percent growth rate. Cavignac & Associates donates approximately five percent of its corporate profits to various local charities, including the Challenged Athletes Foundation, YMCA, Bridges to Community,
the San Diego Humane Society and SPCA, and Rotary.
DAN BRODERICK Dan Broderick is president and chief executive officer as well as a member of the board of Cassidy Turley. He pro-
vides the strategic vision and leadership for heightening the firm’s level of client service and elevating the capabilities of the Cassidy Turley platform. Well versed in every aspect of commercial real estate services and product types, Broderick’s grass-roots insight is
instrumental in the training and development of Cassidy Turley San Diego’s 170 professionals. His wealth of knowledge and connections
is invaluable for helping brokers and clients expedite their business goals. Entrepreneurial and innovative by nature, Broderick leads with
a relentless pursuit of cutting-edge processes and results. Prior to joining Cassidy Turley, Broderick worked with Eastdil Secured, where
he was senior vice president in the equity sales division. He was previously associated with Burnham Real Estate Services in the area of office leasing and sales.
He is involved with Over The Edge Participant for Kids included Together, the Ireland Fund, Adopt-A-Marine, Junior Achievement, Meals-On-Wheels, Nativity Prep Mentorship Program, New Haven Youth and Community Services, Redshirts of San Diego, Stanford Alumni Club of San Diego and the Stanford Challenge. He is a graduate of Stanford, with a double major in economics and psychology and was a member of the Stanford men’s lacrosse team.
JOHN MORRELL John Morrell is the managing partner of Higgs, Fletcher & Mack, one of San Diego’s oldest and most prestigious law firms. Morrell has been the driving force behind Higgs’ growth, achieving a 20 percent increase in per-partner profits in the
last three years while also tripling revenues of the firm since becoming CEO and managing partner in 1997. He has taken a strong interest in increasing the diversity of its staff — significantly increasing the number of minority and women partners and associates within
Higgs Fletcher & Mack over the past several years. He has also significantly improved operations to ensure an efficient and positive
environment for its team, clients and other stakeholders. Despite the time requirements being managing partner and CEO of a growing law firm as well as a dedicated husband and father, Morrell is adamant about giving back and being the example for the firm’s partners, associates
and staff. Through the firm, he has spearheaded an initiative to match every staff contribution to the United Way dollar for dollar. He has done the same
for a diversity scholarship program, an annual $10,000 grant to a minority or female law school student enrolled at the USD School of Law. Morrell currently is involved with the San Diego History Center, San Diego Community College District Proposition S and N Citizens’ Oversight Committees,
chairman of the Mercy Hospital Ball, member of the board for Mercy Outreach Surgical Team, member of Mercy 100, member of the board of Rotary
33 and member of the finance board of Saint Didacus Parish.
ADAM DAILEY Adam Dailey is chairman and founder of Ludus Sports, which is now the official hospitality provider for 20 different organizations, including USA Track & Field, US Rowing and the USA Speedskating Team. He is a board member of San Diego
Entrepreneur Organization, the San Diego Sports Commission and the advisory board of San Diego Sports Innovators-CONNECT.
Ludus Sports has been a finalist as of one of San Diego’s Healthiest Companies, listed No. 2 in the Fastest Growing Travel Business
in the USA by Inc. Magazine and one of San Diego’s Most Admired CEOs.
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MEN WHO MAKE A DIFFERENCE
ALAN LANE Alan Lane is the president and chief executive officer of Silvergate Capital Corp. and director, president and chief executive officer of Silvergate Bank. He has over 30 yeas experience in corporate and financial institution leadership experience. He formerly
held the position of director, president and chief executive officer of Southwest Community Bancorp; vice chairman and CEO of Financial Data Solutions Inc., and president and CEO of Business Bank of California. n addition to his financial institutional experience,
Lane has served as president, CEO and chief financial officer of both manufacturing and retail companies, ranging in size from $10 million to $50 million in annual revenues. He is chairman of the John Paul the Greek Catholic University and serves on the board of Natural Alternatives International Inc. He earned a bachelor’s degree in economics from San Diego State University.
CHRISTOPHER WEIL Christopher Weil is chairman of the board of Christopher Weil & Company and one of the company’s
four investor-manager-advisers. He is also chairman of CWC affiliates Storage Managers Inc. and CWC Asset Advisors Inc., companies involved in the formation and management of a number of private-equity funds owning various real estate, oil/gas, small
businesses, venture capital and hedge fund assets. Weil entered the securities business in 1963 and formed his own investment firm
in 1970. Today, Christopher Weil & Company manages equity and debt portfolios for approximately 350 individuals, families and
small institutions — which include two publicly traded mutual funds for which CWC is a fund or co-fund manager — and currently has approximately $350 million assets under management. He became involved in philanthropy and the arts after moving to San Diego in
1996. He has been active on a number of nonprofit boards for many years, and feels very strongly about he philanthropic “duties” of his family, his
companies and his peers. He is a director of San Diego Grantmakers, the San Diego Mainly Mozart Festival, the Founders Circle of Preuss School, and
the Patricia and Christopher Weil Family Foundation. He is a trustee of the UCSD Foundation.
CHRIS MCGRATH Chris McGrath is a partner at the Paul Hastings law firm and president of the San Diego Volunteer Lawyers
Program, which annually helps more than 5,000 of San Diego’s most vulnerable citizens, 80 percent of whom are women and
children, receive free legal services. He was recruited to join the board after opening the San Diego office of Paul Hastings. He also
supervises young attorneys at his firm who are handling asylum cases for Casa Cornelia in San Diego, which assists victims of
human and civil rights violations. His legal practice encompasses securities and complex litigation. His clients have included Ardea
Biosciences, Dura Pharmaceuticals, Ligand Pharmaceuticals, Kratos Defense & Security Solutions and the San Diego City Employees Retirement System. He is a Master in the America Inns of Court, and regularly hosts first-year oral argument competitions for USD law students at the firm. He also has been recognized by his peers at one of The Best Lawyers in America (2010-2013), and as a Southern California (San
Diego) Super Lawyer.
