General Politics

Over-Regulation Slows Growth in High Desert

Published by:

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:

Assessed_Values

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:

Entrepreneur

By Paul A. Courtney

ecBarstow.com/Barstow 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.

ecBarstow.com 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, ecBarstow.com, Ex­ecutive Director.

Entrepreneur1

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.

ecBarstow.com 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 / ppaccln2@aol.com / 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.

Toyota

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.

Enrollment

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: www.onetonline.org). 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.

Accreditation

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.

www.vvc.edu/first-year-experience/

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.

Construction

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

sheri@iefilmpermits.com

www.IEfimpermits.com

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.

Demographic

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.

City Updates General

For Adelanto – The Metamorphosis Continues – City Update

Published by:

City of Adelanto

By Michael Stevens

Communications Consultant, City of Adelanto

The City of Adelanto is pleased to be a part of the 56th Edition of the High Des­ert Report. In the last issue, I talked about “Resiliency, the ability to overcome challenges of all kinds–and bounce back stronger, wiser…you don’t have to look any further than the City of Adelanto to see how it works.” I also mentioned how Adelanto “has experienced a meta­morphosis since the great recession of 2008, starting with the election of three new Councilmembers in 2014.”

The metamorphosis is continuing, and just as Reno, Nevada, is often referred to as “The Biggest Little City in the World,” Adelanto is also becoming the “Biggest Little City in the in the State of California!”

Consistent with the city’s slogan, the “City with Unlimited Possibilities” and supported by a staunch pro-business, pro-development City Council, devel­opers and builders alike are discovering the untapped potential for growth and development in the city. What was once barren land is now being transformed by job-creating, tax-revenue-building projects at various locations around the city. Mayor Richard Kerr indicates that the city is expected to have 11 ground­breaking ceremonies in 2017 and well into 2018. That is progress the city has not experienced in over 20-years in such a short period of time.

The following projects are currently underway or soon to begin:

Clark Pacific—a state-of-the-art concrete manufacturing plant on 110 acres, slated to replace facilities in Fontana and Irwindale and bring as many as 500 jobs to the city. The plant, a two-phase project, is scheduled to open this year, will produce precast concrete structural products for parking structures, retail stores, auto dealerships and others. Clark Pacific is currently 35

building the new football stadium for the Los Angeles Rams in Inglewood.

Industrial Integrity Solution—the largest industrial park in the city’s his­tory, 630,000-square-foot HDO Indus­trial Park will consist of 21 buildings (at 30K each) for cultivating, manufac­turing, distributing and testing medical marijuana. It is expected to create 550 permanent jobs and generate more than $2 million in annual tax revenues.

Largest cultivation project currently un­der construction in CA

AirCore Kitchen Cookwear—a manu­facturing facility. The plant is relocating from China to Adelanto and will build a 100,000-square-foot facility.

“Rancho Plaza” at 395—an 18-acre development just north of Adelanto Sta­dium at the vacant northeast corner of Highway 395 and Rancho Road. The project covers just under 200,000 square feet and will include a gas station, 60-room three-story motel, drive-through restaurants, office and retail facilities and a car wash.

Shell Station—the 4,900-square-foot station, large when compared to the av­erage 1,700-4,000 square foot station—will become just the third gas station in the city and is strategically located at the northwest corner of Highway 18 and Bellflower Road. The combination gas station and convenience store is ex­pected to hire at least 11 employees for its 24-hour operation.

Frontier Homes—is building 65 homes on 10 acres in the city off Highway 395 & Cactus;

Projects expected to close after publica­tion of this edition of the High Desert Report:

  • Medical Corridor consisting of a Vocational School/Retail/Commer­cial project on approximately a 22-acre property adjacent to City Hall;
  • Hotel/Commercial/Retail/Indus­trial Development An ap­proximately a 27-combined-acre project adjacent to the Adelanto Baseball Stadium and the Budweiser Distribution Center;
  • Hotel and other commercial and re­tail development on approximately 19 acres at the intersection of Rancho Road and Highway 395;
  • The City Council voted unanimously to approve an 18-acre development just north of Adelanto Stadium at the vacant northeast corner of Highway 395 and Rancho Road. Covering just under 200,000 square feet, the multi-tenant retail center—known as “Ran­cho Plaza” at 395—will see the de­veloper subdividing the current four parcels into 10 in order to build a gas station, 60-room three-story motel, drive-through restaurants, office and retail facilities and a car wash.
  • ARCO Gas Station at the intersec­tion of AirExpress Way and Hwy-395. Poker Card Club Former loca­tion.

