Energy Disclosure in California has a Bumpy Road

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By Marika Erdely, Founder and CEO of Green EconoME

Energy Disclosure Laws – What are the most recent developments?

Energy and water disclosure laws con­tinue to make a presence nationally. During December 2016, the cities of Denver, CO; Orlando, FL; and Evan­ston, IL and finally, our own City of An­gels signed legislation requiring energy and water disclosure laws. Mayor Gar­cetti signed Ordinance #184674 called the Existing Building Energy and Wa­ter Efficiency Program, affectionately called “EBEWE.”

Mayor Garcetti has mandated there be a reduction of energy usage of 15% by 2020, which was adopted by LA Depart­ment of Water & Power Board. Cur­rently, approximately 50% of LA City’s electricity demand comes from 4% of the existing buildings.

The new ordinance is not tied to any financial transaction and will require annual reporting for all buildings over 20,000 sq. ft. in the City of Los Angeles, including commercial, industrial, and multi-family.

The City of LA’s ordinance comes in two phases.

Phase 1 requires annual disclosures of energy and water use through the EPA’s Energy Star Portfolio Manager Software. As many of you readers recall, this was the same software that was used to com­ply with the since-repealed state law, AB 1103. Entering energy and water us­age into this software, along with certain physical and operational characteristics of the building, provides an Energy Star rating. This rating compares the build­ing’s use against similar building types within the software. The analysis also provides an Energy Use Intensity (EUI) rating when it compares against similar building types across the nation.

The City of LA’s ordinance will require benchmarking to be completed annual­ly, and the disclosure will be made public by the City’s Dept. of Building and Safety, which will be managing compliance begins this July, per the schedule below:


Phase 2 requires buildings to be audited and have retro-commissioning complet­ed every five years. This additional step will provide valuable feedback to the building owner as to what is consuming the most energy in their building and how well it is operating compared to how it was designed.


  • Completing a Level 2 Audit pro­vides an evaluation and documenta­tion of the existing conditions of the building’s systems
  • Provides recommendations for energy and water efficiency retrofits with estimated costs and savings for the building owner
  • Usage is benchmarked against similar buildings

Retro commissioning:

  • Systematic process for improving and optimizing the operation and maintenance of a building
  • Involves detailed study of building system operation
  • Faults in building systems are iden­tified for resolution
  • Recommend changes to increase energy efficiency
  • Focuses on energy- and water-using equipment

Energy 2

The Audit Report is a valuable tool to understanding the potential benefits of implementing Energy Conservation Measures (ECMs). For example, LED lighting retrofits can save up to 25% of the total bill. The benefits to retro commissioning include ensuring that a building operates as it was designed. Many times during the operation of a building, cost-saving efforts are imple­mented to make short-time fixes, and this ultimately effects the energy and water efficiency of the building. Plus, new technologies can provide new en­ergy saving opportunities.

The schedule for Audits and Retro com­missioning is shown in the table be­low. There are a few exemptions to the benchmarking requirements, excluding buildings that have been under demoli­tion and those that have not received any energy or water service in the past year. In addition, buildings that are already Energy Star Certified will not have to comply with Phase 2 of this ordinance. Please contact us for information on ad­ditional exemptions.

Also, please note there are fees for sub­mission of the Benchmarking and Audit Reports, as well as for non-compliance.

What is happening with California’s Energy Disclosure Law?

California has currently set the threshold for compliance for AB 802 (formerly AB 1103) to require all buildings over 50,000 square feet to annually disclose their benchmarking results. This law will no longer be tied to financial transaction as AB 1103 had been. The new law also includes multi-family buildings, which were not previously included. This law is still in draft form.

The anticipated timeline of compliance is as follows:

Energy 3

Final Thoughts

Why care about energy efficiency and why comply with these laws? It has been very clear in our recent LED and HVAC control retrofits that making a building energy efficient is not only going to lower the building’s operating cost and make the cap rate more attractive, it will ultimately effect market valuations. It already does.

Actual results of a building saving 25% in kWh after retrofits in late 2015 and early 2016 shown at bottom of page.

Please contact us with any questions re­garding energy disclosure law require­ments or energy efficiency.

Green EconoME is an Energy Consult­ing and Construction Company located in Pacific Palisades, working all over Southern California.

Energy 4

Marika Erdely, MBA, LEED AP+B, Certified Energy Auditor


License B#1001368


General Water

Upper Narrows Emergency Pipeline Project was Unlike Any Other

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By Logan Olds General Manager, Victor Valley Wastewater Reclamation Authority

It’s safe to say that the Upper Narrows Emergency Pipeline project was unlike any other for the Vic­tor Valley Wastewa­ter Reclamation Authority.

When a series of powerful storms in late 2010 broke open a large sewer line, spilling 42 million gallons of sewage into the Mojave River, the stage was set for one of the largest and most important recent FEMA projects in California.

Over the next five years, planners, engineers and construction teams navigated complex technical and en­vironmental obstacles – first in lay­ing nearly 5,000 feet of temporary pipe, then designing and building a permanent solution that included tunneling under the streets of Old Town Victorville and under 270 feet of rock through an earthquake fault.

To serve Apple Valley, two 16-inch pipes were installed using direction­al drilling 40 feet below the Mojave River and under one of the busiest railroad lines in the nation.

The $41 million project was de­signed to keep the new pipe out of the river and away from other envi­ronmentally sensitive areas, but the challenges grew with each passing month. Many of these were impos­sible to anticipate – unusual geologi­cal formations, endangered speciesand archeological remains – but we had to persevere. The immediate and long-term public safety and well-being of the water of our region de­pended on it.

Now it seems we’re being made an example of – in the wrong way.

In recent weeks, stories have sur­faced questioning the project’s costs and accounting. These were based on a draft audit from the Office of Inspector General (OIG), claiming that VVWRA did not properly ac­count for and expend $31.7 million in FEMA grant funds.

To say that we were caught off guard by the report would be a massive un­derstatement. Only six months ear­lier, we were told that the audit was 95% complete and that our expenses and accounting were “generally ac­ceptable.”

While we appreciate the federal gov­ernment’s checks and balances, this particular audit trail leaves us baffled – because of what we were led to be­lieve and the nature of the pipeline project itself.

Even in the best of circumstances – never mind something as complex as Upper Narrows – it is not unusual for a major engineering project to come in more expensive than origi­nally thought because of unforeseen challenges. Tunneling projects often experience cost overruns in excess of 30%. With Upper Narrows the additional costs were less than half that – approximately 15%, or only 5% above the 10% contingency built into the project. It’s the only time, in fact, that a project we’ve managed has exceeded the standard 10% con­tingency, which speaks to both our excellent record of controlling costs and the unusual – and urgent – na­ture of the Upper Narrows project.

The extent of the damage – and the work required to fix it – was some­thing we could not have anticipated. We performed triage first and then maneuvered through unchartered territory to ensure the safety of the community we serve and the protec­tion of our groundwater and envi­ronment. Our teams used every type of boring technology in existence, outside of using explosives, includ­ing the use of a massive 80-inch bor­ing machine, smaller micro tunnel­ing machines, horizontal directional drilling, pipe ramming and open cut construction. In addition, 10 concrete manholes ranging from 48-96 inches in diameter were installed.

These were no small tasks – com­plicated even more by challenges beyond our control, such as the need to ensure that wetlands, critical habi­tat and endangered species such as the Least Bell’s Vireo would not be disrupted. The project required close collaboration with the Native Amer­ican community to ensure that any artifacts or remains were handled with great care with the railroads to ensure that the work being done beneath crossings was properly en­gineered, and that all appropriate special permits were secured. Even with the invaluable support of these groups and other stakeholders such as the Kemper-Campbell Ranch, The Lewis Center and the City of Victor­ville, the project was as daunting as any we’d ever encountered.