DARRYL SOLBERG Darryl Solberg is managing partner of HechtSoldberg (Hecht Solberg Robinson Goldberg & Bagley LLP),
a San Diego law firm celebrating over 40 years of service to businesses, real estate projects, universities and nonprofits. Solberg
joined the firm shortly after his graduation from the University of Chicago School of Law. Since then, he has been instrumental in
its growth and has played a key role in the development of the firm’s culture, which includes a strong commitment to the community
through pro boon work, volunteerism and education. He has played an integral part in some of San Diego’s most notable projects
as well as diverse businesses and organizations. These include the master-planned communities of Rancho Bernard and Laguna
Niguel in the 1970s, Buie Communities, Buie Stodddard Properties, the Stephen A. Bieri Company, Remote Ocean Systems, Hash House a Go-Go,
BAS Recycling, Francis Parker School and the University of San Diego. He has helped launch more than 80 nonprofit organizations in San Diego. He
has worked with Larry English, an outside linebacker for the San Diego Chargers, to form the Larry English L.E.A.D. Foundation, with actress Linda
Puri to set up the California International Theater Festival and has donated substantial time to guide Mission Edge San Diego into nonprofit status.
He has been a chair and trustee of the boards of St. Olaf College and the Francis Parker School.
BYRON WASHOM Byron Washom, UC San Diego’s first director of strategic energy initiatives, was recently contacted by billionaire Larry Ellison to turn the Hawaiian island of Lanai into a “model of sustainability.” Washom is now responsible for sharing his expertise and experience to make his home state of Hawaii more sustainable with comprehensive approaches to managing and conserving
energy, water and land resources. Ellison hired Washom because of his vast background in sustainability and his hands-on role in UC
San Diego’s self-generating grid that produces more than 90 percent of the campus’ electricity using the world’s largest commercially
available fuel cell and 1.5 million of solar panels. Washom is a risk taker and an explorer. His appetite for adventure dates back to his
childhood when he lived on the Midway Atoll, a tiny island, about the land size of UC San Diego, in the middle of the Pacific Ocean. His can-do attitude,
and the fact that the word “boundary” doesn’t exist in his vocabulary, are a big part of his success. At age 27 he became the manager of technology and
policy at a Fairchild Industries advanced projects department. He has won numerous awards for his outstanding innovations.
ED HARRIS Ed Harris is a San Diego lifeguard sergeant, who puts his life on the line every day to keep San Diego beachgoers safe.
On any given day, Harris could be called upon to perform water rescues in high surf, handle medical emergencies, perform marine
firefighting operations, supervise and plan complex cliff rescue extractions, perform scuba search and rescues, make law enforcement contacts or provide community education on environmental or ocean safety topics. Harris joined the lifeguards as service in
the Marines as a water safety survival instructor. He has been awarded a Medal of Valor by the U.S. Lifesaving Association for a heroic
sailboat rescue, is a Dive Team supervisor who has been called to work on numerous high-profile calls, including the search for
Chelsea King in 2010, and helped develop and implement a deal with Toyot for 34 new lifeguard vehicles that saved the city of $1 million. Harris started
the annual “Fill the Fin” campaign to raise money for swim programs in the poorest of neighborhoods in San Diego.
CHANCE MIMS Chance Mims is CEO of Academy Securities, the nation's only post 9/11 veteran owned registered broker/dealer.
He is a graduate of the United States Naval Academy and was part of the Operation Enduring Freedom Strike Team that fired the
first missiles into Afghanistan in response to the terrorist attacts on 9/11. He has created a national financial services firm that consists of military veterans and Wall Street veterans with offices in San Diego, Chicago and New York. The firm’s social mission is to
hire military veterans across all areas of business. J.P. Morgan Chase recently made an investment in the firm and signed a fouryear agreement to mentor Academ Securitiesy under the U.S. Treasury’s Mentor Protege Program. The fir offers investment banking, corporate underwriting, advisory, public financing and brokerage services to corporations, investment managers, pension funds, municipalities
and government agencies. Chance and his firm have raised the awareness of the value of hiring veterans in the financial service industries through
national media outlets and has set the example of a socially responsible organization by having 38 percent of his firm staffed by veterans.
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MEN WHO MAKE A DIFFERENCE
SEAN SHEPPARD Sean Sheppard founded Embrace in 2000 to use community service to bring diverse groups of people together
to bring about wellness in our society. Embrace focuses on the utilization of college students and recent graduates to develop their
leadership qualities and remedy community problems such as health disparities and homelessness on a volunteer basis. In the 12
years since the organization began, Embrace has provided hundreds of veterans and homeless with products and services to better their lives. Embrace is now an official student organization at San Diego State University. Sheppard has raised more than $35,000
for veterans and secured a $100,000 grant from Alliance Healthcare Foundation for his veterans services. Embrace volunteers serve
approximately 100 meals to the homeless every Wednesday and Thursday evening. Over a four-year period, Embrace has served over 50,000 meals
and distributed more than three tons of clothing thanks to 3,000 college student volunteers logging 10,000 hours. This has all been accomplished with
Sheppard as the only full-time employee.
JAN GOLDSMITH Jan Goldsmith is the city attorney of San Diego. He has restored public confidence in the office by his judicious public demeanor, strong ethics and common sense. He brought to the office a rich background as a trial lawyer, state legislator, mayor of Poway and Superior Court judge. Yet, his greatest impact has been his unwavering insistence that all those inside
and outside the city adhere to the city charter, city ordinances and the California and United States Constitutions. He has courageously said “no” to both Mayors Jerry Sanders and Bob Filner when their planned actions went beyond legal boundaries or overstepped policy direction from the City Council. When legislation in Sacramento threatened the city’s home rule powers over
municipal affairs, as guaranteed by the California Constitution, Goldsmith has stepped up to the plate to challenge any state attempt to weaken San
Diego’s city charter. In a role which the public rarely sees, he has been a keen-minded lawyer and brilliant legal strategist whose insight has been instrumental in favorably resolving many lawsuits which have plagued the city for a long time. Goldsmith is a graduate of the University of San Diego
Law School and was honored this year for Distinguished Service to the Legal Profession by the university.