The metamorphosis within the City of Adelanto isn’t limited to commercial and residential development. The city is transforming in other ways as well.

Some believed the departure of the High Mavericks baseball team last fall would see the baseball stadium moth­balled. But the City Council signed a unique one-year agreement—including three, one-year options—with the 28th District Agricultural Association (San Bernardino County Fair) to have the As­sociation reach out to promoters, market events and negotiate contracts on behalf of Adelanto. This includes management and operations of Adelanto Stadium.

Under the agreement Adelanto will re­ceive 30% of all revenues generated by events held within the City of Adelanto, and High Desert residents will continue to have excellent venues for a variety of exciting events.

One major success of the partnership was securing the semi-professional baseball team, the High Desert Yardbirds of Pe­cos League, to play a 64-game schedule. Half the games will be played at what is now known as Adelanto Stadium. Other prominent events scheduled at the sta­dium include the phenomenally popular Adelanto Grand Prix, Adelanto Rodeo, concerts, Mud-Run and a host of other activities never before held at the sta­dium.

Adelanto is also home of the High Des­ert’s fourth dog park, located adjacent to City Hall at Richardson Park. Pryke Dog Park is named after the late pub­lisher Raymond Pryke, whose Founda­tion contributed $25,000 towards the project.

To discover opportunities that exist for development in Adelanto and to become a part of a growing revolution, visit: economicdevelopment@ci.adelanto.ca.us or call (760) 246-2300 extension 3063.

City Updates General

Town of Apple Valley – City Update

Published by:

Town of Apple Valley

By Orlando Acevedo

Economic Development Manager

With a popula­tion of 80,350, and an economy driven by 4.2 mil­lion square feet of retail and office space, low vacancy rates, competi­tive lease rates and well-performing units, Apple Valley’s commercial re­tail market is strong. Apple Valley’s unemployment rate continues its strong downward decline to a seven-year low of 6.9% in year 2015. The last monthly numbers reported are for December 2016 at 5.4%.

Mal Riley, developer of the highly successful Jess Ranch Marketplace II and III, has returned to Apple Val­ley to design and develop the Quail Ridge Plaza (formerly known as The Fountains at Quail Ridge) at the NEC of Apple Valley Road and Yucca Loma Road. Riley has al­ready assembled a remarkable de­velopment team, including the DLR Group and, in a rare move signifying the intensity of the project, is bring­ing in two of the largest commercial brokerage firms, Jones Lang La­Salle and CBRE, to assist in leasing. Located near the strongest median income demographics in the region, the project will be designed as a mixed-use concept, including retail, restaurants, office, townhomes (or multi-family) and senior living. The team is expected to unveil the project at the ICSC RECon retail conference in Las Vegas in May.

The Apple Valley Town Council re­cently took action that clears the way for development of a 1.35 million-square-foot Big Lots Distribution Center, located in the North Apple Valley Industrial Specific Plan. The $115 million-dollar project will bring 400 to 500 jobs to the area, expand infrastructure, and affirm Apple Val­ley’s position as a cost competitive alternative to the Inland Empire in­dustrial market.

In mid-2016 the Apple Valley Plan­ning Commission approved Apple Valley Gateway Center, a 10-acre, 80,480 square foot commercial proj­ect at the northeast corner of Inter­state 15 and Dale Evans Parkway. Belco Development, of Murrieta, is proposing to construct a hotel, retail shops and restaurants. Hotel and ten­ant interest is now being accepted.

