Paradox Unbound

John F. Long, R.I.P.

2008-03-01T18:23:00.000-08:00

Me and John F. Long, 1987

Developer and philanthropist John F. Long passed away yesterday at the age of 87. Mr. Long, an Arizona native who honed an indomitable work ethic during the lean years of the Great Depression, led the transformation of Phoenix into a modern metropolis. He was also an inspiration to a young boy who wanted to grow up to be a "city builder" and attended kindergarten at a school that bore his name.

John F. Long's homebuilding empire began humbly and grew through fortuitous timing. After serving in World War II, Mr. Long returned home, got into the construction business, and married Mary Tolmachoff. The newlyweds began to build a home for themselves; before finishing, they were presented with an unsolicited offer for twice what they had paid to construct it. Rather than move in, the Longs sold the house and began building two more on adjoining lots. Phoenix's growing population had created a huge demand for new homes and the Longs profited greatly, waiting until they had built several more before claiming one for their own.

In the early 1950's, Mr. Long acquired huge tracts of farmland west of Phoenix and began constructing Maryvale, a master-planned community named for his patient wife and business partner. He was determined to provide affordable housing for the thousands of people moving to the booming Valley of the Sun through innovative building techniques and economies of scale, selling three bedroom units to growing families for less than $10,000. Among the early buyers were Ray and Virginia McMahon, recent transplants from New Jersey who happen to be my grandparents. They raised my mother and nine other children in a Maryvale home.

Maryvale set a precedent for the Valley's growth by providing space for a hospital, a golf course, parks, schools, and churches. Mr. Long donated sites for these community needs or sold them below market value. He also developed several shopping centers, including Maryvale Terrace, where a young lawyer named Sandra Day O'Connor opened her first office. Across the street, Maryvale Shopping City (later Maryvale Mall) housed his own Malcom's Department Store, so residents didn't have to travel outside the community to satisfy their daily needs. Mr. Long set a high standard for development in greater Phoenix that ensured subsequent generations would enjoy a high quality of life.

In the early 1980's, my parents decided our family had outgrown our townhome in Tempe and we moved to a large house in Maryvale a couple miles away from my grandparents. An extra room previously used as an office for a home-based business became the "playroom" where I could make my "city building" fantasies into reality through Legos, Lincoln Logs, Matchbox cars, discarded boxes, and anything I could get my hands on. In 1984, I began school at John F. Long Elementary. I grew to become obsessed with the man who had built the city my family lived in and who also owned Maryvale Mall, where we spent much of our time.

Although we had moved back to Tempe, my mother arranged a very special gift for my eighth birthday: a meeting with John F. Long. While most boys would prefer to meet a costumed superhero or professional athlete, I was anxious to talk to a developer and share my ideas for the Valley's future. I was disappointed to find that Mr. Long was planning to build on State-owned land near Lake Pleasant I had earmarked for "Mitchell City." Much to mom's chagrin, he felt it necessary to argue with me, pulling out paperwork that proved he had rights to the tracts in question. I will never forget how much that meeting meant to me, nor will I forget that my mom arranged for Mr. Long to send a letter congratulating me when I graduated as valedictorian of the undergrad urban planning program at USC in 2001.

After completing Maryvale, John F. Long continued to be an innovator in housing construction and an advocate for the West Valley of Phoenix, where he made his fortune. To promote "sustainability" before it was chic, he built Solar One, the nation's first subdivision powered by solar energy that borrowed from the construction techniques pioneered by Hohokam Indians several centuries before. Mr. Long also continued to donate land for public use or sell it below market value; his legacy in that regard includes the Glendale Airport, the Maryvale Baseball Park used by the Milwaukee Brewers for spring training, and the conversion of Maryvale Mall for use by the Cartwright School District.

Unfortunately, Mr. Long's legacy is clouded by his opposition to the recently built University of Phoenix Stadium, home to the last Super Bowl. He argued that the government "Authority" responsible for its construction had been created illegally, though pundits noted he filed a lawsuit only after his offer of free land was rebuffed. In addition, Maryvale is now considered a "slum" in Phoenix, as its affordable housing became less desirable when growth and new neighborhoods pushed outward, incomes declined, and crime increased. Regardless, there is no doubt that Mr. Long was one of the most influential Phoenicians of the last half century.

The John F. Long story is intertwined with the story of my own family and how we became Arizonans. It speaks to the need of balancing urban growth with sustainability in the booming Sun Belt and how future communities ought to be built. More importantly, it speaks to the ability of a person to make fundamental changes through his or her own passion and dedication and how we all might learn from Mr. Long's life as much as I have.

Valley philanthropist John F. Long dies at 87 (Arizona Republic)

Hello Again

2008-02-06T21:34:00.000-08:00

I want you to know that I am alive and doing well in sunny Southern California. The P.U. faithful continue to check in every once in awhile to see if anything new has been posted, and I appreciate the interest and support. I have no intention of abandoning this blog.

That being said, my last post on October 16, 2007 contained an itinerary of my autumn vacation down the East Coast, with the implication that commentary and photographs would be forthcoming. I acknowledge that I have not followed through but would like to point your attention to the following sets on Flickr:

Boston: Day One (October 20, 2007) -- 72 photos

Boston: Days Two and Three (October 21-22, 2007) -- 82 photos

The Big Dig (subset of above, October 20-21, 2007) -- 14 photos

NYC 2007 (October 22-24, 2007) -- 46 photos

Brooklyn Bridge (subset of above, October 23, 2007) -- 19 photos

Raleigh (October 27, 2007) -- 19 photos

Myrtle Beach (October 27, 2007) -- 5 photos

Still to Come: Photos from Charleston, Savannah, Atlanta, Walt Disney World, and Miami

Without delving into the litany of excuses I could make for not blogging, suffice it to say I hope to write more soon.

Itinerary

2007-10-16T22:43:00.000-07:00

I am going on vacation.

Fri Oct 19 -- Boston
Sat Oct 20 -- Boston
Sun Oct 21 -- Boston
Mon Oct 22 -- Manhattan
Tue Oct 23 -- Manhattan
Wed Oct 24 -- Manhattan
Thu Oct 25 -- Washington D.C.
Fri Oct 26 -- Raleigh, NC
Sat Oct 27 -- Charleston, SC
Sun Oct 28 -- Atlanta
Mon Oct 29 -- Atlanta
Tue Oct 30 -- Walt Disney World
Wed Oct 31 -- Miami
Thu Nov 1 -- Miami
Fri Nov 2 -- Miami

Keep On Remembering Smitty's

2007-09-24T23:40:00.000-07:00

The December 31, 1998 edition of the Arizona Republic announced the demise of Arizona's homegrown superstore chain, Smitty's. In the previous five years, the retailer had been sold three times and changed its logo twice; it would now be absorbed into Fred Meyer, a venerable superstore chain based in Portland, Oregon. In 2007, the remaining stores are known as Fry's Marketplace.

When this news article was published, I had just finished my last stint working at Smitty's #7, located at Baseline Road and McClintock Drive in Tempe, during the holiday break from my sophomore year of college. The store had been a big part of my teenage years, as I obtained my first paying job there as a courtesy clerk shortly after my 15th birthday and progressed to greater responsibilities as a customer service representative/PBX operator and a clerk in photo/video, sundries, and hardware. I have fond memories of those experiences.

Over two years ago, I posted "Remembering Smitty's" on this blog, a history of the chain. Surprisingly, it has become one of the most popular spots on P.U., attracting 34 comments to date. Most come from former employees, who have found a place to reminisce and share stories, nearly all of which occurred before I joined the company in 1994. I enjoy reading them, as they demonstrate I am not the only one with fond memories or pride in having working for the unique and venerable retailer.

The response to "Remembering Smitty's" demonstrates that there are few, if any, places on the Web to find information on the chain and discuss its past. I am pleased that Richie, a P.U. reader, was inspired by this post to create a Web Site exclusively dedicated to Smitty's named smittysbigtown.com. He is looking for the memories and photographs of former shoppers and customers and hopes to create a fitting "tribute" site with a message board that allows for interactive communication. I hope this post draws more attention to his project and assists in this wortwhile endeavor.

SMITTYSBIGTOWN.COM

Previously on P.U.

Salute to Smitty's Big Town (6/6/2007)
Remembering Smitty's (7/10/2005)

N.B. to the P.U. faithful: Forgive the lack of posts. Yours truly has been preoccupied with preparing for a move and driving to and from the Antelope Valley.

My Trip to the Triple-Decker Target

2007-07-29T21:58:00.000-07:00

Today marked the official grand opening of the three-level Target at Glendale Galleria. I visited the store this afternoon and found it crowded with shoppers, bringing additional traffic to the popular mall.

