HomeMy WebLinkAboutC-20-112 The Glass Lobby RedactedApplicant (Entity) Information
Application Type
Proposed Location
Commercial Cannabis Business
Permit Application
C-20-112
Submitted On: Dec 04, 2020
Applicant
Kevin Chandler
Applicant (Entity) Name:
The Glass Lobby
DBA:
The Glass Lobby
Physical Address:
2305 Los Angeles Ave
City:
Fresno
State:
CA
Zip Code:
93721
Primary Contact Same as Above?
Yes
Primary Contact Name:
Kevin Chandler
Primary Contact Title:
CEO
Primary Contact Phone:
Primary Contact Email:HAS ANY INDIVIDUAL IN THIS APPLICATION APPLIED FOR
ANY OTHER CANNABIS PERMIT IN THE CITY OF FRESNO?:
No
Select one or more of the following categories. For each
category, indicate whether you are applying for Adult-Use (“A”)
or/and Medicinal (“M”) or both
Both
Please make one selection for permit type. If making multiple
applications, please submit a new application for each permit
type and proposed location.
Permit Type
Retail (Storefront)
Business Formation Documentation:
Limited Liability Company
Property Owner Name:
220 M St, LLC
Proposed Location Address:
2305 Los Angeles Ave
City:
Fresno
State:
CA
Zip Code:
93721
Property Owner Phone:
Property Owner Email:Assessor's Parcel Number (APN):
46823202
Proposed Location Square Footage:
Owner State:
CA
Owner Zip:
93611
Has Owner Completed Background Check Application?
No
Ownership Percentage (%):
100
Business Name: The Glass Lobby
Application #: C-20-112
CANNABIS BUSINESS PERMIT APPLICATION REVIEW - RETAIL Points
Possible
All or
None Exceptional Good Acceptable
Applicant
Score
Evaluation Notes (Explain each time points are
deducted)
SECTION 1: BUSINESS PLAN 300 Points Possible for Section 1
Resume:
Resumes Provided for All Owners: Score 5 5 5
Resumes Provided in 2-page Format: Score 2 2 2
Education: (select highest academic level among ownership team, cannabis specific education
separately)
Cannabis specific education/training (accredited)2 2 0 Not described
High School Degree Reported: Score 4 4 -
Bachelor's Degree Reported: Score 6 6 6
Master's Degree or Higher Reported: Score 8 8 -
Experience: (among ownership team, select one at highest level)
Regulated Cannabis Retail Ownership Experience CA 13 13 0 Cultivation experience
Regulated Cannabis Retail Experience CA (management level or below): Score 10 10 0
Other Retail Business Experience Reported, More than 5 years: or 8 8 0
Other Retail Business Experience Reported, Less than 5 Years: Score 5 5 0
1.1 Sub-Total:30 13
Construction Cost Estimate:
Construction Cost Estimate Provided: Score 8 8 6 4 6 Needs more detail
Construction Contingency Factor Included: Score 6 6 0 not included
All Labor, Trades, Materials, Supplies and Permits and other Cost Factors Identified: Score 6 6 4 2 2 Doesn't include materials or permits, just line items
Reference Data Provided for Unit Cost Factors: Score 5 5 3 1 0 Not included
Operation and Maintenance Cost Estimates:
Operation and Maintenance Cost Estimate Provided: Score 8 8 6 4 6 Needs more detail
All Labor, Trades, Materials, Supplies, Utilities, and other Cost Factors Identified: Score 6 6 4 2 4 Needs more detail
Annual Cost Escalators for Operating Costs Provided: Score 6 6 4 2 0 Not included
Reference Data Provided for Unit Cost Factors: Score 5 5 3 1 0 Not included
1.2 Sub-Total:50 18
Proof of Capitalization Specific to one or more Owners: Score 5 5 5
Proof of Capitalization Specific to Business Name/Address: Score 5 5 5
Proof of Capitalization Sufficient to Cover Proforma (3 months) and Construction Costs: Score 15 15 15 Has several loans, bank accounts, LOI
1.1 Owner qualifications. Resumes are not to exceed two (2) pages per owner. (30 points possible)
1.2 A budget for construction, operation, and maintenance, compensation of employees, equipment costs, utility cost, and other operation costs.(50 points possible)
1.3 Proof of capitalization in the form of documentation of cash or other liquid assets on hand, Letters of Credit or other equivalent assets which can be verified by the City. (50 Points Possible)
Criteria Narrative:
Criteria Narrative:
Certified Audited Financial Report Provided for one or more Owners: Score 5 5 0 not included
Score one of the following for a maximum 20 points:
Capital source is 100% liquid (cash in owners bank, no debt obligation)20 20 -
Capital souce is debt obligation (letter of credit/loan from individual or institution) 10 10 -
Capital consists of non-liquid assets (i.e. real property)8 8 -
Capital consists of a mixture of liquid and non-liquid assets 15 15 15 LOI, loan, & Liquid
1.3 Sub-Total:50 40
Three Years of Data Provided: Score 10 10 8 6 6 Very basic, doesn't have costs factored in.
Total Gross Revenue Estimates Provided:3 3 3
Total Gross Revenue by Product Type (flower and manufactured) Identified:3 3 3
Total Personnel Costs Provided:5 5 4 3 0 Not included
Total Property Rental or Purchase Costs Provided:2 2 0
Total Utilities Costs Provided:2 2 0
Total Cannabis Product Purchase Expense Provided 2 2 0
All Contract Services Identified:2 2 0
Annual Net Revenue Identified:3 3 0
Annual Cost Escalators Identified:4 4 3 2 0 Not included
Annual Estimated Sales Tax Payments to State Provided:2 2 0
Annual Estimated Sale Tax Payments to City of Fresno Provided:5 5 5
Annual Business Tax License and Cannabis Permit Fee Provided:2 2 0
Annual Net Income Provided:5 5 0
Scoring Guidance: full points for realistic figures for all three years. Dock points for severe
miscalculations, unrealistic estimates, or providing less than the request three years.
1.4 Sub-Total:50 17
Hours of Operation Provided: Score 5 5 5
Hours of Operation Provided for all 7 days of the week: Score 3 3 3
Hours of Operation Provided for Holidays: Score 2 2 0 holidays not described
Opening and Closing Procedures Provided: Score 10 10 8 6 10
Scoring Guidance: full points for describing information in detail. Dock points for leaving information out
or not providing enough detail.
1.5 Sub-Total:20 18
1.6.1 Fully describe the day-to-day operations if your applying for a retail permit:
i. Describe customer check-in procedures.
20 20 15 10 15
Does describe types of ID's accepted, medical MJ
verification, nor "buzz-in" feature FMC 9-3310(a)(4)
II. Identify location and procedures for receiving deliveries during business hours.10 10 8 6 8 Does describe hours deliveries accepted
iii. Identify the name of the Point-of-sale system to be used and the number of Point-of-Sale locations.10 10 10 Blaze; 8 POS locations
1.6 Daily operations. With as much detail as possible, the Business Plan should describe the day-to-day operations which meet industry best practices. This should include at a minimum the following criteria for each permit type in
which you are applying for a permit. (100 points possible)
1.4 Pro forma for at least three years of operation.
1.5 Fully describe hours of operation and opening and closing procedures. (20 points possible)
Criteria Narrative:
Criteria Narrative:
Criteria Narrative:
iv. The estimated number of customers to be served per hour/day.20 20 15 10 15 Does not describe peaks nor source of estimation
v. Describe the proposed product line to be sold and estimate the percentage of sales of flower and
manufactured products.20 20 15 10 20
vi. If proposed, describe delivery service procedures, number of vehicles and product security during
transportation. (if no delivery service application must state this clearly for full points)20 20 15 10 15
Doesn't describe where deliveries can be made and
policy for driver stops.