DAVID OATES David Oates is the founder and president of Stalwart Communications. He introduced the first and only PayOn-Performance public relations and marketing agency in San Diego. He is a member of the board of the Rotary Club of San
Diego, the San Diego Venture Group, the Association for Corporate Growth and the Chairman’s RoundTable. He has donated
blood platelets each month to the San Diego Blood Bank to aid cancer patients, and contributes regularly to KPBS, KSDS, Women’s
Sports Foundation, Rotary International Foundation, Nature Conservancy and SDSU’s College of Business and its Aztec Athletic
Foundation. He is involved with the Leukemia and Lymphoma Society.
JASON KULPA Jason Kulpa is the founder and CEO of Underground Elephant, a technology company in the marketing industry
and one of San Diego’s fastest growing private companies. Kulpa came to San Diego shortly after the tragic events of 9/11. Looking to
create a company that was part of the community ecosystem was a long-shot considering he has never even been a business manager.
With just a few dollarss, Jason took an advertising job and lived in his car. He built an Internet marketing company, took it public in 2008
and then launched Underground Elephant with the focus of building technology rather than just providing services. Jason is a proud
sponsor of both the University of San Diego and San Diego State athletic programs, and a supporter of the SDSU's men’s basketball academic tutoring programs.
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C O M M E R C I A L R E A L E S TAT E
Office Market Report Spotlight on UTC
By John Jarvis & Travis Carter
The UTC office submarket totals 7,680,000 million square feet, encompassing some of the highest quality office space in San Diego
County. The commercial leasing fundamentals for UTC have improved dramatically over the last two years as the economy has
driven a broader commercial real estate recovery, and Class A space
has led the recovery in the region.
UTC— Apples & Oranges
To better understand the UTC submarket, it is necessary to clarify
the types of office space that comprise the market. For most people, UTC office space means the Class A office towers along La Jolla
Village Drive between the I-5 and the I-805. However, the UTC office market also includes the two-story and low-rise office buildings
north of La Jolla Village Drive, running along Towne Centre Drive,
Eastgate Mall and Campus Point Drive. The Class A office buildings
are seeing very strong recovery, with decreasing availability and
increasing rents. Meanwhile, the buildings along Towne Centre,
Eastgate and Campus Point are grappling with an onslaught of increasing vacancies in recent months. Examples of larger companies that have relocated, or will relocate, off of the Towne Centre
Drive and Campus Point corridors include LPL Financial, CoStar,
Celgene, Illumina, SAIC and Lockheed Martin.
The two charts below illustrate this distinction in property type. As
the charts show, vacancy rates for Class A office space have been
going down for over three years now. Meanwhile, vacancy of all
other office space has been trending up for the last two years.
Strong Market? Weak Market? It depends
The Irvine Effect
The Irvine Company is by far the largest landlord in UTC, owning
44 percent of the total office space and approximately 60 percent
of the Class A building market. Irvine originally owned just the
two-building La Jolla Gateway office project built in 1985. Over the
next two decades, Irvine continued to buy and build additional office properties throughout the submarket. Milton Bradley would be
proud, as Don Bren sought to control that corner of the San Diego
game board, but raising rents and building hotels would have to
wait. The 2008 financial crisis and resulting weak economy forced
Irvine to dramatically lower rents in order to stimulate leasing activity. From 2009 to 2011, UTC office rents were cheaper than
nearby Sorrento Mesa and Del Mar Heights, and tenants responded
by migrating to Class A space “on sale” in UTC. As a result of this
influx of tenants, and buoyed by the economic recovery, The Irvine
Company is now seeing increased occupancy in its Class A buildings and they have been quick to respond with increasing rental
rates. Of note, Irvine is achieving 4.5 percent annual rent increases, and for the most part, the virtual elimination of free rent
offerings. With occupancy rates now at 91 percent and climbing
in the Class A buildings, we expect this trend of increasing rates in
the Class A buildings to continue for the foreseeable future.
The Checkerboard
The following larger requirements have recently signed leases in
UTC:
• Celgene, relocation and expansion within UTC, from 78,000 to
172,000 square feet.
• ServiceNow, relocation from Del Mar Heights for 92,000 square
feet.
• Union Bank, relocation from various areas of San Diego into
83,000 square feet.
• Bank of Internet, relocation from Del Mar Heights for 43,000
square feet.
• Costar, relocation within UTC for 30,000 square feet.
• Marks, Finch, Thornton and Baird, relocation from Kearny Mesa
for 24,000 square feet.
• Fixtures Living, relocation from Miramar for 20,000 square feet.
• National Funding, relocation from Carmel Mountain Ranch on
the I-15 for 22,000 square feet.
The Checkerboard
UTC is a tale of two markets. The first is a Class A office market
along La Jolla Village Drive that will continue to strengthen, while
the other is a low-rise office market that will struggle to overcome
a glut of recent and upcoming availability. We expect rents to continue to rise in the Class A, while the Towne Centre Drive corridor
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C O M M E R C I A L R E A L E S TAT E
and Campus Point will be a dog fight between institutional property
owners The Irvine Company, Arden Realty and Kilroy Realty as they
compete to lease their buildings. These larger landlords will be forced
to offer aggressive rates and increasing concession packages as they
seek to attract larger tenants from the surrounding Torrey Pines,
Sorrento Mesa and Del Mar Heights submarkets.
Zach Millrood is a vice president
and John Jarvis is a senior vice president at Hughes Marino, the San
Diego real estate company.
www.hughesmarino.com.
Most UTC tenants are living in the world of decreasing vacancy rates
and increasing rents in the Class A buildings.
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BANKING
Community Banking’s Great Success
Local roots and close attention to clients are key elements
Local community banks which operate under the radar of the big
banks, described during the 2008/2009 banking crisis as “too big to
fail,” continue to step out in success in San Diego.
est category and ‘simply the best by all measures’ in IDC Management’s fourth quarter report 2012 of Bank Management Review and
it was one of only 35 California banks to be recognized by the Findley Reports for achieving ‘Super Premier’ performance.”