Along the way we went to great lengths to ensure that every “i” was dotted and every “t” crossed when it came to spending and account­ing – and felt confident, based on our communications with auditors last March, that we had taken all ap­propriate steps. Recently, the Daily Press published a report referencing a transcript of that phone call – sug­gesting that any lingering questions the auditors might have had were small in nature.

We provided the auditors detailed answers to those questions and had no reason to believe that anything was wrong.

We still don’t, which is why we find ourselves scratching our heads over the draft audit we received six months later.

Whatever the internal dynamics are within OIG and FEMA, we stand ready to defend how this critically important project was managed and accounted for.

General Transportation

Victor Valley Transit Authority

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By Fidel Gonzales, Marketing & Civil Rights

Victor Valley Transit Author­ity (VVTA) con­tinues serving the growing High Desert transpor­tation needs. The agency has made great strides in its partnerships that support educa­tion, employment, veterans, and other life services opportunities.

Established as a Joint Powers Author­ity in 1991, VVTA offered Americans with Disabilities Act (ADA) paratran­sit service and fixed-route bus service for Adelanto, Apple Valley, Hespe­ria, Victorville and county areas of Helendale, Lucerne Valley, Piñon Hills and Wrightwood. Since then, following its merger with Barstow Area Transit in 2015, VVTA service area grew from 425 square miles to nearly 1,000 square miles. VVTA’s operational area currently spans from the Los Angeles County, Kern Coun­ty, and Inyo County lines on the west and north to the Colorado River on the east. Communities now include Barstow, Daggett, Hinkley, National Training Center at Fort Irwin, Len­wood, Ludlow, Mountain Pass, New­berry Springs, Trona, Big River, and Yermo.

In addition to its VVTA Direct Access, a curb-to-curb transportation service to individuals who are certified and meet ADA requirements, VVTA pro­vides traditional bus service through its 36 fixed routes. In the last decade, fixed route ridership has grown from 1 million riders in 2006 to 2.7 million riders in 2016.

Recent routes added to the system include the 45X Express in 2015, which delivers non-stop service from Victor Valley College to the Victor­ville Transfer Point at Costco. VVTA Route 24 Oak Hills, added in October 2016, now provides service to Oak Hills High School and San Joaquin Valley College.

VVTA Route 200 Lifeline service to Needles, which operates one day per week, began in June 2016, connect­ing the cities of Needles, Barstow, and Victorville. The route is in response to a request from the San Bernardino County Board of Supervisors Chair, Robert Lovingood, who saw the need for Needles residents to have access to the courts and Medi-Cal healthcare not available in that city.

VVTA Needles Car Share program, which was nationally recognized with an innovation award, features hourly car rental-type of service starting at just $5 an hour. While Needles does have transit service within its city limits, many of the nearest supermar­kets and other retail shopping are only found across the Colorado River in Arizona. Public transportation does not meet this need.


The VVTA Route 15 B-V Link connects Barstow to the Victor Valley and provides Monday-through-Saturday service to the Inland Empire, including San Bernardino and Fontana Metrolink. The route began in 2011, offering service just three days a week between Barstow and Victorville. The following year, service was extended to San Bernardino, and in 2013 service was extended to Monday through Friday. Saturday service was added in July 2016 when ridership blossomed to nearly 6,000 monthly riders.

VVTA continues its partnership with Victor Valley College with its Ram Pass program. Funded through a stu­dent transportation fee, students with valid VVC student IDs board fixed-route buses for free. The program be­gan as a pilot program funded through the Mojave Desert Air Quality Man­agement District.

“The Ram Pass program has reduced traffic congestion on Bear Valley Road, reduced stress on VVC’s over­crowded parking lots, and improved air quality through this collaborative Mo­jave Desert Air Quality Management District effort,” said VVTA Mobility Manager Aaron Moore. “Though the greatest impact we have seen emerge from this program is the life opportu­nities that were once more challenging to attain due to the high cost of trans­portation inherent with our sparsely populated region.”

Through the Ram Pass, 288,181 trips were pro­vided to VVC students during the extended pilot that concluded in 2014, accounting for 12% of system-wide rider trips. Students ridership from all High Desert schools remains strong and cur­rently accounts for 48% of rider trips, according to a recent AECOM sur­vey. Approximately 50% of all student ridership use the Ram Pass.

VVTA remains sensitive to its use of local roads. Between 2010 and 2016 VVTA has turned over more than $30 million in unused transit funds to local jurisdictions for street and road main­tenance and improvements.

Realizing the health and environmen­tal benefits of Compressed Natural Gas (CNG), VVTA began switching from its all-diesel fleet to an all-CNG fleet in 1998. To reduce costs associated with outsourcing fuel requirements to outside vendors, VVTA now operates two strategically located CNG fuel­ing stations in Hesperia and Barstow. These fueling stations are open to the public. In addition, these new fueling stations shorten refueling times and improve operational efficiencies.

With an eye on the future, the agency continues testing of renewable energy fuel technologies. VVTA began test­ing Zero-Emission Bus (ZEB) hydro­gen fuel and electric-powered tech­nologies in 2016 and deployed its first electric support vehicles in 2017.


Serving the needs of the High Desert’s workforce, VVTA launched its com­muter vanpool program in 2012. The program enables individuals in groups of seven or more to commute for as low as $30 a week. The vanpool fleet has since blossomed to 212 vehicles, serving 1,500 commuters daily and logging over 400,000 miles monthly. By eliminating what would be 1,290 single-occupancy vehicles from High Desert roadways, the shared ride pro­gram dramatically reduces traffic con­gestion. With the environment, the economy, and quality of life in mind, VVTA Vanpool saves the High Desert 1.6 million single-occupancy vehicle miles monthly.


VVTA was designated a Consolidat­ed Transportation Services Agency (CTSA) by the San Bernardino Coun­ty Transportation Authority (SBCTA) in 2015, enabling that division of the agency to operate with fewer restric­tions in its mission to improve mobil­ity options for residents who are most in need and often the most difficult to reach through conventional fixed- route transportation. This designation of the CTSA was made in recognition of efforts VVTA had made through its Mobility Management Department to enhance regional transportation for se­niors, disabled individuals, and High Desert residents who do not otherwise have transportation options.

The agency has also been essential in expanding transit services, providing oversight and financial management to local nonprofits. Residents of Trona in the northwest county and Big Riv­er along the Colorado River are now served through volunteer-driver pro­grams.


For seniors and those with disabili­ties, living in sparsely populated areas proved challenging for those in need of transportation, especially for medical and social services appointments. Pri­or to the CTSA, public transportation was simply not available, and the con­sequences adversely impacted medi­cal conditions and public resources. To meet this need, the CTSA launched the Transportation Reimbursement for Individuals Program (TRIP), which provides an incentive for volunteer drivers (usually friends or neighbors) to assist eligible individuals who are unable to drive or access public trans­portation by providing necessary, es­corted transportation. Participants re­ceive funds to reimburse the volunteer driver and to offset the cost associated with providing transportation.

Realizing the success nonprofits have made in serving the community but also the transportation challenges these organizations face, the CTSA initiated the Mobility Vehicle Dona­tion Program to serve these needs. The program donates retired vehicles to regional nonprofits to help reach their clientele–including the elderly and those with disabilities–who are living in the greater VVTA service area. While VVTA is restricted from providing assisted medical transpor­tation, by working through qualified nonprofits, the CTSA realized that, through such transportation partner­ships, the nonprofits provide medical transportation for a fraction of the cost and without further burdening emer­gency medical response systems. This new approach to transit saved families from skyrocket­ing transportation costs. To ensure the long-term success of these programs, the CTSA developed a Driver Training Program and a Vehicle Mainte­nance Program.

