SCV Business Journal May 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 BJ INSIDE SPOTLIGHTS B8 A Message from the SCV

Chamber

Email: psmith@signalscv.com Mail: 26330 Diamond Place Suite 100 Santa Clarita, CA 91350 SATURDAY, APRIL 24, 2021 · WWW.SIGNALSCV.COM · B1

HOW HEALTH CARE CLINICS ANSWERED THE CALL

B9 SCV Chamber Events/

Advocacy B15 The Lists: Assisted Living and Health Care Facilities NEWS & FEATURES B1 How Health Care Clinics

Answered the Call B2 Senior Communities Offer

Livestyles B10 A Look Back on 20 Years at Henry Mayo Newhall Hospital B12 Ways to Cut Costs During Retirement SCV BUSINESS VOICES B4 Audiology Associates B12 SCV Economic

Development Corp.

B14 Henry Mayo

M&M Fasteners FROM THE EXPERTS B2 Paul Raggio: Strategic

Thinking, Execution Planning B7 Ken Keller: Ready for ‘A Mission to Mars?’

B11 Jeff Prang: Property Tax Relief Available B13 Paul Butler: The Value of Straight Talk

Econowatch

SignalSCV.com

Presents Weekly Podcasts SCV Leadership and Business Solutions with Lisa and Paul Raggio

Selina Thomas SCV’s HR Guru Cary Quashen’s The Real Deal Signal News Podcast With Aron Bender New podcasts every Friday

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SCV Bus Jrnl 9.5x6.54

Samuel Dixon Family Health Center CEO Philip Soloman, left, stands beside CMO Dr. Samuel Dixon III and other office staff in their Newhall location. April 19, 2021.

BOBBY BLOCK / THE SIGNAL.

BY EMILY ALVARENGA Signal Staff Writer

W

hile the pandemic shuttered countless businesses, others in the health care industry saw

an influx.

As hospitals faced an unprecedented surge, most urgent care centers and health care clinics across the Santa Clarita Valley also saw an uptick in patients.

In addition to the large-scale health care centers, the SCV is home to a number of smaller clinics, all of whom have spent the last year rolling with the waves of the pandemic.

SAMUEL DIXON FAMILY HEALTH CENTER The Samuel Dixon Family Health Center celebrated its 40th anniversary doing what it’s done for 40 years: finding ways to treat patients safely — only now, in the midst of a pandemic.

“Our biggest thing was to support our patients that had ongoing illnesses,” said Dr. Samuel Dixon III, the center’s chief medical officer. “We spent a lot of time adapting.”

The center quickly adapted to the telehealth model, finding ways to treat most of its patients virtually, while also adapting to changes in public health guidance, Dixon explained.

Through the use of the PPP loan, as well as other local and state grants and resources and funding from the federal government, the clinic was able to continue pre-pandemic operations and maintain staffing levels to continue the same level of care.

Now more than a year later, the center

Better Health STARTS HERE

is continuing to do a vast majority of its appointments virtually, with only a third coming in for in-person visits.

While Dixon expects in-person visits to continue picking up, he said telehealth is going to be great to add to the center’s repertoire of services, as it allows patients more flexibility with scheduling doctor’s visits.

“What the pandemic has forced us to do is really adapt how we deliver care, and internally, how we operate, so as we come out of the pandemic, this is really the norm of how we’re going to do business,” added Philip Solomon, the center’s CEO. “For some, it’s very convenient, and for our providers, if it’s a good way to provide the care, then we’re going to continue with that.”

EXER URGENT CARE At Exer Urgent Care, CEO Rob Mahan said it’s been quite an adventure of a year, as its centers have seen a 400% increase in daily visits during the pandemic.

“We had quite a surge in terms of our demand, which just that by itself produces its own challenges and opportunities for us to try to figure out how to modify our processes,” Mahan said, adding that it also resulted in the hiring of 400 additional employees.

Because Exer’s centers are staffed with trained emergency room doctors, this, along with its diagnostic equipment, allowed them to offer an alternative to ER visits during the height of the surge.

But as with other health centers, many of Exer’s innovations came through the use of telemedicine and other technological advancements, such as a virtual queue

that was helpful during the surge, as it allowed patients to wait at home until it was their turn to be seen.

What would’ve typically taken six months or a year to get ramped up, was up and running in a matter of weeks due to the nature of the pandemic — which didn’t come without its challenges — yet, overall, the outcome was positive and something Mahan believes will be part of the long-term solution.

“It’s not a replacement, it’s a compliment to the services that are already being provided,” Mahan said of telehealth.

“For certain patients, even post-pandemic, it’s going to make a lot of sense.”

HENRY MAYO NEWHALL URGENT CARE At the onset of the pandemic, Henry Mayo Newhall Urgent Care had a 60%75% decrease in patients, according to Angie Luna, the center’s supervisor.

“There was a very, very prevalent fear of being out in public, and all the more, at the thought of venturing into a medical facility, so it just wasn’t being done, and unavoidably, numbers dipped drastically,” Luna said.

However, there was soon a bounce back, due, in part, to COVID-19 testing availability onsite, as well as to the overflow of patients who were unable to get appointments with their primary care providers because their medical groups were downsizing their own operations, Luna added.

As the pandemic has progressed, it’s COVID-19 testing that has continued at an increased rate, as athletes, employees See URGENT CARE, page B11

Facey primary care physicians provide the foundation of better health for patients of all ages.

Our family practice, internal medicine, and pediatricians provide strategies such as wellness exams, screenings and guidance to help prevent illness and chronic diseases. Primary care physicians provide important continuity of care to stay on top of your health.

Do you have a primary care physician?

If not, search www.Facey.com/PCP to find a doctor and then book a wellness appointment.

Your health depends on it.

B2 · SATURDAY, APRIL 24, 2021 · THE SIGNAL

STRATEGIC THINKING, EXECUTION PLANNING

BY PAUL RAGGIO Co-owner, One True North

O

ne of the all-time great World War II movies was the 1967 film “The Dirty Dozen.”

The plot centers on a U.S. Army major, played by the iconic actor Lee Marvin, leading a dozen hardened Army criminals turned commandos.

Their top-secret mission is to take down a chateau in Northern France, housing senior officers of the German Wehrmacht, the day before the Normandy offensive.

Their purpose is to disrupt the German chain of command, thus increasing the success probability of the D-Day invasion. One particularly memorable scene in the movie is when the dozen commandos, in unison, were rhyming the 16 steps they needed to take in assaulting the chateau. The major completed his strategic thinking, and now the team was execution planning.

The most common strategic planning sessions I’ve seen are with many senior people brainstorming great ideas and turning them into goals misaligned with the vision or mission of the organization.

After the planning session, the leaders park these big, audacious goals without identifying the necessary milestones or assigning responsibility to team members to achieve them. Parked they stay, never to see the light-of-day until the next annual strategic planning session.

Meanwhile, the company goes about its day-to-day business lacking the focus and direction to sustain and grow the organization.

Strategic thinking, execution planning is a discipline. It’s what creates sustainability in organizations and is part of the definition of a successful business: one

FOR A BUSINESS TO BE SUSTAINABLE, ITS LEADERSHIP MUST SEEK OUT AND SEIZE OPPORTUNITIES WHEN CREATED. THEN LEVERAGE THEIR EXISTING TEAM, SYSTEMS, CAPACITY, CAPITAL TO GET MORE OUT OF LESS. that is sustainable, predictable, stable, consistent — and has an emotional connection. For a business to be sustainable, its leadership must seek out and seize opportunities when created. Then leverage their existing team, systems, capacity, capital to get more out of less. They need to understand who is willing to buy the product or service at the specified price and time, then create the ability to scale when demand increases. With strategic thinking, execution planning mindset, you position your organization to win in the marketplace.

When seeking opportunities in the marketplace, your leadership team should be asking what needs are out there we can fulfill. Answering this question requires understanding your market, the customer’s needs, continual research, and exploiting created opportunities. If you’re waiting for an opportunity, just like you would for a lottery payoff, then your business will never be sustainable.

Your team creates opportunities through hard work and a constant assessment of the marketplace and how your products or services meet the demand of your ideal customers.

Rarely does a business use all that it has optimally: the leadership fails to recognize the hidden talent in some team members; a process may have unnecessary steps that impact production; the team uses only ten percent of an acquired suite of technology. Imagine the bottomline impact if the organization were to

put their existing resources to better use, leveraging all they have, thus making what they do have, go further. Businesses that understand where to apply leverage are sustainable.

Marketability of a product or service is you knowing who is willing to buy at a specific price and time. How do you position your product or service in front of the right audience who has a need that you fulfill? How easy is it for you to get in front of the right audience, and is it affordable? How well do you communicate to the right audience what your product or service fulfills so they’re confident your solution solves their problem? Answer these questions with affirmative strategies, and your business is sustainable.

Building and sustaining an organization with a solid foundation that can expand and contract vertically and horizontally defines scalability. Sustainable businesses quickly adapt to market conditions. They create dynamic strategies to flex when changes occur and readily acclimatize those changes organizationally. How agile your organizational structure is to accommodate increases in sales volume while maintaining or improving profit margins is a measure of your scalability.

