SCV Business Journal October 2021

Contact: Perry Smith Business Editor Phone: 661-287-5599

S A N TA C L A R I TA VA L L E Y

BUSINESS JOURNAL SPOTLIGHTS B4 A Message from the SCV

Email: psmith@signalscv.com Mail: 26330 Diamond Place Suite 100 Santa Clarita, CA 91350 SATURDAY, SEPTEMBER 25, 2021 · WWW.SIGNALSCV.COM · B1

HOW THE PANDEMIC CONTINUES TO SHAPE OUR WORKFORCE

Chamber B5 SCV Chamber Events/

Advocacy B8 SCV Econowatch NEWS & FEATURES B1 Pandemic shaping the

workforce B3 A momtreprenuer’s tale B6 Change and recovery B6 Entrepreneur, recent grad

creates digital marketing startup B8 How to recruit and retain

quality employees SCV BUSINESS VOICES B1 Henry Mayo Newhall

Hospital B3 SCV Economic

Development Corp.

B10 Audiology Associates FROM THE EXPERTS B2 Ken Keller: Start 2022 by

defining winning B2 Paul Raggio: Numbers,

numbers, numbers B10 Jeff Prang: Partnerships

with community colleges is pathway to county jobs

Cherie McGraham, owner of Smokehouse on Main, serves guests sitting in her restaurant’s outdoor dining area Monday afternoon. The pandemic has translated into especially long hours as entrepreneurs work to create ways to keep their businesses going. PHOTO BY BOBBY BLOCK / THE SIGNAL

BY EMILY ALVARENGA Signal Senior Staff Writer

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cross the Santa Clarita Valley, “now hiring” signs can be seen hanging from businesses, many depicting sign-on bonuses and higher than average starting wages.

It’s evidence of what’s been dubbed a nationwide “worker shortage,” as employers struggle to hire back many of the 22 million people laid off at the start of the pandemic.

The pandemic led to a mass exodus of workers from the labor force, many of whom have yet to return.

While there are still more than 8 million people jobless nationwide, 1.1 million in California, job openings are currently at an all-time high and layoffs by firms are now at 20+-year lows,

SCV BUSINESS VOICES

according to the September 2021 SCV Economic Outlook report.

And the labor shortage is only getting worse, according to an Alignable survey that found 66% of small business owners reported having a “very difficult” time finding the right employees to fill open roles, up 7% since August.

The sectors that suffered the most when it came to pandemic restrictions are reportedly in the worse shape, with restaurants at the top of the list with 85% reporting difficulties finding help, per the survey.

SCV BUSINESS OWNERS CONTINUE TO STRUGGLE Locally, SCV businesses in a variety of sectors are feeling the effects of the labor shortage, including The Great American Barbershop, whose manager Shannon

Amary says is understaffed.

For Amary, one of the biggest challenges has been contending with unemployment benefits, which she said has resulted in people wanted extreme amounts of money to come back to work.

The shop has been faced with a challenging year, closing and reopening multiple times due to pandemic restrictions, with employees changing almost as frequently.

“We’re looking to find help, then when we do find help, it’s not enough for them,” Amary added.

Additionally, many of the larger companies are offering hiring bonuses and benefits, making it much harder for a small independent to compete, Amary said.

See WORKFORCE, page B7

HOW TO EAT TO LOWER YOUR CHOLESTEROL PATRICK MOODY Henry Mayo Newhall Hospital

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e all need some cholesterol from what we eat to make our bodies work properly.

But finding a healthy balance is important.

Choosing heart-healthy foods can help lower bad cholesterol (which sticks to artery walls and can narrow or block them) and raise good cholesterol (which helps ferry bad cholesterol back to your liver, where it can be removed from your blood).

But which heart-healthy habits are best? The American Heart Association suggests keeping these seven habits in mind when choosing your meals: 1. Include lots of vegetables, fruits and whole grains.

They can increase cholesterol-lowering compounds in your diet.

2. Choose low-fat dairy options. Whole-fat dairy is high in cholesterol, so opt for low-fat or fat-free versions of your favorite dairy foods, like milk, yogurt and cheese.

3. If you eat poultry, remove the skin and extra fat before eating it. This cuts down on saturated fat, a main source of cholesterol in foods. You can keep meat moist by basting it with fruit juice or a marinade made from heart-healthy oils.

4. Bake or broil fish and seafood instead of frying it.

And choose fish high in omega-3 fatty acids, like salmon, which can raise your good cholesterol levels.

5. Choose healthier cooking oils. Go for vegetable oils instead of solid fats like butter, bacon grease, lard or coconut oil.

6. Add legumes (beans and peas) and unsalted nuts to your meals and snacks. Legumes contain soluble fiber, which helps your digestive tract avoid absorbing cholesterol. And in moderation, nuts are a source of healthy fats.

7. Pick water instead of sugar-sweetened drinks. Sugary drinks can lower good cholesterol and raise triglycerides, another type of fat in the blood.

SMALL CHANGES LEAD TO BIG RESULTS If that list seems like a lot to change at once, pick one habit at a time to work on. Then when you’ve got it down, move on to the next one. Along with other heart-healthy habits like staying active and watching your weight, healthy eating can help you make a real difference in your cholesterol numbers.

Patrick Moody is spokesman for Henry Mayo Newhall Memorial Hospital. More information is available at HenryMayo.com. 

B2 · SATURDAY, SEPTEMBER 25, 2021 · THE SIGNAL

START 2022 BY DEFINING WINNING KEN KELLER

SCVBJ Contributing Writer

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any companies have already started the planning cycle for the new year.

I’m recommending to my clients that they should include this statement in their business plans: “We define winning in 2022 as … (fill in the blank).”

What does that mean? Winning means having a single objective to achieve. One that is specific, measurable, action oriented, realistic and time bound. This should be a very public, unifying objective for the entire organization.

For perspective, in every sport, all the stakeholders know what having a winning season is. It’s winning the Super Bowl, or the World Series or the NBA championship. Either you win or you lose; there is no in between.

In my experience, having more than one public goal, is self-defeating. It creates confusion, diffusion of focus, misalignment, internal disagreements about priorities and fruitless talks about limited resources.

I wonder just how much further ahead companies would be if they massed resources and focused on just one single definition of winning each year?

The CEOs I work with wonder why employees are not more engaged and why they don’t act like owners.

Even in companies that have stock purchase plans, there are those who are disengaged, complacent or they would simply rather be working somewhere else. Or maybe not working at all.

In my experience, these companies are either missing a definition of winning; lack internal understanding about the goal and individual contributions are not clear or are missing altogether.

If you don’t already have people that are results-driven and focused to achieve goals, you must hire them.

Only when hiring managers are in place with a “results matter” mentality will there be significant change.

To win, every employee must know and understand, accept, and execute towards the expected results. It means knowing and doing what is needed to do every day to help the company achieve the objective.

There’s an adage about “Being part of the problem or being part of the solution.” There is no middle ground.

If you want to win, however you define it, three things need to take place.

First, quit valuing loyalty over results. Loyalty to a paycheck as opposed to enrolling and being counted on to help the organization win is very different. Having people on the payroll for five, 10 or 20 years is great, but not if these folks are part of the problem and not the solution. Dead weight is heavy.

Second, embrace change. “That is the way we’ve always done it” or “That’s always worked for us” are comments made by people afraid of change. As the

IF YOU DON’T ALREADY HAVE PEOPLE THAT ARE RESULTSDRIVEN AND FOCUSED TO ACHIEVE GOALS, YOU MUST HIRE THEM. ONLY WHEN HIRING MANAGERS ARE IN PLACE WITH A “RESULTS MATTER” MENTALITY WILL THERE BE SIGNIFICANT CHANGE.