Working with the Veterans Admin­istration Loma Linda Health­care System, the CTSA helped develop the free Vet­erans Express Transportation System (VETS) for those veterans who have medical appointments at the VA Loma Linda. Previously, transportation op­tions were not only costly but were limited to certain times of the day and veterans could not receive the care they needed.

General Politics

Easy to Lead, Hard to Govern

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By Paul C. Granillo, President and CEO, Inland Empire Economic Partnership

Part of the mission of the Inland Empire Economic Partnership is to ensure that the needs and reality of the economic situation of our region are represented in national and state­wide organizations whose decisions or influence might effect the Inland Empire.

One of those organizations that I am pleased to be associated with is California Forward, whose goal is to make the promise of the California Dream attainable for all. Its mission is to inspire better decision-making by governments at all levels in order to: Grow Middle-Class Jobs, Pro­mote Cost-effective Public Services, and Create Accountability for Re­sults. This year California Forward celebrates its 10-year Anniversary as an organization, and I was honored to attend their Gala celebration.

The keynote speaker for the evening was Former Defense Secretary and Director of the Central Intelligence Agency Leon Panetta.

Secretary Panetta served as the founding co-chair of California Forward, along with Tom McKiernan, the former CEO of the Automobile Club of Southern California. One was a democrat and the other a republican. Their goal was to help create a organization that would work in a non-partisan way to find solutions for California problems. Sounds easy but it is hard work. In his keynote address Panetta decried the lack of civility and accountability by elected officials at all levels of government. Put plainly, are we electing people who only care about themselves and have lost or never had the understanding that before winning for themselves or their party they were elected to govern? Whether you are a Republican at the national level or a California Democrat, majority control means nothing if choices to tax, regulate and educate are not made with bipartisan input and the motivation that governing means creating the best solutions for the lives of the governed. Sometimes in the Inland Empire we feel forgotten and unappreciated. We cannot let those feelings stop us from holding our elected officials at all levels accountable, not just for their votes but for their attitude toward how they carried out their role in OUR governance structures. It is easy for people to call themselves leaders; it is much harder to actually be one.

General Politics

A Libertarian Approach to Regulatory Reform in California

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By Brian W. Ryman, Co-Chair, Victor Valley Libertarian Alliance

The Libertarian Party of California af­firms in our platform that, “all individuals have the right to exercise sole dominion over their own lives, and have the right to live in whatever manner they choose, so long as they do not forcibly interfere with the equal rights of others to live in whatever manner they choose.” This is antithetical to the regulatory environment in California, which controls every aspect of our lives and our business dealings. It is the purpose of this portion of our program to show how we can reform the current system to rein in regulations and allow for greater individual freedom in the state.

The proposals here are not meant to be seen as the final goal of the Libertarian Party in regards to regulations in the state. Nor are they meant to be the only course of action in bringing about a freer society. These are actions that can be taken now, within the present framework established by the US and California Constitutions, federal and state law, and current regula­tory mechanisms and procedures.

Over-regulation is a problem for Cali­fornians. Before offering solutions, it is necessary to understand where we are and examine how we came to this point.

Current Problem

California’s economy is floundering as businesses–both large and small–are leav­ing the state at an alarming rate. The rea­son for this is clear: California is consis­tently rated the worst, or one of the worst, states in which to do business. According to the Tax Foundation’s 2015 State Busi­ness Tax Climate Index, California ranked 48th for corporate taxes (beating only New York and New Jersey); For 11 years in a row Chief Executive Network has rated California the worst state in which to do business; The California Business Roundtable reports that, “California’s regulatory environment is the most cost­ly, complex and uncertain in the nation.” The threefold burden of taxation, legisla­tive uncertainty, and regulations are mak­ing it next to impossible to run a profitable business in this state.

According to the state constitution,“[t]he legislative power of this State is vested in the California Legislature which consists of the Senate and Assembly” as well as “the powers of initiative and referendum” which are reserved to the people of the state. Ironically, neither the legislature nor the people are the source of most of the regulations. The vast majority are pro­posed by the more than 200 state agencies and commissions given that authority by the Legislature. When they are adopted by the rulemaking agency, approved by the Office of Administrative Law and filed with the Secretary of State, these regula­tions have the force of law.

Unfortunately, regulations adopted by state agents are often inconsistent across different agencies and lack transparency and accountability. These regulators often do not adequately understand the impact of their actions.

The detrimental effects of California’s regulatory climate cannot be over-stated. To frame it based on its economic im­pact, it is helpful to put it in perspective by comparing the cost of regulation to the cost of corporate taxation. While busi­nesses operating in California in 2009 paid ~$9,535,679,000 in Corporate income tax, the regulatory costs for these same businesses were over $467,814,918,000. In other words, the regulatory burden on California businesses is 49 times greater than their tax burden. The combination of excessive taxation and regulation has kept Californians from their potential prosper­ity.

How we got here

Overregulation in California is not a re­cent phenomenon. In 1977 Dow Chemical Corporation abandoned construction plans for a major facility. Dow gave govern­ment regulation and litigation regarding the environmental impact of the plant as the reason. The following year Standard Oil of Ohio abandoned a pipeline project in Long Beach for the same reasons. Both of these projects would have employed thousands of people in a state hit hard by the fiscal malaise of the late 1970s. These events and the subsequent popular revolt that culminated in the passage of the Peo­ple’s Initiative to Limit Property Taxa­tion (Proposition 13) in 1978 had people starting to question the scope and depth of government in their lives. This uprising of the people, and the fact that concerned citizens were alarmed that the California Administrative Code had grown from ~13,500 pages in 1974 to ~ 28,000 pages in 1979, made even government officials take notice.

In response to calls for regulatory reform, California’s legislators from both the Re­publican and Democratic parties proposed a number of bills during the 1978 and 1979 sessions. Most of the bills proposed by the Republicans relied on the legislative veto and the sunset clause for regulations. Democrat Assembly Speaker Leo T. Mc­Carthy, in order to stave off these sweep­ing reforms, put forth Assembly Bill 1111 (Administrative Procedures Act of 1979) on March 22, 1979. This compromise bill passed both the Assembly and Senate al­most unanimously.

Instead of placing regulatory respon­sibility back in the hands of the legisla­ture, AB 1111 established another layer of bureaucracy by creating the Office of Administrative Law (OAL) to oversee the regulatory process. AB 1111 required that any new administrative regulations from 122 rule-making agencies within the ex­ecutive branch of state government would have to be submitted to this new Office of Administrative Law.

The OAL was charged with assuring that any new regulation had to show the fol­lowing: Necessity – a proposed regulation must have “substantial evidence” that the regulation is needed to effectuate the purpose of existing legislation. Authority – the agency making or deleting a regula­tion must have authority to do so. Clarity – the meaning of regulations must be eas­ily understood by people directly affected by them. Consistency – regulations must be consistent with other laws and regula­tions. Reference – regulations must make clear reference to laws and/or regulations that they are modifying. Nonduplication – a regulation does not serve the same pur­pose as a state or federal statute or another regulation.

If a filing meets these standards, the OAL publishes the text of the proposed regula­tion in The California Regulatory Notice Register (Notice Register). At this point the public has 45 days to comment in writ­ing on the regulation as proposed. If there are substantive changes made as a result of this review, the comment period is ex­tended another 15 days. The agency may also opt for public hearings related to its proposals.