Two who have thrived are Torrey Pines Bank and Silvergate Bank.
SD METRO asked Robert McNamara, a senior vice president at
Torrey Pines, and Karen Brassfield, executive vice president of Silvergate, to comment on the attractiveness of doing business with their
banks.
Robert McNamera
McNamara: “During the height of the
economic recession general sentiment
suggested that the big banks were too
big to fail. By contrast, one might ask:
were local banks too small to succeed?
If you define success as smart growth
and an ability to help your clients realize their goals, then based on Torrey
Pines Bank’s (TPB) record, the answer
surely is no.
“We all recall the news reports of small businesses needing a loan but
not finding success at their existing bank. Many of the big and small
banks alike were unable to support local businesses with credit facilities because of a constrained loan portfolio or simply being distracted
from focusing on their customers’ needs. Torrey Pines Bank, a local
bank with deep roots in the community, however kept growing and
lending. In fact, it was during the height of the recession when the
bank experienced its greatest surge in lending to local businesses. The
bank’s strong financial footing enabled it to actively pursue market
share growth, identifying opportunities to serve more customers at a
time when they were most in need of a conscientious financial partner. With $2 billion in assets, the bank continues to be an attractive
option for locally-owned growth oriented companies that rely on their
bank to for working capital, real estate, equipment financing or cash
flow strategies.
“Even before the recession, Torrey Pines was seen as an attractive alternative to the competition. The bank’s humble beginnings started in
2003 when its CEO, Gary Cady, and successful entrepreneur, Robert
Sarver, saw an opportunity to launch a new bank that would provide
San Diego business owners and professionals something unique — a
local business bank that offered higher levels of service and financial
capacity with access to decision-makers.
“The notion that the size of a bank equates to its level of success is
without merit. Torrey Pines received a “Superior” ranking, the high-
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Karen Brassfield
Brassfield: “Working with a businessfocused community bank has many advantages for small companies. One of
the key benefits is that good community banks become trusted advisers, not
just deposit takers. They understand
your business and operate as a department of your company so that you receive prompt service, access to local
decision makers, and products and
services that are customized to your
needs.
“Banks are on their best behavior during the courtship process. If you
are introduced to the team that will be serving you, and if your calls
are not answered immediately, heed these flag warnings. Community
banks know your time is valuable and have dedicated business banking experts working on your behalf every day.
“Many small business owners fund their companies with their own
money and then want business loans to help their companies grow. A
good community bank becomes your lending resource and adviser,
developing strategies to help you qualify for the lending support you
need, and providing access to small business loan programs that are
available including SBA loans, receivable loans and others.
“Community banks also offer vital cash management products —
from online banking, online wire transfers, account analysis, positive
pay, remote deposits capture (from your office), report uploads and
downloads to your accounting system, lockbox banking, and Automated Clearing House (ACH) services. They also can help with merchant card services, business debit cards, cash services and courier
services.
“Finally, because small banks are qualified to focus on your unique
needs, they are able to anticipate your future requirements so your
banking relationship evolves seamlessly to support your business.
“Our first quarter 2013 earnings showed net income of $1.4 million,
the fourth highest quarterly profit in our 25-year history The bank
finished 2012 with net income of $7.4 million. It was the 15th consecutive year of profitable performance by the bank.”
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CITY GOVERNMENT
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DOWNTOWN
The Rise of the Downtown Partnership
By Andrew Keatts | Voice of San Diego
When the Downtown San Diego Partnership finishes reinventing itself, it’ll look
like a Chamber of Commerce with certain
government powers.
And that’s exactly what its chief has in
mind.
“Some of the things we’re getting involved
in, 20 years ago I never would have said private organizations should be getting involved
in,” said the organization’s president and
CEO, Kris Michell.
Until now, the organization has had two
primary functions.
One is economic development. It’s a nonprofit group with paying members that advocates for Downtown. It’s crafting a
neighborhood brand and trying to attract
businesses.
The other is as the manager of the neighborhood’s property and business improvement district, or PBID. The partnership calls
the district its “Clean & Safe” program. It
charges property owners and businesses a fee
to pay for services like tree trimming, sidewalk cleaning and graffiti removal within its
boundaries.
The program is approved by the city,
which then contracts its management to the
Downtown San Diego Partnership. In 2009,
the city overcharged certain property owners on their property tax bill. The city has
since reimbursed all the residents they determined were overcharged.
The new and improved partnership will
continue taking care of those tasks, but a
consultant from Denver helped it build a
new organizational blueprint that’ll bring on
new responsibilities including, perhaps, managing new public transportation.
The organization’s leader is a familiar
power in the Downtown sphere. Almost
three years ago, a Voice of San Diego story
referred to Michell as “the most powerful
person in San Diego you know nothing
about.” She served as chief of staff for both
Mayor Jerry Sanders and Mayor Susan
Golding. She managed the Republican National Convention, the Super Bowl and the
campaign for Petco Park.
When she took over the partnership,
Michell said, she recognized the shrinking
capacity of government at all levels meant
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her organization was no longer suited for
Downtown’s long-term needs.
“I was with (Golding) for ’93 to ’97, and
then with (Sanders) in ’05 and ’06, and the
contrast was stark,” she said. “I could see
what government was unable to provide
given how resources were so diminished. So
I knew the old model didn’t match up well
for the next 20 to 30 years.”
Michell answers to the partnership’s board
of directors, composed mostly of high-profile
business leaders from companies like
Bridgepoint Education, the Irvine Company,
Cox Communications and WalMart.
In May of 2011, the board took a retreat to
sketch out a new role for the present market.
By the end of that year, the train of government-funded neighborhood reinvention
in California hit a wall, when the state
Supreme Court upheld the governor’s decision to end the redevelopment program.
So the partnership hired Brad Segal, president of Denver’s Progressive Urban Management Associates, to put together a
program that would allow it to carry the
mantle of urban renewal.