How one defines winning is an important bellwether your employees should understand going into a new year. (MC) CEO, you should know better than anyone that change is constant. Do you want people embracing change or fighting it?

Third, address complacency. A company that doesn’t make forward progress, usually has a culture where managers fail to have candid discussions on performance with subordinates.

I get it, no one wants to be the “tough manager”,

and no one wants to be the bad guy. But failure to have those conversations can negatively impact the company for decades.

Don’t you owe it to those that work for you to know exactly what is expected of them? Start by defining winning. You’ll have a better 2022 if you do. 

NUMBERS, NUMBERS, NUMBERS!

BY PAUL RAGGIO Co-owner, One True North

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or most businesses, it’s that time of year— leadership reviewing, reflecting, adjusting and evaluating business activities that impact the organization’s financial status.

For many, this may be the most stressful time of year, digging deep into the company’s numbers. Did we make or exceed the goal? If not, what’s the impact on the business going forward. How do we increase revenue, improve our profit margin, shrink costs? What strategies will we implement that positively impact our financial status? Vexing questions about following year salaries, bonuses, incentive compensation, new personnel hires all surface and require thoughtful consideration and decisions.

Budgeting is a crucial discipline to any size business, yet Lisa and I see so many small and even some medium-sized businesses avoiding this essential planning process. The burden ends up in the bookkeeper or accountant’s lap who is never involved in developing the organization’s annual plan, goals, and strategies. Lacking this, a business will never achieve the sustainability and growth it otherwise could. Business owners don’t have to be accountants to know their numbers, but they should know basic budgeting, financial forecasting, variance, and trend analysis. These skills quickly learned are necessary to build an organizational foundation of knowledge about the business.

Strategic thinking and execution planning is another discipline that creates exponential growth. The discipline has five specific focus areas: strategy, business development, people, execution and mission. Knowing your numbers falls under the execution discipline. Like any other plan, a budget is how you see your business’s money operating over a year. Revenue, cost of goods sold, gross profit, fixed and variable costs, net profit are estimated by month based on history and projected future inputs and outputs. It considers your business cycles and strategies developed to achieve SMARTER goals, specific, measurable, attainable, results-oriented, encouraging, and rewarding. In total, these goals make up your annual business plan, and your budget is what resources it. It’s not magic, and it’s a very deliberate, integrative process that requires at a minimum monthly review of how cash is working in your business.

However, we encourage you to go one more step, and that’s to develop an out-year forecast. The budget is for the year your executing; the forecast is for the year to come. This forecast significantly enhances the strategic thinking and execution planning process.

Every business should be looking out beyond one year if you genuinely have an ongoing business and not a hobby. If so, think eighteen months out every time you review your financial plan. Ask yourself how what I do today will impact my financial status eighteen and even twenty-four months from now. You can’t do that unless you develop a meaningful forecast that covers those additional months. So, in this last quarter, we recommend you finalize your 2022 operating budget and create a 2023 financial forecast. Doing this only makes sense.

Many of the goals you pursue today mature and have the most impact on your financial status well beyond the budget year.

Now that you have a budget and financial forecast,

STRATEGIC THINKING AND EXECUTION PLANNING IS ANOTHER DISCIPLINE THAT CREATES EXPONENTIAL GROWTH. THE DISCIPLINE HAS FIVE SPECIFIC FOCUS AREAS: STRATEGY, BUSINESS DEVELOPMENT, PEOPLE, EXECUTION AND MISSION.

Approaching the end of the calendar year can be a stressful time for any business when comes time to look at the bottom line, but it’s also an opportunity to answer crucial questions. (MC) further, develop the process by instituting monthly reviews comparing actual financial performance against budgeted and forecasted performance. Assess your strategies’ impact and the achievement of the goals outlined in your annual plan by determining the positive and negative variances between planned and actual outcomes.

The more you and your leadership team understand the trends, ebbs, and flows of cash into and out of your business, the greater the fidelity in your decision-making.

And frankly, any decision you make regarding activities related to your business, whether employee compensation, marketing pursuits, facility expansion, and the like, should never be entertained without determining the

impact on your budget and financial forecast.

Numbers, numbers, numbers! Don’t be intimidated by them. Understand your numbers and control them.

Make budgeting and financial forecasting an essential process in your execution discipline. Integrate your business plan with your financial plan. Create a culture where you share your numbers with the organization and hold your team accountable for achieving productivity goals. Taking these steps enhances your decisionmaking process and contributes to the sustainability and growth of your business. This is how you lead, think, plan, and act. Now let’s get after it! 

B3 · SATURDAY, SEPTEMBER 25, 2021 · THE SIGNAL

SCV BUSINESS VOICES

SCVEDC’s ECONOMIC OUTLOOK A HUGE SUCCESS HOLLY SCHROEDER President & CEO of SCVEDC

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he economic shutdown due to the COVID-19 pandemic coincided almost perfectly with the Santa Clarita Valley Economic Development Corporation’s previously scheduled, and ultimately canceled, Economic Outlook on March 12, 2020. With rapidly changing mandates and an uncertain economic climate, we transitioned to hosting a September 2020 virtual event, with an additional virtual update in March of this year. Last Friday marked the highly anticipated return of the SCVEDC’s Outlook to a hybrid in-person and virtual event, hosted at the Santa Clarita Performing Arts Center at College of the Canyons.

The event kicked off with a panel discussion with prominent business leaders Lance Williams (Williams Homes), Jan Swartz (Princess Cruises) and Christian Harris (Sunkist Growers), with Todd Stevens (Black Knight Energy) moderating the conversation. We heard them discuss technology, hiring, culture, vaccines, supply chains and a host of other business topics. Following the panel was economist Dr. Mark Schniepp of California Economic Forecast, who has been keeping a close eye on the rapidly evolving economic impacts of the shutdown on a national, state and local level.

Schniepp explained how California’s economy was one of those hit the hardest by the pandemic because of more severe and prolonged interventions but is currently forecast to outpace the U.S. by next year.

Nonetheless, our labor market fallout has been improving, with a lower rate of unemployment (10.2%) than surrounding areas and the recovery of 10,000 jobs since March 2020. The employment deficit of 8,300 jobs and lingering labor fallout is largely limited to a few sectors which will recover in the next year. Employment in construction, STEM fields, health care and leisure & hospitality are recovering strongly, while the manufacturing sector is still lagging.

New construction of both commercial and residential properties has carried on throughout the last 18 months.

Schniepp stated job restoration in the SCV should occur between now and mid-2023, and will absorb most of the vacant/available space.

He predicts that Santa Clarita’s job creation will have a big year in 2022. Along with increased availability of homes, this should lead to a substantial population gain compared to the last two years. This will generate even greater retail sales, which have already recovered dramatically this year due to more consumer spending.

For more information about the Santa Clarita Valley economy, visit SCVEDC’s Data and Information Center online at SCV. 

A MOMTRENPRENEUR’S TALE

BY EMILY ALVARENGA Signal Senior Staff Writer

I

t was about seven years ago that Terra DiSpirito realized the need to raise funds to help the animals get medical treatment or find permanent homes when she began volunteering at the Castaic Animal Care Center.

The Santa Clarita resident has been a hairstylist for more than 25 years and an animal lover for even longer.

“I wanted to start something so I can either donate to their medical care, donate to their adoption fees or donate to the rescue that saves them,” DiSpirito said.