Apple Valley is on pace to see a 10-year high in housing starts as Pulte Homes begins their fourth phase at Sun City and other infill projects get off the ground. Median home values continue year-over-year growth to $245,000, the highest in the region, at an average price per square foot of $126, with expected growth into the next year.

Yucca Loma Bridge will open to the public with a ribbon cutting on May 19, three years after breaking ground on this $37 million capital improvement project. The project opens up a critical east-west corridor into and from Apple Valley. Now open is the Mojave Riverwalk, a 2.75 mile multi-use trail adjacent to Jess Ranch Marketplace from Bear Valley Road to the town’s southern boundary. The project includes a 12-foot wide concrete path and 12 36

concrete benches. Plans are under­way for more multi-use trails that will link this segment of the Mojave Riverwalk across Bear Valley Road to the Yucca Loma Bridge and con­tinue into Victorville, traversing past several major commercial centers in Apple Valley.

Other recent store openings include Rebel Oil Co., Dickey’s Barbecue Pit, 99 Cents Only Store, The Gal­ley Fish Tacos, CrossFit One So­ciety, Samaritan Animal Hospital, 3G Tacos at Apple Valley Airport, DeeDee’s Hobby Emporium at His­toric Apple Valley Inn, Bear Valley Rock n Wood, Nancy’s Clayworks, Rusty Bull Roadhouse, and more.

For more information contact Or­lando Acevedo, Assistant Director, Economic Development and Hous­ing, at 760.240.7915 or via email at select@applevalley.org, or visit www.selectapplevalley.com.

City Updates General

Barstow City Update

Published by:

California Barstow logo

By Gaither Lowenstein

Economic Development and Planning Manager

The economic recovery is in full swing in Barstow, with several new commercial enterprises opening their doors in 2016 and numerous additional retail stores, hotels and service establishments pre­paring to break ground or open in 2017. Optimism surrounding current econom­ic conditions and proactive steps being taken by the Barstow City Council have led to a significant increase in interest on the part of prospective developers in residential and industrial opportunities in the city.

Among the businesses celebrating openings in Barstow in 2016 were Oggi’s Pizza and Brewhouse, Asian Food Court, Marshall’s and Choice Medical Group. 2017 is expected to witness the opening of a 66-room Best Western Plus hotel that is currently under construction; a 103-room Home2Suites hotel, for which plans have been approved and groundbreaking is expected in mid-year; retailer Fallas, which will join Marshall’s and Harbor Freight in filling out the former K-Mart retail space; and a new Super Walmart, which will replace and double the size of the city’s existing Walmart store while making eight new retail pads available for future development. The city’s historic Route 66 corridor has begun to experience a renaissance, with Tractor Supply Company set to occupy the former Barstow Motorcycles shop with a 32,000 square-foot showroom space on the West end of Main Street and Borrego Medical Group currently renovating the former Revolutions Bowling Alley for use as medical offices. In the Downtown Business and Cultural District, Roy’s restaurant is planning to reopen, and throughout the Route 66 Business Corridor the city is erecting eight monument signs honoring Route 66, with each sign featuring a different classic automobile.

With regard to industrial development, inquiries, site visits and discussions have markedly increased in recent months, with several prospective industrial land uses approaching the project proposal stage. There are grounds for optimism that one or more major industrial devel­opment projects in Barstow will be an­nounced at some point in 2017.

The city’s long dormant residential mar­ket has begun to show signs of resur­gence, thanks in no small part to a joint initiative of the Barstow City Council and the Barstow Unified School District Board of Trustees whereby residential development impact fees have been temporarily reduced by 50% through December 31, 2017. This initiative, which reduced residential building costs by $5,000-9,000 per unit, depending upon square footage, has contributed to the city’s first residential building per­mit issuances since 2013 while jump-starting discussions of subdivision-scale residential development projects among landowners and prospective builders.

Overall, the City of Barstow is expect­ing 2017 to be among the strongest years in recent memory for commercial, resi­dential and industrial development. The resurgent economy, combined with the city’s low land costs, favorable location and builder-friendly local government, present outstanding opportunities for development in 2017 and beyond.