There is also a provision for “Emergency Regulations.” A state agency may adopt an emergency regulation if it can show that the regulation is necessary for the immediate preservation of public peace, health and safety, or general welfare. These regulations take effect immediate­ly, without public comment. The public can appeal these regulations directly to the OAL within 5 days. The OAL then has 10 days to substantiate the need for the emergency measure or reject it. Emer­gency regulations remain in effect for 120 days unless renewed.

AB 1111 and subsequent legislation and executive orders also called for a review of the existing regulations to insure that they met the criteria set forth in the new law. So what were the results of these measures?

During the first two years following im­plementation, the growth in new regula­tions averaged a reduction of 49%, and the adoption of emergency regulations was reduced by 63%. As for existing regulations–by the second year, 86 State Agencies had reviewed 23,942 regula­tions, repealed 5,690, and sent back 7,907 for amendment.

Some might see this as promising, but the appearance of meaningful reform was short lived. Many of the new regulations that were disapproved and old regulations that were eliminated were simply dupli­cative of existing statutes or regulations, and most of the regulations sent back for amendment were sent back for lack of clarity. One such rejection for clarity was due to the following language concerning operation of lift equipment on which a person stood on a platform: “Before ele­vating personnel, make sure that the mast is vertical in a sideways direction as well as forward and rearward.” The regulation was later approved with the substitution of the above sentence with the following one: “Before elevating personnel, make sure that the mast is vertical and/or the platform is level.”

Unfortunately, the Regulatory Reforms of 1979, the last major set of reforms at­tempted in the state, had little or no effect in curtailing the promulgation of regula­tions. In fact, the volume of regulations has more than tripled since their enact­ment. During the same period, the num­ber of agencies and commissions that can write regulations has increased by more than 100.

While there is no precise number of state regulations governing Californians to­day, the California Code of Regulations (CCR) consists of 28 Titles and occu­pies 44 bound volumes averaging ~2068 nominal pages (the term nominal is used here because while the pagination may in­dicate 2068 pages, some pages have other divisions- for example page 28 might be continued into 28.1, 28.2, 28.3, etc…). Based on random volume sampling, the estimated total number of pages of cur­rent regulations is between 90,992 and 118,289. Each of these pages may contain several regulations.

It may be that true reform was never in­tended. In 1996 in a series of interviews conducted with Leo T. McCarthy, the au­thor of AB 1111, he made it clear that he did not want to put “some kind of limit on freedom to act through regulations.” He acknowledged that, “One motive that prompted the law was that Democrats were being strongly criticized by Repub­licans for passing new laws that made government bigger and more costly.” This idea is further reinforced by his statement, “My motivation was to put the Democrat­ic Party in a more responsible position as far as the growth of the size of govern­ment is concerned.”

So if the Democrats and McCarthy were acting out of political motivations, why didn’t the Republicans call them on it and work for real reform? McCarthy had the answer to this: “For all the talk about big government, I find Republican legislators spending very little time on analyzing statutes and regu­lations adopted in the past. Their objec­tive to reduce government spending is not undertaken in any specific or analytical way.”

It is time to rectify the shortsightedness of the two establishment parties and enact legislation that will have a real and sub­stantive effect on regulations in Califor­nia. The Libertarian Party is poised to do this, and some of our proposed solutions are in the following section.


The principles on which the Libertarian Party was founded call for a maximum of personal liberty and a minimum of gov­ernmental force. Therefore, any approach to Regulatory Reform must be geared to­ward the minimization of artificial gov­ernment regulations. Because of this, the following section offers means within our current system by which regulations can be curtailed and eliminated.

Past proposals have fallen far short. The two main Republican proposals of 1979, even if enacted, were flawed. The Legisla­tive Veto was found to be unconstitutional in 1983, and sunset laws, on their own, have proven ineffective where they have been enacted. Vern McKinley, in his re­search for the Resolution Trust Corpora­tion found that, “In practice, sunset pro­visions have not been very effective, and likely will do little to slow the growth of statutes, agencies, and regulations.”

Sunset clauses for regulations – clauses in a regulation that require periodic review of the rationale for the continued existence of the particular regulation–rarely lead to the end of a regulation. Among the states that use sunset provisions on a regular ba­sis, less than 21% of laws or regulations subject to sunset are allowed to end.

It is clear that more sweeping reforms are needed. These reforms should include a reworking of the Administrative Proce­dures Act to bring the legislative author­ity, now residing in the Regulatory Agen­cies within the Executive branch, back to the Legislature, as called for in the State Constitution.

While many may question the wisdom of vesting regulatory authority in the Cali­fornia Legislature, recent events show that the authority placed there would be less detrimental than leaving it with the Executive. Governor Jerry Brown has stated that he will use every authority at his disposal to push through petroleum- reduction provisions that the legislature properly removed from Senate Bill 350. He pledged to use the full force of his reg­ulatory authority to “change the very ba­sis of our industrial economy, and I think we’re making tremendous progress.”

The Administrative Procedures Act should be modified to redefine the Office of Ad­ministrative Law as an agent of the Legis­lature and not as an office within the Ex­ecutive Branch. The OAL should continue its current vetting process for regulations (including the public review process), but having met their mandated requirements, proposed regulations should be submitted to the legislature for approval. The regula­tion would then be signed into law by the governor as any other law. This procedure would avoid the Constitutional issues that invalidate the legislative veto and would slow the onslaught of regulations.

To further increase freedom and prosperi­ty in California, we should expand our use of sunset provisions to all regulatory laws and agencies. Every regulation should come up for review every three to seven years and every regulatory agency should come up for review every five years (with 1/5th of the total number of agencies be­ing reviewed each year). If a regulation is not reaffirmed at the end of the review, then it is stricken from the books. If an agency fails to have its charter extended upon review, then it will be eliminated.

These reforms address most regulations in California. The only others that need to be dealt with are those passed by public initiative or proposition. To curtail regu­latory expansionism through the initiative process, we call for an amendment to the California Constitution to place sunset provisions on all regulatory or tax propo­sitions allowed on the ballot.

General Politics

Over-Regulation Slows Growth in High Desert

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By Bob Dutton, San Bernardino County Assessor-Recorder-Clerk

In the last few years, our county has seen an increase in population size as families from neighboring communi­ties seek the many attributes that make our county worth living in. Since 2000, San Bernardino County’s population has grown by approximately 22%. This is good news, as it is a sign that our local economy will continue to become more robust, affording more opportunities for people to become home-owners for and small business owners to invest in our communities.

The 2016 annual property assessment roll showcases that San Bernardino County is heading in the right direc­tion. However, it also highlights a need for community stakeholders to really dive into the issue of what’s hindering further growth in our communities, particularly, in the High Desert: over-regulation.

The 2016 San Bernardino County assessment roll contained 817,383 taxable parcels and is valued at $194,671,781,504. This is a 4.2% net increase as compared to the 2015 as­sessment roll. Primary reasons for the increase countywide are attributed to the sustained recovery of real estate values, increased sales activity, Prop 13 inflationary adjustments and the restoration of assessed values previ­ously reduced under Prop 8 decline in market value provisions.

The High Desert communities of Adelanto, Apple Valley, Barstow, Hesperia, and Victorville had a total count of 133,146 parcels, valued at $21,413,577,745 collectively, for the year 2016.

Countywide, the average increase in real estate values was 4.45%. An area of concern is the unsecured valuations, mainly of business personal property, which was 4.9% lower than 2015. This decrease was due partly to com­panies divesting of property, leaving the county to do business elsewhere or closing down.

As was clear in the 2016 assessment roll, our community gets hit hard when businesses choose to leave the county, do business elsewhere, or never even set foot in the county. Yet our com­munity continues to see an increase in population size and a demand for housing, which means businesses and real estate developers should be flock­ing to our community to invest.