The discipline of strategic thinking, execution planning is how your business will be sustainable. Practice this discipline quarterly, and you’ll ensure the longevity of your business. Gather your leaders, brainstorm great ideas, align them with

The importance of planning and execution in any mission is one of the main themes found in “The Dirty Dozen,” according to veteran and business expert Paul Raggio. PHOTO COURTESY MGM the organization’s vision, then create big, audacious goals with defined milestones, assign them to champions and watch your organization grow. Just as the Dirty Dozen was part of the strategic thinking that brought success during the Allied Forces’ Normandy invasion, they could have lost their strategic contribution to the war effort if those 12 failed to do their execution planning.

Strategic thinking, execution planning is how we lead, think, plan and act! Now let’s get after it.

Paul A. Raggio is co-owner, with his sister Lisa, of One True North INC Leadership and Business Coaching Solutions. 

REGION’S MOST PREFERRED ORTHOPEDIC PRACTICE RIGHT HERE IN SCV

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ackaches, joint pain and injuries of all kinds did not take any time off this year. In fact, many have seen new musculoskeletal problems develop or older problems flare up with long hours in makeshift home offices, limited-space workout routines and other lifestyle adjustments and stressors.

That’s why area health care leaders made critical adjustments as well, including the world-class experts at Southern California Orthopedic Institute right here in Valencia. Dedicated to taking care of the bone, joint and muscle needs of the Santa Clarita Valley throughout this challenging time, their team has made every effort to protect their patients, staff and communities. These efforts have included offering orthopedic telemedicine appointments as well as safe in-person consultation and care abiding by the

highest standards in safety measures and protocols.

As the region’s most preferred orthopedic practice,* the doctors at Southern California Orthopedic Institute provide the most advanced care available to Valencia. Their local team of 14 doctors offers experts in every area of surgical and nonsurgical bone, joint and muscle care, including two regenerative medicine doctors offering the latest nonsurgical

solutions to help your body heal itself and a fellowship-trained pediatric orthopedic specialist who provides exceptional care for patients 18 years old and under.

With comprehensive care for all orthopedic needs, the practice’s Valencia office has convenient on-site services, including physical therapy and occupational therapy as well as rehabilitation, workers’ compensation and medical-legal services.

Additionally, their renowned doctors offer specialized procedures nearby at the state-of-the-art Valencia Surgical Center as well as same-day appointments for urgent issues.

“At Southern California Orthopedic Institute, we wanted to ensure we were able to serve our communities through this past year so area hospitals and urgent cares could continue to focus on patients with COVID-19,” said board-certified,

fellowship-trained primary care sports medicine doctor Andrew M. Blecher, MD. “We are incredibly grateful for the trust our patients have placed in us and work hard every day to ensure we provide the exceptional orthopedic care the Santa Clarita Valley deserves.”

Southern California Orthopedic Institute is one of the largest private orthopedic practices on the West Coast. Located at 24051 Newhall Ranch Road, Building C, the practice has 14 exceptional doctors available to see and treat patients in the Santa Clarita Valley.

For an appointment or more information about the practice’s doctors and services in Valencia, call (661) 254-6364 or visit www.scoi.com today. *Independent Market Research. 

SENIOR COMMUNITIES NOW OFFERING LIFESTYLES

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iving life to the fullest does not need to stop when adults near or reach retirement age. Age-restricted housing communities once bore the stereotype of having limited recreational options and dated surroundings.

But modern senior homes and facilities are all about catering to active lifestyles — with some communities offering resort-like amenities and pristine properties. Furthermore, certain communities provide niche offerings for people who are looking for something even a little more different.

Eligibility to live in these communities varies, but generally speaking one resident in the home must be age 55 or older. According to research by TRI Pointe Homes, of the 75 million people who comprise the Baby Boomer generation who are eligible for age-qualified communities, more than 32 million would consider living in such a community.

The website 55places.com, which specializes in promoting age-restricted communities, indicates Florida has the most age-restricted communities in the country, followed by New Jersey. Arbutus Ridge Seaside Community for Active Adults was the first comprehensive retirement community built in Canada.

Choosing an age-restricted community requires consideration of a host of factors, including the amenities residents

most desire and the cost of a facility. The following factors can help people decide which community is most suitable for them.

STYLE OF HOME Homes built in retirement communities are designed to be comfortable and convenient for aging residents. Many are single-floor units. Certain communities may be comprised of apartments, condos or townhouses, while others may be single, detached residences.

AMENITIES When comparing age-restricted communities, consider the amenities available. Do they include on-site dining, transportation, travel assistance, pools, fitness centers, walking trails, or outdoor sports facilities? Some communities have “aging in place” amenities, which means residents can move from independent living to assisted living to skilled nursing care as their needs change. Make a list of interests and then match them to a community that can fit your needs.

COSTS Costs vary considerably. Investopedia advises seniors to consider the community’s location and what is being offered, as these factors will affect costs. In addition to rent or mortgages, most communities also have monthly maintenance or homeowners association fees that need to

be compared and considered. Read contracts carefully to see which other costs are included.

SPECIALIZED FEATURES Unique men and women call for unique communities. If standard agerestricted communities do not fit the bill, 55places.com says there are specialized

offerings for people who spend retirement in an RV; desire homes that align with their heritage; communities just for postal workers; or communities tied to a local college to continue lifelong learning.

Age-restricted retirement communities are evolving and many specialize in catering to active lifestyles. (MC) 

JLL SELLS VALENCIA INDUSTRIAL PROPERTY FOR $5.6 MILLION

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LL Income Property Trust announced the sale of a Valencia industrial warehouse at a substantial premium to its acquisition price.

It was sold to the current tenant for $5.6 million, representing appreciation of 35% above the original purchase price.

This property was initially acquired in 2016 as part of a broader five-building

warehouse portfolio in Valencia that JLL acquired as it was ramping up its allocation to the industrial property sector.

“This sale is a proof point in our thesis that investing in well-located, institutional-quality industrial properties is a winning formula despite uneven market conditions, and it is another clear indicator that real estate capital markets are open

for business,” Allan Swaringen, president and CEO of JLL, said in a prepared statement. “On occasion, strong demand from certain tenants to own their own building also provides the added benefit of harvesting attractive gains on sale.”

At just over 31,000 square feet, this property is better suited for the owner/occupier market given its smaller

footprint.

Proceeds from the sale are expected to be reinvested to further diversify JLL’s portfolio, which includes $780 million of industrial holdings in 34 buildings across 11 key markets, representing an approximate 26% allocation within JLL Income Property Trust’s $3.1 billion portfolio. 

THE SIGNAL · SATURDAY, APRIL 24, 2021 · B3

Now In Your Community: AFC Urgent Care is proud to open our second location in Valencia.

You have a medical problem requiring immediate attention, but where should you go for convenient, appropriate medical care? If you have a family physician, they could help, but office hours are limited, appointments can take days or weeks, and X-rays or lab work may require additional appointments. Depending on the severity of your condition, the ER might not be the most appropriate place to go, with lengthy wait times, high cost and an intimidating environment an almost certainty.

Valencia AFC Ribbon Cutting May 14th Open for business 12pm-8pm

Now there is an exciting alternative where access to appropriate care is available at a considerably lower cost without interrupting your busy schedule. Visit American Family Care (AFC Urgent Care), the new state-of-the-art walk-in medical center, opening May 15, 2021 at 27550 Newhall Ranch Road Suite 203 Valencia, Ca. Gian Paolo Hernandez, Medical Director at our current location in Santa Clarita and American Family Care are bringing Valencia residents a system like no other…an affordable, convenient way to receive the best medical care for non-life-threatening situations. Among the many services, they treat typical colds, coughs, cuts and bruises; provide X-rays, diagnose and set broken bones; test and give immediate results for strep and mono.

AFC Urgent Care also provides Occupational and Workers Comp services. Dr. Hernandez says, “Think of us as an alternative to the modern-day emergency room for non-life-threatening health care needs, without the wait, at a fraction of the cost.”

Patients 6 months and older are welcome. The average wait time at an AFC is much shorter than a visit to ER and you are cared for by an experienced medical provider during all operating hours, including weekends. “We live in a busy world,” says Dr. Hernandez “Time is valuable, and it doesn’t have to be spent waiting for medical treatment.”

The new AFC is located at 27550 Newhall Ranch Road Suite 203 Valencia Ca. 91355. The center will be conveniently open to serve your health care needs 7 days a week Monday -Saturday 8AM – 8PM Sunday 8 AM – 6 PM no appointments necessary. Call (661)251-6300 or visit afcurgentcare. com/valencia.

27550 Newhall Ranch Road Suite 203 Valencia Ca. 91355

19042 Soledad Canyon Road, Santa Clarita 91351

661-251-6300

661-251-6300

AFCUrgentCare.com/Valencia

AFCUrgentCareSantaClarita.com

B4 · SATURDAY, APRIL 24, 2021 · THE SIGNAL

HELPING CHILDREN THRIVE AND RETURN TO SCHOOL SAFELY

BY ALLONA ANDERSON Kaiser Permanente

readjust well to their new in-person learning environments, health experts say.

any parents are asking an important question: Is my child prepared for in-person schooling after months at home with isolation and remote learning due to the COVID-19 pandemic?