1.6 Sub-Total:100 83
Section 1 Total:300 189
SECTION 2: SOCIAL POLICY AND LOCAL ENTERPRISE 400 Points Possible for Section 2
Description of Commitment to pay a Living Wage provided: Score 10 10 8 6 6
Committed to paying living wage but did not define
nor state rate
Definition of Living Wage Provided: Score 5 5 4 3 0 Did not define
Living Wage Defined as Greater than Minimum Wage: Score 5 5 0
2.1 Sub-Total:20 6
Wages and Salary
CCB Entry-Level Hourly Wage Greater than Minimum Wage 5 5 0 Did not state rate
CCB Entry-Level Annual Salary Greater than Median Household Income ($50,432)5 5 0 Did not state rate
Health Care Benefits
CCB Offers Medical Coverage to All Employees: Score 5 5 5
CCB Offers Dental Coverage to All Employees: Score 3 3 3
CCB Offers Vision Coverage to All Employees: Score 3 3 3
CCB Offers Health Reimbursement Account for Qualified Medical Expenses: Score 1 1 0 Not described
Employee Pays $0 for Employee Medical Premium: Score 3 3 0 Not described
Employee Pays $0 for Employee Dental Premium: Score 2 2 0 Not described
Employee Pays $0 for Employee Vision Premium: Score 2 2 0 Not described
Employee Pays less than $500 per month for Family Health Care Coverage (Medical, Dental, Vision):
Score 2 2 0 Not described
Leave Benefits
Number of Paid Vacation/PTO Days Per Year: (10+ days = excep; 6-9 days = Good; 3-5 days Acceptable)5 5 4 3 3 Offers but # of day not stated
Number of Paid Holidays Per Year: (10 or more paid holidays = excep; 4-10 = Good; 1-3 Acceptable)5 5 4 3 0 Not described
Number of days paid time off for Sick/Medical time: (7+ days= Exceptional, 4-6 days = Good, 3 days =
acceptable (8 hour day))5 5 4 3 3 Offers but # of day not stated
Retirement
Offers employee retirement plan 2 2 0 Not described
Offers company match for employee retirement plan 2 2 0
2.1 Describe whether the Commercial Cannabis Business is committed to offering employees a Living Wage. (20 points possible)
Scoring Guidance: https://livingwage.mit.edu/counties/06019
2.2 Briefly describe benefits provided to employees such as health care, vacation, and medical leave, to the degree they are offered as part of employment. (50 points possible)
Criteria Narrative:
Criteria Narrative:
Criteria Narrative:
2.2 Sub-Total:50 17
CCB Provides Tuition Reimbursement for Certificates: Score 3 3 0 Tuition reimbursement not described
CCB Provides Tuition Reimbursement for associate degrees: Score 3 3 0 Tuition reimbursement not described
CCB Provides Tuition Reimbursement for bachelor's degrees: Score 3 3 0 Tuition reimbursement not described
CCB Provides Tuition Reimbursement for master's degrees: Score 3 3 0 Tuition reimbursement not described
CCB Provides Tuition Reimbursement for Specialized Commercial Cannabis Business Operations
Training: Score 3 3 0 Tuition reimbursement not described
CCB Offers General Training for Health and Safety, Workplace Environment, Customer Service, etc. 5 5 4 3 5
2.3 Sub-Total:20 5
General Recruitment Plan Provided: Score 10 10 8 6 6 Brief intro statement but lacks detail on recruitment
Social Policy Recruitment Plan Provided: Score 10 10 8 6 6
Makes committment but does not describe
stategies
Recruitment Plan Includes Demographic Data for District, City or County: Score 10 10 8 6 0 Does not include
Recruitment Plan Includes List of CBOs, Non-Profits and Public-Agency Hiring Partners: Score 10 10 8 6 0 Does not include
Recruitment Plan Includes Hiring Targets (percentages) by Demographic Groups: Score 10 10 8 6 6
Meets FMC target but does not describe additional
hiring goals
2.4 Sub-Total:50 18
Owners
Number of Owners:1
Number of Owners that live within the City of Fresno:0
Number of Owners that live in the County of Fresno:1
Number of Owners that Own a Business in the City of Fresno:0
51%+ ownership interest percent of the Owners live or own a business in the City: Score 80 80 -
51%+ ownership interest percent of the Owners live or own a business in the County: Score 40 40 40
Less than 50 percent equity of the Owners live or own a business in the City (If no owners are local,
score zero)20 20 -
Managers
Number of Managers (salaried, non-owners)
Number of Managers that live in the City of Fresno:
Number of Managers that Own a Business in the City of Fresno:
100 percent of the Managers live or own a business in the City: Score 20 20 0 Does not describe hiring local managers
75 to 99 percent of the Managers live or own a business in the City: Score 15 15 0
50 to 74 percent of the Managers live or own a business in the City: Score 10 10 0
2.3 Describe compensation to and opportunities for continuing education and employee training.(20 points possible)
2.4 Describe the Commercial Cannabis Business plan to recruit individuals who meet the criteria listed in the Social Policy Section 9-3316 (b) (1) of the Fresno Municipal Code (FMC) and the percentage of local employees it hires. (50
points possible)
2.5 Describe the extent to which the Commercial Cannabis Business will be a locally managed enterprise whose owners and /or managers reside within or own a commercial business within the City of Fresno, for at least one year prior
to March 2, 2020.(80 points possible)
Data, non-scored. Write response in Evaluation Notes
column.
IF full points achieved for Ownership category, don't score managers.
Section is total of 80 points possible.
Criteria Narrative:
Criteria Narrative:
Data, non-scored. Write response in Evaluation Notes
column.
Less than 50 percent of the Managers live or own a business in the City: Score 5 5 0
2.5 Sub-Total:80 40
Responsibilities Described for All Titles/Positions: Score 20 20 15 10 15 Lack detail in description
2.6 Sub-Total:20 15
Does CCB have more than five employees: 5 5 5
CCB has signed a peace agreement: Score 5 5 5
2.7 Sub-Total:10 10
Work Force Plan Provided: Score 10 10 8 6 10
Commitment to Local Hire Provided:10 10 8 6 10
Commitment to Offer Apprenticeships Provided:10 10 8 6 0 Does not describe
Commitment paying for continuing education provided 10 10 8 6 6 Describe only in-house training
Description of commitment to paying a living wage provide. (Score same as sec. 2.1)10 10 8 6 10
2.8 Sub-Total:50 36
CCB is willing to serve as Social Equity Business Incubator: Score 100 100 80 60 0 Does not describe
Mentorship and Training: Score
Equipment Donation: Score
Shelf Space: Score
Legal Assistance: Score
Finance Services Assistance: Score
Other Technical Assistance: Score
Scoring Guidance: full points for willingness to serve with detailed plan offering at least three aspects
mentioned above or of similar benefit. Less points for willingness to serve but vague or unclear
commitment. Zero points if there is no clear commitment to serve as Incubator.
2.9 Sub-Total:100 0
Section 2 Total:400 147
Data to inform score on first line of this section. Write
response in Evaluation Notes column.
2.8.3. Commitment to pay a living wage to its employees
2.6 Describe the number of employees, title/position and their respected responsibilities.(20 points possible)
2.7 Describe whether the CCB has five (5) or more employees and whether it has signed a labor peace agreement allowing employees to unionize without interference. (10 points possible)
2.8 Provide a workforce plan that includes at a minimum the following provisions: (50 points possible)
2.8.1. Commitment for 30% of employees to be local hires; the business must show that it has either hired or made a good faith effort to hire bona fide residents of Fresno who have not established residency after the submission of an
application for employment with the applicant/permittee.
2.8.2. Commitment to offer apprenticeships and/or compensation for continuing education in the field; and
Criteria Narrative:
Criteria Narrative:
Criteria Narrative:
Criteria Narrative:
Criteria Narrative:
2.9 Describe whether the business is willing to serve as a Social Equity Business Incubator by offering support to local cannabis social equity businesses in the form of mentorship, training, equipment donation, a percentage of shelf
space dedicated to Fresno equity business products, legal assistance, financial services assistance, or other technical assistance support.(100 points possible)
SECTION 3: NEIGHBORHOOD COMPATIBILITY PLAN 300 Points Possible for Section 3
CCB will document complaints (time of complaint, nature of complaint, resolution of complaint): Score 10 10 8 6 6 Needs more detail
CCB will established a dedicated contact person to receive complaints: Score 10 10 10
CCB will establish a dedicated phone number to receive complaints: Score 5 5 0 Info not provided
CCB will establish a dedicated email address to receive complaints: Score 5 5 0 Info not provided
CCB will establish a response time standard for returning complaint calls and emails: Score 5 5 0 Info not provided
CCB will schedule or participate in periodic community meetings to engage with residents about the CCB
operation: Score 10 10 0 Info not provided
Other measure unique to business (i.e. website complaint form)5 5 0 Info not provided
Scoring Guidance: full points for detailed proactive plan addressing all aspects mentioned. Dock points
for leaving out aspect, vagueness, or reactive plans.
3.1 Sub-Total:50 16
CCB will maintain a listserv of community residents to update and information residents of business
operations.
10 10 0 Info not provided
CCB will schedule or attend periodic community meetings (at least annually) to engage with residents
about the CCB operation: Score 10 10 0 Info not provided
CCB will prepare a community outreach and engagement plan: Score 50 50 40 30 0 Info not provided
CCB will issue periodic Newsletters to community providing information about CCB operations 10 10 0 Info not provided
CCB will hire residents from the community work at the CCB: Score 20 20 0 Info not provided
Scoring Guidance: full points for detailed proactive plan. Dock points for leaving out aspect, vagueness,
or reactive plans.
3.2 Sub-Total:100 0
CCB has identified sensitive receptors to nuisance odors in vicinity of business operations: Score 5 5 0 Info not provided
CCB has prepared a nuisance odor control plan: Score 10 10 8 6 0 Needs more specificity
Nuisance odor control plan identifies locations where fugitive emissions may exit the premise boundary:
Score 5 5 0 Info not provided
Nuisance odor control plan describes specific odor control measures to reduce fugitive emissions exiting
the premise boundary: Score 5 5 0 Info not provided
CCB has established an odor reporting system: Score 5 5 0 Info not provided
CCB will install a nuisance odor monitoring system: Score 10 10 0 Info not provided
3.3 Sub-Total:40 0
3.3 Describe odor mitigation practices.(40 points possible)
3.4 Identify potential sources of odor. (10 points possible)
Criteria Narrative:
Criteria Narrative:
Criteria Narrative:
3.1 Describe how the CCB will proactively address and respond to complaints related to noise, light, odor, litter, vehicles, and pedestrian traffic.(50 points possible)
3.2 Describe how the CCB will be managed to avoid becoming a nuisance or having impacts on its neighbors and the surrounding community.(100 points possible)
CCB has identified the potential sources of nuisance odors for the business operation: Score 10 10 8 6 0 Info not provided
Scoring Guidance: full points for detailed proactive plan. Dock points for vagueness or reactive plans.