So DiSpirito got the idea to combine her two passions — her career as a hairdresser and hobby as a shelter volunteer — to create Fig and Star beauty products, which she named after her own adopted shelter pups.

DiSpirito started developing the company concept in 2019, after the idea to create a more natural, sulfate-free, made-in-the-USA haircare line came to her at a trade show in Las Vegas.

Fig and Star then went live in March 2020, just as the pandemic hit.

“We launched literally the first week of COVID, so I was terrified,” she said. “I thought I (would have been able to) get out there and do boutiques and trade shows, but the whole first year of my company I just had to do everything online.”

However, with most turning to online shopping during the pandemic, DiSpirito was still able to gain some traction and expand the company, which now has more than two dozen products, for hair, skin, body and even pets.

“We donate most of our profit back to the shelter animals,” DiSpirito said, adding that partial proceeds from sales are donated to rescues and utilized to pay “pull” fees at shelters, which rescues have to pay for each animal they rescue. “Mine and my husband’s goal is to open an animal rescue with this.”

Now, DiSpirito finds herself juggling her full-time job as a hairstylist, volunteer work at the Castaic Animal Care Center as she manages the center’s social media, and business owner duties at Fig and Star, all on top of her full-time mom duties to two kids and her animals — five dogs, a turtle and three hamsters.

“It’s really challenging,” she said, “(but) I just really schedule myself. Every day, I write a list of what I need to accomplish for the day.”

DiSpirito also takes inspiration from her mom, who was a single mother working two jobs.

“I really admired her … and I just saw the passion my mom had and how hard she worked, so anytime I get down on myself, (I think of her), and say, ‘I can do this,’” DiSpirito added.

It’s this passion and dedication that is recognized by DiSpirito’s family, who are cheering her on.

“I can’t speak enough about how hard she has worked to get this company going, especially since she launched it in the middle of the pandemic,” said DiSpirito’s husband, Jason Hill. “I’m continuously amazed at how she balances a full-time hairstylist, a dedicated shelter volunteer, entrepreneur and amazing mom to our two boys.”

To date, Fig and Star has donated more than $2,500

Terra DiSpirito got the idea to combine her two passions — her career as a hairdresser and hobby as a shelter volunteer — to create Fig and Star beauty products, which she named after her own adopted shelter pup.

COURTESY PHOTO

to help save animals and is proud to be a Santa Clarita-based company working to help the local shelter community.

“I’m really trying to kind of represent the Santa Clarita community,” DiSpirito said, adding that she hopes to

also inspire other local residents to do the same. “I want people to know that you can start (a successful company) from anywhere, it doesn’t just have to be L.A.” For more information, visit figandstar.com or visit their Instagram @figandstarbeauty. 

2021 DIRECTORS

B4 · SATURDAY, SEPTEMBER 25, 2021 · THE SIGNAL

DR. CHRISTIAN RAIGOSA TO SERVE AS 2022 BOARD CHAIR Longtime local community leader Dr. Christian Raigosa, Assistant Area Medical Director and Physician Marketing Leader with Kaiser Permanente, will serve as the SCV Chamber’s Chair of the Board in our 99th year.

A leader in the SCV business community, Dr. Raigosa has been an active public policy advocate and community volunteer for several years.

CHAIR OF THE BOARD JOHN VANCE

Vance Wealth

EXECUTIVE COMMITTEE HUNT BRALY

Poole, Shaffery & Koegle, LLP

MARISOL ESPINOZA

Southern California Gas Company

KEVIN HOLMES

Martini Akpovi Partners, LLP

TROY HOOPER

Kiwi Hospitality Partners

DR. CHRIS RAIGOSA

Kaiser Permanente

CHRIS SCHRAGE

LBW Insurance Financial Services

NANCY STARCZYK

Realty Executives

BOARD OF DIRECTORS KAREN BRYDEN

SCV Locations

ANDREA CARPENTER

Logix

STEVE COLE

SCV Water Agency

JASON CRAWFORD

City of Santa Clarita

ANDREA DE LA CERDA

Scorpion

MATT DIERCKMAN

Colliers International

MARAL MATOSSIAN

Westfield Valencia Town Center

PATRICK MOODY

Henry Mayo Newhall Hospital

DR. IZU OKPARA

Omni Wound Physicians

DAN REVETTO AT&T BECKI ROBB Princess Cruises HENRY RODRIGUEZ

State Farm Insurance

SANDY SANCHEZ FivePoint LINDSAY SCHLICK

SchlickArt Video & Photography

ROCHELLE SILSBEE

Southern California Edison

G. JESSE SMITH

California Institute of the Arts

DR. DIANNE VAN HOOK

College of the Canyons

DENNIS VERNER Burrtec KARINA WINKLER

Holiday Inn Express

BUSINESS COUNCILS Government Affairs The Government Affairs council meets to discuss policy decisions on a local, county, state and federal level. As a member, you are encouraged to attend a meeting and have your voice heard throughout the SCV and take a stance on pertinent issues relative to the business community or your industry in particular.

Dr. Christian Raigosa is the Assistant Area Medical Director and Physician Marketing Leader for the Kaiser Permanente Panorama City Medical Center. In these roles, he partners with members of the Sales and Account Management team to provide a clinical perspective on how to drive better health outcomes for employees.

“I am honored to serve as the 2022 Chair of the SCV Chamber Board of Directors and look forward to continuing the momentum of my predecessors who have helped to transform and strengthen our chamber. The SCV Chamber is the ‘Voice of Business’ in the Santa Clarita Valley and we’re excited to continue expansion of the chambers benefits, advocacy work and business education and connections.” - Dr. Chris Raigosa 2022 Chair Elect Dr. Raigosa earned his medical degree from the University of California, Los Angeles, School of Medicine. He also has a BA in physiological science from UCLA. He completed his internship and residency training at the Santa Monica UCLA Family Medicine Residency. Dr. Raigosa currently maintains an active community presence by supporting local businesses and non-profit organizations through philanthropic work. Dr. Raigosa is a Southern California native and grew up in the San Gabriel Valley. He stays in shape by his continued involvement in endurance events, such as marathons and triathlons.

“I am pleased to pass the gavel over to Dr. Raigosa to serve as Chair of the Board next year. This past year, the Chamber has seen tremendous growth and Dr. Raigosa is the perfect fit to lead the Chamber to the next level. I look forward to being a part of the success he will bring.” — John Vance, 2021 Chair “Dr. Chris Raigosa has been an instrumental part of the Chamber’s leadership and success over the last several years. Dr. Raigosa has shown through his business accomplishments, community activism, and political advocacy work that he is ready and able to continue to move the Chamber forward.” Ivan Volschenk, President/CEO. Dr. Raigosa will become Chair of the Board effective Jan. 1, 2022 and will be ceremonially installed at the Chamber’s 99th Annual Awards and Installation Dinner. Event details will be announced in the coming weeks and will be found on our website,

CELEBRATIONS

Industry & Technology The Industry and Technology council works to improve and enhance a strong business climate for Santa Clarita Valley based industry, manufacturing, processing and technology companies through pro-business advocacy to develop balanced laws, effective regulations and sound public policies to stimulate economic growth and create new jobs while safeguarding environmental resources.

Small Business Small Businesses are at the core of our Chamber’s membership and are the backbone of our economy. The Chamber offers a variety of educational and networking programming to help your small business thrive. The council focuses on three main objectives: Advises the SCV Chamber on small business related issues, programming and networking opportunities; Supports the Chambe’s “Retail Walks” with elected officials; and helps promote the nationwide “Small Business Saturday” program which highlights small businesses on the Saturday after Thanksgiving.

Santa Clarita Grocery Outlet celebrated its grand opening.