According to Dr. John Husing’s lat­est quarterly report, one of the main vulnerabilities for the Inland Empire is over-regulation of construction projects, which delays industrial, in­frastructure and residential projects for years, even if funding sources are already secured. I couldn’t agree more with Dr. Husing. With demand being so high for affordable housing, there just isn’t enough development, be­cause environmental regulations slow down the process. According to the High Desert Association of Realtors, 980 homes are currently available in the High Desert, which is 1,000 homes short of having a balanced market.

In order to experience further eco­nomic growth, San Bernardino Coun­ty will have to attract development by working with state leaders to remove burdensome governmental regula­tions that are hindering investments in housing and industrial buildings. We need to do more to attract people from other counties to live, shop, invest, and grow here. I have always main­tained a strong commitment to work­ing with community stakeholders and the business community, with a goal of economic growth in the High Des­ert region, as well as throughout all of San Bernardino County. The connec­tion between the accessibility of good paying jobs and housing is an indica­tor of the health of the local economy.

As San Bernardino County’s Asses­sor-Recorder-Clerk, and a member of the California Assessors’ Association Legislative Committee, I am commit­ted to working with colleagues to de­velop and support legislation which encourage growth and streamline gov­ernmental regulations. It is imperative that our county has the ability to grow jobs and have access to affordable housing, as these are the foundation of creating prosperity in our region.

Here are the assessed values for the High Desert region:


General Politics Transportation

It’s Time for Action on Failing Roadways

Published by:

Scott Wilk

By Senator Scott Wilk

Responding to a call on Cajon Pass last month, a San Bernardino County Fire crew watched as their beloved Engine plummeted about 20 feet to its demise as Interstate 15 collapsed underneath it.

Thankfully, the firefighters remained on what solid ground was left on the dilapi­dated thoroughfare. But this incident highlighted, in dramatic fashion, the ramshackle shape of our region’s net­work of roads.

We once led the world in transportation ingenuity in this state. During the mid­dle part of the last century, California — under the direction of Jerry Brown’s father, Governor Pat Brown — built a system of highways unrivaled by any other in the nation.

They built long roads over tough terrain and huge bridges up and down our rug­ged coastline. And they found new and innovative ways to fund and complete these massive undertakings, partnering with the federal government to raise funds for the unprecedented projects.

In the years since, though, we’ve let those advancements that made Califor­nia a beacon of progress fall by the way­side. Our roads and highways, once the model for transportation excellence, are now a paragon of dilapidation and mis­management. The highway system, one of the most ambitious projects our state took on back then, is now in shambles.

The collapse of Interstate 15 a was shocking display of our incompetence in the area of road maintenance. Just last year another instance was on prime display in the Victor Valley when High­way 18, a major commuter route be­tween the Victor and Antelope Valleys, remained closed for a year and a half as mismanagement of the repair project led to delay after delay, increasing cost and detouring over 5,000 commuters headed to work.

Unfortunately, these are not rare ex­amples; they only a few in a long line of troublesome extremes we’ve experi­enced after decades of neglectful trans­portation policies.

This winter Highway 50 in Northern California was almost completely inop­erable due to half of its lanes falling off the hillside in the Sierra Nevada moun­tains. Likewise, Interstate 80 and high­ways 49, 101, 20, 1 and 299 have all left Californians stranded in remote areas of the state as one after another they’ve seen massive failures over the past few months.

Not only have we let our roads fall into horrible disrepair, but we long ago stopped pursuing new projects as well. Our transportation network was a mas­sive undertaking for our predecessors. They saw the need to connect our state and the driving economic force that convenient transportation could be; and they took action.

Our highways made trade and travel throughout the state easy and accessible for all Californians. But our transporta­tion infrastructure hasn’t been upgraded in nearly 60 years, and it wasn’t built for today’s California. Interstate 5, and most of our state’s highways, were built in the 1950s when our population was just over 10 million; by the end of this decade it will hit 40 million.

California leaders way back then, includ­ing the first Governor Brown, couldn’t have anticipated the massive population growth we’ve experienced or that their successors, and children, would give up entirely on maintaining and expanding our transportation network. Unfortu­nately, the old adage about apples and the tree apparently doesn’t hold true when it comes to prioritizing our trans­portation needs.

Our governor and the legislature have not prioritized these needs in the least. We have over $57 billion in deferred maintenance for our roads. That means $57 billion worth of things they could and should have taken care of but didn’t. That means $57 billion worth of repairs just to keep the roads we already have in working order, much less expand or build new ones.

While political elites in Sacramento will tell you there’s no money for these ser­vices and that raising taxes, again and again, is the only answer, this is simply not the case. Californians already pay the highest transportation taxes in the nation. In fact, Californians are already taxed enough each year to cover every squareinch of every highway in the state with dollar bills.

But our politicians, in their infinite wis­dom, have “redirected” those funds to cover their reckless spending in other areas. So while we’re already being taxed to pay for highway repair, and taxed again for highway maintenance, and taxed again for highway construc­tion, we continue to see the deferred maintenance figures rise and road driv­ability fall.

Adding more taxes is not going to solve the problems we face.

California Republicans have introduced a plan to address those maintenance needs without raising taxes. Instead, we’ve proposed spending tax revenue meant for infrastructure repairs on – in­frastructure repairs.

The legislature knows the money is there. To fix our roads, to build free­ways and expand those we have. To build a highway system suited to handle the huge number of people traversing this state each day. To end traffic con­gestion. To reduce deadly accidents. To solve our state’s infrastructure problems once and for all. But they’d rather not.

They’d rather “redirect,” “repurpose” and “redistribute” our money to pork-barrel projects and gubernatorial pipedreams. They’d rather do any and everything but take action to fix one of the most glaring problems impacting Californians today.

So, as we drive on the nation’s most di­lapidated roads and highways, we do it as our government spends $64 billion on a bullet train to nowhere rather than directing that money to the $57 billion in maintenance our roads desperately need.

It is time for action on our failing road­ways. We can no longer afford to stand by as the asphalt crumbles beneath us. The fire engine that fell off a collapsing Interstate 15 last month was empty; no one was hurt.

But next time it could be a school bus full of our children, or a family headed to Sunday service or any other night­mare scenario where our government’s negligence on fixing our roads leads to the loss of human lives.

Scott Wilk represents the 21st Senate District which includes the Antelope, Santa Clarita, and Victor valleys.

Economy Education General

Launch of First Entrepreneurship Center-Barstow Resource Center

Published by:


By Paul A. Courtney Area Center for Entrepreneurs, 1041 West Main St., opened in January 2017 with a mission to help unlock economic and education­al potential, which are powerful tools to drive economic growth and prosperity. Barstow area Entrepreneurs are integral to the stable and thriving local formal economy but often face disproportion­ate barriers, including travel distances, financial, and professional educational support services, states Paul A. Court­ney, Entrepreneur and formal Educator. is centrally located where students, parents, individuals and business people will have access to essential resources (public computer access, administrative/office support services, education referral, financial planning, business planning, signature training, OSHA training, etc. Service Support: scheduling, billing, collec­tions, employee training, HR, and safety training. All designed to facilitate and develop entrepreneurial and educational enhancement capacities. “The center will provide an entrepreneurial/edu­cational ‘hub’ that will create a robust exchange of communication and ideas that will stimulate growth and benefit the community.”–Paul Anthony Courtney,, Ex­ecutive Director.