Although it lacks an outdoor garden center, the store features the typical Target merchandise mix, including a large selection of grocery items such as milk, eggs, wine and beer, and frozen foods. The addition of Target makes the Galleria a true "one stop" shopping destination, complementing JCPenney, Macy's, Mervyn's, Nordstrom, and over 200 other stores and restaurants.

Target's building was formerly occupied by a Robinsons-May department store. Its interior has been completely rebuilt to accomodate the big-box retailer's format. An impressive central atrium links the three selling floors with seperate escalators for people and their shopping carts.

More of my photos can be viewed on Flickr

Previously on P.U.

Target Reaches New Heights (7/26/2007)

Target Reaches New Heights

2007-07-26T20:22:00.000-07:00

Target opened its first three-level store at the Glendale Galleria yesterday. The 180,000-square-foot emporium replaces a shuttered Robinsons-May department store and is expected to draw additional foot traffic to one of Southern California's most successful shopping malls.

Big-box retailers such as Target have traditionally favored large one-story buildings accompanied by a sprawling parking lot. However, that format is impractical in established neighorboods becuase large tracts of real estate are expensive and difficult to assemble. As big-box retailers move into greater Los Angeles and other urban centers, they have acknowledged this restraint by pursuing multiple-level stores with structured parking as well as locations in traditional shopping malls affected by consolidation among department store chains. The Galleria's new Target exemplifies this trend.

Although Wal-Mart is considered to be less innovative than Target, the nation's largest retailer opened its first three-level store four years ago. It is also located in a Southern California shopping mall, the Baldwin Hills Crenshaw Plaza in South Los Angeles, replacing Macy's in a building that was originally one of the earliest branches of The Broadway, a local department store chain.

Previously on P.U.

Target Expanding into Glendale and Westminster (7/22/2006)

Who Will Get Lucky?

2007-07-23T22:32:00.000-07:00

The Lucky chain began in 1935 with a grocery store in Berkeley, California and grew to become one of the largest supermarket operators in California and Nevada. In 1988, the company was merged into American Stores, a retail conglomerate that ten years later was acquired by Albertsons, then one of the nation's largest grocers. Albertsons retained the ACME and Jewel names in Philadelphia and Chicago, respectively, but in California and Nevada the company decided to retire the Lucky name in favor of its own.

Although Albertsons had operated stores in California and Nevada for decades, some industry observers considered Lucky to be the stronger brand, with a long history and a reputation for low prices. In April 2006, Grocery Outlet, an "extreme value" retailer with "no-frills" stores, decided to resurrect the name, opening a Lucky store in Rocklin, California. A legal battle ensued as Albertsons claimed that it still owned the trademark.

Shortly after Grocery Outlet brought Lucky back, Albertsons was sold to three seperate entities after several years of financial troubles. All of the company's drug stores were acquired by the CVS chain and nearly two-thirds of its supermarkets, including stores in Southern California and Nevada, were acquired by grocer Supervalu. The remaining supermarkets, including the Northern California division, were sold to an investment group led by Cerberus Capital Management.

In July 2006, the U.S. District Court in San Francisco barred Grocery Outlet from using the Lucky name, a decision that was subsequently appealed. Also in July, Supervalu began opening a handful of Lucky stores in Southern California and Las Vegas, confirming speculation that Albertsons had sold its disputed right to use the name in those markets. Supervalu's small Lucky operation is oriented towards the budget-conscious customer.

The Cerberus-owned Albertsons stores in Northern California were sold to Save Mart Supermarkets, a chain based in Modesto, California, in February. Last week Save Mart announced that it would convert 72 Bay Area locations to Lucky, bringing the brand back to its former home turf in a big way. Albertsons signs will vanish from the Bay Area as dozens of former Lucky stores revert to their original name.

Eric Lindberg, co-CEO of Grocery Outlet, responded to Save Mart's announcement by stating his company will prevail in court and be recognized as sole owner of the Lucky trademark. Mr. Linberg claims that Albertsons could not have legally sold rights to the name to Supervalu and Cerberus last year, meaning that the recent transfer from Cerberus to Save Mart is also invalid. If Grocery Outlet wins its court case, the company will force the closure of any Lucky stores owned by Supervalu and Save Mart.

The peculiar controversy over the Lucky name highlights the importance of a well-recognized brand. Nearly seven years after Albertsons retired the banner, shoppers throughout California and Nevada hold fond memories of Lucky's past, providing an opportunity for the name to return and be profitable for a new owner. The courts will decide whether that opportunity belongs to Grocery Outlet or Supervalu and Save Mart.

Previously on P.U.

Getting Lucky Again (8/28/2006)

The Malling of Warner Center

2007-07-22T18:22:00.000-07:00

While few would consider Southern California to be "under-malled," the Australia-based Westfield Group, owner of many of the region's largest shopping centers, continues to pursue ambitious expansion plans. Last Tuesday, hours before the Santa Clarita City Planning Commission approved Westfield's proposal to enlarge Westfield Valencia Town Center, company officials announced preliminary plans for The Village in Warner Center.

As reported by the Los Angeles Daily News, The Village in Warner Center will be a mixed-use development with a hotel, offices, apartments, and condominiums along with 550,000 square feet of retail and restaurants. The project will link the adjacent Westfield Topanga and Westfield Promenade malls, creating a massive shopping and entertainment district that will be the undisputed hub of the western San Fernando Valley. At 3.8 million square feet in combined size, the three centers will rival Orange County's South Coast Plaza for regional prominence.

Unlike its neighbors Westfield Topanga and Westfield Promenade, The Village in Warner Center will not be a traditional enclosed mall with department store anchors. Instead, it will offer an outdoor environment organized around internal streets, a format commonly referred to as a "lifestyle center." The company has not decided on how it will connect the two indoor malls and the proposed outdoor village.

The massive project has the support of Los Angeles City Councilman Dennis Zine and Mayor Antonio Villaraigosa but Westfield is in the early stages of the approval process and construction will not begin for at least 2 years. When public hearings begin, City officials and local residents will have an opportunity review and comment on the details of the proposal, including its design and its traffic impacts.

Previously on P.U.

Mind The Gap (6/27/2007)
Westfield Topanaga Expansion Opens October 6 (8/23/2006)

Downtown Ralphs to Open

2007-07-16T22:28:00.000-07:00

Photo from Flickr user fridayinla

In most neighborhoods, the opening of a new supermarket isn't a remarkable occurence. However, the arrival of Ralphs Fresh Fare at Ninth and Flower is a seminal event for Downtown Los Angeles.

As reported on the front page of today's Los Angeles Downtown News, the long-awaited Ralphs will open its doors this Friday. The occasion is something of a homecoming for Ralphs, the venerable Southern California grocer that began operations in Downtown in 1873 and pioneered the supermarket concept on the West Coast. More importantly, it is a signal that Downtown has finally arrived as a viable residential community, as the area previously lacked a traditional full-service supermarket.

A Downtown renaissance has been pursued by civic and business leaders for nearly half a century. Once the undisputed capital of Southern California, Downtown steadily lost its prominence as Los Angeles sprawled along its major boulevards and freeways, giving rise to shopping and employment centers with easier access and free parking. After World War II, attempts at redevelopment bolstered Downtown's status as a focal point of government, culture, and commerce, but it never became a desirable location for residents, emptying out on weeknights and weekends.

The City adopted an adaptive reuse ordinance in 1999, encouraging the conversion of vacant office buildings in Downtown's Historic Core into housing units. The ordinance sparked a residential boom that eventually spread from the Historic Core to the South Park district, home to the Staples Center arena and the L.A. Live Project, where developers eagerly snatched up parking lots as sites for new housing developments. In 2003, Ralphs chose South Park as the location for its store, anchoring the ground floor of a mixed-use building known as the Market Lofts.

In recognition of the affluent demographics of Downtown's fledgling residential population, the new Ralphs store will be one of its 25 Fresh Fare units, oriented towards the upscale customer with amenities such as a wine tasting station, a sushi chef, and a cheese and olive bar. While the grocer expects its store to begin making $500,000 in sales each week, it may not have the neighborhood to itself for very long, as the posh Whole Foods chain is rumored to be eyeing a site at the L.A. Central development only a few blocks away.

Ralphs may open a second Downtown store in order to defend its market position and serve more customers in the booming community. The Los Angeles Downtown News reports that the company is eyeing a site in the Grand Avenue Project at Second and Olive, closer to the Historic Core and new residential towers planned for Bunker Hill. As supermarkets join the growing ranks of new shops, restaurants, and bars in Downtown, the neighborhood will become more vibrant and liveable, perhaps regaining its former prominence as the definite urban core of the nation's second-largest metropolis.