With school personnel now being vaccinated and many students returning to campus, Kaiser Permanente medical and mental health experts say it’s critically important to prepare and support children throughout this change. They emphasize to not rush or pressure children who are adjusting to new learning and social environments. Rather, it’s necessary to explain safety precautions kids need to take to better protect their health in the classroom setting.

If precautions are followed and parents can communicate clearly to children about how to stay safe by following simple steps, children are more likely to thrive and

COMMUNICATION IS KEY “The most important thing is to keep the lines of communications open between you and your child,” said Dr. Luis Sandoval, a psychiatrist with Kaiser Permanente. “Ask your child about any questions or concerns they may have going back to school. Once they return, ask them how it’s going, and what you can do to help them readjust. Tell them it’s normal to feel scared, anxious, but don’t forget to bring up the positive elements of this change.”

From a mental health perspective, “Focus on your children being happy, motivated, and good academic performance will follow,” Dr. Sandoval explained.

Parents also need to describe the safety precautions to their children that help protect them from COVID-19, while still closely monitoring their children’s health, said

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Dr. Priya Harder, a pediatrician with Kaiser Permanente Santa Clarita.

“It’s important to help children understand they need to always wear a mask at school unless they’re eating or drinking,” she explained. “Other essential reminders include not sharing food, maintaining distance from schoolmates, and washing hands frequently with soap, especially before and after eating. This will help children significantly lower their chances of getting sick.”

“As more individuals become vaccinated, particularly teachers, and if we continue to practice safety guidelines, we’ll have a good and healthy year — both in terms of controlling the virus and from a psycho-social standpoint,” Dr. Harder added.

As a leading health care provider for school employees and the students and families they serve, Kaiser Permanente is committed to health for all.

For more information, visit kp.org/thrive. 

CARING FOR YOUR MENTAL HEALTH IN THESE TIMES OF UNCERTAINTY

BY JENNIFER CAMPOY, LCSW Insight Treatment.

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uring times of adversity, we need to look for “silver linings” and tend to search for “lessons learned.” During the past year’s pandemic, the need for community support and hope is greater than ever. Many thought leaders and psychologists have named what we are all feeling right now a type of “grief.”

This can be oddly comforting because it names the chaotic experience that is filled with the loss of normalcy and uncertainty about the future.

This past year has brought an increase in mental health challenges for all of us — being isolated from our loved ones, uncertainty about the present and the future, and economic stress that has threatened our sense of safety and security.

For families home schooling their kids, providing structure, encouragement and support while maintaining their own jobs can stretch their bandwidth to a breaking point. It’s an extraordinarily vulnerable time.

We tend to like routines. So much uncertainty about the present and the future is bound to cause an increase in irritability, a shortened capacity to be there for our loved ones and heightened stress.

What I hear often in my practice is that people can make it through many challenging experiences as long as they know there’s a light at the end of the tunnel. We not only don’t know where that light is, we don’t yet

know what our new “normal” is going to be. For some people the new normal is greater isolation or an extended period of time away from people they love.

We’ve also experienced greater restriction and deprivation — deprived of close contact with the people we love and meeting new people. Fewer outlets that keep us sane and balanced, such as going to the gym or the movies. Paying attention to one’s mental health is paying attention to how the current circumstances are affecting our stress levels, our attitudes about the world around us, and how we are coping.

Are we snapping at others more than usual? Are we drinking in unhealthy ways? Are we isolating more than usual, watching too much TV or playing too many video games? Normal reactions to abnormal circumstances for sure, but not a place we want to live for the long run.

It is important to find meaning in suffering and adversity. However, we can be tempted to rush meaning and acceptance in order to avoid discomfort. So we need to learn to sit with our feelings of sadness, anxiety, and anger.

Paying attention to how we cope can address both the present and our greater need for meaning.

How stress affects us is unique to our personalities.

Some people overeat in response to anxiety — they use food as a form of comfort. Some feel so stressed they don’t eat at all and gravitate more towards stimulants like coffee and sugar.

Maintaining a healthy, balanced diet can help to

regulate blood sugar levels and also mood.

Find a routine for self-care. Establish a regular time for sleep with bedtime rituals, like showering at night to wash away the stress from the day, or reading or meditating to transition to a place of calm.

Stay connected to your loved ones — make contact, face-to-face via video if needed or an old fashioned phone call. Express appreciation for your children and family.

Move more and sit less. Make time for exercise and activity, even if it’s a daily walk with your pets. We need exercise to release all the unwanted stress and energy.

For children and teens, there is both confusion and frustration as life as they knew it suddenly changed.

Parents are their role model for how to cope with stress.

Validate their frustrations and talk with them about their losses and their wishes for normalcy.

This is a time when our mental health is tested and the need for support and community is more important than ever. It is a time when we need to pay attention to how we are stretched and compromised. There is no shame or stigma in seeking therapy or outside help. Taking care of ourselves can help and is even necessary for taking care of the people we love. 

SCV BUSINESS VOICES

THE ADVANTAGES OF A SMART HEARING AID listening experience easier.

DR. KEVIN BOLDER AuD, Audiology Associates

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mart hearing aids are the most effective management option for any degree of hearing loss. They automatically adjust to your environment to help you hear better without putting any extra strain on your brain.

With many options from the leading hearing aid manufacturers, there is an option for everyone. Discover the benefits of a smart hearing aid and how the different features can help make your

BLUETOOTH CONNECTIVITY Many smart hearing aids feature Bluetooth connectivity. With Bluetooth capabilities, you can connect your hearing aids to your smartphone for easy control and streaming. This allows you to listen to phone calls, music and TV audio straight from your hearing aids.

You can also control your hearing aids through an app on your smartphone. You can adjust the volume on your hearing aids, change listening programs and even track your hearing progress all from your phone.

RECHARGEABLE BATTERY Some smart hearing aids come in a

rechargeable option, so you don’t have to worry about your hearing aids unexpectedly dying on you. With rechargeable hearing aids, you simply place them on their charging station at night and in the morning, you’ll have fully charged devices.

than before.

The best thing you can do to make sure you are maintaining your overall health and well-being is receive regular hearing screenings in addition to your other doctor visits.

AUTOMATIC FUNCTIONALITY The key difference between today’s smart hearing aids and hearing aids of the past is automatic functionality. Instead of having to focus on where sound is coming from, your hearing aids will automatically adjust for you and they can even filter between background noise and the speaker.

To schedule a hearing aid consultation today, please call Audiology Associates at (661) 2841900. Kevin Bolder, Au.D., Patrice Rifkind, Au.D., and John Davis, Au.D. are three of the best in Santa Clarita and San Fernando Valley. Visit our website at www.Audiology Associates.net or stop by our office located at 23838 Valencia Blvd, Suite 100, Valencia.

We are hearing healthcare excellence. 

CONTACT US Smart hearing aids make hearing easier

THE SIGNAL · SATURDAY, APRIL 24, 2021 · B5

B6 · SATURDAY, APRIL 24, 2021 · THE SIGNAL

EXPERIENCE EXCELLENCE.

As the region’s most preferred orthopedic practice,* our doctors at

Southern California Orthopedic Institute provide you and your loved ones with the most advanced bone, joint, and muscle care available—when and where you need it.

Meet Our Valencia Doctors Andrew M. Blecher, MD

Babak Barcohana, MD

Ankle, Elbow, Hip, Knee, Orthobiologics, Shoulder, Sports Medicine

Back, Neck & Spine

Jonathan Falakassa, MD

Robert Gazmarian, MD Ankle, Back, Elbow, Hip, Knee, Neck, Pain Management, Physical Medicine & Rehabilitation, Orthobiologics, Shoulder, Spine, Sports Medicine

Back, Neck & Spine

Jaime D. Hernandez, MD

Jonathan S. Jaivin, MD, FACS

Hip & Knee Joint Replacement

Ronald P. Karzel, MD

Foot & Ankle

Steve K. Kwak, MD

Knee, Shoulder, Sports Medicine

Patricia C. McKeever, MD

Hip, Knee, Shoulder, Sports Medicine

Jared A. Niska, MD

Pediatric Orthopedics

Elbow, Hand, Wrist

Evan E. Vellios, MD

David K. Wahba, MD

Elbow, Knee, Shoulder, Sports Medicine

Interventional Pain Management

Valencia

24051 Newhall Ranch Road, Building C Valencia, CA 91354 Appointments: (661) 254-6364 *Independent Market Research

www.scoi.com

THE SIGNAL · SATURDAY, APRIL 24, 2021 · B7

READY FOR ‘A MISSION TO MARS?’ KEN KELLER

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SCVBJ Contributing Writer

leadership training exercise I recommend to CEOs is called “Mission to Mars.”

CEOS are told to select not more than five passengers from their company to accompany them on a space trip.

There are three criteria: First, every individual must have high creditability with their peers. Second, they must be the most competent in their roles at work.

Third, they must have a gut-level understanding of the company’s core values.

These are difficult decisions. There are many to choose from, but in the end, to be successful on this long trip, you must pick only your “A” players.

I’ve reached the conclusion that companies rise or fall based on the people that work in them.

I enjoy Nordstrom, Zappos; Jet Blue, BMW, Mastro’s, Salt Creek Grille and ARCLight Theatres for the same reason I go to In ’n’ Out Burger and Starbucks: the people employed there. Think energy, customer focus, above and beyond service.