“Out of every crisis comes the need to
reinvent and do things differently,” Segal
said. “The San Diego Downtown Partnership is ahead of the game and what we’re
doing could certainly set the path for the rest
of the state, for how to operate in a post-redevelopment world.”
A New Model
The new set-up would include a single
nonprofit holding company that would centralize the organization’s administration and
leadership.
Its tasks would then be conducted by six
affiliate entities, each with its own board of
directors and budget. Then two members of
each individual board would serve on the
overall board.
The Downtown San Diego Partnership
wants to retain control of the entire operation, while extending itself into different
roles with a revenue stream and legal mechanism attached to each one.
For instance, the membership-based advocacy and development organization that
exists today will be one of these independ-
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ent entities. It’ll operate as a 501(c)6 organization with its own board of directors.
And the clean and safe program will be
another independent operation, set up as an
assessment district with money coming in
through fees and going out through services,
just as in other neighborhoods throughout
the city.
The partnership has also set-up the
Downtown San Diego Partnership Homeless Foundation, a 501(c)3 organization that
administers homelessness services in the
Downtown area. Private donations, including red meters collecting change for homeless residents installed throughout
Downtown, feed the organization’s budget.
It spends the money on programs like
“Movin’ Home,” which among other things
provides residents who just located housing
with basic utilities like dishes, linens and
pots, and “Work Your Way Home,” which
last year helped 37 residents return to their
original homes in 20 different states.
In maybe the most expansive increase in
the partnership’s scope, the reorganization
would, by September of 2015, set up a special authority for transportation and mobility in the Downtown area.
It wants to launch a Downtown-only bus
service, or a circulator, similar those popping
up in other cities.
“The Downtown circulator will be one of
the biggest game changers in Downtown,”
Michell said. “We have a geographically
large Downtown that makes it hard to get
around. It’ll have a spur going up to Balboa
DOWNTOWN
Park. And we needed a solution to the perception that there’s a parking problem.”
Final decisions will need to wait on the outcome of two project studies, but Michell suspects the partnership will outsource maintenance
and operation of the bus to the Metropolitan Transit System while it
focuses on securing a long-term revenue stream to fund it.
The new organization has also formed a 501(c)3 dedicated to parks
and outdoor space management and development. It’s still working to
identify ongoing funding streams, beyond basic fundraising. Michell
said she imagines each community having the ability to schedule
events in the parks closest to it.
The reorganization also calls for a nonprofit dedicated entirely to
pursuing development projects. It would do some of the things already
being done by Civic San Diego, like pursuing federal tax credits to
help build local projects.
Michell said the partnership will eventually form that entity, but
doesn’t expect to do anything with it in the foreseeable future, because
that task can be better handled by Civic San Diego, the organization
formed when the city’s former redevelopment agencies were ended by
the statewide end of the program.
Both Michell and Jeff Graham, president of Civic San Diego, said
the organizations complement each other in a post-redevelopment
world.
“It’s now incumbent on the private sector, through groups like the
Downtown Partnership, to create the funding sources to implement
things like an arts and culture district, a business retention program.
Government isn’t always best at these things.”
One way the organizations would work together, he said, is for Civic
San Diego to design and build parks, which would be programmed,
managed and maintained through the Downtown San Diego Partnership.
“Civic San Diego is policy, process and infrastructure,” Segal said.
“Clearly, our focus is on a private inspired, public-private partnerships.
It’s a springboard for the city.”
A Privatized Local Government
It’s a difficult time for a Downtown organization that’s mostly
known for its advocacy for Downtown businesses to begin taking over
roles traditionally handled by public agencies.
Mayor Bob Filner ran his campaign as a chance to recapture the
city from Downtown insiders. He was talking about organizations like
the partnership, and figures like Michell.
But Michell said she isn’t concerned with the perception that the
group is overstepping its bounds.
“We’re not trying to supplant government, because we never could
and we don’t want to. But I also don’t want us walking out of a board
meeting and complaining about things that we don’t like or aren’t happening but then nothing gets done because we didn’t do anything.”
Correction: An earlier version of this story said San Diego had yet
to reimburse Downtown residents who were overcharged on their tax
bills for the improvement district. Residents scheduled for reimbursements have received the full amount the city plans to give them.
Andrew Keatts is a reporter for Voice of San Diego.
[email protected].
Kris Michell, president/CEO
Janelle Riella, executive vice president
Ryan Loofbourrow, executive director, Clean & Safe program
John Hanley, director of finance
Family owned since 1979. Owner Tony D'Amato
and chef Domenico Alioto.
Great Italian cuisine, osso buco,
swordfish oreganato and much more.
Now serving lunch, 11 a.m. to 2 p.m
1955 West Morena Boulevard,
San Diego 92110
(619) 275-2094
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AUTO
NEW CAR REVIEW: The 2013 Range Rover Evoque
It took guts for Land Rover to actually build
a vehicle like the Evoque. Not as a concept
car but as an actual production car. A production car that still looks like a concept car.
This is a rare thing for obvious reasons. Extremes of style can be polarizing and are alltoo-often functionally compromising.
One does not see many Isuzu VehiCrosses
— or Pontiac Azteks _ running around
today. But the Evoque is no Vehicross —
and most definitely no Aztek (no one will
laugh at you and call you Heisenberg).
It’s also no Land Rover - in the traditional
LR sense.
What It Is
The Evoque is a new addition to the LR
lineup — and very different from other LR
models in form as well as function. It is
shorter and wider — and smaller — and
much lighter han other LR models. It is also
much more on-road than off-road minded
and comes in both two and four door versions, something absent from the SUV market since the 1990s-era two-door Ford
Explorer. Power comes from a turbo four —
not a six (much less an eight.)
Prices start at $41,145 for the base fourdoor Pure trim. The coupe starts one notch
higher in Pure Plus trim (optional with the
four-door model) and carries a base price of
$44,145. There are Premium and Dynamic
upgrade trims available for either version
and so equipped, an Evoque’s out-the-door
price can crest at $50,000.
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What’s New
For its second year on the market, the
Evoque receives a few minor style tweaks
and an upgraded version of its off-road
guidance system (which is integrated with
the GPS). An automatic parking assist feature has been added to the options roster.