Non-Profit The SCV has a strong philanthropic community with more than 100 locally-based non-profit organizations that help our community thrive. Our non-profits are a key reason why Santa Clarita is a great community and always looking towards a better future. The council provides business resources for our local non-profit leaders to help them connect, grow and learn about valuable information so they can successfully meet their organizations mission and goals.

Latino Business Alliance Our LBA council works to promote Latino-owned business as well as relevant issues facing our Latino business community. In addition the LBA helps to educate businesses on how to enhance a company’s business efforts with Latino customers and other Latino-owned businesses.

NextSCV NextSCV is our next generation of leaders and the group aims to develop the next leaders of the Santa Clarita Valley through personal and professional development, civic engagement, and network building opportunities that ultimately stimulate local businesses and support the mission of the SCV Chamber.

Business leaders and elected officials kicked off Hispanic Heritage Month at the Holiday Inn Express.

To find out more about the Chamber, the benefits of membership, its business councils and all its resources please email hello@scvchamber.com or visit

SCVChamber.com

THE SIGNAL · SATURDAY, SEPTEMBER 25, 2021 · B5

ADVOCACY NEWS As the largest business membership organization in the santa clarita valley, the scv chamber of commerce is the voice of business. the chamber actively advocates on behalf of our business community on important local, regional and statewide issues that have direct impacts on our local businesses.”

OUR ADVOCACY HAS NEVER BEEN MORE IMPORTANT. JOIN THE CHAMBER TODAY TO STRENGTHEN THE VOICE OF BUSINESS IN THE SANTA CLARITA VALLEY

CHAMBER SUPPORTS BI-PARTISAN $1.2 TRILLION INFRASTRUCTURE PACKAGE, PENDING AMENDMENTS Our Board of Directors voted to support if amended with certain provisions.

The Package makes transformational and historic investments in clean transportation infrastructure, clean water infrastructure, universal broadband infrastructure, clean power infrastructure, remediation of legacy pollution, and resilience to the changing climate.

The Bipartisan Infrastructure Framework will: Improve healthy, sustainable transportation options for millions of Americans by modernizing and expanding transit and rail networks across the country, while reducing greenhouse gas emissions.

The Package is the largest federal investment in public transit in history and is the largest federal investment in passenger rail since the creation of Amtrak.

Repair and rebuild roads and bridges with a focus on climate change mitigation, resilience, equity, and safety for all users, including cyclists and pedestrians. The Bipartisan Infrastructure Package is the single largest dedicated bridge investment since the construction of the interstate highway system.

Build a national network of electric vehicle (EV) chargers along highways and in rural and disadvantaged communities.

Electrify thousands of school and transit buses across the country to reduce harmful emissions and drive domestic manufacturing of zero emission vehicles and components.

Eliminate the nation’s lead service lines and pipes, delivering clean drinking water to up to ten million American families and more than 400,000 schools and childcare facilities that currently don’t have it, including in Tribal nations and disadvantaged communities. The Package is the largest investment in clean drinking water and wastewater infrastructure in American history.

Connect Americans to reliable high-speed internet. It will also work to drive down prices for internet service and close the digital divide.

Upgrade power infrastructure, including by building thousands of miles of new, resilient transmission lines to facilitate the expansion of renewable energy, including through a new Grid Authority. The

Package is the single largest investment in clean energy transmission in American history.

Create a first of its kind Infrastructure Financing Authority that will leverage billions of dollars into clean transportation and clean energy.

Make the largest investment in addressing legacy pollution in American history, a cleanup effort that will create good-paying union jobs and advance environmental justice.

Prepare more of current infrastructure for the impacts of climate change, cyber-attacks, and extreme weather events. The Package is the largest investment in the resilience of physical and natural systems in American history.

The SCV Chamber has proposed to the following amendments to be taken into consideration in order for full support: n Additional Surface Transportation Block Grant funding for California’s Highway Bridge Program. n Include the House’s Invest in America Act (House IIAA) $30 billion passenger rail funding under

PRIME program. n Increased funding under the National Highway Freight Program and remove the 10 percent cap on non-highway investment. n Funding for active transportation projects in California, which fact a $2 billion backlog of projects despite California budget funding. n Support ZEV charging infrastructure funding equaling $2.5 billion. n Include competitive grant programs focused on removing barriers in underserved communities. n Support the House IIAA’s overall $108.6 billion funding levels. n Increase funding for the tribal transportation program. n The proposed BizFed amendments also include that VMT shall be carefully and continually studied and not to provide any policy or language furthering any implementation of VMT. Our Government Affairs Council meets every second Tuesday of the month from 10:30 a.m. to noon. It is open to all members. If you are interested in joining, please email hello@scvchamber.com.

HISPANIC HERITAGE MONTH Every year from Sept. 15 to Oct. 15, we celebrate National Hispanic Heritage Month by appreciating the community’s history, heritage and contributions of the Latino community.

Hispanic Americans have been integral to the prosperity of the U.S. and the Santa Clarita Valley. Their contributions to the nation are immeasurable, and they embody the best of American values. The Hispanic-American community has left an indelible mark on the U.S. culture and economy.

Our Latino Business Alliance kicked off the celebrations on Wednesday, Sept. 15 by acknowledging the rich Hispanic heritage and diverse businesses that help make Santa Clarita Valley the great place it is.

Photography by SchlickArt Photography and Video.

Assemblywoman Suzette Valladares presents Telco Brewery with Business of the Year award.

Liz Seelman presents Mayor Bill Miranda with Community Leader of the Year award.

Karina Winkler receives the Assembly District Hispanic Leader Award from Assemblywoman Suzette Valladares.

Last year’s Business of the Year winner, Lief Labs, is presented their certificate by Karina Winkler.

B6 · SATURDAY, SEPTEMBER 25, 2021 · THE SIGNAL

CHANGE AND RECOVERY

BY KEV KURDOGHLIAN Signal Staff Writer

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hree local business leaders discussed the ways their organizations survived the COVID-19 pandemic during a panel discussion organized by the Santa Clarita Valley Economic Development Corporation as part of its semi-annual Economic Outlook event held Friday morning at the Santa Clarita Performing Arts Center at College of the Canyons.

On the panel, Princess Cruises President Jan Swartz, Williams Homes CEO Lance Williams and Sunkist Growers COO Christian Harris talked hiring, culture, vaccines, supply chains and a host of other business topics.

PRINCESS CRUISES Jan Swartz said after considerably reducing the size of her team at the cruise lines’ global headquarters in Santa Clarita, she’s excited to be hiring.

A hybrid model will be the likely path forward for her company since working from home has been a positive experience for many in many ways, Swartz said.

“What we’re seeing in our survey results is an appetite to when things return to a little bit more to normal to have that place to come together for a number of days a week, but perhaps not back to five days pers week.”

Swartz said that in this new environment, her team is making an extra effort to strengthen their corporate culture.

“In the past would have come to the office and had coffee with a thousand people, but today we have to initiate those relationships in new and different ways,” she said.

A key lesson from the past 18 months, Swartz said, is that “this is an ultra-endurance marathon of sorts.”

“It’s how we build our personal resilience, maintain our physical and mental health as we press forward, but also encourage one another to see the opportunity within all of the challenge,” she said.

WILLIAMS HOMES Lance Williams said everybody stopped buying homes when the pandemic hit. Then it went in the opposite direction.

“Ninety days later, everybody started coming back, interest rates went lower than they already were, and everybody was at home and they wanted a bigger house,” he said, noting that the home became the office, school, gym and more for families during the pandemic.