Mind the Gap

2007-06-27T22:57:00.000-07:00

Topanga Plaza, the first enclosed and climate-controlled shopping mall in greater Los Angeles, opened along the western fringe of the suburban San Fernando Valley in 1964. The mall, while innovative in its design, was oriented towards a conservative middle-class clientle and included traditional middle-market anchors May Company, Montgomery Ward, and The Broadway. The mall's trade area subsequently increased in population and became more affluent, supporting the development of a second mall, The Promendae at Woodland Hills, in 1973. The Promenade catered to the fashion-forward customer with exclusive anchors Bullock's Wilshire, Robinson's, and Saks Fifth Avenue.

As the year 2000 approached, both malls were acquired by the Australia-based Westfield Group, a multi-national mall management and development company that also owned several other major malls in the Los Angeles region. Due to exansion, consolidation and reorganization among retail chains, The Promenade was anchored by two branches of Macy's and an AMC multiplex theatre, while Topanga Plaza was anchored by Montgomery Ward, Nordstrom, Robinsons-May, and Sears. Many upscale retailers began to locate at the larger Topanga Plaza as The Promenade found it increasingly difficult to attract new tenants.

In the last few years, Westfield has focused its energies on the former Topanga Plaza (now known as Westfield Topanga) with an ambitious program to nearly double the mall's size. In the last 2 years, the now-closed Montgomery Ward store was demolished and a massive expansion opened that included new Nordstrom and Target locations, many exclusive retailers and restaurants, and a new carousel and food court. Neiman Marcus is set to open a new store at Nordstrom's former location in 2008. The former Promenade at Woodland Hills (now known as Westfield Promenade) is far from a "dead mall" but its mix of entertainment, dining, and unique shopping seems remote from its successful sister mall up the road. The only way to travel the gap between the two is by automobile or by walking through two parking lots linked by a narrow and uninviting sidewalk.

The gap between the two malls is largely barren but is owned by the Westfield Group, which could realize great profit by developing that area. After hinting at plans to somehow connect the seperate centers, the Los Angeles Daily News reported today that Westfield has been conducting telephone surveys to learn what neighborhood residents would like to see at the site. Among the possibilities are a major hotel, a park and performance venue, and a conglomeration of high-end restaurants. Unfortunately, Gordon Murley of the South Valley Planning Commission is quoted as saying he would like the project to be "like The Grove" or "the La Cienega of the Valley" rather than a unique place that is tailored to the desires of the residents of the western San Fernando Valley the might draw people from "over the hill."

Any plan to fill the gap, like any other development program in Los Angeles, would have to address traffic concerns. However, as the Daily News notes, "about 3,000 condos and rental apartments have been approved" in the Warner Center area, providing a largely affluent "built-in" market that can reach these malls by foot. In addition, the western terminus of the Orange Line, a hugely successful bus rapid transit line, is in Warner Center adjacent to Westfield Promenade. While neighbors draw comparisons to Century City, another urban core built on a former studio lot, Warner Center is much less intense. Constant gridlock is not likely to ensue from development of the bypassed land between the two major malls, especially if a trolley, "people mover," or rapid bus system is created to shuttle shoppers throughout the area.

Development of the gap between Westfield Topanga and Westfield Promenade presents an amazing opportunity to the residents of the western San Fernando Valley. The malls of the Warner Center area should combine to provide a mixed-use, pedestrian friendly, and transit-oriented "downtown" that is compatible with its surroundings and serves the immediate area and visitors with minimal negative impact to the neighborhood. The Westfield Group has already shown itself to be a thoughtful developer, so I hope it will mind the gap in a constructive manner.

Rick Caruso's Los Angeles

2007-06-25T22:00:00.000-07:00

July's edition of Los Angeles Magazine reminds us that it's Rick Caruso's world and we're all just shopping in it. Mr. Caruso, prolific real estate developer and political insider, is the subject of a lengthy profile by Ed Leibowitz that posits him as a twenty-first century Southern California power broker who may be the next Mayor of Los Angeles.

Mr. Caruso, a native Angeleno and graduate of the University of Southern California and Pepperdine Law School, launched into the real estate business through sweetheart land leases with Dollar Rent-A-Car, a company controlled by his father. He transitioned into shopping center development, constructing several neighborhood plazas in suburban communities such as Calabasas, Encino, and Westlake before embarking on The Grove at Farmers Market, an ambitious effort to create a regional retail destination in the middle of Los Angeles.

The Grove, which opened in early 2002, is an amazingly successful commercial venture and has become an icon for modern Los Angeles. In a city with few civic spaces, it's a place where everyone can stroll, shop, dine, and people-watch along a street closed to automobiles but traversed by a trolley reminiscent of the Red Cars that once defined the city. This outdoor shopping center, which ties into the historic Farmers Market at Third Street and Fairfax, expresses a nostalgia for a time that never existed but which Angelenos yearn for nonetheless.

"CarusoStyle," pioneered at The Grove and defined by attention to architectural detail, "place-making," and astitute retail leasing and mangement, will soon be deployed at the developer's new projects in Glendale, Arcadia, Playa Vista, Van Nuys, and elsewhere in the region. Mr. Caruso's leadership in the so-called "lifestyle center" segment has drawn the attention of his competitors, especially national titans General Growth Properties and the Westfield Group, as he will be building "CarusoStyle" projects next door to Glendale Galleria and Westfield Santa Anita, traditional indoor malls they respectively own. In both Glendale and Arcadia, the titans have fought Mr. Caruso's plans to no avail.

In Los Angeles, the political scene has long been tied to the business of real estate development, and Mr. Caruso embodies that relationship eloquently. At age 25, he became a Commissioner of the Department of Water and Power, a massive utility company owned by the City of Los Angeles. More recently, he was President of the City's Police Commission, assisting former Mayor James Hahn in the ouster of Police Chief Bernard Parks and his replacement by former New York City top cop William Bratton. While crime has decreased under Mr. Bratton's watch, the ouster of Mr. Parks strained Mr. Hahn's relations with the African-American community and may have cost him re-election.

In Mr. Leibowitz's article, Mr. Caruso admits to being "a great fan of public service" and would consider running for Mayor of Los Angeles. He's already proven his political chops by getting his shopping centers through the rigorous development approval process in several California cities and can rely on his experience on two City Commissions. However, he has at least one emeny in Bernard Parks, now a Councilman who won't forget the men who had him fired as Police Chief. The challenge for a Mayoral run by Mr. Caruso is best expressed by Mr. Parks's son and chief-of-staff's willingness to give Mr. Leibowtiz information on the (eventually dismissed) charges against family patriarch Hank Caruso in his days as a high-flying car dealer in the 1950's.

If there's any city in the nation that could elect a Mayor on the popularity, beauty, and cleanliness of his shopping centers, it's Los Angeles. Regardless of the trajectory of his political career, however, Rick Caruso has proven himself to be a master developer whose reputation will only grow over time. It's cynical but honest for us to admit that consumption is the only communal activity that brings people together in the twenty-first century. In light of that reality, Mr. Caruso's retail environments speak to what we think civic gathering places once were and should be.

"Coming Soon to a Neighborhood Near You"

Father's Day

2007-06-17T19:03:00.000-07:00

Last year, my mom and sister encouraged me to come out to Tempe to join them in celebrating father's day. My dad didn't know I would be in town, so he was pleasantly surprised. Although my parents had been divorced for nearly two decades, all four of us acknowledged that we were still a family. We had a nice afternoon of swimming, eating traditional Louisiana red beans and rice, drinking beer, and getting caught up on the events in each other's lives.

After dinner, my dad drove me to Sky Harbor Airport so I could catch my flight back to Los Angeles. As I said goodbye, I didn't know that was the last time I would see him. While I wish that I could have seen him again in what would be the last eight months of his life, I find it very appropriate that my last time with him was during a surprise visit for father's day.

Life is full of complicated relationships, especially when it comes to family. No matter what has happened in the past, it's important to honor the people who have played a major role in our lives and to cherish the good times and happy memories. Sooner than we think, those people will be gone and there won't be another chance to make things right. Though I wouldn't realize it for quite some time, I learned that lesson last father's day.

Bob's Final Days

2007-06-13T21:31:00.000-07:00

For as long as I can remember, "The Price is Right" has been one of my favorite television shows, largely due to the charisma of its host of 35 years, Bob Barker. Last October, Bob announced that he would retire and he taped his 6,586th and final show on June 6. It will air this Friday, once during the program's usual morning time slot and again during prime time.