The Center seeks to augment the educa­tional offerings of the local schools and col­leges by coordinating and offering paid and non-paid internships that require entrepre­neurial training in the areas of customer service, human resources, marketing, sales, employment acquisition, leader­ship, employment re-entry and business planning. The center supports economic diversification and seeks to serve as a catalyst for innovation that will stimu­late Barstow’s business growth and, when fully functioning, will be led, managed and operated by subject matter experts, K-12 grade students and col­lege students. will serve as an example of how private industry can cohesively work with education and community leaders to successfully promote entre­preneurial activity!. J. Adaberto Quijada, Director/SBA, U.S. Small Business Ad­ministration, has agreed to incorporate SBA resources into the center, creating history (in Barstow) and the surround­ing communities that the resource cen­ter will serve. Additional details will be released as they come available.

For further information, please contact Paul A. Courtney / / 760-559-8347

Economy General

Browning Automotive Group Announced State-of-The-Art Toyota Dealership in the High Desert

Published by:

By Scott Dickinson, Executive Vice President, Browning Automotive Group

We all love that shiny new toy. Wheth­er it’s a new car in the driveway or the latest phone in our pocket, we gravi­tate towards the latest and greatest. So when the Browning Automotive Group announced a state-of-the-art Toyota dealership coming soon, the entire High Desert community began to buzz with excitement.

Located directly across from Costco on Valley Center Drive, the smell from the baked goods being prepared pales in comparison to the seven acres of land being prepped for the largest dealership in the area. Victorville awaits the newly built dealership stretching over an acre, including a 15,000 sq. foot showroom, a large parts boutique, and a huge four-lane service drive housed with 14 ser­vice writers ready to check in tons of ve­hicles. Over 60 lifts will make sure your vehicle is in tip-top condition ready to take that trek to Las Vegas or make it to Saturday’s soccer game.


With more than 1,000 vehicles on the lot, choosing a new or pre-owned ride will become a more intense experience. Like a kid in the candy store, the choices of transportation will be immense! On the showroom floor alone, 8 vehicles will be showcased and swooned over during the car-buying process. Custom­ers are sure to get their 10,000 steps in while traversing through rows upon rows of cars, trucks, and SUVs ready to drive off the lot.

Twenty-four sales stations and 8 F&I (finance & insurance) offices will expe­dite the car-buying process in the highly energy-efficient dealership. Huge panels of Low E Glass will keep the customers cool and safe from harsh UV rays. The glass reflects infrared energy (or heat) and at night, the bright yet cost-efficient LED lights will brighten up the show­room.

An Exterior Insulation Finishing Sys­tem (EFIS) will contribute to the build­ing becoming highly energy-efficient by cooling and being environmentally responsible. The insulation is applied to the exterior, making the dealership even more cost effective. The insulation will withstand the bright and hot High Des­ert summer heat.

Valley Hi Toyota will be a destination with state-of-the-art building materials as well as the latest in technology. There will also be a large customer lounge area complete with custom decor, charging stations, and other amenities such as fresh coffee, vending machines, children’s play area, and even oc­casional massages provided by a lo­cal business. An array of monitors will provide enter­tainment as well as informative details of service waiting times, service specials, and dealership deals.

Valley Hi Toyota will become the ulti­mate destination to purchasing and ser­vicing vehicles in the High Desert. The Toyota product is surging with innova­tive and creative advances in car design. By constructing a new and extraordinary dealership, buying a new or pre-owned vehicle will surpass any and all expecta­tions for generations to come. Especial­ly, when it comes to buying that shiny new Toy(ota).

Publisher note:

As publisher of the Bradco High Desert Report, we have never had the oppor­tunity of having the High Desert (Vic­tor Valley) New Car Dealer or New Car Dealerships supply us information about their very dynamic industry which gen­erates a tremendous amount of sales tax dollars to the City of Victorville.

Nearly 15 years ago, we started to see the development of the new car auto industry and Victorville’s new car fa­cilities built along Civic Drive (Greiner, GMC, Buick, Dodge, Chrysler, Nissan, Honda, Kia, etc.). Now the Browning Auto Group, the High Desert’s largest owner of new and used car dealerships, is making a very serious commitment to the City of Victorville and the High Desert region by the creation of their new and greatly improved dealership.

Many people don’t realize (many of us old timers do) that the area where these car dealerships are located was a part of Roy and Dale Rogers’ amusement facil­ity adjacent to Interstate 15.

Mr. Kent Browning, Owner and Presi­dent, Mr. Scott Dickinson, Executive Vice President, and their four general managers, Mr. Todd Stokes of Toyota, Mr. Joe Vickers of Honda, Mr. Shawn Nazari of KIA, and Mr. Todd McNitt of Nissan, collectively sold approximately 9,452 cars in 2016, which created tre­mendous financial benefit to the City of Victorville. Congratulations to Brown­ing Auto.

Mr. Browning and his staff have been strong supporters of Victor Valley Com­munity College and many of the en­deavors undertaken by the Victor Val­ley Community College Foundation.

Thank you for everything that you do.

Education General

Victor Valley College, Now in its 56th Year

Published by:

By Robert A. Sewell

PIO/Director of Marketing/ASB Advisor

Victor Valley College

Victor Valley College (VVC) serves an area encompassing roughly 2,200 square miles and is located on a 253-acre cam­pus at the center of the three major com­munities of the Victor Valley (Apple Valley, Hesperia and Victorville). VVC serves the cities and communities of the High Desert; Adelanto, Apple Valley, Helendale, Hesperia, Lucerne Valley, Oro Grande, Phelan, Piñon Hills, Silver Lakes, Spring Valley Lake, Victorville and Wrightwood. VVC also features a 13-acre Regional Public Safety Training Center (RPSTC) in Apple Valley and an aviation program at Southern California Logistics Airport (SCLA). In total a pop­ulation base of approximately 400,000 people with over 25 feeder high schools and diploma-granting institutions rely on VVC for their educational needs and op­portunities.

What’s happened in the last 25 years is an increase in how much community colleges are involved in job training and economic development. We are the “go to” organization when industry identi­fies a skill gap. The relationship between industry and Victor Valley College con­tinues to strengthen as we work together to develop career partnerships that pro­vide workers with the skills the economy needs most.

The college is responding to labor mar­ket demand with college students earn­ing awards in 13 of the 50 jobs with the most openings in Riverside and San Bernardino counties. A high number of awards can be viewed for occupational titles such as: management analysts, gen­eral and operations managers, registered nurses, and automotive service techni­cians and mechanics. Although some of these titles require a bachelor’s degree, the first two years of study can be com­pleted at the college.

In addition to its well-established career-technical programs, the college’s latest program developments have focused on future prospects in green industry sec­tors. Through general funding efforts, as well as outside funding sources, the col­lege now offers training for the follow­ing: solar technicians, hybrid mechan ics, aviation mechanics, and wastewater technicians.

Victor Valley College is the primary source of workforce training in the Vic­tor Valley. Our career technical programs teach fundamental skills that employ­ers in almost every corner of the region need, and VVC offers more than 100 cer­tification programs to ensure our gradu­ates are marketable employees. Victor Valley College also offers customized training to help companies train up their employees in specialized skills they need in order to be more profitable.


Great strides have been made in the past year to complement our Academic Pro­grams and offerings as enrollment re­mains healthy.

Two areas of note: the Victor Valley Col­lege Nursing and Paramedic Programs.

This Spring 2017, VVC entered into a cooperative relationship and agreement with Desert Valley Hospital, allowing 64 students to be taken off our nursing waiting list with all expenses paid. The program began this February with 16 students, and we will continue adding 16 each fall and spring term until the full 64 are served.