Williams said his company, headquartered in Santa Clarita, has been in some ways “immune” to the pandemic despite the skilled labor and materials shortages.

“We turned buyers away because we don’t have a lot of inventory to sell, which is a brand-new experience for us,” he said.

Affordability has become the biggest challenge for Williams Homes, Williams said.

“We want to build entry level and move up housing.

Mark Schniepp, Ph.D, director of the California Economic Forecast, speaks during the 2021 Economic Outlook event held at the Santa Clarita Performing Arts Center at College of the Canyons. PHOTO BY DAN WATSON / THE SIGNAL It’s very difficult to a build entry level new home in Southern California, particularly Santa Clarita,” he said, looking to Swartz and Harris. “So, you guys are hiring folks, it’s not easy for them to afford to buy.”

Williams said suburban housing is what’s hot, with Santa Clarita being one of the hottest housing markets.

And because of the experience of the pandemic, he said, “there’s a little more freedom to balance your life a little bit and maybe live where you want to live instead of where your boss tells you, you need to live.”

SUNKIST When the pandemic started, Christian Harris had to figure out how to safely run 30 pack houses.

“We knew we had to get food going,” he said. “Our customers make made clear that people wanted to ear and they particularly wanted to ear fresh food and fresh produce.”

The food grower was challenged changing food buying patterns and getting the supply chain going again.

“We really are struggling to find people to move here,” he said of labor. “They take a look at our house prices and they say ‘I don’t know how I can make this work.’”

Harris said he’s found it hard to have as much collaboration on screen, though technology has created other opportunities for the fruit company.

“We’re trying to get technologies to move faster for us a little bit, so we can be safer, longer term in the facilities,” he said, noting artificial intelligence to support fruit packing.

Harris said the pandemic provided an opportunity to reassess processes and ask “do we need to do that?”

“And start thinking about work-life balance a little bit more,” he added. “Start being kind to each other a little bit more. Start really paying attention to how someone’s day is going, not what you need to get out of them that day.” 

ENTREPRENEUR, RECENT GRAD CREATES DIGITAL MARKETING STARTUP

BY EMILY ALVARENGA Signal Senior Staff Writer

J

ordan Calderon, founder of StratDev Digital Marketing and 2021 University of California, Santa Barbara, graduate, started his first company in high school as more of a passion project, creating a platform where you could buy and sell digital currencies online.

Until he got a cease-and-desist letter.

The Stevenson Ranch resident has always been the entrepreneurial go-getter and high-risk taker.

Within a couple of months of starting college, Calderon had begun an e-commerce company that sold men’s accessories.

SHIRT BUSINESS “I had no idea what I was really doing.

That was my first time building out like an e-commerce store,” he said. “That one went down in burning flames, but I learned a lot of lessons along the way.”

Days later, Calderon again tried his luck, creating another e-commerce company that sold wholesale-designed shirts.

Calderon found a similar company at a school in the Midwest and reached out, and though he had never met the three college-aged kids running that company in person, they decided to merge companies under Calderon’s — a business move that ultimately allowed the company to scale up quickly, as they built a strong customer base in the Midwest.

“I started out with like 500 bucks in the bank and turned that into a national company,” Calderon said, adding that at the height, there were more than 50 schools and 300 ambassadors involved.

MARKETING At the end of 2019, Calderon decided to create StratDev, wanting to emulate what he’d done for his own company for others, adding, “I realized that I had this

Founder Jordan Claderon, left, and Project Manager Matt Scarpa of StratDev Digital Marketing display their MARsum Top 100 marketing award. PHOTO BY DAN WATSON / THE SIGNAL glorified case study of my own company in my hands.”

Calderon began to grow StratDev quickly — until the pandemic hit and most of his clients took a step back.

But as soon as companies began to realize the value of digital marketing in the midst of the pandemic, Calderon was

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again able to prosper, scaling the company tenfold from March 2020 to present day, and has since built a team of eight others.

MARSUM AWARD Now just 22 years old, Calderon has spoken at TedX conferences, won marketing awards, such as the MARsum Top 100 marketers award in Las Vegas in June, all while just graduating from UCSB. Calderon has also learned how to use his age to his benefit — though not a true millennial, he branded himself as the millennial marketer, who could bring in a fresh approach.

Whether working with a larger company or a smaller startup that’s working to scale up, Calderon has been able to provide specialized marketing tactics.

Calderon also brought on his friend, 20-year-old Matt Scarpa, as project manager, who, much like Calderon, has had a fast track through his early years,

graduating high school at 15, then college at 19.

“He’s always been somebody that I looked up to in a lot of ways, particularly his entrepreneurial spirit,” Scarpa said of Calderon, adding that getting the call to come on board StratDev was a gamechanger for him.

“Marketing, especially as an agency, you get to touch all different types of businesses,” Scarpa added. “You get to help all different types of businesses grow, and you get to learn a little bit about everything, dip your toes in everything, and I like that. … (And) it’s very rewarding to see people actually succeed as a direct result of the work that we do.”

Calderon believes young, driven individuals shouldn’t limit themselves to the entry-level jobs available at any given time, as they can also take a stab at building their own company, using digital mediums as a driving force.

For more information, visit stratdevdigital marketing.com. 

B7 · SATURDAY, SEPTEMBER 25, 2021 · THE SIGNAL

WORKFORCE

Monthly Labor Force Data for Cities and Census Designated Places (CDP)

Continued from page B1

“They have a lot more to offer, but even they are having problems finding people,” Amary added.

When unemployment benefits ended earlier this month, Amary hoped to see more applications, but the shop has not had such luck yet.

“Thankfully, the staff I do have is super close and dedicated to keeping the business open,” Amary added. “We’re trying to do best we can to keep customers happy … but it’s hard. People are starting to get burned out.”

With wait times already longer at the shop, Amary said the shop may also need to cut down its open hours.

“Everyone is in the same boat — it’s everywhere I talk to,” Amary said of the hiring challenges. “I hope it gets better for everybody.”

Cherie McGraham, owner of Smokehouse on Main, has been left with no choice but to fill the gaps in employment herself, working long hours and filling whatever role necessary, including as a cook.

“I work from 10 in the morning, until 11 (or) 11:30 at night, nonstop, and I am exhausted,” McGraham said. “I mean, I’ve always worked. … I love being there with the people, and I swear I get the support that I do (from customers) because they see me in the trenches.”

Her staff is overwhelmed, overworked and tired — and so is she — but she said she isn’t giving up, adding, “Whatever it takes, I’m not going anywhere if I can help it.”

Similar to The Great American Barbershop, McGraham is feeling the effects of the sign-on bonuses, which are also poaching her employees.

“It’s awful, and the worst part is the few that I was able to get left to go to school so I’m down even further again,” McGraham added.

Just last week, The Backyard Grub n’ Brews had to close over the weekend due to a kitchen staff shortage, putting out a call on social media for immediate openings for every position.

After 16 months of halted operations for cruise ships, Santa Clarita-based Princess Cruises was finally able to resume operations in July, and the company has since been hiring to fill hundreds of open positions.

“By and large, we are progressing well with our recruitment efforts, (as) there is still much excitement in the cruise industry about the return to service,” said Brian O’Connor, the cruise line’s vice president of communications.

However, like many other industries, Princess has found it challenging to recruit in certain skilled areas, particularly in the IT, digital marketing and finance departments, according to O’Connor.

Local unemployment rates projected to stabilize “It’s unfortunate to see the large number of unfilled jobs throughout not just the Santa Clarita Valley, but the entire country,” said Ivan Volschenk, president and CEO of the SCV Chamber of Commerce. “There are numerous factors that have resulted in workers staying out of the job market: too-generous government benefits, lack of child care, fear of the virus, just to name a few.”