Bob has been a broadcast television celebrity for 50 years, a feat that is unlikely to be replicated in an era where both the mainstream media and the definition of celebrity are far more segmented. The concept of a game show host who can be "all things to all people" may soon be an antiquated notion. It comes as no surprise that CBS is having a hard time finding a new host to replace Bob and that he has offered to come back as a "temporary" host in the fall if the issue isn't resolved. After all, who could fill his shoes?

In this post, I wanted to define Bob's essence and why it speaks to me and so many other people in this country. Alas, a few hours ago, an article was published at newsday.com that articulates my thoughts perfectly. Bob is the television version of comfort food, as we could always depend on him and the retro, never-changing set of "The Price is Right" to be there for us every weekday morning. I certainly did.

My earliest memories of the show come from my pre-school days. My father, who worked long hours and wasn't around much, quit his job and was home during the time he was looking for a new job. My sister and I spent many daytime hours with him watching game shows, including "The Price is Right." Once I was in school, I was often sick due to allergy and sinus problems, and I always made sure to watch Bob on the days I stayed home. Most recently, I have been lucky enough to have Fridays "off." In my last 2 years at USC, I didn't have classes or go to work on Fridays, and for almost 6 years I've worked 10 hours a day on the other 4 weekdays. Therefore I was able to watch the show every Friday and Bob provided a sense of continuity and stability in ever-changing times.

I've lived in Los Angeles for almost 10 years and wish that I had caught a taping at CBS Television City at Beverly and Fairfax and seen Bob in person. A couple years ago, my father came to town and hoped we could catch a taping. I obtained "tickets" but learned that admittance was not guaranteed. We would still have to camp out for several hours before the show in order for a shot at getting in the studio, and neither one of us wanted to endure the wait. I have no regrets, as I can cling to televised memories.

Congratulations Bob. Whether you come back on a "temporary" basis or not, you will be missed. The following video expresses the essence of Bob and "The Price is Right" at its best.

Links

After taping last show, Barker offers to fill in as 'Price' host: Fellow blogger and "The Price is Right" fan Steven Swain reports the news.

Oprah vs. Bob: In case you don't know who the REAL icon of daytime TV is.

Sentimental Guy

2007-06-07T22:16:00.000-07:00

All of us support and appreciate music as a form of artistic expression that reflects the commonality of human experience. The songs we share remind us that we are not alone. Ben Folds is a brilliant musician and songwriter whose "voice" speaks to me like few others. I would like to share the lyrics to "Sentimental Guy" from his Songs for Silverman album, which I identify with after a tumultuous time in my life.

There's a moment in my mind

I scribbled and erased a thousand times

Like a letter never written or sent

These conversations with the dead

I used to be a sentimental guy

Now I'm haunted by the left unsaid

I never thought so much could change

Little things you said or did

Are part of me

Come out from time to time

Though probably no one I know now would notice

But I never thought so much could change

You drifted far away

Far away it seems

Time has stopped

The clock keeps going

People talking

And I'm watching

As flashes of their faces go black and white

And fade to yellow

In a box in an attic

And I never thought so much could change

Now I don't miss anyone

I don't miss anything

What a shame

'Cause I used to be a sentimental guy

Salute to Smitty's Big Town

2007-06-06T22:02:00.000-07:00

Smitty's #1 in 1991 (courtesy Arizona Republic)

One of the most popular posts on this blog is "Remembering Smitty's," a history of the defunct Phoenix-based retailer that I worked for between June 1994 and August 1997, with additional stints in the summer and Christmas seasons of 1998. Smitty's was an early pioneer of the "superstore" concept, selling a full line of groceries along with an extensive assortment of general merchandise in large stores that included a pharmacy, restaurant, snack bar, candy shop, barber shop, bank, and optical store. The chain met its demise in 1999 when its stores were rebranded as Fred Meyer Marketplace and they now operate under the Fry's Marketplace banner.

The "Remembering Smitty's" post has attracted 20 comments since July 2005, mostly from former employees of the company. I enjoy reading their memories and speculate that many long-time residents of the Valley of the Sun also hold fond recollections of the store that billed itself as "putting it all together for you." It may seem strange that people could be nostalgic about a retailer, but the fast growth of greater Phoenix has led to an ephemeral existence in which change is constant. Since it is a place with few civic and cultural institutions, a sense of history and common culture can only be derived from the commercial landscape of shopping centers, movie theatres, and grocery stores. Now that national retailers like Wal-Mart, Costco, and Home Depot dominate the scene, people recall the uniqueness of a place like Smitty's.

Yesterday's Arizona Republic included an article that remembered the first Smitty's, located at the southeast corner of Buckeye Road and 16th Street in central Phoenix. Smaller than the "supercenters" that would follow, Smitty's "Big Town" #1 was a supermarket that did not sell much general merchandise, though it did include a restaurant. Opening in 1961, the store weathered drastic changes in the neighborhood, as the ongoing expansion of nearby Sky Harbor International Airpot led to the condemnation of hundreds of homes, eroding its customer base. The "Big Town" finally closed its doors a few years before the Smitty's name vanished from the Valley of the Sun.

As reported by the Republic, the site of the original Smitty's will soon be transformed into "Yourland" by developers known for projects that have "attracted Valley hipsters." "Yourland" will include a restaurant, a coffee shop, a building supply store, art and music venues, and an "urban farm." The Smitty's building will be retained, which is surprising considering that most redevelopment requires a "blank slate." The developers hope to incorporate photos of Smitty's #1 as well as the memories of the employees who worked there and the Phoenicians who shopped there. "Big Town" nostalgia should be directed to desk@marthaandmary.net.

Smitty's will always be special to me, as I got my first "real job" bagging groceries there at age 15, moving my way up to other positions over the next few years as I learned the value of good customer service and hard work. I am glad to see that other people have not forgotten Smitty's and its proud history of being Arizona's homegrown "superstore."

Wal-Mart Rankles Tempe

2007-06-05T22:36:00.000-07:00

Pictured, L to R: Tempe Mayor Hugh Hallman, an outpost of the world's largest retailer

The activities of Wal-Mart and the happenings in my hometown of Tempe, Arizona have been two common topics on this blog. I suppose it was only a matter of time before those topics converged.

In recent years, Wal-Mart has been subject to a barrage of criticsm, ranging from its labor practices to its reliance on products made in China. Most importantly, communities across the nation have organized against Wal-Mart's expansion plans, arguing that its massive Supercenter stores (with an average size near 200,000 square feet) will have negative impacts on their surroundings. Among the concerns commonly cited are increased traffic, environmental degradation, compatibility with surrounding land uses, and the viability of local businesses.

As we focus on the greater Phoenix area, Wal-Mart has not often met oppostion. Supercenters are now as common as cacti and backyard swimming pools. However, Wal-Mart has been adept at targeting the fast-growing fringes of this Sun Belt metropolis, obtaining approval to build stores before neighbors (and potential opponents) move in.

Unlike many Phoenix suburbs, Tempe has been substantially "built-out" for some time. Wal-Mart opened a store in the southern portion of Tempe at the northeastern corner of Elliott Road and Priest Drive in the early 1990's (subsequently expanded to a Supercenter) but has yet to establish a presence in the remainder of the community.

In the central portion of Tempe, just across the street from the City's library and historical museum, department store chain Mervyn's has long operated an 86,000 square foot store at the northwestern corner of Southern Avenue and Rural Road. While negotiating with Mervyn's to renew its lease, the building's owner, Diversified Partners, sold the property to Wal-Mart. In late April of this year, Wal-Mart announced that Mervyn's would close in May 2008 and that a Supercenter would open in the building a few months later.

Although Diversified Partners, specializing in new shopping centers on the edges of suburban growth, has a history with Wal-Mart, the move came as a surprise. Mervyn's, after nearly three decades of operating at the site, announced that it would seek a new location. Area residents identified the Wal-Mart Supercenter as a "high impact" use that would further clog traffic at the intersection and reduce property values. Officials from the City of Tempe acknowledged that Wal-Mart had been looking for a site in the area for the past year but that they did not have prior knowledge of the plan and had little power to stop it, as the zoning allowed for retail use and additional floor space was not proposed.

The Mervyn's building is less than half the size of a typical Supercenter. However, Wal-Mart has begun to acknowledge the increased "barriers to entry" in established neighborhoods (i.e. opposition) and is demonstrating a willingness to buy existing buildings in order to serve those areas, even if on a smaller scale. In fact, this trend is not new to greater Phoenix. In 2006, Wal-Mart acquired a similarly sized Burlington Coat Factory store at Cactus Road and Tatum Boulevard near the affluent community of Paradise Valley. The reaction in that neighborhood was similar but the store is scheduled to open soon.