3.4 Sub-Total:10 0
Nuisance odor control plan describes specific odor control equipment: Score 10 10 8 6 6 Needs more detail
Nuisance odor control plan describes specific odor control measures/techniques: Score 10 10 8 6 6 Needs more detail
Odor control measures are identified for different nuisance odor sources: Score 10 10 0 Info not provided
3.5 Sub-Total:30 12
Nuisance odor control plan describes the operation, monitoring, and maintenance requirements for
odor control measures: Score 10 10 0 Info not provided
Nuisance odor control plan describes the staff training required for system operations, maintenance,
repair, and troubleshooting.10 10 0 Needs more specificity
3.6 Sub-Total:20 0
CCB has identified the sources of waste generated by the business operation: Score
10 10 0 Needs more specificity
CCB has prepared a source-separation plan to segregate different sources of waste generated by
business operations: Score 10 10 0 Info not provided
The source-separation plan identifies policy, procedures, and locations where different sources of waste
are to be collected for disposal: Score 10 10 8 6 0 Info not provided
The source-separation plan describes specific measures to control the collection and disposal cannabis
waste: Score 10 10 0 Needs more specificity
The name of licensed cannabis disposal company provided: Score 10 10 0 Info not provided
3.7 Sub-Total:50 0
Section 3 Total:300 28
SECTION 4: SAFETY PLAN 300 Points Possible for Section 4
Safety Plan Prepared by Consultant: Score 10 10 10
Safey Plan Assessed by Consultant: Score (if prepared by, also give points for assessed by)10 10 10
Safety Plan Prepared for CCB Address (specific proposed location): Score 10 10 0 not specific
Safety Plan includes Site Plan of Premise: Score 10 10 0 no site plan provided
Safety Plan includes Building Layout Plan: Score 10 10 0 no building plan provided
3.5 Describe odor control devices and techniques employed to ensure that odors from cannabis are not detectable beyond the permitted premises. (30 points possible)
3.6 Describe all proposed staff odor training and system maintenance.(20 points possible)
Criteria Narrative:
Criteria Narrative:
Criteria Narrative:
Criteria Narrative:
4.1 The Safety Plan shall be prepared and/or assessed by a professional fire prevention and suppression consultant. (50 points possible)
Criteria Narrative:
3.7 Describe the waste management plan. (50 points possible)
4.1 Sub-Total:50 20
Written Accident/Incident Procedure Provided: Score 20 20 15 10 0 no written procedures not addressed
Procedures Address Multiple Accident/Incident Scenarios: Score 10 10 8 6 0 "
Total Number of Scenarios Described: Score 0
Active Shooter Incident Described: Score 10 10 0 not mentioned
Robbery Incident Described: Score 10 10 0 not mentioned
4.2 Sub-Total:50 0
Evacuation Plan Provided: Score 20 20 15 10 0 not addressed, no map
Adequate Number of Evacuation Routes Identified: Score 20 20 15 10 0 unk
Evacuation Route Distance to Public Right of Way: Score 10 10 8 6 0 no overall site plan
4.3 Sub-Total:50 0
Location of Fire Suppression System Elements Identified: Score 10 10 0 not provided
Type of Fire Suppression System Elements Identified: Score 20 20 15 10 10 mentioned smoke detection
Location of Fire Extinguishers Identified: Score 10 10 0 not addressed or shown
Adequate Number of Fire Extinguisher Locations Identified: Score 10 10 8 6 0 unk
4.4 Sub-Total:50 10
Written Procedure for Fire Emergencies Provided: Score 20 20 15 10 0 no written procedures
Written Procedure for Medical Emergencies Provided: Score 20 20 15 10 0 "
Cardiac Arrest Medical Emergency Described: Score 20 20 15 10 0 not mentioned
Gunshot Wound Medical Emergency Described: Score 20 20 15 10 0 not mentioned
Other Medical Emergency Conditions Described: Score 20 20 15 10 0
4.5 Sub-Total:100 0
Section 4 Total:300 30
SECTION 5: SECURITY PLAN 300 Points Possible for Section 5
Security Plan Prepared by Consultant: Score 10 10 10
Security Plan Assessed by Consultant(if prepared by, also give points for assessed by): Score 10 10 10
Security Plan Prepared for CCB Address (specific proposed location): Score 10 10 10
Security Plan includes Site Plan of Premise: Score 10 10 0 No site layout
Security Plan includes Building Layout Plan: Score 10 10 10
Data-write response in Evaluation Notes Column
Criteria Narrative:
Criteria Narrative:
Criteria Narrative:
Criteria Narrative:
4.4 Location of fire extinguishers and other fire suppression equipment. (50 points possible)
4.5 Describe procedures and training for all fire and medical emergencies.(100 points possible)
5.1 The Security Plan shall be prepared and/or assessed by a professional security consultant.(50 points possible)
4.3 Describe evacuation routes. (50 points possible)
4.2 Describe accident and incident reporting procedures. (50 points possible)
Criteria Narrative:
5.1 Sub-Total:50 40
Premises (Security) Diagram Provided: Score 20 20 15 10 10
Diagram is drawn to correct scale: Score 5 5 5
Diagram provides required details for premise: Score 5 5 5
Diagram shows the location of all security cameras: Score 5 5 0 Not seen
Descriptions of activities to be conducted in each area of the premise 5 5 5
Limited-Access Areas Clearly Marked: Score 5 5 0 Not clearly marked
Number and Location of All Security Cameras Identified: Score 5 5 0 Not identified
5.2 Sub-Total:50 25
Intrusion Alarm and Monitoring System Identified: Score 15 15 15
Name and Contact Information for Monitoring Company Provided: Score 5 5 0 No mention
Total Points of Entry into Premise Identified: Score 5 5 5
All Points of Entry to be Alarmed Identified:5 5 5
Type of Alarm Identified (motion, infrared, glass break, etc.): Score 10 10 10
Backup Power Supply Identified: Score 10 10 10
5.3 Sub-Total:50 45
Written Cash-Handling Procedure Provided: Score 30 30 20 15 15
Dual-Custody is Practiced for all cash handling: Score 10 10 0 No mention
Video Surveillance Used to Monitor All Cash Handling: Score 20 20 0 No mention
Armored Car Service Used for Bank Deposits: Score 10 10 0 No mention
All Cash Deposited weekly with Bank: Score 10 10 0 No mention
Onsite Vault Provided to Secure Cash Prior to Bank Deposit: Score 20 20 20
5.4 Sub-Total:100 35
5.2 Premises (Security) Diagram. In addition to diagrams submitted for other sections of the application, applicants are expected to submit a premises diagram (or site plan) which, focuses on the proposed security measures and how
they relate to the overall business. (Pursuant to CCR Title 16, Division 42, §5006. Premises Diagram).
5.2.1 The diagram shall be accurate, dimensioned and to scale (minimum scale ¼"). The scale may be smaller if the proposed location exceeds more than a 1/2-acre parcel but must not be printed on larger than an 11" x 17" sheet of
paper. (Blueprints and engineering site plans are not required at this point of the application process)
5.2.2 The diagram must be drawn to scale and clearly identify property boundaries, entrances, exits, interior partitions, walls, rooms, windows, and doorways. The activity in each room and the location of all cameras must be
identified in the diagram.
5.2.4 Limited-access areas, defined as areas in which cannabis goods are stored or held and only accessible to permittees, or its employees or contractors and areas used for video surveillance monitoring and storage devices
(Pursuant to CCR Title 16, Division 42, §5000 (m) Limited-Access Area and §5042 Limited-Access Area.
5.2.5 Number and location of all video surveillance cameras. (50 points possible)
5.4 Briefly describe cash handling procedures which covers day to day transactions with customers, vendors armor carrier vehicles and transporting it to the bank.(100 points possible)
5.5 Discuss whether the CCB will utilize the services of on-site security guards. Include in the discussion: (50 points possible)
5.5.1 Number of guards.
5.5.2 Hours guards will be on-site.
5.3 Identify intrusion alarm and monitoring system including the name and contact information for the monitoring company (if the company has been selected).(50 points possible)
Criteria Narrative:
Criteria Narrative:
Criteria Narrative:
5.5.3 Locations at which they will be positioned.
5.2.3 Description of cannabis activity that will be conducted in each area of the premise. Commercial cannabis activities that must be identified on the diagram/site plan may include but are not limited to the following if applicable to
the business operations; storage areas, batch sampling areas, loading/unloading of shipment areas, packaging and labeling, customer sales areas, training areas, employee break room areas, extractions, infusions, processing, and
testing areas.
CCB will use onsite security guards: Score 10 10 10
All onsite guards will be licensed and bonded: Score 10 10 0 No mention of being bonbed
All onsite security guards will be licensed to carry firearms: Score 10 10 0 No mnetion of being licensed
Onsite security guards will be on duty before CCB opens for business: Score 10 10 0 No mention
Onsite security guards will be on duty after CCB closes for business: Score 10 10 0 No mention
5.5 Sub-Total:50 10
Section 5 Total:300 155
Section 1: Business Plan Total Points:300 189
Section 2: Social Policy & Local Enterprise Total Points:400 147
Section 3: Neighborhood Compatibility Total Points:300 28
Section 4: Safety Plan Total Points:300 30
Section 5: Security Plan Total Points:300 155
Total Points Achieved:1600 549
34.31%
TOTAL SCORE
Criteria Narrative:
5.5.4 Guards' roles and responsibilities.
INDEMNIFICATION AND HOLD HARMLESS AGREEMENT
FOR COMMERCIAL CANNABIS BUSINESS PERMIT APPLICATION
To the fullest extent permitted by law, the City of Fresno (City) shall not assume any liability whatsoever with respect to
having issued a commercial cannabis business permit pursuant to Fresno Municipal Code Section. 9-3333 or otherwise
approving the operation of any commercial cannabis business or cannabis retail business.