The chamber has been monitoring its businesses, many of which have unfilled positions, and continues to advise them — and their customers — to follow public health guidelines to ensure they can remain open and operate safely.

“We continue to advocate with local, county, state and federal agencies to institute reasonable unchanging guidance to ensure businesses can focus on their recovery as opposed to implemented and following the constant changes,” Volschenk added. “Thankfully, our businesses have plenty of resources to hire locally including Live Work SCV. Employers should utilize our local opportunities and find quality employees for their businesses.”

In Los Angeles County, the seasonally adjusted unemployment rate decreased over the month to 10.1% in August from

Unemployment Number Rate 300 8.20%

Area Name Acton CDP

Labor Force 3,400

Employment 3,200

Burbank city

58,300

52,000

6,300

10.80%

Glendale city

102,600

92,100

10,500

10.20%

Lancaster city

64,900

56,500

8,400

12.90%

Long Beach city Los Angeles city

235,600 2,049,500

211,500 1,851,000

24,100 198,600

10.20% 9.70%

Los Angeles County

5,023,800

4,538,300

485,400

9.70%

Palmdale city

64,200

56,100

8,100

12.60%

Santa Clarita city

112,600

102,900

9,600

8.50%

Val Verde CDP

1,500

1,300

200

12.30%

Top: BevMo! in The Plaza at Golden Valley. Right: The Habit. PHOTOS BY DAN WATSON / THE SIGNAL 10.4% in July, which is below the rate of 17.2% a year ago, according to the latest report from the state Employment Development Department.

However, the unemployment rate represents people who want to work but are not, which does not accurately represent the true extent of things, as those who do not want to work aren’t counted as unemployed.

While there are a number of factors keeping workers from returning, the SCV Economic Outlook report predicts a surge in employment growth as the COVID-19 cases decrease and consequently quelling fears, unemployment benefits cease and schools reopen, allowing more flexibility for parents in need of child care.

“Those three issues have been the obstacles, and as those issues are resolved, we’re hoping that that means more people can come back to the workforce,” said Holly Schroeder, president and CEO of the SCV Economic Development Corp.

“All jobs lost during the pandemic will be recovered by the second half of 2022,” the outlook report predicts, “and the labor market will return to full employment.”

However, employers will still have difficulty filling jobs because of the seismic shift of retiring baby boomers and the desire of many workers to change careers post-pandemic, the report continued. 

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B8 · SATURDAY, SEPTEMBER 25, 2021 · THE SIGNAL

HOW TO RECRUIT AND RETAIN QUALITY EMPLOYEES

G

reat employees are the backbone of successful businesses. Savvy business owners recognize the important role workers play in helping a business meet its goals, and recruiting and retaining such employees is a high priority for the world’s most successful firms.

According to the recruitment resource Betterteam, 68% of human resources professionals report problems filling positions — an increase of 50% since 2013.

Forbes magazine puts the potential cost of a single bad hire between $25,000 and $50,000. New employees are investments and due diligence should be used to find the right ones. Recruiting top talent may require thinking creatively, and it almost always requires significant effort on the part of the business doing the hiring.

WRITE A WELL-CRAFTED JOB AD The job advertisement is the first thing job-seekers will see and it will be the initial tool to help whittle down the applicant pool. Use clear job titles that explain the job and be concise; avoid buzzwords like “wizard,” “rock star” or “ninja.”

Candidates tend to skim job descriptions, so avoid wordy phrasing and confusing job roles. Break down responsibilities into job duties, and be sure to mention specific make-or-break skills applicants will need to have. While you still may get some unqualified individuals to apply, you may weed out others with specifics of the job.

Job fairs are one way to build a local connection with potential employees.

ESTABLISH A LIST OF TRAITS YOU WANT NEW EMPLOYEES TO POSSESS An applicant’s skills, education and experience are important. However, this should not be the only factor to consider when mulling a potential hire. Seek employees who have the potential for growth and can get along with colleagues and existing and new clients.

Use various job boards to advertise Many popular job boards, such as Indeed, Monster, LinkedIn, and Glassdoor, offer free advertising for job posters. They are good places to start because they generate lots of traffic. Social media also can work much in

the same way as free job boards, according to Workable, a recruitment software company. If you don’t find success with free job boards, you may need to go elsewhere.

ATTEND JOB FAIRS AND UTILIZE INTERNS Building a community connection through local job fairs, networking with alumni organizations, and relationships with universities, trade schools and colleges can provide constant resources for new talent. Plus, applicants may feel more comfortable working for a company that has outreach in the local area.

FOLLOW UP ON REFERENCES It may take time, but it’s important that references are contacted and previous employment is confirmed. Due diligence with a candidate’s references ensures companies get a bigger picture of potential hires, according to Indeed. Ask questions like “What is it like to work with the candidate?” or “What are their biggest strengths and weaknesses?”

Finding quality talent is an important task that’s vital to the success of businesses big and small. (MC) 

Economic Development Corporation 26455 Rockwell Canyon Road | UCEN 263 | Santa Clarita, CA 91355 | (661) 288-4400 | www.scvedc.org

Econo Watch Santa Clarita Valley Q2 2021 Q1 2021 Q1 2021 Sq Ft Commercial Vacancy Rates Office Space 16.71% 14.46% 2,795,259 Industrial Space 4.90% 5.60% 25,234,329 Total Marked Sq. Ft. Vacancy%age: 28,029,587 Office Space - as a % of Vacancy 9.97% 10.05% Industrial Space - as a % of Vacancy 90.03% 89.95

Building Permits

New Commercial/Industrial Building Permits Commercial Tenent Improvements/Alterations

Local Company Stock Prices Bank of Santa Clarita (BSCA) California Resources Corp (CRC) Carnival Corp. (CCL) FivePoint (FPH) Mission Valley Bank (MVLY) Six Flags * (SIX) Woodward (WWD)

N/A N/A

Jul ’21 Jun ’21

Jul ’20

0 27

8 40

3 53

OPENING A NEW BUSINESS?

13.98 28.11 21.65 8.37 14.65 41.45 121.56

Santa Clarita

8.5%

Palmdale

12.6% 13.7% -8.03%

Lancaster

12.9% 13.8% -6.52%

Glendale

10.2% 10.7% -4.67%

Los Angeles County

9.7%

State

7.7% 7.7% 0.00%

SCV Average Home Price

.86% 21.77% 11.50% -4.54% 3.07% 1.91% -0.51%

9.6%

10.5%

-11.46%

-7.62%

Jul ’21 Jun ’21 Jul ’20 880 880 630,00

Housing Stats

Aug ’21 Jul ’21 % Change 14.1 34.23 24.14 7.99 15.1 42.24 120.94

Aug ’21 Jul ’21 % Change

Unemployment Rates

SCV Average Condo Price

559

559

409,500

SCV Home Sales

1,443

4,443

263

SCV Condo Sales

560

560

81

SCV Avg. # of Days on Market (SF) 29 29 85 SCV Single Family Home Inventory

320

320

255

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Explosion sparks fire Blast at Valencia industrial park business sends three burn victims to hospital

By Emily Alvarenga Signal Staff Writer

An explosion at a Valencia industrial park sparked a brush fire and sent at least three people to the hospital Tuesday afternoon with critical burns and other injuries.

Los Angeles County Fire Department personnel first responded to initial reports of a possible explosion on the 25100 block of Rye Canyon Loop just before 4:45 p.m., according to Supervisor Leslie Lua. Meanwhile, SCV Sheriff’s Station officials advised residents to stay clear of the area as fire crews and Hazmat units worked to conduct their investigation.