In mid-May, Tempe Mayor Hugh Hallman, influenced by numerous calls to his office and (perhaps) his re-election campaign, sent an "unofficial" letter to Wal-Mart asking that the company reconsider. The letter, on City letterhead but not identifying Mr. Hallman as the Mayor, acknowledged that there is little his government could do to stop the store from opening but offered to help find alternative sites. In a "built-out" community like Tempe, such sites are nearly impossible to find, so the plea is likely to fall on deaf ears in Arkansas.

This story of real estate, retailing, and politics in an Arizona town demonstrates that Wal-Mart remains desperate to break into new markets, especially those that can't (or won't) accomodate a 200,000 square foot "big box." While Wal-Mart has begun to taper its expansion, expect continued corporate "ingenuity" related to finding smaller store locations that don't require governmental review or public input. A Supercenter is likely to rise at the Mervyn's site, offering benefits in the form of new jobs, a variety of goods at low prices, and competition to supermarkets in the vicinity -- and costs in the form of added traffic, a significant change in community character, and a loss of sales at locally-owned busineses.

Election

2006-11-08T20:51:00.000-08:00

"We came to change government and government changed us"

-- Senator John McCain of Arizona on the fall of the Republicans

Bob Barker, Come On Down!

2006-10-31T21:23:00.000-08:00

After 35 years hosting America's preeminent game show, "The Price is Right," the distinguished Bob Barker announced today that he will retire next June. I'd like to be among the first to congratulate Mr. Barker and thank him for his contributions to the medium of television.

In honor of Mr. Barker's retirement, enjoy a post from the P.U. archives, Oprah Winfrey vs. Bob Barker. Let there be no doubt as to which television personality has had the greatest impact:

Oprah vs. Bob

SoCal Retail Briefs

2006-09-25T21:45:00.000-07:00

For the past week, the Blog-LA-Sphere has been buzzing about the arrival of H&M, the Swedish "cheap chic" retail powerhouse. Last Thursday the international chain's first Southern California store, with merchandise exclusively for women, opened on Colorado Boulevard in Old Town Pasadena. Shoppers queued outside throughout the weekend.

A second H&M will open in the Beverly Center next month; the much larger store will also feature clothing and accessories for men and children. Additional confirmed locations include Westfield Santa Anita, Hollywood Boulevard, South Coast Plaza, and Irvine Spectrum. Rumored future locations include Santa Monica's Third Street Promenade, Westfield Century City, Westfield Topanga, and the Sunset Millenium in West Hollywood.

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Tesco, the largest grocery chain in Great Britain, has begun to secure real estate in greater Los Angeles as it launches its aggressive expansion into the United States. However, one of the first sites, a 32,000-square-foot former Albertsons unit in Glassell Park, had analyists scratching their heads.

While the supermarket giant has been secretive about its plans, conventional wisdom held that Tesco was looking for buildings of about 14,000 square feet. Analyists now believe that the retailer may test out several different formats, a prediction buttressed by Tesco's decision to open in a working-class neighborhood that recently lost two full-line supermarkets.

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On September 16, Wal-Mart opened a Supercenter in Rosemead, a San Gabriel Valley suburb. The new store is only the third Supercenter to open in Los Angeles County and is the closest one yet to the urban core. Wal-Mart has found it increasingly difficult to open mammoth Supercenters in Southern California as cities have tightened their zoning regulations to keep the world's largest retailer out.

Only a few days later, a recall election failed to oust Jay Imperial and Gary Taylor, two veteran Rosemead Councilmen who had approved Wal-Mart's plans. The retail giant spent a reported $300,000 in the election to support Imperial and Taylor. The recent sequence of store opening and bitterly fought recall election speaks volumes about the growing political maelstrom surrounding big-box retail in Southern California and throughout the United States.

Catching Up

2006-09-17T22:52:00.000-07:00

After several busy weeks, I'd like to return to P.U. and share some recent events with my loyal readers.

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First and foremost, Chizi and I have completed our move to a spacious two bedroom apartment in Studio City. Despite my reservations about living in the suburban San Fernando Valley, I am quite pleased with my new living arrangements. I am still within walking distance of the Red Line (allowing an easy commute to the Civic Center) as well as numerous shops and services, including an enormous Ralphs. While it would be a stretch to call our new neighborhood "transit-oriented," it's certainly more urban than a cul-de-sac in Porter Ranch.

It was tough leaving East Hollywood after three and a half years, and that neighborhood will always have a special place in my heart. I lived in my former apartment longer than anywhere else I've lived in Los Angeles, and it was host to many good (and bad) memories; suffice it to say I am optimistic about this next phase in my life, ready to pursue new opportunities and meet new challenges.

I documented the move with photographs -- please check out my Transition photoset on Flickr.

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Over the last 15 months, I've learned that blogging can fetch positive feedback, even in the "real world." My post on the University Gateway project from earlier this year caught the attention of Michael Woo, a former Councilperson and Mayoral candidate who is currently teaching urban planning classes at USC. Mr. Woo invited me to be the first guest speaker at his introductory course on "Urban Planning and Development" (PPD 227) and I gladly accepted.

While I am a proud Trojan, I decided to focus my talk on the poor relationship that USC has had with the surrounding community, both in the physical sense (its insular campus) and in the philosophical sense (its land use policy). My main thesis was that USC had become a "University over the City" after a redevelopment plan was approved in 1966, leading to the displacement of hundreds of homes and businesses for university expansion. Mr. Woo compared my narrative to Mike Davis's "City of Quartz," which I took as a complement.

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Since I lack anonymity, there's not much I can write about my job except that it continues to be challenging. I recently had my first experience hosting a community meeting with an emotional and skeptical audience. If you want to find out how it went, read this and this.

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A few weeks ago, Chizi and I enjoyed a weekend trip to beautiful San Diego without ever getting in an automobile. Not only did we take Amtrak down from Los Angeles Union Station (via the Red Line), but we traveled through San Diego exclusively on light-rail. We both enjoyed the trip.

While in San Diego, we conducted a tour of five of its major shopping malls: Parkway Plaza, Grossmont Center, Mission Valley Center, Fashion Valley, and Horton Plaza. Of course, I had my camera to document our journey. Please enjoy these Flickr photosets:

Parkway Plaza

Grossmont Center

Mission Valley Center

Fashion Valley

Horton Plaza

3 Miles Per Hour

2006-08-30T21:32:00.000-07:00

The front page of last Sunday's Los Angeles Times featured a story that hardly seems like news to anyone in our city: traffic is horrible, especially on the Westside. The title of this blog post was derived from a statement in the article: "MTA research shows that during the evening rush, it can take as long as 19 minutes to drive just one mile of Wilshire near the San Diego Freeway." Read the whole article, by Martha Groves and Sharon Bernstein, here.

While Groves and Bernstein made a valiant effort to describe the traffic woes on the Westside with a bevy of mind-boggling statistics, their analysis was conspiciously short on solutions. Although congestion problems in our metropolis may seem intractable, political leaders and policy makers cannot afford to ignore them; horrendous traffic diminishes our quality of life and threatens the long-term economic health of our region.

Fortunately, there are many people on the local scene who are looking for ways to fight traffic. Walter Moore, who made waves with a maverick campaign for Mayor of Los Angeles last year, recently published "Unlock Gridlock," a thoughtful essay on some of the policy choices that can extricate us from our congestion morass. In order to further discussion on this important topic, I'd like to offer a critique of Moore's essay along with some of my own recommendations.

(Exerpts of Moore's essay are displayed in bold italics)

Traffic is worse for at least three reasons: increased population density, rent control, and the "non-portability" of Proposition 13.

Population Density
The number of people per square mile in Los Angeles rose from 6,322 in 1980, to an estimated 8,472 in 2005.

It is absolutely true that increased density leads to congestion: more and more people are trying to move about in the same space. However, Moore seems to have missed the central point of the Times article: traffic problems on the Westside aren't related to population density, they're related to employment density. After all, the headline read "Job Boom Makes Driving a Chore on the Westside," not "Housing Boom Makes Driving a Chore on the Westside."

Consider the following quotes from the Times story:

"Job growth has transformed the area into the region's premiere commercial hub, second only to downtown Los Angeles in the number of jobs."

"So many workers drive to Santa Monica from other parts of the region that the city's population nearly doubles during the day, to 150,000 from 87,000 at night."

"The MTA projects that the Westside's population will jump by an additional 15% and jobs by 23% in the next 15 years."

What we have on the Westside is a severe case of jobs-housing inbalance. There are far more jobs on the Westside than dwelling units to house those who work at those jobs. Over the last 20 years, increases in employment density, not population density, have created traffic problems. If the MTA is correct in assuming that employment density will continue to increase faster than population density, things will only get worse.