In consideration for the submittal of an application for a commercial cannabis business permit application and/or issuance
of a cannabis business permit, and to the furthest extent allowed by law, Applicant does hereby agree to indemnify, hold
harmless and defend the City and each of its officers, officials, employees, agents and volunteers from any and all loss,
liability, fines, penalties, forfeitures, costs and damages (whether in contract, tort or strict liability, including but not limited
to personal injury, death at any time and property damage) incurred by City, Applicant or any other person, and from any
and all claims, demands and actions in law or equity (including reasonable attorney's fees and litigation expenses), arising
or alleged to have arisen directly or indirectly out of the issuance of a cannabis business permit. Applicant’s obligations
under the preceding sentence shall not apply to any loss, liability, fines, penalties, forfeitures, costs or damages caused
solely by the gross negligence, or caused by the willful misconduct, of City or any of its officers, officials, employees,
agents or volunteers.
Applicant must, at the time of permit issuance, maintain insurance at coverage limits and with conditions thereon
determined necessary and appropriate from time to time by the City Manager.
Applicant shall conduct all defense at his/her/its sole cost. The fact that insurance is obtained by Applicant shall not be
deemed to release or diminish the liability of Applicant, including, without limitation, liability assum ed under this Agreement.
The duty to indemnify shall apply to all claims regardless of whether any insurance policies are applicable. The duty to
defend hereunder is wholly independent of and separate from the duty to indemnify and such duty to defend exists
regardless of any ultimate liability of Applicant. The policy limits do not act as a limitation upon the amount of defense
and/or indemnification to be provided by Applicant. Approval or purchase of any insurance contracts or policies shall in no
way relieve from liability nor limit the liability of Applicant, its officials, officers, employees, agents, volunteers or invitees.
City shall be reimbursed for all costs and expenses, including but not limited to legal fees and costs and court
costs, which the city may be required to pay as a result of any legal challenge related to the city's approval of the
applicant's commercial cannabis business permit. The City may, at its sole discretion, participate at its own
expense in the defense of any such action, but such participation shall not relieve any of the obligations imposed
hereunder.
This Indemnification and Hold Harmless Agreement shall survive the expiration or termination of the Application
and/or Permit.
The undersigned acknowledges that he/she (i) has read and fully understands the content of this Indemnification
and Hold Harmless Agreement; (ii) is aware that this is a contract between the City and Applicant; (iii) has had the
opportunity to consult with his/her attorney, in his/her discretion; (iv) is fully aware of the legal consequences of
signing this document; and (v) is the Applicant or his/her/its authorized signatory.
Signed on this day of 2020.
Applicant Signature City Employee Signature
Print Name and Company Name Print Name
Address Title
Telephone Number Telephone Number
December4th
Kevin Chandler, The Glass Lobby, LLC
2305 Los Angeles Ave Fresno, CA 93721
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
23
NEIGHBORHOOD
COMPATIBILITY PLAN
3.1 DESCRIBE HOW THE CCB WILL PROACTIVELY ADDRESS AND RESPOND TO
COMPLAINTS RELATED TO NOISE, LIGHT, ODOR, LITTER, VEHICLES, AND
PEDESTRIAN TRAFFIC.
We will work closely with community members, neighborhood leaders and local
businesses to provide a model regulatory compliance, operational safety, and corporate
social responsibility. The Glass Lobby understands that the first step towards building
trust and support among neighbors is to have an open and honest dialogue and
proactively address and anticipate the community’s needs.
To facilitate this outcome, we will employ a Neighborhood Liaison Manager who will
serve as The Glass Lobby’s immediate point of contact for all elected officials,
regulatory personnel, first responders, neighborhood association presidents, business
owners and other local leaders.
The Neighborhood Liaison’s full contact information will be provided to law enforcement
and all neighbors within 100 feet of the facility. This will enable us to understand and
appropriately respond to our community’s needs and concerns.
The Neighborhood Liaison will also be responsible for developing action plans to
facilitate community outreach and to address any community complaints or concerns.
Being a good neighbor requires ca reful communication, planning and a strong desire to
support and improve the local community.
The Glass Lobby is committed to being an asset to Fresno. We aim to enhance our
community by being a safe, professional business that is considerate and dedicated to
the advancement of the community.
We will maintain the business premise in a manner that will best eliminate potential
nuisances, safety and security issues, and negative effects on the surrounding grounds.
We are focused and conscious about its role and potential impact on the local
neighborhood; as such, we will operate in a manner that is respectful and beneficial for
residents, visitors and business owners in Fresno.
Further, we recognize that it is essential that cannabis businesses are compliant, safe,
and considerate of the surrounding area. Our premise is located within the City’s
Cannabis Innovation Hub and we are committed to being good neighbors and members
of this community.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
24
3.2 DESCRIBE HOW THE CCB WILL BE MANAGED TO AVOID BECOMING A
NUISANCE OR HAVING IMPACTS ON ITS NEIGHBORS AND THE SURROUNDING
COMMUNITY.
We believe strongly in being a positive influence in the neighborhoods we operate in
and internalizing any impacts the operation of our business creates. This begins with a
strong commitment to a clean neighborhood. We will contribute to this outcome through:
a. Daily purveying for trash by the external security guards on our retail block and
the blocks surrounding
b. Weekly litter cleanups in the neighborhoods surrounding our retail location
performed through our Clean Fresno affiliation and participation with other local
charities
c.
Both inside and outside our walls our establishment will have a strictly enforced no
littering, loitering or smoking policy which will be clearly commun icated on the
membership agreement and via multiple redundant signs. This policy will apply to those
on the premises and those who have not yet entered or who are exiting. Those who
violate our policy will be banned, thus having their membership permanentl y revoked.
We believe by keeping our neighborhood clean, we improve the mutual experience of
our neighbors and patrons.
3.3 Describe odor mitigation practices
Combined with negative air flow, ionic air purifiers and carbon filters, a policy of sealed
exit packaging and a strictly enforced no loitering or smoking policy we will work to
ensure neighbors never deal with any odors associated with cannabis.
3.4 IDENTIFY POTENTIAL SOURCES OF ODOR
There is relatively no smell associated with a cannabis retailer. All products sold are in
secure and odor proof packaging.
3.5 DESCRIBE ODOR CONTROL DEVICES AND TECHNIQUES EMPLOYED TO
ENSURE THAT ODORS FROM CANNABIS ARE DETECTABLE BEYOND
PERMITTED PREMISES.
External contaminants should be removed by effective filtration of the supply air, to
retain the required cleanroom classification. Internal contaminants should be controlled
by displacing the airflow:
● The pressure differentials should be of sufficient magnitude to ensure
containment and prevention of flow reversal without creating turbulence.
● Where possible, ventilation dampers and filters should be designed and
positioned to be accessible from out the manufacturing areas for ease of
maintenance.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
25
● Directional airflow within production or primary packing areas assist in preventing
contamination.
The proposed HVAC units the company will use positive -pressure, hospital -grade,
HEPA-filtered systems throughout the facility. HVAC systems will be cleaned by an
outside contractor bi-annually.
3.6. DESCRIBE ALL PROPOSED STAFF ODOR TRAINING AND SYSTEM
MAINTENANCE.
All odor control devices will receive regularly scheduled maintenance to ensure the
functionality of the machines. Employees will be trained to replace filters as needed and
will alert upper management in the event of any suspected malfunction.
3.7 DESCRIBE WASTE MANAGEMENT PLAN.
The Glass Lobby will retain the services of a licensed “green waste management
company” to properly dispose of any cannabis-related materials. It will have locked
receptacles on premises to hold all cannabis waste until it is picked up by the waste
management company. The Glass Lobby will weigh waste and receive a receipt from
the company. Additionally, for all non -cannabis related waste The Glass Lobby will have
a reasonable sized dumpster that is picked up by the trash company.
OWNERSHIP ACKNOWLEDGEMENT FORM
FOR COMMERCIAL CANNABIS BUSINESS PERMIT APPLICATION
It is the intent of the City of Fresno to promote equitable ownership and employment opportunities in the cannabis industry to
decrease the disparities in life outcomes for marginalized communities and to provide opportunities for local residents to
compete for cannabis business permits. Therefore, this notice is to clarify the eligibility requirements in order to receive
qualification as a Social Equity Applicant or points for Local Preference by establishing this acknowledgement to provide
additional protections to mitigate against potential predatory practices.
In order to qualify as a social equity applicant, or for the full points relating to the local preference criteria, the business entity
must have ownership that meets the respective eligibility factors and hold at least 51% ownership interest. The social equity
eligibility requirements are identified in FMC section 9-3316(b)(6), while the local preference criteria is identified in FMC 9-
3317(a) and the application evaluation criteria 2.5 (Appendix A). This majority interest can be made up of a single individual that
meets this criteria, or any combination of individuals that hold at least 20% interest individually and meet the definition of an
owner in FMC 9-3304(j). The cannabis social equity permits, and the local preference criteria are intended for the benefit of the
Social Equity or Local Preference Individual Applicants related to business profits, proceeds of the sale of business assets, voting
rights and additional protections. This also requires the Social Equity or Local Preference Owner to receive the Equity Share
percent of the retained earnings and 100 percent of the unencumbered value of each share of stock, member interest or
partnership interest owned in the event of the dissolution of the entity to their equity share, or 100 percent of the value of each
of stock, member interest or partnership interest in the event that the stock, member interest or partnership interest is sold.
