SD METRO July 2013

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 BobPage@sandiegometro.com Publisher Rebeca Page RebecaPage@sandiegometro.com Managing Editor Manny Cruz Manny@sandiegometro.com 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 is prohibited without prior written consent. All rights reserved. All editorial and advertising inquires can be made by calling or writing to the above. Editorial and ad deadline is the 24th of the month preceding the month of publicaion. Mail subscriptions of SD METRO are available for $50 a year for addresses within the United States. A PDF version of this issue is available at sandiegometro.com Additional information, including past articles, online-only content and the Daily Business Report can be found at sandiegometro.com. For reprints or plaques of articles published in SD METRO , please call Rebeca Page at 858-461-4484 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 the hearing impaired is 1-800-927-9275.

Read us online: sandiegometro.com

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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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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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. andrew.keats@voiceofsandiego.org.

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

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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. greer@greeroc.com)

Hacienda Room.

Mexican Colonial design.

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Presort Standard U.S. POSTAGE PAID PERMIT NO. 751 SAN DIEGO, CA

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