And just how dense is the Westside, anyway? According to Demographia, a Web Site run by libertarian Wendell Cox, in 1998 population density in the region was 3,416 people per square mile, far short of the City-wide population density of 7,975 people per square mile. By contrast, most of Central and South L.A. had population densities of more than 10,000 people per square mile. West L.A. ranked #18 out of 18 City regions in terms of population density.

Can we prevent increased population density? Absolutely. The City of L.A. can stop granting variances for bigger and bigger buildings; stop subsidizing the construction of same with our tax dollars; and start enforcing the building and safety code to prevent overcrowding (e.g., by preventing people from living illegally in garages).

Angelenos know why West L.A. is less dense than the rest of the City: its wealthy and politically powerful residents have fought most attempts to build substantial amounts of new housing in tony neighborhoods like Brentwood, Cheviot Hills, Holmby Hills, Westwood, and the hillside communities of the Santa Monica Mountains. Furthermore, people on the high end of the income spectrum have little economic incentive to "double up" or "triple up," sharing their homes with other families, or to convert their garages to rental units.

As the supply of housing has been constrained on the Westside, prices have increased dramatically. To wit, this quote from the Times article: "Primarily because housing is so expensive, only about 30% of these workers actually live on the Westside, according to a Los Angeles County Metropolitan Transportation Authority study. That leaves more than 300,000 people a day commuting to the area."

It's quite telling that Demographia lists the impoverished Rampart district as having the highest population density in the City: 34,398 people per square mile, which (according to Moore) puts it on par with Tokyo. In Rampart, people do "double up" and "triple up," convert their garages to rental units, and even rent out trailers in their back yards. Ironically, Central and South L.A. are the places where zoning is most permissive and where most taxpayer-subsidizied "affordable housing" is placed. Angelenos know traffic is not nearly as bad in Central and South L.A. as it is on the Westside: that's because there aren't jobs in those communities.

Contrary to Moore's "conventional wisdom" concerning population density, it might actually make sense to build more housing on the Westside because it will bring people closer to their jobs. Housing "overcrowding" is a problem in Rampart and Watts, not in Brentwood and Holmby Hills.

Rent Control And The "Non-Portability" Of Proposition 13
Not only do we have more people on the road, but they're driving longer distances to get to work. Why don't people move closer to their jobs? Economics.

The City of L.A.'s rent control laws apply to 56,295 registered properties with approximately 550,000 units. People living in those hundreds of thousands of units have a tremendous financial incentive to stay put.

Someone with a below-market-rent apartment would prefer to drive 20 miles to work rather than lose it. Conversely, someone else, who commutes in the opposite direction, will never have the opportunity to rent the apartment -- at any price. So instead of having two people walking to work, we wind up with two more cars on the road, clogging traffic and burning gas.

There are many reasons why people move, and research by the United States Census indicates that the most compelling factor is "New/better house/apartment," cited by 18.5% of survey respondents. "Wanted to own home/not rent" was cited by 11.5% of those same respondents. Such sentiments shed doubt on Moore's contention that people cling to rent-controlled apartments. People living in rent-controlled units have an incentive to stay put, but it is hardly "tremendous," as many of those people (especially the more prosperous ones) quickly seek out better apartments or buy their own property.

In Los Angeles, it's important to remember that only apartments built in 1978 or earlier are rent-controlled. In 2006, those units aren't exactly "the cream of the crop." Discerning renters, especially those who work at high-paying jobs on the Westside, are interested in newer apartments with modern amentities and are inclined to "upgrade" relatively often.

If people endure 20 mile commutes in order to cling to rent-controlled apartments, they probably work outside the City (even people who live in Rampart are much closer to Century City than that). It's more likely that people endure long commutes because they like the amenities their building offers, their neighborhood, and/or their local schools. "Real life" is about much more than the economics of rent costs.

Take this example: the yuppie writing this post is about to give up his rent-controlled apartment in Hollywood for a much nicer unit in Studio City, as the complex has far more amenities despite the fact that it is not rent-controlled. Before you label me a fool on economic grounds, let me share that there were other factors in my decision, i.e. the realities of my "real life" beyond my housing costs. Besides, I've only lived in my apartment for 3 and a half years, so my rental price is not too much "below market." I suspect that my landlord will rent my soon-to-be former unit for not much more than what I paid.

The "non-portability" of Proposition 13 -- for those under age 55 -- has the same impact. The longer a person has owned a home here, the more his property taxes will go up if he buys another home, closer to work. Rather than pay thousands more per year in taxes, homeowners who change jobs opt to endure longer commutes, thereby aggravating the gridlock.

I share Moore's concerns over Proposition 13. It's problematic, to say the least.

Moore has a point about homeowners not wanting to "upgrade" or change location because of the higher taxes they will face. But while Moore thinks this concern merits an expansion of Proposition 13, I think the oppositie: we should repeal Proposition 13. If property taxation is tied to the actual market value of said property, homeowners won't have an incentive to hold onto homes that no longer fit their lifestyles.

Proposition 13 is a relic of an ancient era that isn't very relevant today. In the 1970's, runaway inflation led to runaway increases in property taxes relative to "real" property values and income, especially for retirees on a fixed income. In the 2000's, runaway increases in property values have no relation to inflation or "real" income. It's a whole different ballgame; inflation and wages have increased in the single digits while housing prices have multiplied several times over. Property owners who "got in" prior to 1999, including retirees on a fixed income, have enjoyed unprecedented increases in wealth (i.e. the equity in their homes) while their "real" income hasn't decreased.

Even Howard Jarvis didn't think Proposition 13 needed to be "portable" for everyone. The results of such a move would devastate local governments. While Moore and others with a libertarian bent may think that the best way to kill the "bureaucratic dragon" is by depriving him food (i.e. money), the policies of Presidents Ronald Reagan and George W. Bush demonstrate that lower taxation does not lead to lower spending at any level of government. Local governments would turn to higher sales taxes and other levies on business, making it even harder for Southern California to attract new employment.

Not only would the expansion of Proposition 13 "freeze" government budgets, it would reduce them, possibly to the point of making it impossible to provide essential services like police protection and trash disposal. Consider this scenario under a "portable" property tax strucutre: a person who moved into their house in 2002, before Proposition 13 was expanded, sells his house to someone who bought their previous house in 1992; the new owner brings his 1992 property tax rate with him, substantially decreasing the amount of funding the local government can collect on that house.

Can we repeal rent control? Can we extend the "portability" of Proposition 13 to all homeowners, instead of just those over 55? Yes, but only if L.A.'s voters are willing to fight developers who want to avoid having to compete with a flood of 550,000 rental units suddenly entering the market.

Moore is right: rent control and Proposition 13 have "the same impact" on housing affordability. People are less inclined to move on to more appropriate dwellings if their housing is subsidized by the government. I think we should get rid of both rent control and Proposition 13 and use land use regulation as a means to create "affordable" housing. Do both, or do neither.

What remains, though, is the need for a "safety net" for working people with low incomes and retirees with fixed incomes. Let's replace rent control and Proposition 13 with new regulations that only help those who truly need it.

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There are a couple additional issues that Moore failed to touch upon.

1) Public Transit

According to the Times article, "The Westside is the most densely populated area in Los Angeles without a light rail or subway line." It's ironic that we've provided Central and South L.A. with a plethora of transit options, none of which connect them to the Westside, which has the second highest density of employment in the region. The primary purpose of transit is to get people to jobs, not from one job-poor area to another.

Consider Downtown Los Angeles: All the Metrolink commuter-rail lines converge there, as do three (and soon to be four) Metro Rail lines, as well as countless bus routes. And yet, Century City, Westwood, Santa Monica, and other Westside employment hubs are starved for transit connections. More public transit is not likely to dramatically reduce traffic congestion, but it will keep it in check and prevent it from getting much worse.

We need to extend the Wilshire subway to the Westside. We also need to create a transit corridor linking West L.A. to LAX and the San Fernando Valley. Does Moore, with his libertarian bent, support the massive investment required?

2) Mixed-Use Development

Most of the vehicle trips on the Westside, and in much of Los Angeles, don't have anything to do with commuting. Across the United States, the number of cars and the amount of VMT (vehicle miles traveled) has grown far faster than actual population for a simple reason: people can't get much done without driving. Housing, employment, and services are segregated and dispersed to an ever-increasing (and ever unsustainable) degree.

Developers are not the enemy. We have land use laws that regulate them and have the power to bend them to our will. Our own political leaders and urban planners are often the enemy, clinging to antiquated concepts of urban growth that keep people from being able to walk to a corner grocery store or dry cleaner. Of course, developers are major contributors to the politicans that make land use decisions; if you have a problem with that, advocate publicly-funded elections, don't just criticize zoning policies.