Additionally, we’re proud to announce the inaugural offering of an accelerated, hybrid, shift-based paramedic program that began January 7, 2017. This program is in addition to the two traditional para­medic programs currently offered and delivered by the EMS faculty and staff. The initial class demographics comprise 24 diverse students from four counties and employed by nine fire departments (state, county and municipal), two am­bulance companies and local hospital emergency departments. The delivery model takes advantage of traditional and innovative on-line education methods, utilizing new national partnerships and existing, proven methods that produce the highest-quality paramedic graduates who will pass their national licensure ex­ams and who will gain employment as paramedics within three to six months of completion.

Offering this style of paramedic program clearly benefits the employer and student by allowing departments and employers to maintain a consistent staffing pattern and a theoretical reduction of overtime coverage behind an employee attending class meetings. By only meeting on “B” shift days, students can meet their full or part-time employment obligations with­out straining or negatively impacting the system. This provides students with a buffer to maintaining their income and benefits (one of the largest strains and leading stressors contributing to unsuc­cessful completion by students in the traditional program). The benefits to the community are primarily focused around keeping these working professionals “on the floor” while attending school and, more importantly, keeping the students who work in this county in school in this county. Projections indicating demand for licensed paramedics in California for the next decade exceed 24% growth (ref­erence: Within San Bernardino County this is magnified significantly through the creation of new employment opportunities for paramed­ics (i.e. – San Bernardino County Fire’s ambulance operator program). These op­portunities directly contribute to positive employment upon successful completion of an accredited paramedic program.


Victor Valley College Emergency Medi­cal Services (EMS) and Fire Technology departments received their reaffirmation of accreditation notifications in 2016. The nursing department had their Board of Registered Nursing (BRN) Accredita­tion visit on November 8th and 9th and was granted another five_year accredita­tion.

The Victor Valley College accreditation site team visit, during the week of March 6th by the Accrediting Commission for Community and Junior Colleges (AC­CJC), went well and the college looks forward to a positive response, final no­tification to be provided after the June 2017 ACCJC meeting.

Campus Updates

The next stages in supporting student suc­cess are well under way as VVC students have the benefit of new facilities and ser­vices and more coming this summer.

Interactive Student Orientation Video, VVC student email and a mobile applica­tion to access campus registration & stu­dent services will be rolling out Spring 2017. VVC has also partnered with EAB to enhance the onboarding process for students that will include Online ed­ucation plans and allow for sustainable campus-wide change, benefiting student retention and persistence.

The opening of the Math Success Cen­ter complemented the successful Writ­ing Center, in the Advanced Technol­ogy Center providing students with an increase in tutoring and support. Student tutoring will further expand with Foreign Language tutors and an Athlete study hall later in the spring.

A new look and feel to Victor Valley College is near as comprehensive cam­pus and wayfinding signage has been approved by the Board of Trustees, a vendor selected and the initiation of the process beginning in April 2017.

This summer, beginning June 19, 2017, VVC will offer a “pilot” First Year Ex­perience (FYE) program to our local high schools. Students in first-year pro­grams are:

  • twice as likely to earn their associate degrees within a three-year time peri­od than students who are not in FYE.
  • more likely to persist into their second year at Victor Valley College than stu­dents who are not in FYE.
  • more likely to transfer to four-year universities than students who did not participate in FYE.

Veteran’s Resource Center

In Spring 2015 Victor Valley College opened a much needed Veterans Re­source Center (VRC), located in the Student Activities Center. In addition to helping veteran students with certifying

some­ VA education benefits, the VRC provides counseling services, tutoring, a computer lab, and community workshops.

In January 2017 our Veteran Services moved to a much larger space on lower campus, offering our veteran students a much more open and comfortable space for them to be successful in college.


In February 2017 the new Automo­tive/Welding Vocational Complex was opened, providing a new vocational lab building on lower campus. It addresses the 2015 Master Plan recommendation to expand automotive labs, replace the original welding lab, and add classrooms to support vocational programs. The project, comprised of both new and re­modeled construction, provided 4,677 ASF of remodeled auto/diesel mechan­ics labs; 5,040 ASF of new welding labs; 6,293 ASF of new lecture classrooms, a service writer area, and a state-certified smog program. The automotive build­ing (Bldg 64) was built in 1970 and the welding building (Bldg 61) was built in 1980. These buildings are among the oldest on campus which placed them in dire need of an upgrade. 2011 Fall Se­mester research determined the welding lab was used at 150.6 percent of capacity and the auto lab was used at 546.3 per­cent of capacity. In a future project, the original welding lab (at 2,862 ASF) will be remodeled to provide additional auto repair space.

An architectural firm has been selected for a new Student Services “One Stop” Building sufficient to provide greater efficiency between related functions in serving our students, thereby free­ing current space for reconversion to classrooms–solving the near-term class­room shortage. This new building will include counseling services, admissions & records, fiscal services, bursar’s office, EOPS, CalWorks and DSPS. Construc­tion to begin in Spring 2018.

Film General

Inland Empire’s Experienced Film Consulting Team Launches New Agency

Published by:

By Sheri Davis

Inland Empire Film Services

Lights! Camera! And a renewed scenar­io of action for the makers of movies, television shows and other projects that regularly roll film in the Inland Empire.

Sheri Davis and Dan Taylor, who have almost four decades of combined ex­perience facilitating the production of film projects in San Bernardino and Riverside counties, are striking out on their own. Formerly the force behind the Inland Empire Film Commission, Davis and Taylor, after working under the auspices of another agency for many years, will again be the go-to people for film crews who want to focus their cam­eras on the region. They will provide a multitude of services that include film permits, traffic control, compliance and other logistical services.

Their new agency, Inland Empire Film Services, launched recently and is cur­rently lining up a series of agreements to assist the two counties, many of the area’s 50-plus cities and towns and the county’s special land-use districts when film crews want to come to town.

Inland Empire Film Services will han­dle many of the problems movie-goers and televisionwatchers do not see on the screen. Film crews, in populated areas and in open spaces, must have permits to operate and also have to make sure the public is not inconvenienced during shooting. That means keeping local law enforcement and other agencies in the loop, among other tasks.

IE Film Services will make all of those arrangements and more, making it the invaluable link between the film crews and the local area, said Davis. The idea, she said, is to meld the traditional op­eration of a film commission with other services utilized by the industry and by local governments.

“The idea is to create a one-stop shop for the film industry and for the local communities,” Davis said. “It’s some thing that has not been done before.”

In addition to working with film crews, IE Film Services also plans to assist cities on issues such as traffic control during local events such as parades. Their services would include duties like community notification, lane and street closures, posting the relevant street and road signs, barricades, safety gear and developing relationships with local law enforcement.

Over the years the Inland Empire, from city streets to the more remote areas in the desert and mountain areas, have frequently been targeted by film crews, including many big-budget motion pic­tures. These titles, filmed at least in part in the Inland Empire, include major Hollywood blockbusters such as “Iron Man,” “Pirates of the Caribbean: At World’s End,” “The Changeling and Valkyrie,” along with top television shows such as “24,” “Marvel’s Agents of S.H.I.E.L.D.,” “Veep,” “Top Gear “and “The Grand Tour.”

And the economic impact of these film projects is considerable. Film crews regularly buy goods, running from stage props and tools to food and fuel, from local stores, contractors and vendors. Since 1995, filming provided $1.4 bil­lion in revenues for Riverside and San Bernardino counties. In the most recent fiscal year, the film industry spent more than $50 million in the Inland Empire.

Inland Empire Film Services is current­ly renewing its relationships with both counties and numerous cities. Davis and Taylor they are also working on Memo­randums of Understanding with the U.S. Forest Service and the Bureau of Land Management. Wild land in the moun­tains and deserts are both very popular locations for the film industry, mostly because of the relative proximity to Los Angeles and the terrains that can be por­trayed as mountains or deserts of other countries.