A primary responsibility as CEO is the recruitment and retention of the very best people.

Better people cost more. Get over it.

A company with more “A” players needs fewer total employees on the payroll.

Your payroll will decrease if you rid yourself of those who are not contributing.

What is an A player? An A player is someone who consistently excels and

goes beyond expectations, reinventing and improving new situations.

Two words describe these individuals: initiative and action.

They are also a shining example for others; leading by example. They live your company’s core values.

How do you know if you have an A player? Ask yourself: if you could hire anyone in the world to do a specific job, would it be this person?

If there is any doubt, or if the answer is no, this person is not in that category.

“B” players consistently meet expectations set, supporting others and company values. Notice the differences: A excels, reinvents and improves — B assists.

Having B players is essential, and companies can operate with them, but it is the A players who plan, build, and grow.

Everyone else is a “C” player and too many of those can put a company into a death spiral.

No organization can have all top tier players as much as it is desirable to do so.

But A players must be in the key positions for the organization to grow.

The problem is that many CEOs rate all their people as A players when they are not. This happens because few CEOs will admit that the people reporting directly to them are not the very best.

B and C players are often choke points, blocking the business from being more successful. Their focus is on status quo, not improvement.

If your organization has a solid business and profit model and is underperforming, look closely at your employees. Having B and C players in critical positions serves as a brake on growth,

If your business is underperforming despite a profitable model, it might be a good idea to look at employee performance. (MC) innovation, initiative and taking appropriate risks.

Make it your mission to hire A players.

Do not worry about their salaries. These individuals will figure out how to pay for themselves many times over. Be open to the innovation and new ways to grow your company that they bring.

Ken Keller is an executive coach who works

with small and midsize B2B company owners, CEOs and entrepreneurs. He facilitates formal top executive peer groups for business expansion, including revenue growth, improved internal efficiencies and greater profitability. Email:Ken. Keller@strategicadvisoryboards.com. Keller’s column reflects his own views and not necessarily those of the SCVBJ. 

2021 DIRECTORS

B8 · SATURDAY, APRIL 24, 2021 · THE SIGNAL

SHOP LOCAL SANTA CLARITA The campaign is designed to encourage residents of the Santa Clarita Valley to shop local, and submit their receipts to the Chamber to accumulate points. Top three winners for each month will be awarded gift card and/or cash for $250, $100, and $50. See below for last months winners.

To participate, shoppers can email hello@scvchamber.com to receive the required submittal form that will be turned in with a copy of your receipts each month. Forms and receipts may be scanned and emailed to the Chamber. One point per dollar spent will be allocated and two points per dollar spent will be allocated if at a Chamber-member location. At the end of each month, the top three winners will be announced with their respective prize.

CHAIR OF THE BOARD JOHN VANCE

This campaign would not be possible without our local businesses sponsoring and supporting the SCV Chamber’s efforts.

We are pleased to thank our Annual Sponsor CGI+ | Real Estate Investment Strategies and this months sponsor Westfield Valencia Town Center.

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

JEFFREY FORREST

College of the Canyons

ALEEN MANCHESTER

California Resources Corporation

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

If you are interested in being a sponsor for our Shop Local campaign email hello@scvchamber.com for more details.

Congratulations to our March winners: First Prize: Kristina Long Second Prize: Paul Lin Third Prize: Miles Benson

State Farm Insurance

SANDY SANCHEZ FivePoint LINDSAY SCHLICK

SchlickArt Photography & Video

LIZ SEELMAN

Southern California Edison

G. JESSE SMITH

California Institute of the Arts

DR. DIANNE VAN HOOK

College of the Canyons

DENNIS VERNER Burrtec KARINA WINKLER

“The effort of all of us shopping locally makes a big difference and our goal is to inject extra cash flow into our local economy and support our local businesses,” stated Ivan Volschenk, Managing Partner at Evolve Business Strategies, which manages the SCV Chamber of Commerce. “Our Santa Clarita Valley businesses have been through and overcome a lot, we hope this campaign will help them with their recovery. They are the backbone of our community.”

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.

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.

FIRST RESPONDERS GRATITUDE CAMPAIGN Our First Responder Gratitude Campaign has officially concluded, raising over $40,000 to give back to our local first responders. The Campaign, with Lead Sponsor Sand Canyon Country Club who matched up to $15,000, ran through the month of March and exceeded its initial goal. In addition to over $40,000 raised, Six Flags Magic Mountain has generously donated 2,400 park tickets to the campaign.

The Gratitude Campaign had a goal of raising $30,000 during the month of March, and at the conclusion of the campaign, businesses, and residents, came together to far exceed the initial goal. The money raised is going directly into the local economy to support small businesses in the form of gift cards purchased.

We thank the major sponsors for their generous contributions and to every small dollar donation for making this a huge success.

Stay tuned for news on the delivery of gift cards to the first responders over the next few weeks.

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 chamber’s “Retail Walks” with elected officials; and helps promote the nationwide “Small Business Saturday” program which highlights small businesses on the Saturday after Thanksgiving.

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.

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, APRIL 24, 2021 · B9

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

IMPACT SCV ACTION ALERT - DON’T TAX SMALL BUSINESS PPP FUNDS Assembly Bill 80, an SCV Chamber of Commerce-endorsed bill co-authored by our Assemblywoman Suzette Martinez Valladares, is a bipartisan bill that we are urging to be signed into law once it passes the Legislature.

It is important to give eligible businesses that received Paycheck Protection Program (PPP) loan assistance the power to deduct expenses on their taxes.

The IRS extended the federal filing deadline from April 15 to May 17. However, that does not change the state filing deadline. We are requesting Gov. Newsom to act immediately once Assembly Bill 80 passes the Legislature.

The longer the wait, the greater the burden on small-business owners who are struggling to keep their doors open.

Businesses have to plan. After all the efforts to throw a lifeline to struggling business owners, this is no time to weigh them down with short deadlines and long tax bills.

To take action, visit our Impact SCV page: www.scvchamber.com and under the Advocacy tab.

GOVERNMENT AFFAIRS COUNCIL RECOMMENDS LEGISLATIVE ACTION TO THE CHAMBER BOARD The SCV Chamber’s Government Affairs Council (GAC) recommended positions on four different bills to the Board of Directors, which ranged from decarbonization to telework.

Senate Bill 31 — Building Decarbonization: Funding: SB 31 would give the California Public Utilities Commission free reign to fund electrification-only building decarbonization programs, without regard for energy affordability, reliability, or customer impacts. The state should be focused on an all-of-the above approach to reducing carbon emissions that includes fuels like green hydrogen and biomethane, both of which can help the state achieve its climate goals faster and in a cost-effective manner.

Instead, regulators seem to have already concluded that building decarbonization means building electrification. Limiting building decarbonization efforts to electric technologies only is contrary to the public interest. It would stifle technological innovation that can help the state reach its climate goals sooner. It would jeopardize energy reliability. And it would deepen the state’s affordability crisis and widen income disparity levels by drastically increasing monthly utility bills and the cost of building compliance.

GAC recommended an oppose position on the bill.

Assembly Bill 1028 — Telework Flexibility Act: California is one of the only states that requires employers to pay daily overtime after eight hours of work in addition to weekly overtime after 40 hours of work. Even other states that impose daily overtime requirements allow the employer and employee to essentially waive the daily eight-hour overtime requirement.

Essentially, AB 1028 would • Allow telecommuting employees to enter into an agreement with their employer to waive daily overtime up to 10 hours as well as split shift premiums so they can have more flexible work schedules • Allow telecommuting employees to take meal and rest breaks at any time of the day where an employer has not otherwise set a meal or rest break schedule for the employee • And encourage employers to offer employees the choice to take breaks at any time by temporarily prohibiting telecommuting employees from seeking Private Attorneys General Acts penalties in a lawsuit about meal or rest breaks.

The Council recommended a support position on this bill.

Senate Bill 314 — Bar and Restaurant Recovery Act: When restaurants were forced to move operations outdoors, state, and local regulators modified liquor laws, on a temporary basis, to allow flexibility in how they can serve alcohol, including where they can serve and how they can share spaces with other businesses.

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

JOIN US - GET INVOLVED We successfully work on behalf of our members to maintain a healthy and vibrant business climate in what has been ranked one of the most business-friendly cities in California. The Chamber takes an active role in shaping legislative policies in support of business.

We represent our members before local, regional, state, and federal governmental entities and provides a forum for our members to develop policy positions that directly impact the Santa Clarita Valley business community. The SCV Chamber works with all elected officials, irrelevant of political party affiliations.

The Government Affairs Council meets every second Tuesday of the month, from 10:30 a.m. to noon and is open to all SCV Chamber members. If there is legislation on the local, state or federal level you would like the SCV Chamber to take a position on, please email hello@scvchamber.com to request an Action Item Form.

SB 314 seeks to make these changes to state law permanently.

However, the bill does not change local regulations meaning communities can decide for themselves whether to take advantage of the changes made to state law.

The Council recommended a support position.

Senate Bill 342 — SCAQMD Board Membership: SB 342 would authorize State elected officials to change the current SCAQMD board composition by adding two additional Sacramento appointee members. By adding board seats, SB 342 implies that elected officials serving on the SCAQMD board are not effectively setting local policies This proposed legislative change ignores the fact that local elected officials possess a unique knowledge of the region and the local environment. The SCAQMD was established with local control in mind.