New housing and office developments on the Westside and elsewhere should include civic spaces and local services that support walkable communities where people can buy bread, drop off their kids at day care, or enjoy open space without getting in their cars. Rather than railing against growth, as Moore does, let's decide where growth should occur and how it shoud look. This is not a new idea; despite their density, older neighborhoods like Rampart and Boyle Heights avoid crippling traffic by offering their residents shops and services within walking distance. Future development on the Westside can do the same.

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Gridlock and overcrowding are the results of public policy choices, not fate. We need not accept our city's deterioration. We have no obligation to let others turn L.A. into another New York, Tokyo or Manila.

Moore is right, public policy got us where we are and it can get us out. However, I do not accept his pessimistic view that our city faces "deterioration," instead it faces rejuventation, but only if citizens educate themselves on the "real issues" and not the "stalking horses" of libertarian demogagues. Portions of Los Angeles are already similar to New York, Tokyo, and Manila, but the City is a unique place that deserves creative solutions. There are no "others" here, as we are all in this together.

To sum up my points:

1) Increase housing densities in areas close to employment. Stop dumping housing in areas that already have Tokyo-like densities and move it to places people want to live and can get to their jobs quicky.

2) Repeal rent control in the City of L.A. and overturn Proposition 13 in the State of California. Replace them with economic controls that are a "safety net" only for people who can genuinely demonstrate need for assistance.

3) Encourage the expansion of mass transit to the Westside conmensurate with its role as the second largest employment center in the region.

4) Require that future development include a mix of uses to decrease the amount of VMT (vehile miles traveled) unrelated to commuting. Create neighbrhoods where people can walk to from their homes to jobs, stores, day care centers, and parks.

Getting Lucky Again

2006-08-28T20:43:00.000-07:00

One of my favorite Flickr-ites, Roadsidepictures, recently shared the photo displayed above to announce that grocery shoppers in Las Vegas and Southern California are getting Lucky again. That's right -- Lucky, a beloved supermarket chain thought to be relegated to the retail graveyard -- is making a comeback under the aegis of grocer Supervalu, which also operates Albertsons and Bristol Farms stores in the Southland.

For decades, Lucky was one of the largest supermarket chains on the West Coast, priding itself on a budget-conscious reputation as "the low price leader." Many folks remember its television and radio ads featuring spokeswoman Stephanie Edwards, such as this one from 1997, presented by David Gwynn of supermarket history site Groceteria:

Lucky was acquired by American Stores, a Salt Lake City-based retail conglomerate, in 1988. American Stores, in turn, was merged into Albertsons, based in Boise, Idaho, ten years later. While Albertsons kept American Stores' Jewel-Osco banner in Chicago and its ACME banner in Philadelphia, it decided to dump the Lucky name in California and Nevada and re-brand the units as Albertsons because the company already operated its namesame stores in those markets. The 1999 "marriage" of Lucky and Albertsons proved to be a marketing blunder, as Lucky had a stronger market position in most of the markets the two chains had shared.

The once high-flying Albertsons, having grown into the second largest supermarket chain in the nation, encountered severe problems due to the same type of mismanagement that led to the arrogant dismissal of the Lucky brand. After speculation that the company would sell out to Kroger, its largest competitior, earlier this year Albertsons management announced a complicated deal in which it would be sold to three seperate entities. CVS gained the Osco and Sav-On drug store chains while Supervalu acquired most of the supermarkets, including ACME, Bristol Farms, Jewel-Osco, Shaw's, and Star Markets. A group of investment firms led by Cerberus Capital Management grabbed what was left, a group of poorly performing Albertsons stores in second-tier markets like Arizona, Florida, Northern California, and Texas.

While the dismantling of Albertsons was underway, "extreme value retailer" Grocery Outlet decided to place the Lucky name on its store in Rocklin in Northern California, taking advantage of the brand's reputation for low prices. Albertsons quickly filed a lawsuit, claiming it owned the Lucky name and that Grocery Outlet was breeding confusion; Grocery Outlet countered that Albertsons had abandoned the name 6 years prior and that copyright law dictated the name was fair game after 3 years. Desperate, Albertsons put the Lucky logo back on its Web Site, asked employees to scout shopping carts and stockrooms for any mention of the name, and announced plans to open new stores with the old banner. Many observers felt that Albertsons had blundered again, including rights to the Lucky name as part of its sale to Supervalu when it didn't actually own them.

The Courts have decided that Supervalu (nee Albertsons), and not Grocery Outlet, can use the Lucky name while the legal drama is sorted out. The Lucky name was quickly hoisted over 5 Supervalu stores previously known as MaxFoods (Albertsons' "low price" banner), including 2 Southland units in Alhambra and Montebello. Quite literally, the jury's still out on whether this move is a genuine effort to reinvigorate the Lucky brand as a new discount format or if it is simply a legal ploy to gain the upper hand over Grocery Outlet. I certainly hope that Lucky is here to stay, as its optimistic name and distinctive logo still resonate after nearly 7 years of absence from the local retail scene.

In a related development, Supervalu's Southern California Albertsons division has purchased advertising on billboards throughout the region. The message "Sav-On Pharmacy: We'll Always Be Here" is meant to let folks know that while free-standing Sav-On Drugs stores will soon be converted to CVS units, Albertsons in-store pharmacies and drug departments will still proudly display the Sav-On name. This "co-branding" strategy is a hold-over from American Stores, which exported the concept from its successful Jewel-Osco stores in Chicagoland after buying Lucky and Sav-On.

It should be noted that Sav-On has nearly as much cachet as Lucky in the Southern California region. In the late 1980's, American Stores renamed the units Osco Drug only to change them back after 3 years of declining sales. It will be interesting to see if CVS is successful in converting Sav-On to its namesake banner without alienating customers. As strange as it may seem, folks are very attached to local store names; witness the controversy over the renaming of Marshall Field's to Macy's.

Westfield Topanga Expansion Opens October 6

2006-08-23T22:27:00.000-07:00

Photo credit: Tom Mendoza, Los Angeles Daily News

Despite unprecedented consolidation in the department store industry, the rise of big-box stores, and the popularity of outdoor "lifestyle centers," the future of the enclosed super-regional mall remains bright. As consumer preferences and the American retailing business have evolved, so has the building type that Victor Gruen pioneered with Southdale in 1956. Case in point: the "new and improved" Westfield Topanga in the San Fernando Valley.

A "sneak preview" of the 1.6 million square foot mega-mall was enthusiastically presented on the front page of today's edition of the Valley-based Los Angeles Daily News. Read the article here.

Image credit: Los Angeles Daily News

The $500 million redevelopment effort is the largest ever undertaken by international shopping mall magnate Westfield Group. The mall will nearly double in size, adding two department stores, a "white napkin" food court with plates and silverware, a double-decker carousel, and "The Canyon," a remarkable arched concourse that will serve as its centerpiece. Two new parking garages are already in use, and a third will open with the expansion this fall. With 60 new stores that are unique to the Valley, Westfield Topanga has been heralded as a long-awaited alternative to traveling "over the hill" for the finest in retail.

Perhaps the most unique aspect of the expansion is that it includes a massive new Target store, which will join existing anchors Nordstrom, Robinsons-May (soon to be Macy's), and Sears. When Neiman Marcus opens at the location of the current Nordstrom building in 2008, the mall will have the most unique collection of anchor stores in the United States. A decade ago, placing a big-box store like Target in an enclosed super-regional mall was contrary to conventional wisdom, and the idea that it would be compatible with luxury retailers like Nordstrom and Neiman Marcus was laughable. Westfield Topanga charts a bold new direction for conventional malls in a fashion and value conscious retail environment with far fewer department store operators.

Though the bulk of the repositioning of Westfield Topanga will soon be complete, the Australian-based mall operator isn't through investing in the Southern California marketplace, where it manages more than a dozen centers. Although it recently completed expansions at Westfield Santa Anita in Arcadia and at Westfield Century City on L.A.'s Westside, it's looking to expand them further. Redevelopment plans are also being made for Westfield Fox Hills in Culver City, Westfield MainPlace in Santa Ana, and several properties in greater San Diego. Folks throughout the region can expect more innovative efforts in the vein of the "new" Westfield Topanga, ensuring that super-regional malls will remain competitive and compelling for decades to come.

History of Westfield Topanga

Image credit: Malls of America

Originally known as Topanga Plaza, the mall is actually one of the region's oldest, opening in 1964 as the first enclosed mall in Southern California. It was oriented towards the middle-class families that had moved to the San Fernando Valley in droves after World War II, with solid middle-market anchors May Company, Montgomery Ward, and The Broadway. It was able to co-exist with Fallbrook Center, an outdoor mall anchored by JCPenney and Sears that was located about a mile west.