What’s Good
It’s gorgeous as industrial design — and surprisingly everyday practical — despite that
wicked roofline. It’s light and thus, agile. A
peppy performer, notwithstanding fourcylinder power. Doesn’t cost as much as
you’d expect it to cost. Only about $4k more
than the wallflower-looking LR2.
What’s Not So Good
Despite its small engine, the Evoque has a
fairly big appetite for gas — if driven as it
ought to be driven. Despite being light, it’s
not any quicker than a 400-plus pounds
heavier X3 (and it’s about 1.5 seconds slower
than the closer-to-its-size/weight X1). No
upgrade engine available. If it’s a sales flop,
expect it to depreciate in an Aztekian downward curve.
Under The Hood
Like a growing number of automakers —
including high-end automakers — Land
Rover is moving toward smaller engines
(with big-boost turbos for on-demand
power) as a way to make its vehicles more
everyday fuel-efficient. Thus, the Evoque
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By Eric Peters
comes standard with the same 2.0 liter fourcylinder engine that’s also become standard
equipment in the 2013 LR2, which formerly
came with a larger and much thirstier 3.2
liter in-line six.
The turbo four gits ‘er done on all counts. It
makes more power than the old six (240 hp
vs. 230) as well as more torque (251 lbs.-ft at
1,750 RPM vs. 234 lbs.-ft at 3,500 RPM). It
also rates better EPA numbers: 18 city, 28
highway vs. 15 city, 22 highway for the old
LR straight six — if you can keep your foot
out of it. If the boost’s on a lot, your realworld mileage will vary. I averaged about 20
MPG during my week-long test drive.
On The Road
Other Land Rover models are principally
built to perform near-miracles off road. And
they do. The price you pay for this is mass.
Unsprung mass. Lots of it. An LR4 weighs
a pavement crushing 5,623 lbs and even the
lighter-duty LR2 comes in at nearly two
tons —3,913 lbs. This naturally limits the
moves these off-road machines can make
on-road. Cornering at high speed, for instance. It’s just not their bag, baby. And to be
fair, one shouldn’t expect it to be. Ferraris
aren’t much good for rock crawling, either.
The Evoque is something new and the differences are more than skin deep. Its curb
weight is a mere 3,680 lbs. This is not only
light relative to other LR models, it is light
relative to other manufacturer’s models. The
BMW X3 doesn’t look it but at 4,112 lbs. it
AUTO
is a staggering 432 lbs. heavier than the
Evoque. Even the X1, which is smaller than
the X3, pushes 3,800 lbs. The Audi Q5 is also
a beefster at 4,079 lbs.
The only critique I can gin up is that relative
to the X1/X3 and Q5 (and probably the new
Q3) the Evoque could be and probably ought
to be a little quicker. Same power, less weight,
should have done the trick. But doesn’t.
At The Curb
“Dramatic” hardly covers it. But it’s the practicality of this stylistic wild child that's the real
story. Despite that show-car roofline, the
Evoque has virtually the same front and rear
head room (40.3 inches and 39.7 inches, respectively) as the bigger and longer and taller
BMW X3 (40.7 inches and 39.1 inches) as
well as slightly more front and rear headroom
than the boxy LR2 (40.2 inches and 39.4
inches). And because the Evoque is very wide
in proportion to its length (77.4 inches/171.9
inches as compared with 74.1 inches/183
inches for the X3) it feels even more spacious
inside. For four people, it is extremely comfortable, even if those four are big n’ tall adults
and even given the Evoque’s full-roof
panorama glass.
And how about cargo space? You might think,
given the Evoque is 5.1 inches stubbier than its
LR2 cousin, it would have a severely abbreviated cargo area. In fact, the cube count is very
close: 51 cubes total for the Evoque vs. 58.9 for
the LR2. The BMW X3 has more cubes —
63.3 — but ought to, given it is almost a foot
longer overall (183 inches vs. 171.9 for the
Evoque).
Any way you view it, the Evoque is as interesting as Frank Lloyd Wright’s Fallingwater —
sharing the cantilevered themes, even. The roof
seems to float and project upward while the
beltline trends downward, with the windshield
base extending well forward of the front door
cut-line and the windshield itself arching backward and up to meet the roof. The “sedan” is no
less dramatic-looking than the coupe, by the
way. Gorgeous and practical. This is the girl
you take home to to meet the folks.
The Rest
Speaking of practical, a word or two must be
devoted to the Evoque’s windshield, which
like all Land Rover windshields can be ordered with an electric defroster grid (part of
the Climate Comfort package, which also includes toasty seat heaters and heated windshield washer jets). All new cars have rear
electric defrosters. Only Land Rovers have
both front and rear electric defrosters. It’s a
small thing but something you’ll come to appreciate the first time there’s an ice storm and
instead of having to chip away at the front
glass with a chisel, all you’ll need to do is
push a button and wait a a few minutes for
the Great Melting to take place. Magnificent.
Why others haven’t followed Land Rover’s
example is a mystery right up there with the
JFK assassination.
The Bottom Line
It’s nice that such an exotic-looking thing is
not exotically priced, if you’re careful with the
options, and also not functionally compromised as most exotic-looking vehicles are. If
anything, the Evoque is the most practical of
all current Land Rover models. It’s better balanced, literally as well as figuratively. The offroad-minded LRs are superb when the
pavement ends, but arguably too superb in
terms of their off-road capabilities for the
mostly on-street driving most people do.
Their RWD-based layouts (LR2 excepted)
eat up interior room, add bulk and compromise their on-road handling and
highway/high-speed stability. The Evoque
has just enough off-road capability to be
credible as a Land Rover, while still behaving
more like a sporty car on the pavement. It is
everything a concept car ought to be and
everything a production car needs to be.
Eric Peters is the author of Automotive
Atrocities” and “Road Hogs” and a former
editorial writer/columnist for The Washington Times, a contributor to Cars.Com, The
CarConnection. com and SD METRO.