The work Davis and Taylor have done over the years has been cited as deserv ing “special thanks” in the closing cred­its of countless movies. Their efforts with Inland Empire Film Services will ensure that this list of closing credits is just starting.

About Sheri Davis

Sheri is one of the most prestigious film-industry facilitators in California and served as the Director of the Inland Empire Film Commission from 1993 to 2015. But her work to bring film crews to the Inland Empire actually started in the late 1980s when, while working at the Big Bear Lake Chamber of Com­merce, she played a major part in estab­lishing the Big Bear Lake Film Office, the oldest film service provider in the Inland region.

Sheri worked with the Inland Empire Economic Council during the inception of the San Bernardino County Film Commission and with the Inland Empire Economic Partnership when Riverside County was added to the mix. This led to the SBCFC evolving into the Inland Empire Film Commission in 1993. Sheri took over leadership of that organization and never looked back.

Over the next 20-plus years, she spear­headed the organization’s efforts, which resulted in an average of more than $80 million in economic impact a year. Un­der Sheri’s leadership, the IEFC was the first regional film commission to sign MOUs with both the U.S. Bureau of Land Management and the U.S. Forest Service, which streamlined the permit­ting process down from two or three weeks to two or three days.

Sheri is also one of the leaders of her industry statewide. She started the Cali­fornia Only Trade Show, an effort to display the state’s film service’s benefits and halt some of the “runaway produc­tion” that was costing the state and its communities money. She is a cofounder of the annual California On Location Awards, which for 20 years has been recognized as an event that celebrates filming and honors the people in the lo­cations’ communities who help make it happen. That trade show highlights how California locations can be used to por­tray places all over the world. Sheri is also one of the founders of Film Liai­sons in California Statewide, or FLICS, a collation of 41 regional film offices that works to keep film crews from leav­ing the state.

About Dan Taylor

Dan most recently served as the Fa­cilitator/Liaison for the San Bernardino County Film Office, an organization he joined in the summer of 2015. In that ca­pacity he was responsible for assisting production companies in acquiring the proper permits and encouraging them to hire local crews and services.

Previously, Dan was the Deputy Director of the Inland Empire Film Commission for 13 years. During that time, he successfully assisted thousands of film shoots, from fashion-based still-photography sessions to major motion pictures, assisting them with their locations, permitting and crew and service needs.

Dan has a Bachelor of Arts degree in Music Education from Azusa Pacific University, and he believes that training, surprisingly, gave him many skills that translated into his work with the film industry. He also has a long record of providing customer service by working in the choral music industry while em­ployed at Chandler Music Services, as well as the educational system through his work as Concert Coordinator for the Azusa Pacific University School of Mu­sic.

His background in quality control, which gave him the skills that allows, him to put out the best product possible, stems from experience in the garment industry that includes positions at Cher­okee Jeans, Cross Colours, Karl Kani and Guess Jeans.

Contact: Sheri Davis

(951) 377-7849

Economy General

Demographic Clarity for Businesses

Published by:

Big Shift Lead

By Chris Porter and John Burns

Demographic shifts create exciting op­portunities for the business leaders who act on them. Those who do not react can quickly fall behind. With change occurring more rapidly to­day than ever before, we recognize the need for more clarity on the demographic trends shaping the US today.

There are plenty of anecdotes floating around about how consumer behavior var­ies by generation. These are often informed by one’s personal experience with their own parents, peers, or children. Business leaders need real facts to help them make informed decisions and adjust their strategies when unanticipated events shift prevailing trends.

Our search for clarity resulted in a book called Big Shifts Ahead: Demographic Clarity for Businesses. We wanted to make demographics easier to understand and anticipate by giving readers the tools and framework to recognize the shifts that will affect nearly every business.


At a high level, here are some of the shifts coming that businesses need to be aware of:

  • 38% more people over the age of 65. Most of growth in the population 65 or older, which will reach 66 million peo­ple by 2025, will be young baby boom­ers born in the 1950s. They are 7% more likely to work than their predecessors, which means 25% will be working full-time. Demand for higher-density, lower-maintenance living among this generation has already surged. We coined the term “surban” to describe urban living in sub­urban environments. These active retir­ees will keep their cars but don’t want to spend much time in them. They want to live near their kids, too. More than ever, we expect they will be providing down payments to the kids to keep them living nearby.
  • 8 million more working women. Wom­en now earn 58% of all college degrees. They also earn more than their spouse or partner 38% of the time—a stat that has been rising 0.4% per year for at least the last 30 years. Men and women, particu­larly those born in the 1970s, are willing to trade a large house for a home closer to work so they can be near their kids. While the percentage of 20–64-year-old women choosing to work has fallen 3% since 2001, the percentage of men has fallen 5%. The real estate needs of these 78 mil­lion women will vary. The one common thread will be how busy they are.
  • 8 million increasingly affluent immi­grants. Clearly, elected officials can af­fect this trend dramatically. For example, three immigration laws in the 1980s gave rise to more immigration over the subse­quent 20 years than the prior 60 years. Today’s immigrant tends to arrive on an airplane from China, Brazil, and other countries where the economies have been booming. While most expect some slow­ing in those economies, the pent-up de­mand to move to the US remains large.
  • 8 million newly formed households. 13.3 million of these households will re­place a relative who passes away or moves to an assisted living facility. The net gain will be 12.5 million households, which is an 86% increase over the paltry growth from 2005 to 2010. The record number of deaths recently is one big reason that net household formation has been slow. Nonetheless, these 25.8 million want to live differently than prior generations and will fill their homes with all sorts of tech­nology. While more people than usual have been living urban, three times as many live suburban.
  • 62% of the growth heading south, where 42% of America currently lives. Plenty of jobs, affordable housing and warm weather will make Texas, Arizona, Nevada, Florida, Georgia, North Caro­lina, and surrounding states the growth engine.
  • Renting taking market share. 80% of the people passing away own their home, making it very difficult to prevent home-ownership from falling. With mortgage interest and property taxes on most homes already less than the standard deduction, the tax benefits of homeownership have been greatly reduced. The foreclosure scars of the last recession have not faded either. People want to own their own home but are going to proceed more cautiously. They will wait until they are confident in their job and savings before taking on a mortgage. We estimate that homeowner­ship will fall to 60.8% in 2025.

Below are just some of the highlights from the book, which includes 100 color charts and two tools for making demographic anal­ysis much easier:

  • Define each generation by decade born. We decided to make every generation 10 years long. The math becomes easy: those born in 1980 turn 37 this year. Gen­erations divided by decade have far more in common than previous generational definitions, which can be up to 20 years long. Our method makes it easier for you to understand people’s backgrounds and attitudes, something we summarize in the book. We give each generation a name based on the shift they led in society:
    • 1930s Savers
    • 1940 Achievers
    • 1950s Innovators
    • 1960s Equalers
    • 1970s Balancers
    • 1980s Sharers
    • 1990s Connectors
    • 2000s Globals
    • Apply the 4-5-6 Rule. We group all the external factors that influence demo­graphic characteristics into four main categories (which we call the Big 4 Influ­encers):
    • Government policies
    • Economic cycles
    • New technologies
    • Societal shifts

We describe how different policies, cycles, technologies, and societal shifts have af­fected groups, depending on where they were in the 5 Life Stages that we outline. This framework will help you adjust your strategy when one of the Big 4 Influencers changes unexpectedly. You will also be bet­ter able to answer the 6 who, what, when, where, why, and how questions you are ask­ing about your business.

We live in an exciting time when American businesses can capitalize on rapidly chang­ing demographics. These changes will im­pact the types of homes, offices, retail, and storage spaces America needs and where America needs them. Group the generations by decade born and use the 4-5-6 framework to quickly make better-informed decisions.