Chief among the concepts of equity share, is unconditional ownership which means such individual(s) will receive equal profits,
and distributions or other payments proportionate to their ownership interests. This is intended to ensure true ownership by the
Social Equity or Local Preference Individual Applicant and as such, prohibits the divestment or relinquishment of any part of their
ownership under any circumstance. In addition, the Equity Share is also expanded to address voting rights on fundamental
decisions relating to the business and control of at least the equity share percent of the voting rights on all decisions involving
the operation of the business. Furthermore, it requires the Social Equity or Local Preference Individual owner be the highest
officer position of the business or that another individual is appointed to that position by mutual agreement of the parties. This
requirement is also subject to being audited to assess compliance and the Social Equity or Local Preference Owner can initiate
legal action due to a breach of contract agreement, and the City may suspend and/or revoke a license if any provision in an
operating agreement violates any of the Equity Share or Local Preference requirements. Lastly, all applicants will be required to
incorporate an addendum into their operating agreements that makes any provision ineffective, unenforceable, null and void, if
it is inconsistent with, or in violation of, the Equity Share requirements. As proposed, Social Equity Applicants or Local Preference
Applicants will be required to verify under Section 9-3316(b)(6), 9-3317(a), and Criteria 2.5 of appendix A that they meet the
definition of a Social Equity or Local Preference Owner at the time of applying for a permit or permit renewal. The City shall have
the sole and absolute discretion to determine whether the Applicant qualifies as a Social Equity Applicant and the number of
points for Local Preference.
The undersigned acknowledges that he/she has read and fully understands the content of this Agreement and is
the Applicant or his/her/its authorized signatory.
__________________________________________________ __________________________________________________
Applicant Signature Date Signed
__________________________________________________ __________________________________________________
Print Name Title
__________________________________________________ __________________________________________________
Company Name Address/Telephone
CEOkevin chandler
The Glass Lobby 2305 Los Angeles Ave Fresno, CA 93721
12/10/2020
PLANNING AND DEVELOPMENT DEPARTMENT
2600 Fresno Street • Third Floor Jennifer K. Clark, AICP, Director
Fresno, California 93721-3604
(559) 621-8277 FAX (559) 498-1026
December 4, 2020 Please reply to:
Rob Holt
(559) 621-8056
Kevin Chandler
Dear Applicant:
SUBJECT: ZONING INQUIRY NUMBER P20-04570 REQUESTING INFORMATION
REGARDING CANNABIS RETAIL FOR PROPERTY LOCATED AT 2305 LOS
ANGELES STREET
(APN 468-232-02)
Thank you for your inquiry regarding the allowance of new cannabis retail uses. The requested
information about cannabis retail uses was analyzed using Article 27, Chapter 15 of the Fresno
Municipal Code (FMC) of the City of Fresno. Please note, all research for this inquiry is based
on existing land development of the subject property. If there are multiple buildings on the
subject property, this research was based on the address provided in the request. This research
does not take into effect of future development unless provided in your application request. With
that, research of a proposed cannabis retail business on the subject property conveys the
following:
1. All cannabis retail businesses must be located on property zoned DTN (Downtown
Neighborhood), DTG (Downtown General), CMS (Commercial Main Street), CC
(Commercial Community), CR (Commercial Regional), CG (Commercial General), CH
(Commercial Highway), NMX (Neighborhood Mixed-Use), CMX (Corridor/Center Mixed-
Use), RMX (Regional Mixed-Use), and must meet all of the requirements for
development in these zones, including, but not limited to, parking, lighting, building
materials, etc.
The subject property is zoned DTN, which is one of the allowable zone districts for
cannabis retail businesses. Development standards of the DTN zone district are
available in Sections 15-1503, 15-1504, and 15-1505 of the FMC. The subject location
meets the zone district requirement, per Section 15-2739.B.1.a of the FMC, for a
cannabis retail business.
2. All building(s) in which a cannabis retail business is located shall be no closer than 800
feet from any property boundary containing the following: (1) A cannabis retail business;
(2) A school providing instruction for any grades pre-school through 12 (whether public,
private, or charter, including pre-school, transitional kindergarten, and K-12); (3) A day
care center licensed by the state Department of Social Services that is in existence at
the time a complete commercial cannabis business permit application is submitted; and,
(4) A youth center that is in existence at the time a complete commercial cannabis
business permit is submitted.
Zoning Inquiry P20-04466
2305 Los Angeles Street
Page 2
December 4, 2020
The subject property is not located within 800 feet of the property boundary of any of the
above-mentioned uses. The subject building meets the separation requirements,
per Section 15-2739.B.1.b of the FMC, for a cannabis retail business.
3. Prior to commencing operations, a cannabis retail business must obtain a Cannabis
Conditional Use Permit from the Planning and Development Department per Section 15-
2739.N of the FMC.
4. No more than 2 cannabis retail businesses may be located in any one Council District. If
more than 14 are ever authorized by Council (more than 2 per Council District), they
shall be dispersed evenly by Council District.
The subject property is in Council District 3. There are currently no cannabis retail
businesses located in Council District 3. This location requirement is satisfied for a
cannabis retail business.
Please review the entirety of Article 33, Chapter 9 (Cannabis Retail Business and
Commercial Cannabis), and Section 15-2739 (Adult Use and Medicinal Cannabis Retail
Business and Commercial Cannabis Business) of the FMC to understand other
requirements of cannabis retail businesses, including but not limited to, application
requirements, signage, etc.
This information was researched by the undersigned per the zoning request. The undersigned
certifies that the above information contained herein is believed to be accurate and is based
upon, or relates to, the information supplied by the requestor. The City of Fresno assumes no
liability for errors and omissions. All information was obtained from public records held by the
Planning and Development Department.
A copy of the Fresno Municipal Code may be obtained by contacting the City Clerk’s office at
559-621-7650. The Fresno Municipal Code may also be searched on the Internet, free of
charge, by going to www.fresno.gov. If you have questions regarding this matter, please
contact me by telephone at 559-621-8056 or at Robert.Holt@fresno.gov.
Cordially,
Rob Holt, Planner III
Development Services Division
Planning and Development Department
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS.*******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS.*******
Date: December 4, 2020
City of Fresno
Office of Cannabis Oversight
2600 Fresno Street
Room 2064
Fresno, CA 93721
ATTN: Wilma Quan, City Manager
Jennifer Ruiz, Project Manager
RE: RETAIL CANNABIS PERMIT APPLICATION
Dear Ms. Quan and Ms. Ruiz,
I want to personally thank you for allowing me to participate in the Cannabis Permit
Application process in the City of Fresno.
I am looking to set the foundation of our business in Fresno, the place I call home. If I am
successful with my permit application, you can be assured that I am committed to working
with you to achieve common goals of properly and purposefully accelerating development
and commencing operations.
I am tremendously excited about the opportunity and look forward to working wit h the
City, community and constituents of Fresno to build a cannabis business, operated in
partnership with the community, you will embrace.
I purchased the building 2305 Los Angeles Street in Fresno with both a vision and a
goal. The ducks started to line up nicely when the City zoned this building for retail and
we truly believe this is a beautiful location for a cannabis retailer. Knowing the state was
in the process of setting up their regulatory process for cannabis in California, I knew
this would be a fantastic opportunity when the timing was right.
The new cannabis ordinance in Fresno has created tremendous opportunities for
sustainable economic growth in the City. The key to achieving this growth lies in finding
economically healthy and robust cannabis operators that will partner with the City to
promote long-term growth. These partners will create jobs and develop entirely new
forms of commerce, generating tax revenues for the City, all while serving a safe and
compliant product to eager consumers and patients in the community.
Our combined decades of successful business management and retail operations
experience have enabled us to build a business model, team, and a set of processes
that guide our business operations. Our focus is on running a successful business that
can cut through the fog of uncertainty, apprehension, and misinformation that is still
associated with cannabis use and cannabis businesses. We do this in a number of
ways:
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
1
Operations: We know we have the best people, products and partners in the industry.
Through these relationships we are able to ensure that every interaction with our local
government partners and end users exceeds even their highest expectations. Our
financial backing allows us to build sustainable operations.
Economic Development: We have a solid track record of job creation in the
communities in which we operate. We are collaborative and seek to strengthen our
larger local and regional business environment.
Community Engagement: We believe the voices of our customers and community are
the most important. To demonstrate our commitment, we will create a meaningful
advisory board to hold us accountable. We have also identified local non -profits to
partner with that support health, education, and drug re habilitation.
Purpose: We put purpose before profit. We are in the process of forming a non-profit
that will educate at-risk youths in the community, support local initiatives and will work to
improve our community and the lives of those who live here in tangible ways.
We are financed, funded and fully committed to this opportunity. The business is backed
with enough funding to build, scale and operate, with up to $800,000 of committed start-
up and operating dollars from a personal friend of the company an d very successful
business owner, John Tapia. Further capital on -call will be made available, as required.
The Glass Lobby: Customer Experience
All customers will require a valid State ID to enter the store and must be at least 21
years of age. Once inside, new customers will be required to register with the company.