Local elected officials who serve on this board live in the South Coast air basin and understand the impact their public policy decisions have on their local communities.

GAC recommended an oppose position to this bill.

The SCV Chamber Board of Directors took action and supported the recommendation of the Government Affairs Council. The Board will be submitting letters, stating their position, for each of the above bills.

MEMBER BENEFIT Our Member 401(k) Retirement Plan is designed to save local businesses time and money in the administration of a 401(k) program for their employees, while creating individual, customized plans.

Partnering with Lincoln Financial Group to oversee the Multiple Employer Aggregation Program (MEAP) including the plan’s important administrative, record-keeping and fiduciary services. Locally, LBW Insurance and Financial Services, will serve as the preferred local agent for the plan helping to get more businesses enrolled in the plan to help them reduce overhead expenses and meet new state requirements.

Beginning June 30, 2021, California will require all businesses with over 50 employees to offer their employees a retirement savings program. Then, by June 30, 2022 companies with 5 or more employees will be required to provide a retirement plan.

Businesses seeking more information on the new SCV Chamber Member 401(k) Retirement Plan can email us at hello@scvchamber.com.

MEMBER 401(K) PLAN

B10 · SATURDAY, APRIL 24, 2021 · THE SIGNAL

A LOOK BACK ON 20 YEARS AT HENRY MAYO NEWHALL HOSPITAL

BY PERRY SMITH Signal Managing Editor

A

lot can change in 20 years. In the last two decades, the vista from a drive up Interstate 5, for example, has changed from fields of cattle and orchards to what you see now, signs of commerce, development and bustling communities.

Similarly, the Santa Clarita Valley’s only community hospital, which is now less than a handful of years away from its 50th birthday, Henry Mayo Newhall Hospital, has seen tremendous progress in the last 20 years.

Roger Seaver, president and CEO of Henry Mayo, reflected on his 20-year milestone with the hospital on April 1 — “April fool’s,” he quipped — and his plans for how the hospital will continue to benefit from financial stability and community trust, regardless of the health care challenges the future could hold.

Those who work closest with him spoke highly of his passion, humility and focus, which have all put the hospital in the position it’s in today as a community leader for health care.

“Henry Mayo today is a reflection of Roger’s focused business and philanthropic vision, and his compassionate heart,” said Marlee Lauffer, president of the Henry Mayo Newhall Hospital Foundation and vice president of marketing and communications for the hospital. “His leadership is evident in our growing campus, our service line expansions and in our patient care programs.”

TIME TO SHAKE THINGS UP When Seaver arrived in April 2001, the conditions surrounding Henry Mayo, and the SCV, were quite different than they are today, the CEO noted.

In addition to challenges that come to an area preparing for massive growth and development (The city of Santa Clarita’s population grew from approximately 150,000 people in 2000 to more than 225,000 today — a massive 50% growth spurt), the Santa Clarita Valley was also still recovering from the 1994 Northridge Earthquake. There had been community concerns with respect to several previous contracts and services at the hospital — whether fair or unfair, he noted, it was still part of an uphill struggle Henry Mayo would need to overcome. “(In 2001), the ability to trust this hospital, by the community, was in jeopardy,” he said.

In the years following, a number of ambitious campaigns, dedicated staff members and community supporters not only erased concerns, but helped transform the hospital, adding news features and resources just about every year since.

“His strategic long-term vision … has really transformed this hospital from this rural hospital to a medical center,” said Mark Puleo, vice president of human resources at Henry Mayo. “So you know, this has been a long 20-year vision of his — to get from where we once were until where we are now and where we’ll continue to be.”

THE FIRST OF MANY ADDITIONS Seaver saw his initial goals as created financial stability for the hospital, which was needed to build the trust for employees and position, and then to address community needs.

“You know, to a great extent, the success of health care is, ‘Are you really meeting the needs of the people that you serve?’ And there’s always new gaps or new opportunities to meet those needs,” Seaver said.

The hospital’s ability to focus on the community’s need and fulfill those demands started with one of the first of many additions Seaver helped bring to the hospital, as well as with tremendous help from the generosity, support and philanthropy from the SCV. “When I first got here, the need for breast imaging

“You know, to a great extent, the success of health care is, ‘Are you really meeting the needs of the people that you serve?’ And there’s always new gaps or new opportunities to meet those needs.”

Henry Mayo Newhall Hospital President and CEO Roger Seaver has celebrated two decades at the hospital’s helm. PHOTO BY DAN WATSON / THE SIGNAL center and a focus on early detection and cancer was very much present here — (there was a) high desire, small group of clinical staff and then members of the community that understood the need also started raising money for the development of the facility in the service,” he said of the effort that eventually became the Sheila R. Veloz Breast Imaging Center.

The facility, which has since been Designated by the American College of Radiology as a Breast Imaging Center of Excellence, has offered SCV residents a state-ofthe-art resource for early detection since 2002.

SYNERGY AND SUPPORT Seaver mentioned staff and community synergy, in

April 1, 2001 Named President and CEO of Henry Mayo Newhall Hospital

2002

Sheila R. Veloz Breast Imaging Center

2003

Wound Care Services

2007 2008

Main Building and Pavilion Connected New Central Power Plant

PHOTO BY DAN WATSON / THE SIGNAL

2009 Roberta G. Veloz Cardiac Catheterization Lab

2010 Wayne & Connie Spears Instensive Care Unit Emergency Department Expanded Advanced Primary Stroke Center Designation

2012 Cardiovascular Services Expanded

GI Lab Renovation MedSurg Remodel Parking Structure Addition Helipad Akbar Hasan Infusion Center

2014 Henry Mayo Center Renamed Henry Mayo Newhall Hospital New Logo Unveiled

2019

2011

Operating Room Expansion

Spine Surgery and Joint Replacement Services

Kim and Steve Ullman Neonatal Intensive Care Unit

2016

Expanded Imaging Sevices

2013

Electronic Health Records Implemented STEMI Heart Attack Receiving Center Designation Underground Parking Structure

2015

Health and Fitness Center daVinci Surgical System Patient Tower

2017

Advanced Wound Care and Hyperbaric Medicine

addition to philanthropic support, as keys to the hospital getting to where it is now, with a number of distinguished and award-winning resources, but board members credit Seaver with coalescing those efforts with the example he sets for the board.

“He inspires others to aim higher and hold themselves to high standards, also,” said Judy Fish, the immediate past chair of the hospital’s governing board and former Saugus Union School District superintendent, who praised Seaver’s humility and his passion for the hospital.

“I think his passionate leadership sets the example for others to dream big with him,” she added. “All things are possible if you work together, and he shows that through his leadership and his passion, whether it’s partnering with the community, with the doctors and various groups, with the employees, with the patients, with the other leaders in the community,” she said. “It takes everyone working together — but if you don’t have that passionate, driven leadership at the top that makes it happen and brings people together, you won’t advance the way this hospital has.”

FUTURE PLANS As life often moves in cycles, a disaster is once again challenging the entire spectrum of health care today in the SCV as well as the rest of the world, due to a global pandemic.

The financial challenges in providing COVID-19 community care regardless of hospital cost have prompted Henry Mayo to once again refocus its efforts, Seaver said.

“We’ve got some recovery to do that has to keep us very focused,” he said, noting a $35 million pandemic cost in the hospital’s “long-term financial picture” makes it difficult to lay out the future plans with any certainty, at the moment.

Although hospital supporters will be glad to hear its steady leadership will not be going anywhere any time soon.

“Well, I have enjoyed the ride, so to speak, here, still enjoy it, and hope to be at it for a few more years,” he said, while discussing the future, and he plans to continue to stay involved in supporting community success, not just for the hospital, but for the greater SCV, as well.

Holly Schroeder, president and CEO of the SCVEDC and a board member for the hospital, praised Seaver’s holistic approach to trying to make the SCV a healthier place in all respects.

“He understands the value of a strong health care support system as being a vital component to the economic development and has been an incredible partner to the SCVEDC,” Schroeder said “There’s a connection to people that go to work, stay healthy, because they want to go to work, and healthy communities,” Seaver said, mentioning his support for organizations like the SCV Economic Development Corp., for which he is co-chair of the Executive Committee.

“So, to me, equally important to anything that we do at our hospital is that this community needs to stay as a beacon of opportunity for businesses to locate here,” Seaver added, “and that will be very valuable over the long term.” 

THE SIGNAL · SATURDAY, APRIL 24, 2021 · B11

PROPERTY TAX RELIEF AVAILABLE FROM THE ASSESSOR’S OFFICE

BY JEFF PRANG Los Angeles County Assessor

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he COVID-19 pandemic and its resulting economic downturn have disrupted normal operations for the businesses we rely on for over a year. We’ve seen this disruption across Los Angeles County, from restaurants operating at limited capacity, salons that were forced to close for a significant period of time, motel and hotel rooms that were left empty, to major airlines that had to ground their flights due to a lack of travelers.