2013 Range Rover Evoque
Specifications:
Base price: $41,145; as tested $53,437
Engine: 2.0 liter turbocharged four, 240 hp
Transmission: six-speed automatic
Length: 171.9 inches
Width: 77.4 inches
Wheelbase: 104.8 inches
Curb weight: 3,680 lbs.
Luggage capacity: 20.3 cubic ft. (behind 2nd row)
EPA fuel economy: 20city/28 highway
Where assembled: Liverpool, England
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TECHNOLOGY
TECHNOLOGY WAR
THE WAR FOR TALENT HITS SAN DIEGO
The war for talent in the technology sector has taken to the
road, moving beyond traditional hubs like Silicon Valley and
New York and into markets like San Diego, for example, which
are among the new frontiers attracting technology heavyweights and start-ups alike, says a recent report from Jones
Lang LaSalle.
“Smaller cities are investing in their urban
neighborhoods to create 24/7 destinations to
mimic the feel of denser metropolitan areas.
These are the new frontiers, attracting new
pools of talent,” says Conan Lee, senior vice
president with Jones Lang LaSalle. “Silicon Valley and other traditional tech hubs are still at
the forefront for high-tech employment Conan Lee
growth, but the battle for talent is creating new
technology-friendly cities.”
San Diego, a well-established technology hub, increasingly
appeals to technology firms, thanks in part to its highly educated workforce generated by its collection of renowned local
universities.
San Diego ranked sixth last year in Richard Florida’s Technology Index, published in Rise of the Creative Class, Revisited. This Index is based upon concentration of high-tech
companies and two measures of regional innovation, patents
per capita and average annual patent growth.
With more than 1 million square feet of leasing activity in
2012, technology tenants drive a huge portion of office space
demand in San Diego. Attracting high-tech firms of every size,
from large-cap firms to smaller entrepreneurial companies, is
part of San Diego’s appeal, and this diversity has helped continually expand office space demand from tech users over the
past decade, even during the recession.
“San Diego continues to be a place where people, particularly young people, want to live; an important consideration
for locating a technology company,” says Jay Alexander, managing director at Jones Lang LaSalle, who is currently working
with the owners of San Diego Tech Center to plan and position their impending expansion of the prestigious San Diego
technology office property. “Additionally, we have creative office space opportunities suited to technology firms and a di-
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verse mix of influential technology companies.”
And according to Brett Ward, senior vice president and office
market specialist with Cassidy Turley, the pace of the San Diego
office market recovery is moving faster than expected, with
140,000 square feet of net absorption during the first quarter
of 2013. “This is good news for landlords with countywide vacancy continuing its downward slide, now
solidly below 15 percent, “ says Ward. “If the
current pace continues, San Diego is poised
to see another strong year for net absorption.”
According to Ward, class B product has
been the shining star of the San Diego office
market for the past two quarters. Vacancy for
Brett Ward
this segment of the market has dropped from
20 percent to 17 percent since Sept. 30, 2012.
“The class A market has finally stabilized and rental rates are
rising,” he says. “As a result, the flight to quality trend that
drove tenant activity for the past five plus years has shifted, with
companies now re-focusing their attention on well-located
class B buildings. Class B product was the segment holding
back the overall health of the office market and the one those
in the industry have been waiting to see turn.”
— From Globe.St.com
MOMENTUM
A tech nonprofit launched a business incubator,
EvoNexus, which opened its downtown branch
in 2012 and nearly a couple dozen teams have
spent rent-free months there. The proliferation
of networking meet-up groups and speaker
nights at co-working spaces reveals the niche’s
depth. San Diego Tech Week in July will feature
a handful of startups pitching their ideas.
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THEATER PREVIEW
‘Carnival’ Comes to Coronado
By Marianne Regan | Staff Writer
Every year, the county fair comes to San
Diego, but this year, the “Carnival” has
come to Coronado. Originally produced
on Broadway in 1961, with book by
Michael Stewart and music and lyrics by
Bob Merrill, the musical is based on the
1953 film “Lili” starring Leslie Caron.
The plot is simple — a young orphan girl
finds a home and romance with a traveling circus in the French countryside.
Coronado Playhouse is staging this ambitious project for its summer musical and
it is sure to delight young and old alike.
“Carnival” opened on June 28 and closes
on Sunday, Aug. 4.
Director Charles Peters assembled a cast
of 28 actors, ages 12 to 65, and promises a
visual treat. “We have acrobats, magicians
and side shows, a snake charmer, dancers
and roustabouts. The audience will be
immersed in a carnival atmosphere and
will feel like they are participants in the
play unfolding on stage,” he says. Peters’
enthusiasm is contagious and he admits
he has wanted to direct this show for a
long time. “It’s been a dream come true
for me.”
“I don’t consider this community’ theater,” says Peters. “This is theater pure
and simple. We have some impressive talent up there on stage. The only thing that
separates us from other theaters is the
budget.”
Coronado Playhouse board of director’s
President Barron Henzel agrees. “We
have a budget of about $5,000 per show
and we have to be smart about how we
use it,” he says. “For this show, we are
foregoing an orchestra in favor of prerecorded music. That way we can spend
more money in other areas.” That is not
to say they are using a standard sound
track. The entire score has been performed and recorded live by musical di-
rector Rick Shaffer, so that the actors are
actually working and practicing with
music customized just for them.
“Carnival” is not an easy choice for theaters. The show requires a cast of actors
with particular skills: acrobatics, magic,
gymnastics and puppetry and Coronado’s
cast is lucky to include performers with
these talents. Travis Ti Spackman is a
cirque performer for Aerial Revolution
Entertainment and hoped to recreate his
“aerial hoop” act for this show.
Travis and his partner, acrobat Cyril Bernis, perform flips, handstands, tumbling
and “partner acro” — a style of athletic
dance that combines classical technique
with precise acrobatic elements similar to
what is seen in Cirque du Soleil.
Marco the Magnificent (played with
equal parts of hubris and comedy by
David Guthrie) with his partner, the Incomparable Rosalie (a delicious Sarah
Laura Lothian as Lili
Carrot Top with Jacob Davis as Paul.