Units arriving on the scene reported a quarteracre brush fire running uphill just before 5 p.m., Lua said.

“Three burn victims are all being transported to a local trauma center with additional injuries,” added Supervisor Ed Pickett. “We don’t know what caused it, and we are doing an investigation right now.”

Forward progress on the blaze, dubbed the #RyeFire, was halted around 5:20 p.m. at 1 acre, according to Supervising Fire Dispatcher Martin Rangel, adding that “initial reports are that it was an explosion at

Judge hears case of DDA union vs.

Gascón

S A N TA C L A R I TA VA L L E Y

BUSINESS JOURNAL

The Official Publication of the Santa Clarita Valley Chamber of Commerce

MARCH 2020 | VOL. 12 | NO. 3 | SCVBJ.COM

IT’S TAX TIME

Decision expected by end of the week

(Above) A firefighting helicopter drops water from above while personnel from multiple agencies battle the Rye Fire — which officials say was sparked by an explosion in a Valencia industrial park Tuesday. (Left) Los Angeles County Fire Department Public Information Officer Jonathan Matheny holds a news conference Tuesday evening about the investigation of the explosion. (Below left) The county Sheriff’s Department Bomb Squad arrives on the scene to help with the investigation. (Below) First responders clear the roadway as three burn patients in critical condition are transported to a local trauma center Tuesday.

A Los Angeles County Superior Court judge said Tuesday a decision in the case of the union for county prosecutors against District Attorney George Gascón could come by the end of the week, after hearing both sides of the argument.

Judge James C. Chalfant held a preliminary injunction hearing at the Stanley Mosk Courthouse in L.A., where attorneys for the union argued that such a hearing was appropriate to help prevent deputy district attorneys from “violating the law.” The lawsuit argues that it was illegal for Gascón to issue what they deemed as a blanket rule that prohibits prosecutors from seeking sentencing enhancements under the Three Strikes law.

“I think preliminary injunction here is appropriate, your honor, in particular, because, as a result of the special directives, the deputy district attorneys in this county are put in the unfortunate position of having to violate the law in carrying out their duties in prosecuting these cases,” said David Carroll, attorney for the union. “By the special directives, telling the deputy district attorneys, ‘It doesn’t matter; you can’t plead See GASCÓN, A2

See EXPLOSION, A2

City: Business losses ‘significant’; help on the way Council begins discussion of pandemic’s economic turmoil, 2021-22 spending plan

By Tammy Murga Signal Staff Writer

Santa Clarita businesses suffered a total revenue loss of more than $300 million, while others permanently closed in 2020, painting a clear image of the economic turmoil brought

forth by the COVID-19 pandemic, but city officials announced Tuesday hope is on the horizon.

At the start of the coronavirus crisis, sales tax revenue was projected to drop in the double digits, and it did at 13%, or $3.2 million last year.

“I want to emphasize the sales tax revenue collected by the city is only 1%,” City Manager Ken Striplin said in a budget meeting before the City Council and commission members. “As you look at what is the economic impact of that loss beyond our $3.2 million, you’re looking at a total loss of revenue to local businesses of $300 million.

So, definitely a very significant number.”

Much of the loss in revenue comes after unwavering health orders that forced major industries, ranging from restaurants to retail, to shut down or implement a series of changes.

Santa Clarita is also facing an unemployment rate of 9.3%, which falls just below L.A. County’s rate of 10.7%.

At the peak of the pandemic over the summer, Santa Clarita had reached a rate of 20%,

according to the state’s Employment Development Department. There are now 109,400 jobs across the city, a number that dropped from 114,000 in 2019, according to Striplin.

“The longer we remain in this crisis, the more prolonged the impacts will be felt and the longer the recovery will take,” said Striplin, adding that the See BUDGET, A2

Hart district to discuss return to school

By Caleb Lunetta Signal Staff Writer

The William S. Hart Union High School District governing board is set to discuss school safety practices, a return to school campuses and the recognition of Black History Month.

One of the first topics the board will cover is a school safety update from Collyn Nielsen, chief administrative officer for the district, according to the meeting agenda for tonight’s session.

The presentation breaks down the 22 items involving safe school best practices in four different categories: mental health and wellness, site security, policy and training, and communication.

Nielsen’s report will go through

the various items, and explain why each policy is a best practice before highlighting the district’s progress in that area, according to a publicly available PowerPoint presentation.

The plan includes continuing the district’s partnership with the L.A. County Sheriff’s Department, including professional development opportunities for teachers, standardizing security cameras at each site and installing bulletproof glass.

Kathy Hunter, assistant superintendent of educational services, will also provide the board with an update on the status of online learning in the district, and the continued planning for a return to campus when it is deemed safe to do so.

The district has said it is targeting a Feb. 8 return date for small groups of cohort students to return to campus.

INDEX Lottery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A2 Opinion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A4 Classified . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A7 Weather . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A2

The board also plans to join in with the rest of the nation during the month of February and recognize Black History Month. The resolution reads that the William S. Hart Union High School District “recognizes and celebrates the contributions of African American historical figures, leaders, teachers, parents, community activists and students” but also encourages each of the district’s school sites to “host discussions and presentations to enhance the education of each student.”

The virtual Hart district governing board meeting is set to begin at 7 p.m. The meeting can be viewed on YouTube at https://youtu.be/ WQC9_nrWLm8. Public comments can be submitted by email to wshpubliccomments@hartdistrict. org no later than 4 p.m. today.

For more than100 years, The Signal has carried the banner of responsible community journalism in the Santa Clarita Valley.

Proud to be this community’s only local newspaper.

By Tammy Murga Signal Staff Writer

Caleb Lunetta/The Signal (above) Dan Watson/The Signal (left, below left, below)

287-5508 dba@signalscv.com

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B9 · SATURDAY, SEPTEMBER 25, 2021 · THE SIGNAL

The List: Publicly-Traded Companies in the SCV NAME

INDUSTRY

PRIMARY INTEREST

CEO

TICKER

Amazon

Retail

significant employer

Jeff Bezos

NASDAQ: AMZN

Bank of Southern California

Banking

(formerly Bank of Santa Clarita)

David I. Rainer

OTC: BCAL

Bioventus

Biomedical

(owns Bioness)

Ken Reali

Nasdaq: BVS

Boston Scientific

Biomedical

research and manufacturing

Michael F. Mahoney

NYSE: BSX

California Resources Corp.

Energy

corporate office

Mark A. (“Mac”) McFarland

NYSE: CRC

Carnival Corp.

Entertainment/leisure

Princess Cruises

Arnold W. Donald

NYSE: CCL

CBRE

Commercial real estate

significant operations

Robert E. Sulentic

NYSE: CBRE

Costco

Retail

significant employer

W. Craig Jelinek

NASDAQ: COST

Disney

Entertainment media

CalArts; filming facilities

Bob Chapek

NYSE: DIS

Five Point Holdings

Home developer

significant operations

Emile Haddad

NYSE: FPH

Incora

Aerospace/manufacturing

Wesco Aircraft

David Coleal

(NYSE:WAIR)

IQVIA holdings

Laboratory services

(owns Q2 Solutions)

Ari Bousbib

NYSE: IQV

ITT inc.

Aerospace/manufacturing

(owns ITT Aerospace Controls)

Luca Savi

NYSE: ITT

KB Homes

Home developer

significant operations

Jeffrey Mezger

NYSE: KBH

Otsuka Pharmaceutical

Pharmaceutical

(Owns Pharmavite)

Kabir Nath

OTCMKTS: OTSKY

Precision Castparts Corp.