The Vision
The Glass Lobby leverages its historic location in the geographic heart of Fresno
County to provide safe cannabis access to nearly one million people within a 20 -minute
drive. Moreover, access to all three of Fresno’s primary freeway systems is less than a
quarter mile along M St from the premises. This unique situation presents a marketing
challenge that commands an aesthetic environment capable of appealing to every
demographic from the suburbs of Clovis to the farming communities of Kerman. Most
importantly, however, the building must retain its historic downtown roots to compete for
the regional clientele that is currently cornered by a powerful black market. The beautiful
6,000 square foot brick building that will be the heart of the customer experience was
very recently rezoned to Downtown Neighborhood--effectively making this the first
gentrification project of Fresno’s newly converted industrial area. I have taken a
personal interest in seeing that this opportunity to beautify my little corner of Fresno’s
downtown neighborhood will be implemented in such a way that every walk of life from
every corner of the city, county, and state will want to experience The Glass Lobby.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
2
The Atrium
First impressions are everything. The Atrium is an indoor parking facility located directly
adjacent to the retail premises. Drivers will pull into the structure from M St, which is a
two-way road. As they pull into the driveway, they are immediately greeted by a 6,000
square foot atrium with a gable style roof, fully transparent greenhouse paneling, and
hanging plants matched with beautiful strings of rope lighting. This intermediate
between the parking area and the dispensary serves as a pede strian easement for the
42 parking stalls in the quarter acre covered parking area. Proximal veteran and
handicap parking paired with onsite security, thirty 360-watt LEDs, and an interior
dispensary entrance makes this facility objectively the safest disp ensary parking lot in
the Central Valley.
The Glass Lobby
Security is where structure meets visibility. As our customers cross The Atrium’s
pedestrian easement toward the rustic brick building, they will approach a set of visibly
heavy, yet mechanically light plexiglass doors framed with black powder coated steel
and protected by an armed security guard. Security will gently wand each customer as
they enter to ensure the premises is free of weapons and contraband. Upon passing
through seven feet wide plexiglass double doors, the customer will enter an entirely
plexiglass lobby filled with natural lighting during the day and soft white LED lighting in
the waning hours. The Glass Lobby offers views of four rustic brick walls, eleven large
windows facing M St and Los Angeles Ave, a 16’ tall open wooden ceiling with large
natural lighting panels, four large live edge wood product displays in The Grove, and the
familiar faces selling at The Veranda. All the while our customers will know our security
personnel is monitoring their safety from every corner of the building. This lends to
feelings of transparency and confidence in the trajectory of the customers’ experience
throughout the entire process. The Glass Lobby literally bullet proofs the custome r’s
physical and observational journey from start to finish.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
3
The Grove
Apple Store rectangular tables, free-standing coffee bars, towering shelving units--
display cases are a dime a dozen. Imagine walking into a display area and encountering
four fully mature Pine trees reaching past the top of the rustic brick walls for the open
wooden ceiling. Upon closer inspection you notice each sealed tree is
categorized: Flower, Concentrates, Edibles, Cartridges. Three rows of displays twelve
inches apart circle the tree trunk at eye level and are further categorized: Indica, Sativa,
Hybrid. This is The Grove. It is a self-service area that allows the customer to inspect
products at their own pace without having to look over an eight-foot table or wedge in
front of other customers to view products on a wall. Customers have 360-degree access
to displayed products including the ability to observe and smell flower and concentrate
samples. The neutral aesthetics of sealed live edge wood paired with plenty of natural
lighting bridges The Atrium’s greenery with the rustic ambiance of the brick.
Furthermore, repurposing wood from Fresno’s precious forests resonates with the ethos
of our self-contained and locally driven “Farm to Pharm” business model. Capital raised
here should stay here. Lastly, this self-inspection system synergistically compliments
our mobile application, which allows customers to use their mobile devices to build their
shopping cart, so their product is already waiting for pick-up at The Veranda.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
4
The Veranda
Our customers give our business life, but our employees comprise our pulse. The
Veranda is where customers build real relationships with our company. Aesthetics and
material infrastructure aside, our business model employs a highly trained and hi ghly
compensated customer interface that can only be found in some of Fresno’s most well-
renowned customer service establishments. Think the Annex Kitchen’s craft cocktail
program meets your favorite Rare Earth Coffee barista. That is the friendly face you can
expect to see from the moment you walk into The Glass Lobby to your departure back
into The Atrium.
As you approach The Veranda from The Grove, you will notice Three ten feet long
individual live edge wood counters. Each counter is outlined with bla ck powder coated
steel and is paired with wooden ladder shelves that are set against a rustic brick and
plexiglass backdrop. Encapsulated in the plexiglass is a radiant clone display hand -
picked from our garden for our beloved home growers. Taking full adv antage of low-
profile LED grow lights, the deep green plants and soft white lights will add a living
ambiance to The Counter that embodies our company’s mission. Above the 6’ tall
ladder shelving and behind each 10’ live edge counter is the beautiful curva ture of a 72”
LED menu crafted in a font resembling chalk on a board. You are readily able to view
our specials, flower selections, cartridge brands and flavors, and virtually everything
else we carry through the rotating menu, or by searching our shelves and counter tops
with your Sales Associate.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
5
Flower and concentrates will be situated in literal spice racks on the counter
categorized: Indica, Sativa, Hybrid, Concentrates. These spice racks take advantage of
a turntable for 360 degree viewing and tempered glass containers with small resealable
perforations for olfactory stimulation. All other products will be neatly displayed in their
well-branded boxes and seated on the ladder shelving behind the Sales Associate and
under the LED menu. These boxes will be empty to maintain as little inventory as
possible outside of the back zone.
Once the customer has completed their shopping cart, with or without a Sales
Associate, they are ready to pay. The Sales Associate will review and verify the order
with the customer and send the order to the back zone for retrieval by the product
management team. The customer completes payment with their Sales Associate, the
back of house staff prepares and drops the order in a plexiglass locker built into the
brick wall behind the Sales Associate, and the Sales Associate retrieves the customer's
order from their side of the locker. The customer has paid, the Sales Associate has
delivered, and the transaction is complete. The customer may exit through The Glass
Lobby and to their vehicle in The Atrium or they can continue to browse The Grove.
Atriums, glass lobbies, groves, mobile apps, genius Sales Associates and yet still, there
is a third option unique to our dispensary: vending machines. Ron Christiansen has
lobbied California for the better part of a decade to allow the implementation of his
Grasshopper vending machines. They are contactless, require two -step verification, and
allow businesses to safely generate revenue during the slowest operable hours utili zing
only a single impressionable armed security guard. We plan to employ two vending
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
6
machines along the wall with our three sales associate counters. In a world where
COVID restrictions are in constant flux, these vending machines give us the ability to
continue serving our customer base without compromising the health of our staff and
customers.
Depending on which licenses are awarded, applicant will form and duly register as a
Limited Liability Corporation with the Secretary of State. The parent compan y will
potentially hold an additional single member or multi -member LLC, under which the
applicant's microbusiness shall operate.
My personal cell phone number is . I can be reached at any time if you
would like to discuss any aspect of our application. Thank you for your time and
consideration.
Sincerely,
Kevin Chandler, Applicant, Founder and [proposed] CEO
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
7
THE GLASS LOBBY BUSINESS PLAN
1.1 OWNER QUALIFICATIONS
Kevin Chandler
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
8
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
9
●
My advisory panel includes:
Government Relations
Alexis Podesta
CDFA Compliance and Cultivation Development
Nicholas Rutkaus
Security
Mike Matson
Science
Charles Grove
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
10
Community Outreach Advisor and Liaison to Fresno Police Department
Detective Danny D. Kim, MS/AJS-LEO
Brand Development
Krystal Kitahara
Engineering
Jerry Christiansen
Compliance and Licensing
Kymber Ward
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
11
1.2 A BUDGET FOR CONSTRUCTION, OPERATION, AND MAINTENANCE,
COMPENSATION OF EMPLOYEES, EQUIPMENT COSTS, UTILITY COSTS, AND
OTHER OPERATION COSTS
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
12
1.3 PROOF OF CAPITALIZATION IN THE FORM OF DOCUMENTATION OF CASH
OR OTHER LIQUID ASSETS ON HAND, LETTERS OF CREDIT OR OTHER
EQUIVALENT ASSETS WHICH CAN BE VERIFIED BY THE CITY.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
13
1.5 FULLY DESCRIBE THE HOURS OF OPERATION AND OPENING AND
CLOSING PROCEDURES
The Glass Lobby will be open for normal business operation between the hours of 6am
and 10pm daily.
Daily Opening Procedures
Employees arrive approximately 30 minutes prior to opening. The opening employees
include, but are not limited to a manager, product specialist, lead Sales Associate/s,
security guard and a delivery driver.
The security guard will conduct an external review of the premises at that time to ensure
the exterior has not been tampered with, all litter is removed from the premises and the
area is safe and ready for consumers. Upon completing a visual inspection of the
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
14
premises, the security person will remain at the main entrance to meet remaining and
additional employees.
A manager is responsible for disabling the alarms, opening security gates, exterior
entrances, and safe rooms (including safes) as well as overseeing all employee opening
operations. Upon entering the premises all employees are required to clock in and
initiate their opening duties. Managers are required to count and verify all cash drawers
are ready for retail associates. They must reconcile all previous day logs to ensure there
are no discrepancies that need to be addressed. Verify daily deliveries, delivery r outes,
both in-store and delivery pre-orders,
Receptionists are required to complete a morning checklist including but not limited to:
ensuring their workspace and lobby is neat and tidy, verify the client ID verification /
check-in system is properly working and immediately alert upper management in the
event of irregularities in the system.
Delivery drivers are expected to ensure all cars are gassed, cleaned and ready to be
deployed. They are then required to log into the designated delivery system to map
routes, verify delivery schedules and attend a pre -shift meeting to receive additional
instructions for initial delivery routes.