In 1973, a third mall, the enclosed Promenade at Woodland Hills, opened a block south on Topanga Canyon Boulevard as an "upscale" alternative with fashionable anchors Bullock's Wilshire, Robinson's, and Saks Fifth Avenue. The land around the two shopping complexes transformed into Warner Center, an "edge city" with office towers, multi-family housing, hotels, and restaurants that became the hub of the western San Fernando Valley. Despite more competition, Topanga Plaza continued to thrive, adding a new Nordstrom and a food court in 1983.

As the 1990's progressed, Topanga Plaza became the dominant mall in the market. Saks Fifth Avenue shut its doors at the Promenade at Woodland Hills, and the Robinson's branch closed after the chain was consolidated with May Company. While the Robinson's building was occupied by a second Bullock's and the Saks store was replaced by a 16-screen AMC Theatres multiplex, the ritzy mall had lost much of its luster, losing many key tenants to the newly renovated Topanga Plaza. In 1996 The Broadway at Topanga Plaza closed, its building sold to Sears, whose move sounded the death knell for the long-suffering (then enclosed) Fallbrook Center, which has since been redeveloped into a big-box "power center." The loss of Montgomery Ward when the chain liquidated in 2001 didn't hurt the mall and provided space for a portion of the new addition.

Westfield acquired both Topanga Plaza and the Promenade at Woodland Hills in the late 1990's and has oriented the smaller Promenade towards dining and entertainment while remaking Topanga into an even more dominant center appealing to a wide range of customers. Westfield also owns the largely vacant land between the two malls; company officials have stated they intend to somehow connect them someday, which portends even more expansion of the retail mecca.

Although Federated Department Stores announced it would close one of the two Macy's (former Bullock's) stores at Westfield Promenade after its merger with May Department Stores, the operator of Robinsons-May, it now plans to keep both stores open for the time being as well as convert Westfield Topanga's Robinsons-May into yet another Macy's branch. With its abundance of real estate, I think that Federated may end up converting one of the three stores to its upscale Bloomingdale's banner. The most likely candidate is the unit at Westfield Topanga, as it would compliment Nordstrom and Neiman Marcus.

After 42 years of successful operation, Westfield Topanga will continue to be at the forefront of retailing in Southern California and will likely become one of the most popular and profitable enclosed super-regional malls in the United States.

Literary Los Angeles

2006-08-21T21:40:00.000-07:00

Los Angeles has many wonderful bloggers that share profound and meaningful insights about our complex and expansive metropolis. While the "concept" of Los Angeles is known throughout the world, I have found that the actual city itself is widely misunderstood, even by many of its own residents. The challenge of bloggers, and writers in general, is to shine light on the opaque mysteries of our lives and our surroundings. In that regard, Los Angeles and its mythology will always be a compelling subject matter.

One of my favorite local bloggers is Los Angeles City Nerd. Over the course of the last few months, he (or she) has been compiling a list of 225 unique ways to celebrate our city's impending 225th anniversary. As an homage to his (or her) efforts, I've decided to compile a list of my own. I would like to present a list of "Literary Los Angeles," namely the 22 books in my private library that discuss our city of triumph and tragedy, discovery and loss, dreams and nightmares. To my brethren who find themselves in a place where the written word long lost prominence to the moving picture*, I recommend all of these books wholeheartedly.

Bear in mind that this list is hardly exhaustive nor definitive. As you might expect, my selections reflect my own interests in local history and the built environment, and many are gifts. I present this list in the hope that others will add to it, beginning an exchange on what "Literary Los Angeles" is, if it even exists at all. Your thoughts are encouraged.

* N.B. Academy Award or not, Crash is not an accurate depiction of Los Angeles

An Architectural Guidebook to Los Angeles

by David Gebhard and Robert Winter

City Center to Regional Mall: Architecture, the Automobile, and Retailing in Los Angeles, 1920-1950

by Richard Longstreth

City of Quartz: Excavating the Future in Los Angeles

by Mike Davis

Counter Intelligence: Where to Eat in the Real Los Angeles

by Jonathan Gold

El Cholo Cookbook: Recipes and Memories from California's Best-Loved Mexican Kitchen

by Merrill Shindler

Googie Redux: Ultramodern Roadside Architecture

by Alan Hess

Looking for Los Angeles: Architecture, Film, Photography, and the Urban Landscape

edited by Charles Salas and Michael Roth

Los Angeles and the Automobile: The Making of the Modern City

by Scott Bottles

Making a Better World: Public Housing, the Red Scare, and the Direction of Modern Los Angeles

by Don Parson

Metropolis in the Making: Los Angeles in the 1920s

edited by Tom Sitton and William Deverell

My Blue Heaven: Life and Politics in the Working-Class Suburbs of Los Angeles, 1920-1965

by Becky Nicolaides

Not for Tourists (NFT) Guide to Los Angeles 2003

by Not for Tourists

Southern California in the '50s: Sun, Fun, and Fantasy

by Charles Phoenix

The Drive-In, the Supermarket, and the Transformation of Commercial Space in Los Angeles, 1914-1941

by Richard Longstreth

The Fragmented Metropolis: Los Angeles, 1850-1930

by Robert Fogelson

The Last Night of the Earth Poems

by Charles Bukowski

The Provisional City: Los Angeles Stories of Architecture and Urbanism

by Dana Cuff

The Reluctant Metropolis: The Politics of Urban Growth in Los Angeles

by William Fulton

Walking L.A.: 36 Walking Tours Exploring Stairways, Streets and Buildings You Never Knew Existed

by Erin Mahoney

Whitewashed Adobe: The Rise of Los Angeles and the Remaking of Its Mexican Past

by William Deverell

William Mulholland and the Rise of Los Angeles

by Catherine Mulholland

Wilshire Boulevard: Grand Concourse of Los Angeles

by Kevin Roderick with contributions by J. Eric Lynxwiler

Reign of the Red Star

2006-08-15T21:59:00.000-07:00

From Flickr user Roadsidepictures (click to enlarge)

The End is Near

It's been a year since Cincinnati-based Federated Department Stores acquired its biggest rival, May Department Stores, in a bid to become a fixture at shopping malls from coast to coast. Billions were spent on the premise that a new "national brand" of department stores would produce growth in a slumping sector that must contend with discounters like Wal-Mart, Target, and Kohl's as well as luxury retailers like Nordstrom, Neiman Marcus, and Saks Fifth Avenue.

However, the true price of the merger has been the end of the "hometown" department store. Though decades of consolidation have made numerous treasured names extinct, May still operated under 12 regional banners when it was purchased. Only one (Lord & Taylor) was spun off into a seperate entity; the other eleven will be consolidated with Macy's on Saturday, September 9.

The Southern California Effect

While Macy's is new to many markets, it has been familiar to Southern California shoppers for nearly a decade. Having absorbed both Bullock's and The Broadway, two legendary Los Angeles retailers, Macy's West is now ready to consume Robinsons-May, a regional chain that was itself a product of retail mergers. At its end, Robinsons-May was nearly identical to May's other regional chains but represented the proud histories of predecessors J.W. Robinson's and The May Company.

The end of Robinsons-May has cost the Southern California region thousands of jobs through the closure of its headquarters and more than two dozen stores. In addition, mall operators are faced with the challenge of replacing vacant "anchor" spots at many of their key properties. Furthermore, all consumers are at a disadvantage because there is one less competitor on the retail scene. Yet the rise of Macy's star in the region has garnered little attention from anyone here in Los Angeles.

Windy City Blues

Chicago appears to be the city most offended by Federated's "national brand." The legendary Marshall Field's, including its landmark building on State Street, are not exempt from September 9. Field's, with operations in Detroit and Minneapolis as well as Chicago, will become Macy's North.

After the "Keep it Field's" Web Site shut down, "Field's Fans Chicago" set up shop to channel the sadness and rage of Chicago residents and other Field's fans nationwide. For many of these folks, the triumph of Macy's, a product of New York City, over the venerated Marshall Field's, synonymous with Chicago for over a century, is a slap in the face to civic pride and retailing history.

Protests are being planned at the State Street store on September 9. Devotees plan to carry Field's iconic green bags but not purchase anything. In light of a recent report that Federated's sales have fallen in markets where it replaced local names with Macy's, the Field's fight is definitely worth watching.

Reign of the Red Star

Come September 9 and the days after, will Federated prove successful in growing the nearly 1,000-unit Macy's chain as a "national brand"? The future of the department store sector hangs in the balance.