Aerospace/manufacturing

Aerospace Dynamics International

Mark Donegan

NYSE: PCP

Quest Diagnostics

Laboratory services

significant employer

Steve Rusckowski

NYSE: DGX

Six Flags

Entertainment/leisure

significant employer

Mike Spanos

NYSE: SIX

Sodexo

Home/food services

(owns Comfort Keepers)

Denis Machuel

OTCMKTS: SDXAY

Sonova Holdings

Biomedical equipment

(owns Advanced Bionics)

Arnd Kaldowski

OTCMKTS: SONVY

Tri Pointe Homes

Home developer

Pardee Homes

Doug Bauer

NYSE: TPH

Walmart

Retail

significant operations

Doug McMillon

NYSE: WMT

Unibail-Rodamco-Westfield

Retail

significant employer

Jean-Marie Tritant

NL: URW

Woodward

Aerospace/manufacturing

(owns Woodward Hrt)

Thomas Gendron

NASDAQ: WWD

B10 · SATURDAY, SEPTEMBER 25, 2021 · THE SIGNAL

PARTNERSHIPS WITH COMMUNITY COLLEGES IS PATHWAY TO COUNTY JOBS

BY JEFF PRANG Los Angeles County Assessor

D

own through the years the word “partnership” has been bandied about endlessly until the word and reality have been rendered meaningless.

Having said that, my office has entered into not one but two actual partnerships with local community colleges that appear to be on the verge of producing a robust pathway to employment designed to bolster the workforce not only here in the Assessor’s Office but in the County as a whole.

They are the Real Estate Appraiser III Certificate of Achievement Program at West Los Angeles College and the Appraiser Assistant Training Program at Rio Hondo College.

Both of these new programs fall under the category of “first-of-its-kind” and most important, it begins to fill the need of replacing those 30 or so valuable appraisers that leave the Department each year through retirements, job relocation, among other attrition factors.

Let’s take a quick look back at how this all came about.

When I was first elected in 2014, I noticed immediately the challenge of attracting qualified candidates to the Department. Having spent decades in the public sector as a city councilmember, mayor, assistant city manager and even special assistant at the Los Angeles County Sheriff’s Department, I was well aware of recruitment challenges.

In a good year, the Assessor’s Office could train inhouse about 30 new appraisers and that’s when a new class could be launched. There were even some years where classes were not started and the attrition went unfilled.

I, along with valuable members of my staff, began to reach out to outside agencies to see what could be done.

The Los Angeles Community College District was willing to help. The county’s Department of Workforce Development, Aging and Community Services was willing to help. In fact, they proved to be instrumental. Also, I solicited support from the Board of Supervisors because I most assuredly believe that the County could benefit from a new pathway for qualified candidates in general, not just for the Assessor’s Office.

Then the COVID-19 pandemic hit like a thunderbolt and crippled an already struggling economy. Everything changed and the need for qualified candidates increased exponentially.

In August of 2020, Supervisor for the First District Hilda L. Solis, who leads the Boards efforts on its workforce development initiatives, put forth a motion to have “Acting Director of the Department of Workforce Development, Aging and Community Services (WDACS), in collaboration with the Assessor, the Director of the Department of Human Resources and the Chief Executive Officer (CEO), to develop and report-back in 45 days with a comprehensive review of training programs

It’s estimated that as many as 30 students have already enrolled for the appraiser assistant — and successful graduates will qualify to immediately fill positions in the Assessor’s Office that pay a yearly salary between $45,000 and $55,000 to start.(MC) will receive a noncredit certificate in California Property and curriculums currently offered” at local colleges.

It was done and after much discussion and collaboraTaxation and Appraisal, and an opportunity to apply for tion, the following was the result. employment at the Assessor’s Office as an appraiser asThe first partnership is with West LA College and the sistant. It’s estimated that as many as 30 students have program is called the Real Estate Appraiser III Certificate already enrolled at Rio Hondo for the appraiser assistant of Achievement Program.

— and successful graduates will qualify to immediately This training is comprised of students already hired fill 16 positions in the Assessor’s Office. These are actual this past spring and undergoing the required instruction jobs that pay a yearly salary between $45,000 and $55,000 before going to work in the field. The goal is to shift to start. much of the Assessor’s in-house classroom training for Both these programs are up and running. As I menbasic appraisal principles to the college classroom. tioned, they are the result of extensive planning, cooperaAppraisers from this class are taking two of their tion, compromise and plain old hard work. There’s an courses at West LA College. The courses are typically run African proverb that states “It takes a village to raise a entirely in-house. This year three courses are taught inchild.” I believe “it takes a village” to get most anything house, then they go to WLAC for the last two courses.

This will allow the Department to maintain a consisdone successfully, and LA County is the best village I tent pipeline of qualified and trained candidates for emknow. ployment in the Office. It will make good-paying County For more information on Prop. 19 or other tax savjobs available to community college students and the ings programs, visit assessor.lacounty.gov or call 213community in general.

974-3211. Los Angeles County Assessor Jeff Prang has The second course of instruction is with Rio Hondo been in office since 2014. Upon taking office, Prang College and is called the Appraiser Assistant Training implemented sweeping reforms to ensure that the strictProgram. The training program is comprised of four est ethical guidelines rooted in fairness, accuracy and tuition-free, noncredit courses. The noncredit courses in integrity would be adhered to in his office, which is the the program are Real Estate Principles, Real Estate Aplargest office of its kind in the nation with 1,400 empraisal, California Property Taxation & Assessment, and ployees and provides the foundation for a property tax Career Preparation: 21st Century Skills.

Upon successful completion of the program, students system that generates $17 billion annually. 

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THE LATEST IN HEARING AIDS: WHY GO RECHARGEABLE? DR. KEVIN BOLDER AuD, Audiology Associates

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ike any other technology, hearing aids are always evolving to bring you better performance, additional features, and more convenience. One of the latest revolutions in hearing technology is the introduction of rechargeable hearing aids.

Hearing aid wearers may choose a rechargeable option for several reasons. Rechargeable hearing aids do not rely on typical disposable batteries, and they can save you money in the long-term as batteries can cost up to

$150 per year. They also have a less significant environmental impact.

Disposable batteries typically last 3-7 days, depending on the type and size of the hearing aid you have.

For many people, it is preferable to put the hearing aids on a charger at night, rather than worry about changing batteries every few days. Depending on the model, some rechargeable hearing aids have the option to use traditional batteries as a back-up just in case.

Because it’s as simple as charging your phone, rechargeable hearing aids can also be a great option for those with limited dexterity and/or vision who have trouble inserting batteries themselves. Most chargers are small and portable, so they can fit easily into a bag for travel. Some chargers do not even need to be plugged into the wall at all times.

Most of today’s rechargeable hearing aids will give you a charge that lasts at least a full 24 hours, and some will give you a partial charge depending on how long you leave them on the charger. The length of the charge can also be affected by your use. For example, if you are streaming media to your hearing aids all day it could cause the power to drain sooner than if you were to spend your time in a quiet environment.

To learn more about rechargeable hearing aids, make an appointment with Audiology Associates at (661) 284-1900.

Kevin Bolder, Au.D and John Davis, Au.D are two of the best in Santa Clarita and San Fernando Valley. Visit our website at www.AudiologyAssociates.net or stop by our office located at 23838 Valencia Blvd, Suite 100, Valencia. We are proud to have won The Signal’s Best Audiologist for the 13th year in a row! We are Hearing Healthcare Excellence! 