Sales Associates will ensure all sample displays at “The Grove” and sales stations are
clean, properly arranged and ready for customer interactions. Retail associates are
required to familiarize themselves with menu changes and specials. They are expected
to attend a pre-shift meeting. An associate will then retrieve and verify cash drawers
from a manager and fill out a designated form verifying receipt of the cash drawer.
The product specialist opening duties include retrieving display items from safe, packing
them in their appropriate totes and stock respective sales stations and “The Grove ''.
They are responsible for verifying and restocking the expo station with designated daily
parts for each product. Ensure all delivery and in-store pre orders are verified,
assembled, secured and ready for delivery drivers ensuring all delivery inventory is
under accordance with regulations as outlined by the State of California.
Daily Closing Procedures
All customers are required to exit the premises no later than 10:00pm. The closing
process for patrons begins with the last call at 9:50pm to any patrons currently in the
building, informing them they have until 9:55pm to complete their order. At 9:57pm a
manager will inform the external security guard to place cones blocking the entrance
into the covered parking garage and the overflow parking, then the manager will lock
the main entrance door. Upon all patrons exiting the premises, the main entrance is
locked and the receptionist closing duties commence. These procedures include but are
not limited to ensuring the clients information is all accurately updated and complete, all
sales are entered properly into the POS system, the premises is properly sanitiz ed,
cleaned and ready for regular retail operations for the next day.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
15
Sales associates are required to ensure all entries in the Blaze POS system are up-to-
date and all reports detailing sales, cash collected, and debit payments are accurately
reported. Sales Associates are required to reconcile all cash, credit and debit payment
receipts are calculated and reported.
Product specialists are required to remove all overflow inventory and return them to the
safe room. Ensure that all inventory items are accounted for and a manual inventory is
verified. All discrepancies after reconciliation of physical inventory and POS reports are
subject to audit and State agencies would be notified within 24 hours in accordanc e with
City and State regulations.
A security guard is required to ensure all customers are no longer in the premises, all
entries are locked and secured no later than 10:00pm. A security guard is then required
to commence a final walkthrough of the overflow parking lot, parking garage, ensuring
all litter is removed from the entrances and exit gate is locked. Perform a final
walkthrough of the covered parking garage, making sure all clients have left and the
garage is free of any litter.
Managers are required to count, reconcile and secure all cash, receipts and inventory in
the safe room or designated area. They must ensure all designated reports are properly
run, reconciled and closed out. All cameras must be reviewed to ensure there are no
loiterers or lingering employees on premises. They must ensure all employees have
completed closing duties and have accurately clocked out.
The delivery drivers closing duties will be the same whether they finish during normal
business hours or after hours. However, if the drivers are leaving the premises after
normal business hours, they will leave with the larger group of workers to ensure the
highest safety protocols.
Upon closing, delivery drivers must close out and report reports calculating sales, cash
collected, and debit payments received. They must accurately count and verify cash,
debit and credit receipts then turn in cash, receipts and designated reports to the
manager in a timely manner. They must ensure their car is cleaned and secured.
1.6 DAILY OPERATIONS. WITH AS MUCH DETAIL AS POSSIBLE, THE BUSINESS
PLAN SHOULD DESCRIBE THE DAY TO DAY OPERATIONS WHICH MEET
INDUSTRY BEST PRACTICES. THIS SHOULD INCLUDE AT A MINIMUM THE
FOLLOWING CRITERIA FOR EACH PERMIT TYPE.
1.6.1. i. DESCRIBE CUSTOMER CHECK IN PROCESS
Customer Check-In Procedures
1. Each customer is first screened verbally to determine if they are a first-time
customer, first time customers are asked to fill out a brief voluntary membership
agreement.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
16
2. Once the membership agreement is complete or if they are a returning customer,
they are checked in via our Blaze POS ID verification system which;
● Verifies the validity of the customers ID
● Helps to track their purchases in our inventory system to ensure
customers aren’t “stacking” (making multiple purchases throughout the
day in excess of the maximum daily limits)
3. Once the customer's ID is verified in the Blaze POS system the receptionist will then
verify the ID looks like the individual who is using it before allowing them to enter the
bud room.
1.6.1 ii. IDENTIFY LOCATION AND PROCEDURES FOR RECEIVING DELIVERIES
DURING BUSINESS HOURS
Receiving Deliveries During Business Hours
All deliveries will be received in the rear driver bay on the east side of the building
where the delivery cars are parked and stocked. Upon entering the bay, the driver is
signed in and all products are brought inside from the delivery bay, the door is closed
and locked and the manager will look over the distribution manifest to make sure it
matches the retail manifest. If the retailer and distributor manifests do not match the
distributor will be immediately notified and the delivery will be rejected unti l the situation
is reconciled. If the paperwork is accurate and complete, then the manifest will be
picked and accepted in METRC through the Blaze POS system. All deliveries are
tracked throughout the process via camera in accordance with the State of Cali fornia
regulations.
1.6.1 iii. IDENTIFY THE NAME OF THE POINT OF SALE SYSTEM TO BE USED
AND THE NUMBER OF POINT OF SALE LOCATIONS.
Blaze POS Systems will be the platform The Glass Lobby utilizes in its pursuit of
industry leading practices. Blaze POS Systems has established themselves as the
industry leader in seed to retail point of sale systems making them an ideal fit for The
Glass Lobby as they are paired with The Apiary for a seamless vertical integration.
The Glass Lobby will have a total of eig ht point of sale stations, four of which will be
staffed sales stations and four of which will be self-checkout kiosks that will have a
single staff member available to help people with questions or issues. In addition to the
eight POS stations, the ID scanner at the receptionist desk in the lobby will be a part of
the Blaze network, along with the orders pending monitor in the product specialist
workstation in the back and a full Blaze setup at the manager/security station in the very
back area by the delivery drivers station. The delivery drivers will also be logged into
Blaze via the Blaze app on their work provided tablets. Using the Blaze app on their
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
17
tablets the drivers will be provided with GPS tracking, route management, a cashier
interface to close out transactions and the ability to fill and adjust orders in the field
commensurate with the inventory that is currently available to the driver.
1.6.1. iv. THE ESTIMATED NUMBER OF CUSTOMERS TO BE SERVED PER
HOUR/DAY.
The Glass Lobby’s goal is to bring life back to one of Fresno’s most cherished and
historical districts. We sincerely believe being a first mover in the beautification of this
new downtown neighborhood gives us a powerful opportunity to rebrand this iconic part
of Fresno. The Glass Lobby expects to bring at least 500 to 1,000 consumers to our
little corner every day. We are determined to be recognized as both a historical
landmark and a veritable oasis at the edge of the downtown industrial district.
1.6.1. v. DESCRIBE THE PROPOSED PRODUCT LINE TO BE SOLD AND
ESTIMATE THE PERCENTAGE OF SALES OF FLOWER AND MANUFACTURED
PRODUCTS.
Retail Product
1. Our signature product line will be The Apiary, from whom we will carry the
following retail products:
● Flower
● Rosin
● Ice Hash
● Vape Carts
● Pre Rolls
● Concentrates
● Shake
1. We estimate our sales breakdown by product category to be as follows;
● 55% flower
● 20% vape carts
● 10% edibles
● 8% concentrates
● 5% pre rolls
● 2% topicals/other
1.6.1. vi. IF PROPOSED, DESCRIBE DELIVERY SERVICE PROCEDURES, NUMBER
OF VEHICLES AND PRODUCT SECURITY DURING TRANSPORTATION.
The Glass Lobby Delivery
The delivery will initially launch with four vehicles with demand expected to grow the
fleet number to seven by the end of year one. The vehicles will be parked and stationed
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
18
in the securely fenced delivery bay on the east side of the building. The vehicles will be
outfitted with tracking devices, a product safe bolted to the frame and a smaller cash
safe bolted to the frame as well. Orders for delivery may be made via our online app or
through calls/text to the dispatcher.
The product specialist will arrange all customer delivery orders and prepare the
additional inventory for any orders the driver may have to field once already deplo yed.
Delivery drivers will only be deployed once they have an order with them that has
already been placed and are in route to that order, they will not be allowed to drive
around and wait for an order.
A driver in route with an order is to call or text (based upon the preference chosen at the
time the order was placed) the customer and provide the customer an eta based upon
the estimated route time provided by Blaze logistics software. The eta should be a five -
minute range beginning with the time estimated by Blaze ranging to five minutes later.
Also, the customer can track the driver once the driver is in route to their order allowing
the customer to get accurate updates via the app. When the driver is five minutes away
they are to once again alert the customer through text or call of their imminent eta,
remind them to have their ID ready and to inquire as to whether the customer would
prefer to meet the driver at their car outside or have the driver walk up to the customers
door with the order.
As the driver arrives they will call the customer to alert them they are out front and to
come out with their ID if the customer prefers to meet them outside, otherwise the driver
will exit the vehicle, lock it and walk to the customers door to deliver the package . The
driver will first verify the ID when they meet the customer. Once the customer receives
their package the cash payment is then received or an online payment is verified, a
receipt is furnished to the customer via Blaze Mobile App for drivers which ha s mobile
printing functionality and then the driver returns to their vehicle.
Once in their vehicle the driver deposits any cash into the mounted safe and exits the
premises to their next route in Blaze. Once a driver has filled their last order they are to
return to The Glass Lobby delivery bay unless notified otherwise that they have a new
order they can fill out of their current additional inventory which is kept in their mounted
safes. If there is an additional order the driver will ready the order from the safety of
their locked vehicle using additional inventory from their mounted inventory safe and
deposit it in smell proof exit packaging before driving to their next delivery.