Horrible Henry
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T H E AT E R
Stair) perform some exciting magic acts that will leave people of
all ages scratching their heads in wonder.
Hand puppets also play a large role in “Carnival.” The ingénue
Lili, played by the adorable Laura Lothian, is befriended by
Carrot Top, Horrible Henry, Marguerite and Reynardo the Fox.
Actor Jacob Davis plays Paul Berthalet, the Carnival’s sad and
lonely puppeteer who, with the help of Carrot Top, falls in love
with Lili and is transformed. Joe Fitzpatrick, president of the
Marie Hitchcock Puppet Theater in Balboa Park, trained actors
Davis and Aaron Fennell ( Jacquot) to work the puppets and
make them come to life. In addition to creating the puppets
from scratch (Carrot Top cost $1,200 to build; Horrible Henry,
the walrus, used to be a reindeer!), Elizabeth Brunsman’s costumes feature muted tones of browns, oranges and burnt sienna.
“We are going for a realistic look, what a local carnival in a
French countryside would look like,” says Peters. “And since
most of the action takes place outside of the Big Top or the performance tent, we are actually seeing most of the characters as
they go about their daily lives, rehearsing for the show or packing up the show to move to another city.”
For this production, actor M.G. Perez, who plays Grobert, the
notorious souvenir peddler, arranged a partnership with the
Ronald McDonald House Charities. Cast and crew and people
from Ronald McDonald House walked in Coronado’s Fourth of
July Parade and manned a booth at the San Diego County Fair
to raise awareness for both the show and the charity.
Coronado Playhouse is the oldest, longest-running community
theater in San Diego County. Founded in 1946, the theater underwent several incarnations from local high school auditorium
to Quonset hut to a temporary pavilion, before emerging at its
present location in the Coronado Community Center. The current venue, overlooking the beautiful Glorietta Bay, opened in
2006 with state of the art equipment and a full service bar. The
theater is set cabaret-style and you are welcome to enjoy your
beverages during the show. There is ample and free parking running along the Community Center property.
“Carnival” performances run Thursdays through Saturdays at 8
p.m. and Sundays at 2 p.m. On selected dates, the Playhouse
partners with the Coronado Boathouse to offer “dinner and a
show” for $99 per person. For tickets, information and reservations, call (619) 435-4856 or check the website at www.coronadoplayhouse.com
Marianne Regan is a member of Actor's Equity and
SAG-AFTRA since 1981. She began a career in theater in 1976 at the Bucks County Playhouse in New
Hope, Pa., and moved to San Diego in 1985. She
has performed at the North Coast Repertory Theater, the Mission Playhouse and has taught and directed at the San Diego Junior Theater.
Reynardo the Fox.
David Guthrie as Marco the Magnificent and Sarah Stair, the Incomparable Rosalie. (Photo: Ti Spackman)
The grand finale.
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Cabo Heaven
T R AV E L
Gorgeous Settings and Fine Dining Await
By Greer Wylder
On a recent trip to Cabo, after only a 2
hour and 25-minute flight from Orange
County’s John Wayne Airport, via AirTrans
Airways non-stop flight, we were in Cabo
heaven: selected beaches, glass-bottom boat
rides, snorkeling excursions and deep-sea
fishing trips, and of course seeking the El
Arco de Cabo San Lucas, the famous rock
formation where the Sea of Cortez meets
the Pacific Ocean.
Not to mention dining on fresh seafood
from of the world’s premier fishing areas:
camarones en aguachile, fresh red snapper,
fried squid and lobster.
Now if you want to experience a breath-
taking oceanfront resort in Cabo, consider
the old world charm of the Sheraton Hacienda Del Mar Resort & Spa, encompassing 28 acres on the Sea of Cortez.
You’ll never have to leave the gorgeous
setting with cobblestone walkways, twisting
paths, courtyards and fountains, shops, as
well as five restaurants and five bars, four infinity and cascading swimming pools, and
the private Tortuga Beach where you can
enjoy volleyball, beach bonfires and dinners.
Carve out some “me” time, and reserve a
pampering service at the Cactus Spa, like its
unforgettable “on the beach massage” or a
calorie free chocolate body wrap.
Make sure to reserve a special night for
dinner at De Cortez Grill and Restaurant, a
romantic spot with waves crashing just steps
away, where you can enjoy chef Salvador
Campuzano’s famed crab cake cookies, lobster and mango bisque, fried cheese
dumplings dusted with a pumpkin seed
crust, and feast nf fresh seafood, fresh
shrimp, lobster or crawfish, as well as
mesquite grilled Angus beef specialties.
At the Sheraton Hacienda del Mar, golf
enthusiasts will be wowed by the nearby
Cabo del Sol that offers two renowned golf
courses — the Ocean Course and Desert
Course.
Sheraton Hacienda del Mar Resort & Spa. Main
building at sunset.
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T R AV E L
The Ocean Course, a Jack Nicklaus-designed 72-par course,
stretches for more than a mile along the coastline which Nicklaus
has said has “the three finest finishing holes in all of golf.”
And, the Desert Course, features 18 holes of stunning ocean
views, arroyo, and colorful landscapes designed by Tom Weiskop.
For planning a trip to Cabo and a stay at the Sheraton, you can
look into specials that include the all-inclusive package: With one
daily price you’ll enjoy breakfast, lunch, dinner and snacks at Tomates, Sirenas Bar, Sports Bar, Tequila Bar, Delfines Bar and the
de Cortez Restaurant; 24-hour in room dining, international and
domestic well-branded alcoholic beverages, juices and soft drinks
at selected bars; swm up pool bar and beach watered service; minibar with sodas, bottled water and beer; and health club access.
Sheraton Hacienda del Mar Golf & Spa Resorrt, Los Cabos is
at Corredor Turistico KM 10 Lote D Cabo Del Sol, 23410 Cabo
San Lucas, Baja California Sur, Mexico.
Toll free (888) 672-7137.
Deluxe Ocean view.
(Greer Wylder is president, editor and founder of Greer’s OC.
[email protected])
Hacienda Room.
Mexican Colonial design.
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