California assessors are required by law to appraise both land and buildings, otherwise known as “real property.” However, they also value what is known as Business Personal Property (BPP), which includes furniture, equipment and machinery. During a year of normal operations, these assessments are fair and accurate, but this past year was far from normal. Beginning in March of 2020, many business owners were unable to use their equipment and machinery due to COVID-19-related state and local health orders which negatively impacted their business operations. Some businesses were not affected while others suffered significant losses.

As a result, I directed Los Angeles County Assessor’s Office staff to proactively reduce BPP assessments for impacted businesses to reflect the hardships these businesses are facing. Approximately 47,000 qualifying business owners will see the reduction on their business personal property bills, a considerable number of those being small-business owners. Business owners that did not receive a proactive reduction they may file an assessment appeal.

My office is legally required to assess the value of business personal property valued in excess of $5,000 as of Jan. 1. However, businesses with business personal property valued at $100,000 or more must file a Business Property Statement each year by April 1. This is required by state law. After May 7th a ten-percent penalty will be applied for those who fail to file on time.

Similarly, when the market value of real property falls below the assessed of the property value (also known as the Proposition 13 value) — a “Decline in Value” has occurred and you may be entitled to temporary property tax relief.

Our initial analysis suggests that 7,000 commercial and industrial parcels may qualify for a Decline in Value property tax reduction. Many qualifying property owners will receive a letter from the Assessor requesting additional information to help us make a value determination. However, these owners will still receive their regular, unadjusted property tax bill. Once we have completed our review, those properties with reduced assessments will be issued a corrected bill. Property owners who do not qualify for a proactive review can still file a Decline-in-Value application with our office or file an assessment appeal.

Be a part of The Signal’s 2020 – 2050 Time Capsule 2020 - 2050

Be a part of The Signal’s 2020 – 2050 Time Capsule 2020 - 2050

Send your photos or videos of the 2020 pandemic to

capsule@signalscv.com

While COVID-19 presented numerous challenges for small-business owners, the Assessor’s Office is looking for ways to support operations impacted by the pandemic. (MC)

“

Approximately 47,000 qualifying business owners will see the reduction on their business personal property bills, a considerable number of those being smallbusiness owners.”

Needless to say, this past year has proven to be very difficult for our small-business community. In fact, the hardship in many cases on business was a result of government intervention to stem the tide of this most deadly virus. I am committed to supporting our small

business and reductions in BPP assessments are just one example of how ethical decision making can strengthen the safety net for business owners.

Finally, there is good news across the board as more and more people receive their vaccinations and the numbers of infected people decrease. We still need to be vigilant and wear our masks and keep our distance, but perhaps there are days ahead where we can put this darkness behind us.

For more information on Prop. 19 or other tax savings programs, visit assessor.lacounty.gov or call (213) 974-3211. Los Angeles County Assessor Jeff Prang has been in office since 2014.

Upon taking office, Prang implemented sweeping reforms to ensure that the strictest ethical guidelines rooted in fairness, accuracy and integrity would be adhered to in his office, which is the largest office of its kind in the nation with 1,400 employees and provides the foundation for a property tax system that generates $17 billion annually. 

RAGGIO CERTIFIED AS ADDINGZEROS FACILITATOR

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aul A. Raggio, co-owner and president of One True North Inc., Leadership and Business Coaching Solutions, has completed the AddingZEROS Executive Organizational Development Training and has earned the AddingZEROS certification.

An AddingZEROS facilitator provides companies the tools and the guidance to add zeros in every aspect of the business – revenue, margin, profit, customer acquisition, customer retention, employee engagement, employee retention and community involvement.

“CEOs, executives and organizations

need leadership and management more today than ever. Paul Raggio will provide advanced executive development tools for CEOs and their executive teams to benefit organizations and the Santa Clarita Valley community,” said Monte Wyatt, CEO of AddingZEROS. “A strategicthinking execution planning process is vital to our country’s growth as we rebuild the economy.”

The AddingZEROS Executive Development training program creates a simple business model for independent coaches, trainers and consultants to develop a profitable and sustainable business with

leveraged full-time income and long-term clients. “The simplicity of the AddingZEROS executive development program makes complex topics simple for clients and coaches in their business,” said Wyatt.

AddingZEROS is a global executive development and training company that works with CEOs and executive teams to achieve exponential growth through team alignment, leadership and management development, and consistency throughout an organization. 

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B12 · SATURDAY, APRIL 24, 2021 · THE SIGNAL

FACEY CONTINUES TO FIND NEW WAYS TO SERVE HEALTH CARE NEEDS

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he “traditional” health care experience has been turned on its head thanks to COVID-19, but that hasn’t kept Facey Medical Group from finding ways to continue providing excellent care to patients. From video-based visits and online education programs to enhanced safety and security measures, the group has adapted nearly every aspect of its services to ensure patients aren’t left behind.

Even in the wake of the coronavirus, Facey’s Immediate Care clinics in Valencia and Mission Hills have continued to serve patients seven days a week, 365 days a year. All clinics now offer both virtual and in-person appointments. Most education programs and support groups are now available online. And the group’s

affiliation with Providence has grown stronger as a result of everyone working together to keep patients healthy under new and unusual circumstances. Even paying bills and checking in for appointments has been made easier thanks to

Facey’s patient portal, MyChart.

“Online bill payment is a convenience that our patients have requested for many years,” says the group’s president, Roscoe Marter, M.D. “And it’s part of our continued work to improve the Facey

experience online. Our affiliation with Providence has given us the ability to expand, adopt a more advanced medical record system, give patients online scheduling options, plus many new ways to coordinate our patients’ care with other health systems. We can prescribe educational and support tools in the exam room that patients can access in the comfort of their home.”

It’s easy to see why Santa Clarita Signal readers have voted Facey Best Medical Group 12 years in a row. Whether it’s modern offices or convenient services, there’s plenty to love about being a Facey patient. To learn more about all the services Facey offers, visit www.facey. com. 

WAYS TO CUT COSTS DURING RETIREMENT

T

he average person will spend more than 50 years in the employment sector. As retirement draws closer, many professionals begin to daydream about giving up the commute and having more time to pursue their personal interests.

Even if planning for retirement has been many years in the making, it can take some time for a person to become acclimated to having less income.

According to data from the Bureau of Labor Statistics, “older households,” which are defined as those run by someone age 65 and older, spent an average of $45,756 in 2016, or roughly $3,800 a month. That’s roughly $1,000 less than the monthly average spent by typical American households.

Housing, transportation, health care, and food are some of the biggest bills retirees will have to account for. Aiming

to have savings in addition to any other retirement income or government subsidy coming in to cover that amount is a step in the right direction.

Retirees can make their money go further if they take inventory of their spending and make some cuts where possible.

■■ Know where your money is going. It’s impossible to save without knowing what your expenses are each month.

Many people are surprised to learn how much little things add up over the course of a month. For example, spending $4 for a take-out coffee each day can quickly become an expensive luxury. Add all expenses and see where you can trim, especially if there’s a deficit each month.

■■ Consider extra health care. In the United States, Medicare participants can choose Medicare Supplement

Insurance plans to help reduce outof-pocket health care costs. Medicare Parts A and B only cover some of your health care costs. Supplemental insurance can cover some of the costs not covered by original medicare, like copayments, deductibles and coinsurance, according to AARP. ■■ Pare down on possessions. Take inventory of what you have and scale back where possible. If you are no longer commuting to work, you may be able to become a one-car household.

Downsizing your residence can help seniors avoid spending too much of their retirement time and money maintaining their homes.

■■ Take advantage of senior discounts.

Take advantage of the many discounts that are offered to seniors. Retirees can usually save on restaurants, travel, groceries, and much more by simply

shopping on specific days or verifying their age when checking out.

■■ Purchase less expensive life insurance.

According Cheapism, a site that advises consumers about how to be more frugal, the chief purpose of life insurance is to replace income to ensure the financial security of dependents in the event of death. Retirees may have no dependents and little income. Therefore, a large life insurance policy may not be necessary, especially if you’ve already set aside funds to cover funeral costs.

■■ Pay off a mortgage. Housing is many people’s most substantial expense. Paying off a mortgage can free up more money each month and allow retirees to spend their golden years doing as they please. (MC) 

STATE FARM’S HENRY RODRIGUEZ HITS 10 YEARS IN BUSINESS

S

tate Farm Insurance Agent Henry Rodriguez is celebrating 10 years of serving the Santa Clarita and surrounding valleys with insurance and financial services.

Rodriguez credits his success to strong team building, empowering his team to be leaders, mastering the art of networking, using a wide range of marketing strategies, and continuously

focusing on learning, development and self-improvement.

“It is true when they say, ‘When you love what you do, you’ll never work a day in your life.’ I get to help people every day, so it is easy for me to love coming to work,” he said. “I actually look forward to coming into the office each day because no matter what that day holds, I get to help someone improve their life.”

Rodriguez’s office is consistently ranked in the Top 20 for the Western Market Area for all State Farm agencies and has been the top-ranked State Farm agency in the Santa Clarita and Antelope Valleys for the past 10 years.

As an active and involved member of the community, Rodriguez sits on the board of three nonprofit organizations: the Santa Clarita Valley Chamber of

Commerce, the SCV Economic Development Corp. and the National Association of Hispanic Real Estate Professionals. 