City Updates General

Hesperia City Update-Quite Simply, Hesperia Works for Business

Published by:

Hesperia logo

By Lisa LaMere

Economic Development Management Analyst

Six months into the current fiscal year the number of single family residential (SFR) permits issued in Hesperia con­tinues its upward trend, having shown a 155% increase since 2013-14. This was achieved in part with 72 permits issued for 200 planned duplexes at the northwest corner of Main and Mesa Linda Street.

Grading of the 50-acre West Main Vil­las duplex project at Mesa Linda and Main Street has begun. The duplexes, located between Interstate 15 and U.S. Highway 395, are well-sited for the 83,000 High Desert residents who commute down the hill for work each day. The one- and two-story duplexes contain vaulted ceilings in two eleva­tions each, and both have attached two-car garages. There will be 172 of the single-story, 1,074 SF, two-bed­room versions available, and only 28 of the two-story 1,330-square-foot op­tions with three bedrooms. West Main Villas is complete with a clubhouse, pool and spa, children’s playground and a sand volleyball court.

On the multi-family front, Eagle Real Estate Group’s 96 low- and medium-income senior apartments are well underway. Leasing activity is brisk in this gated 55+ community, and al­ready plans for another 96 apartments have been submitted for Phase II. A grand opening ceremony for Phase I is scheduled for August 30, where en­tertainment will be provided by the swing band, Phat Cat Swinger.

Retail development in Hesperia con­tinues without pause, and more than 100,000 SF is currently planned or un­der construction. In Lewis Retail Cen­ter’s Phase I of High Desert Gateway at Main and Interstate 15, a 7,500 SF Famous Footwear is opening in April, and an 18,000 SF Planet Fitness is expected to open this May. M&M Jewelers, Leslie Pool Supply and America’s Best Eye Glasses will join them for sum­mer 2017 open­ings. Lewis also has broken ground on the first 16,000 SF of Phase II at Main and Cataba Av­enue, where residents will soon enjoy Starbucks, Jimmy John’s Gourmet Sandwiches, and Fatburger.

A new grocery-anchored center from Rich Development at the NEC of Main Street and Escondido Avenue will fea­ture a 20,446 SF Aldi grocery store, as well as a 10,000 SF Dollar Tree. The center will include a multi-tenant building, Les Schwab Tire Center and Wendy’s. Hesperia is Aldi’s choice for its first location in the High Des­ert. Their closest stores are current­ly in Fontana and San Bernardino.

Aemerge RedPak, a cutting edge technology com­pany that manu­factures energy and beneficial car­bon co-products from medical waste, is building their first west coast plant in Hesperia. Red­Pak safely treats medical waste in a manner that utilizes the waste as a me­dium to produce power and produces recycled treated metals. RedPak is the only facility in California permitted to treat all types of medical waste as regulated by the CA Department of Public Health (CDPH).

The City of Hesperia is pleased to an­nounce funding availability for the First Time Homebuyer (FTHB) Pro­gram. The FTHB Program is funded from the city’s annual allocation of Community Development Block Grant (CDBG) funds. The City of Hesperia receives an allocation of CDBG funds from the U.S. Department of Housing and Urban Development.

Commercial, industrial, and office properties abound throughout Hes­peria, and this pro-development, cus­tomer service-oriented city is serious about bringing your business to Hes­peria! To see how Hesperia can work for you, visit www.cityofhesperia.us/econdev or contact the Economic De­velopment Department by email at econdev@cityofhesperia.us.

City Updates General

Victorville City Update – A Year of Growth in Victorville

Published by:

City of Victorville

By Doug Robertson

Victorville City Manager

Victorville is the center of growth in the High Desert. In 2016 our popula­tion grew to nearly 140,000 residents; and Victorville con­tinues to attract major retailers, manu­facturers and industrial development.