SCV BUSINESS VOICES

ECONOMIC DEVELOPMENT: AN INVESTMENT IN GROWING YOUR ECONOMY HOLLY SCHROEDER President & CEO of SCVEDC

T

he work of economic developers often goes unnoticed and under the radar. In the month of May, however, we celebrate and help raise awareness of the importance of economic development. The Santa Clarita Valley Economic Development Corporation (SCVEDC) advances the mission of growing jobs in target sectors of film and digital media, aerospace, technology, medical devices, advanced manufacturing, and corporate services. Now more than ever, a thoughtful, integrated approach to economic development is critical to growing and sustaining quality jobs.

Here are three reasons why economic development plays a vital role in our region’s economy: 1. Vital Business Assistance and Support SCVEDC is a single point of contact for business needs. From access to tax incentives to workforce training at low or no cost, from expediting issues resolution to managing local business coalitions, SCVEDC provides solutions to keep businesses thriving.

Under “normal circumstances” on-site meetings with SCV employers allow us to assess the right programs that provide greatest benefit. During the pandemic, SCVEDC has continued one-on-one virtual support.

These confidential meetings are the most effective way to build relationships and deliver customized solutions with the most positive economic impact.

2. Industry Diversification and Economy Resilience Economic development helps diversify the economy, reducing a region’s vulnerability. Santa Clarita boasts a diversified economic ecosystem with multiple industry clusters, allowing SCV to not only be resilient during economic downturns, but to thrive.

Quality jobs and higher wages generate greater tax revenue, which fuels infrastructure, public safety, and other community investments. The City of Santa Clarita’s leaders have prioritized a balanced budget and ensured there is a “rainy day fund” in place to provide protection in case of an economic downturn.

3. Unparalleled Resources The diversity of businesses provides a fertile environment for employee attraction. This award-winning region is known for its educated and talented workforce, top-ranked schools, business-friendly culture, and unrivaled quality of life. College of the Canyons (COC) provides free and low-cost workforce training, robust internships, and apprenticeship programs. The Small Business Development Center provides entrepreneurs support to launch and grow their businesses.

SCVEDC’s free job board, LiveWorkSCV.com, connects SCV employers with local talent, a valuable resource for both SCV companies and job seekers.

For more information, contact the SCVEDC at SCVEDC. org or call (661) 288-4400. 

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THE SIGNAL · SATURDAY, APRIL 24, 2021 · B13

THE VALUE OF STRAIGHT TALK PAUL BUTLER Signal Contributing Writer

One of the attributes most admired in the workplace is straight talk. It’s a universal principle that shareholders, customers, employees, colleagues and vendors all prefer people who talk straight.

Is this attribute one of character or of competence? I’d suggest — both. To speak, is a behavior and therefore it’s what we do. But behaviors come out of who we are — which is character.

When I served as a regional finance director with a major hotel company it didn’t take me long to second guess what my leadership meant when they’d use phrases such as: “business process reengineering”, “right-sizing” or “optimizing the workforce.” What I realized they really meant was: “layoffs,” which also translated into long days behind closed doors with an organizational chart and a calculator.

I hear that same lack of straight talk today from many in the workplace. What does, “that could work” even mean? Is that a yes or a no? How about this one?

“I’ll try to get to it by Friday?” Does such a statement fill you with confidence it’ll all be wrapped up by the weekend? When someone tells you they’re “crazy busy,” “slammed” or “buried,” do you feel

they’ll give full and focused attention to your request?

Three words we often hear in tight succession today in the workplace are: “diversity,” “equity” and “inclusion.”

Collectively, they’re commonly abbreviated to “D, E and I”. Standing alone they all sound like quite positive words but when pulled together, I fear they’re causing more harm than good.

Having diverse opinions in the workplace can be very healthy indeed. Some of the best outcomes I’ve observed on complex work projects have been derived by individuals who had completely different personalities; came from varied backgrounds and contrasting ways of seeing the working world. What such individuals came up with as a team was far greater than the work of a lone genius.

I’ve seen the fruit of synergy fall from the tree countless times, in teams where differences of opinion were actively sought out and encouraged.

The word “diversity” today doesn’t mean the same thing. They’re not talking straight. What such deceptive individuals are really saying is that jobs and vendor contracts should be awarded based on factors outside of someone’s control — namely skin color, gender or sexual orientation. That’s just plain wrong, As a recovering accountant, I recall that “equity” is the difference between assets and liabilities. Whereas assets are what the organization owns, liabilities are what the organization owes. The delta is equity — what the organization owes the owners as they own the business.

It’s important that we consider what we’re actually saying when a business owner identifies an organization’s goals and values for employees, writes business expert Paul Butler. (MC) Translating this into the workforce, I believe each and every employee is owed the right to be treated fairly and have the same opportunity to make a positive contribution and be rewarded rightly for the efforts they make.

The word “equity” today doesn’t mean the same thing. The implication within the new lexicon, is that institutional wrongs committed many, many generations ago need to be corrected today. The thought process being, more inequity creates equity. That’s just plain wrong and is a form of double-speak. It’s not straight talk.

To be “inclusive” in today’s workplace

is indirectly, and in a roundabout kind of way accusing organizations of having explicit or implicit bias, which creates an exclusive culture. I can’t see the wood for the trees on that definition — can you? All I know is that having worked in various countries around the world and across 28 states as an employee and now as a business owner — we just cared about getting the job done. Male, female, religious affiliation or sexual orientation were not, and are still not, matters on the collective table for discussion. We just wanted the best person for the job.

I believe what organizations need more than ever today is, men and women of impeccable character and unquestionable competence. Who they are and what they do, will chart the direction of their work teams and organizations for many years to come as they sail through these temporal stormy seas.

A reliable compass is one that shows true north — straight talking is such a compass in an upside-down world.

Paul Butler is a Santa Clarita resident and a client partner with Newleaf Training and Development of Valencia (newleaftd.com). The views and opinions expressed in this article are those of the author and do not necessarily represent those of The Signal newspaper. For questions or comments, email Butler at paul. butler@newleaftd.com. 

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

ECONOMIC FORECAST PREDICTS GROWTH, OPPORTUNITY IN THE SCV

BY HOLLY SCHROEDER President & CEO of the SCV Economic Development Corp.

E

xpect a strong economic recovery this year, according to economics at the SCVEDC’s Spring Economic Outlook Forecast.

Mark Vitner, senior economist at Wells Fargo, predicted that growth would be around 9% nationally, and that California’s growth would be even greater when shutdown orders lighten. The SCV will see rapid economic improvements, if positive COVID-19 cases consistently abate, and the state correspondingly continues to lift restrictions, according to Mark Schniepp of California Economic Forecast.

As of early April, Gov. Gavin Newsom outlined California’s next steps and declared the state will be fully reopen

by June 15, (mask required and vaccines encouraged). Our economists predict business activity and our local economy will improve and thrive as we move into and beyond the orange tier.

NEW DEVELOPMENT PIPELINE Dr. Mark Schniepp stated the new development and construction will help spur economic recovery in our region.

New development projects in the Santa Clarita Valley are not limited to a single type. There are substantial commercial, industrial and residential growth, including a surge in hospitality projects. Santa

Clarita has 19.6 million square feet of space in its commercial and industrial development pipeline, including active construction at Needham Ranch and IAC Commerce Center.

EMPLOYMENT AND WORKFORCE Santa Clarita’s labor market fallout may have been severe, but our region is already recovering from the 18,000 jobs

lost in March/April of 2020. As of last month, the SCV’s unemployment rate dropped to 9.6% demonstrating that new job opportunities are available or employees have been asked to return to work.

Job recovery should continue, especially as Magic Mountain reopens and, later this

year, Princess Cruises resumes sailings.

These companies are two of our largest employers and were hit hard by the shutdown orders.

Furthermore, the already mentioned robust commercial and industrial development pipeline will provide additional employment opportunities for the region.

This will help accelerate the SCV’s economic recovery and sustainable growth thereafter.

Many sectors have fully recovered from the scourge of the pandemic, including construction, manufacturing and consumer spending on goods. The technology sectors also remain solid and growing, especially in California.

The Santa Clarita Valley Economic Development Corporation is a unique private/public partnership representing the united effort of regional industry and government leaders. The SCVEDC utilizes an integrated approach to attracting, retaining and expanding a diversity of businesses in the Santa Clarita Valley, especially those in key industry clusters, by offering competitive business services and other resources. (661) 288.4400 |scvedc@scvedc.org 

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B14 · SATURDAY, APRIL 24, 2021 · THE SIGNAL

SCV BUSINESS VOICES

HOW TO TALK TO LOVED ONES ABOUT VACCINES PATRICK MOODY Henry Mayo Newhall Hospital

S

ome people are hesitant to get vaccinated. And it can be difficult to know how to have a conversation about what’s holding them back. This is new territory for all of us, after all.

If you’re ready to dive into conversations about COVID-19 vaccines, your support can make a difference — if you do it in a positive way.

1. Listen without judgment. It’s normal to have questions or concerns about new vaccines. It’s important to acknowledge any concerns your loved one has and try to understand them. Remember: The goal is not to win an argument. It’s to learn what the other person is worried about and to offer information that could put their minds at ease.

2. Share facts—but ask first. Sometimes people just need accurate information to help them make up their minds. But ask for permission to share what you know. They may be more open to listening and less likely to be defensive that way.