Last year BJ’s Brewhouse and Res­taurant opened to great excitement on Amargosa Road, adjacent to I-15. In its opening week, our BJ’s recorded sales of $184,000 – the best opening week sales for BJ’s new prototype. BJ’s became the 14th restaurant in Victorville’s “Restaurant Row.”

Restaurant Row has become a destina­tion in our region. And with visibility to more than 98,000 cars traveling the I-15 daily, this dining destination has become a highly profitable investment for retail developers.

Just one year after BJ’s grand opening, we were pleased to learn that another nationally-recognized restaurant plans to locate in Victorville. Cracker Bar­rel Old Country Store submitted plans to build and operate its first California location in Victorville.

Cracker Barrel will be located on 1.31 acres just south of BJ’s Brewhouse and Restaurant. The building space will encompass 9,550 square feet, with 1,284 square feet under a covered porch.

Cracker Barrel is part of a larger ex­pansion on Restaurant Row being developed by Vantage One Real Es­tate. Plans call for the development of an 11,350-square-foot, multi-tenant building with a drive-thru, as well as one or two free-standing buildings we expect to be used for restaurants. Starbucks, Nekter Juice, Which Wich Sandwiches, Pieology, Ono Hawaiian BBQ, Cafe Rio, and The Habit Burger are expected to be part of this broader development.

Additional retail space was developed throughout several locations in Victor­ville. At Desert Plazas, located along Interstate 15 at the Roy Rogers exit, Krispy Kreme Doughnuts opened in late 2016, creating 74 jobs. Desert Pla­zas is planned for ultimate build-out of 800,000 square feet anchored by Home Depot. The Plazas welcomed a new WaBa Grill and Dickey’s Bar­beque Pit in 2015 to existing tenants such as In-N-Out Burger, Papa John’s Pizza, Winco Foods and Wells Fargo.

In the specialty retail arena, RAM Truck Center is the newest dealer­ship, currently under construction at the AutoPark at Valley Center. The 7,261-square-foot facility sits on ap­proximately 2.66 acres. The dealer­ship will offer heavy duty RAM trucks such as the 1500, 2500 and 3500 mod­els. The brand has been named Motor Trend Magazine’s truck of the year five times.

Additionally, Valley-Hi Toyota is undergoing a major renovation and expansion to its existing dealership. Scheduled for completion in 2017, the new facility will feature an amazing 47,643 square feet of building space. In 2016 we also saw the desert Alfa Romeo franchise added as a co-brand to the existing desert FIAT dealer­ship.

In addition to commercial growth, in­dustrial development has been strong at Victorville’s Southern California Logistics Airport (SCLA). Arden Companies, America’s leading manu­facturer and marketer of outdoor cush­ions and décor, moved its west coast operations from Rancho Cucamonga to Victorville last year.

Arden leased half of a 440,000-square-foot manufacturing facility constructed by our master develop­ment partner, Stirling Capital Invest­ments. This facility at SCLA was met with such demand that it was leased before construction was complete. Current SCLA tenant Newell Rubber­maid leased the other half of the space to expand its operation.

Growth at SCLA will continue. Stirling recently announced con­struction of Distribution Center 18, a 370,000-square-foot industrial facility that will be utilized by another SCLA tenant, Plastipak, for an expansion.

Victorville is among the most cost-effective locations in California to do business. Businesses are choosing Victorville because of the investments we have made in our public infra­structure, our close proximity to major transportation routes, our skilled labor force, and our commitment to promot­ing a business-friendly environment.

We are one of the few locations in Southern California that offers af­fordable land and industrial space available for immediate development. With SCLA we also offer businesses a global reach with our Foreign Trade Zone and U.S. Customs Port of Entry. In fact, you might be surprised learn that 60% of all goods moving into and out of Southern California travel through Victorville.

2016 was a promising year for Vic­torville, and we expect this growth to continue in 2017. Look for more an­nouncements in the near future.

For more information about devel­opment opportunities in the City of Victorville, visit our website at www.victorvillecity.com or contact our Eco­nomic Development Division at (760) 955-5032.