It may help hesitant people to know that: • The Moderna, Pfizer and Johnson & Johnson vaccines are nearly 100% effective at preventing hospitalizations and deaths from COVID-19.

• Most side effects are mild (like a sore arm or tiredness). Some people have no side effects at all, while others may feel under the weather for day or so.

Serious allergic reactions are rare.

• While the COVID-19 vaccines are new, scientists have been working with the technology for mRNA and viral vector vaccines for more than 20 years.

• Diverse groups of people took part in the vaccine studies.

• By far, most doctors who have been offered the vaccines have taken them.

3. Help them find their why. Why did you choose to be vaccinated? Sharing your reasons with your loved ones might help them to identify theirs. And it doesn’t hurt to remind them that you love and care about the — and want them to be healthy and safe.

4. Know when to press pause. If either of you becomes upset, take a break from the discussion. Maybe you’ll be able to pick it up in a more positive way later.

Maybe not. But whatever your loved one decides, you still want to have a good relationship when all is said and done.

Patrick Moody is the director of marketing and public relations at Henry Mayo Newhall Hospital. For more information about local community health programs, visit HenryMayo.com. 

SCV BUSINESS VOICES

M & M FASTENERS SUPPLY OFFERS SUPPORT FOR RETURN OF FILMING, CONSTRUCTION GROWTH

F

or years, the Santa Clarita Valley has been a home to feature films, TV shows, commercials and now streaming productions, as the SCV sits in the northern half of the Thirty-Mile Zone, or TMZ, an area created to encourage filming through tax breaks.

But what a lot of people might not realize is how many local companies, businesses like M & M Fasteners Supply Inc., play a vital role, so to speak, in making sure productions have the right parts.

While M & M has been known as a reliable name in commercial, aerospace and construction for four decades, after relocating to the SCV in January 2019, M & M CEO Eunice Hajek quickly realized that while she might be moving away from Hollywood, she was moving her company to a place where its ability to provide quality, reliable tools and fasteners would be hugely important for the filming industry.

Known as “Hollywood’s backlot” and “Hollywood North,” the SCV relies on countless local businesses like M & M to keep things running smoothly on the sound stages, on scene and anywhere else that complex, expensive film equipment or set building needs support tools and technology.

Another growth area for M & M has been in the support of essential construction. This progression was also a natural growth area for a company that’s long prided itself on supplying parts to keep us safe in the sky for the aerospace industry. Moving to a hotbed of growth has allowed M & M to become an authorized distributor for other trusted names, such as DeWalt, Senco, Elco, and Grabber Construction Products for hardware, tools, adhesives and more . Whether the need is a concrete anchor, an eyebolt, tek screws or nails, M & M prides itself on the motto, “Where quality meets customer service.”

“We have the tools and the hardware available not only to support the filming industry but also the construction industry,” Hajek said. “We’ve always provided quality customer care and the best parts available, but these recent economic conditions have really allowed us to demonstrate the ability and value of working with a local business as our economy begins to open up again.”

M & M Fasteners Supply is a stocking supplier of quality fastener products and accessories specializing in OEM, MRO, electrical and aerospace markets. M & M can also supply parts from a blueprint or technical specification. For more information, visit mmfastsupply.com or call (818) 767-8833. 

THE SIGNAL · SATURDAY, APRIL 24, 2021 · B15

URGENT CARE

Continued from page B1

or travelers are being required to show proof of negative results, in some cases weekly.

While Luna believes testing will decrease as vaccination rates increase, and that virtual services are here to stay, such as the center’s newly implemented online registration process.

“You don’t present us with an insurance card or driver’s license, that’s all uploaded by you online, so that’s a process that I feel we’ll continue to implement because it adds ease of access and it shortens the process,” Luna said.

SCV QUALITY CARE SCV Quality Care also saw a significant drop in patients at the start of the pandemic, according to owner Jeannette Hahm.

“It was pretty drastic,” Hahm said.

“Business dropped tremendously … because everyone was scared to come in.”

Much of the initial few months were spent easing those patients’ concerns, explaining the safety protocols in place, and while implementing televisits accommodated some patients, others with more severe illnesses were left with no choice but to go into the office.

“We had a lot of cases where people were so scared, and it was just a matter of talking to them, and helping them weigh the risk,” Hahm added. “It was just a matter of making them comfortable.”

Over the course of the year, Hahm saw the center’s business rise and fall, correlating somewhat to the COVID-19 figures being reported — when there was a surge in cases, business would drop, and vice versa.

Through it all, the center continued to see patients in-person, even those with COVID-19 symptoms, and even increased their acute outpatient care during peak surges so they could treat patients who they’d normally refer to the hospital.

While providers at the center were hesitant to implement telemedicine, unsure of how they’d navigate treating patients without in-person examinations, many soon realized it was a great tool, if used in the appropriate matter, such as with patients with chronic conditions or minor illnesses.

“I think a lot of providers are seeing the benefits of it,” Hahm said, “as well as the limitations of it.” 

QR codes and digital scans became a big part of the new normal at urgent care locations across the valley.

PHOTOS BY DAN WATSON / THE SIGNAL

THE LIST: A ssisted L iving NAME Atria Santa Clarita Comfort Keepers Friendly Valley Senior Living Community Home Care Assistance Oakmont of Santa Clarita Pacifica Senior Living Santa Clarita Sunrise at Sterling Canyon Total Senior Assisted Living Referral Agency

ADDRESS

CONTACT

WEBSITE

24431 Lyons Ave., Santa Clarita, CA 91321

661-254-9933

www.atriasantaclarita.com

23900 Lyons Ave., Santa Clarita

661-287-4200

www.comfortkeepers.com

19345 Avenue Of The Oaks, Santa Clarita

661-252-3223

www.friendlyvalleycountryclubwebsite.com

28309 Newhall Ranch Road, Valencia

661-473-2361

www.homecareassistance.com

28650 Newhall Ranch Road, Santa Clarita

661-466-2390

oakmontofsantaclarita.com

24305 Lyons Ave., Newhall

661-200-9487

www.pacificaseniorliving.com

25815 McBean Parkway, Santa Clarita

661-253-3551

www.sunriseseniorliving.com

25350 Magic Mountain Parkway, Suite 300

661-313-3270

www.totalsenior.com

THE LIST: H ealth C are F acilities NAME

ADDRESS

CONTACT

WEBSITE

19042 Soledad Canyon Road, Canyon Country

661-367-8429

https://www.afcurgentcare.com/santa-clarita/

25733 Rye Canyon Road, Valencia

661-295-2500

http://bit.ly/ConcentraSCV

Exer Urgent Care (Canyon Country)

14550 Soledad Canyon Road, No. 100, Canyon Country

661-488-7402

Exer Urgent Care (Stevenson Ranch)

25548 The Old Road, Unit U1, Stevenson Ranch

661-556-9020

Facey Immediate Care

26357 McBean Parkway, Valencia

661-222-2643

http://www.facey.com/urgentcare

Facey Medical Group (Valencia)

23803 McBean Parkway, Valencia

661-481-2400

providence.org/locations

Henry Mayo Newhall Hospital

23845 McBean Parkway, Santa Clarita

661-200-1300

henrymayo.com

26877 Tourney Road, Santa Clarita

1-833-574-2273 (1-833-KP4CARE)

http://bit.ly/SCVKaiser

Northeast Valley Health Corp. (Newhall)

23413 Lyons Ave., Santa Clarita

661-705-2040

https://nevhc.org/

Northeast Valley Health Corp. (Valencia)

23763 Valencia Blvd., Valencia

661-705-2040

https://nevhc.org/

American Family Care Urgent Care Concentra (urgent care)

Kaiser Permanente (urgent care)

https://exerurgentcare.com/ urgent-care-santa-clarita/ https://exerurgentcare.com/ urgent-care-santa-clarita/

Providence Holy Cross Health Center at Santa Clarita Samuel Dixon Family Health Center (Canyon Country)

26357 McBean Parkway, Santa Clarita

661-288-5900

27225 Camp Plenty Road, No. 4, Canyon Country

661-424-1220

http://www.sdfhc.org/

Samuel Dixon Family Health Center (Newhall)

23772 Newhall Ave., Newhall

661-291-1777

http://www.sdfhc.org/

Samuel Dixon Family Health Center (Valencia)

25115 Avenue Stanford, No. A104, Valencia

661-257-2339

http://www.sdfhc.org/

30257 San Martinez Road, Val Verde

661-257-4008

http://www.sdfhc.org/

23823 Valencia Blvd., Ste 160, Valencia

661-254-0026

http://www.scvqualitycare.com/

19231 Soledad Canyon Road, Canyon Country

661-430-9040; info@ mysmartclinic.com

https://www.mysmartclinic.com/

Target Clinic - Kaiser Permanente

19105 Golden Valley Road, Santa Clarita

661-252-1396

https://kptargetclinic.org/locations/

Urgent Care and Family Medicine - Providence

24035 Newhall Ranch Road, Santa Clarita

661-291-3444

http://bit.ly/ProvidenceSCV

27875 Smyth Dr., Suite 101, Valencia,

661-702-1440

www.valmedcare.com

Samuel Dixon Family Health Center (Val Verde) SCV Quality Care SmartClinic Urgent Care

Valencia Medical Care

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