From the moment our customers enter the lobby and sign into our store from the
moment they leave, they will be catered to with personalized service and embraced in
an environment in which every surface, detail, and interaction speaks to the focus and
wellness of our business.
As the industry evolves, the cannabis consumer will become savvier; they will demand
products and brands that can safely and effectively deliver the precise experience they
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
42
COMMUNITY BENEFITS AND
INVESTMENT PLANS
The Glass Lobby is a Community Partner.
Cannabis, when managed compliantly and in cooperation with c ities, counties and
communities - delivers jobs, taxes, revenue, local business growth and real -estate
demand.
The foundation of our community and local efforts is described in our Partnership
Program which seeks to do four critical things in Fresno:
1. Integrate as seamlessly and authentically as possible.
2. Change opinions through education, consistency and reliability.
3. Get involved with local small businesses, nonprofits and other community
organizations.
4. Be active in improving the overall local community economically and socially.
To bring meaning to our intent to create this partnership, we will be committing annually
to our Partnership Program for the purpose of actively building and creating
partnerships that contribute toward local community development.
Aligning with the vibrancy of the local community, we will look to be involved in existing
nonprofit programs within the county. Our Partnership Program will cover commitments
to working with one group from each of the following five non-profit sectors:
● Health
● Education
● Veterans Affairs
● Home Care
● Fresno Community
7.1 THE CCB APPLICATION SHOULD DESCRIBE THE SOCIAL RESPONSIBILITY
PLAN. THIS SHOULD INCLUDE ALL BENEFITS THE CCB HAS PROVIDED OR
PLANS TO PROVIDE TO THE LOCAL COMMUNITY, FOR EXAMPLE BY DIRECTLY
AIDING, PARTICIPATING IN, OR FUNDING THE WORK OF LOCAL NON -PROFITS,
COMMUNITY BASED ORGANIZATIONS, CIVIC ORGANIZATIONS, OR SOCIAL
SERVICES ORGANIZATIONS. BENEFITS MAY BE IN THE FORM OF VOLUNTEER
SERVICES, MONETARY DONATIONS, FINANCIAL SUPPORT OF CITY-
SPONSORED ACTIVITIES OR ORGANIZATIONS, IN-KIND DONATIONS TO THE
CITY OR OTHER CHARITABLE ORGANIZATIONS AND/OR ANY OTHER
ECONOMIC INCENTIVES TO THE CITY. IT MAY ALSO INCLUDE, BUT IS NOT
LIMITED TO:
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
43
7.1.1. PROVIDING FUNDING FOR OR HOSTING EXPUNGEMENT CLINICS OR
OUTREACH SERVICES.
We will partner with the National Diversity Inclusion Cannabis Alliance to support
Fresno’s cannabis expungement clinic. We will help finance the clinic’s efforts and will
set stretch goals to continue to expunge the cannabis records of all individuals who
show up looking for assistance.
We will also create a local internship and mentors program that supports twenty year
old youths who have had issues with cannabis crimes, mentoring them in small
business management, compliance and leadership.
Giving back to the community is part of our business and who we are. We are proud to
have this opportunity in Fresno and intend to use The Glass Lobby to create positive
change in our community, leveraging both our people and our bottom line to do good in
a range of areas.
7.1.2 INCORPORATING AN ENVIRONMENTALLY SUSTAINABLE BUSINESS
MODEL INCLUDING ENERGY EFFICIENT BUILDINGS AND VEHICLES.
1. Electric Delivery Vehicles
2. Solar panels on roof of all buildings
7.1.3 UTILIZING VACANT BUILDINGS, BROWNFIELDS LAND, OR BLIGHTED
AREAS OF THE CITY FOR BUSINESS.
1. 220 M St (parking garage premises) is vacant
2. 2305 Los Angeles (retail premises) is vacant
3. 2974 E Butler (Microbusiness premises) is vacant
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
44
7.2 DESCRIBE COMMERCIAL CANNABIS BUSINESS PLAN TO DEVELOP A
PUBLIC HEALTH OUTREACH AND EDUCATIONAL PROGRAM THAT OUTLINES
THE RISKS OF YOUTH USE OF CANNABIS AND THAT IDENTIFIES RESOURCES
AVAILABLE TO YOUTH RELATED TO DRUGS AND DRUG ADDICTION.
Public Health Outreach Program
Director of the Youth Outreach Through Art (YOTA)
● Partnership with Fresno Police Department and Fresno Parks
● Founded with Detective Danny Kim
● Targets at risk youth
Young people are exposed to alcohol and drugs at an early age. We will be an active
participant in ensuring that Fresno youth receive the appropriate level of information on
the dangers of substance abuse at an early age so that they are better informed and
more capable of decision making as they develop and mature.
To create and implement this program we will be approaching local education, youth
and law enforcement groups with a view to either providing monetary resources or
educational materials to such groups.
We believe that this program will have positive flow -on effects for social issues affecting
Fresno including neighborhood crime prevention, substance abuse and creating safer
and cleaner parks and recreation facilities.
We know that beyond education, it is critically important to provide meaningful facilities
and opportunities to youth that inspire, educate and entertain them.
Community Benefit Program
Board Members of Clean Fresno
● Partnered with the City of Fresno’s Make Fresno Beautiful Program
● Volunteered with Jordan Rousseau, Director of Retail and Distribution since the
program’s conception
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
45
The Glass Lobby will ensure that we give back to our community by requiring all full -
time staff to commit to at least 10 hours of volunteer time quarterly to a local cause or
charity.
Annually, each staff member will contribute over 40-hours or more of community service
beyond the monetary commitments we deliver. These hours will either be used for
hands-on volunteering or providing pro bono support services in the specialist area of
the volunteer - business management, design and creative, logistics, processes and
systems.
The General Manager will be responsible for tracking all commitments on a quarterly
basis.
Parks and Recreation
The Glass Lobby supports the protection of safe and beautiful outdoor spaces as a
matter of public health and well being. We will contact and partner with the Fresno
Parks, After School, Recreation and Community Services Department annually to
determine what restoration and beautification projects need to be completed. We will
partner with the city to raise funds or provide volunteers to keep the parks and open
spaces clean and beautiful for our locals and our visitors.
Community Engagement
We will proactively engage with Fresno residents, business owners, and officials to
cultivate lasting and mutually beneficial connections, sustained by a discreet but visible
neighborhood presence. The Glass Lobby seeks to provide tangible benefits to the local
community through educational outreach and partnerships with nonprofit organizations,
municipalities and neighborhood groups. We consider the surrounding community a
valuable stakeholder in its business model and will strive to exist in a symbiotic
relationship with the Fresno community in the following ways:
● Farmer’s Market Education Events: We will occasionally have a booth at the local
farmers market to discuss safe consumption methods, educating youth on the
dangers of drug use and safe and proper storage of cannabis products.
● Neighborhood Watch Programs: Neighborhood watch groups provide an
excellent forum for relationship building between businesses, residents, law
enforcement and city officials.
● “Coffee with a Cop” Program: The Glass Lobby will attend these dialogue
sessions hosted by the Fresno Police Department to better understand the public
safety issues in our city and how we can help address them.
Open-Door and Good-Neighbor Policy
The Glass Lobby has an open-door policy. We encourage neighbors who feel
negatively affected by our presence to reach out directly to our General Manager at any
time and discuss their concerns. We will set up a special telephone number and email
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
46
where they can contact us and know they will receive a timely response to address their
concerns. Further, we consider ourselves a stakeholder in the surrounding community.
In the months leading up to a grand opening, we will host events and invite local
business owners and residents to canvass their attitudes about cannabis retails
dispensaries and answer any questions they may have about our business.
We also believe it is important to know our neighbors. We will create an outreach
program to actively engage with our immediate neighbors that includes:
● An initial personal visit & introduction within a month of receiving our permit
● Creating an email database of all businesses within our 500 feet radius to send
them periodic notes and an opportunity to provide feedback on better business
practices and relations.
● Creating a dedicated email address for communicating.
● Designating one of our Managers as our Community Relations Officer.
● During our first year of operations, we will attend all requested meetings by the
City Manager to discuss costs, benefits and other community issues.
We are not only interested in working with local businesses, but we are committed to
working with local businesses. We will form a pool of local businesses across several
industries that supply a majority of our building, construction, operations, repairs and
maintenance needs on an ongoing basis.
Additional Community Efforts:
Operation Gobble
● Partnering with the City of Fresno’s District 6 in 2021
● Volunteered five years in a row
● Produced drone footage for three years
Senior Food Giveaway
● Volunteered and worked closely with Pardini’s and District 4 at every event this
year
● Captured hours of drone footage
Be The Match Bone Marrow Drive
● Acquired 1100 new bone marrow donor candidates
● 3 years
● 26 events
UCSF Fresno OMFS Clinic: Dr. Robert Julian
● Over 2100 volunteer hours
● Participated in a retrospective study spanning 10 years of research
● Digitized 12 years of patient records
Tzu Chi Medical Clinic
● Volunteered at every event from 2012 through 2015
Measure A: Cannabis Tax
● Donated in 2018
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
40
LOCATION
6.1 IN ADDITION TO THE LOCATION-RELATED DETAILS PROVIDED IN THE
COMMERCIAL CANNABIS BUSINESS APPLICATION, THE APPLICATION SHALL
INCLUDE A THOROUGH DESCRIPTION OF THE PROPOSED LOCATION,
INCLUDING BUT NOT LIMITED TO THE OVERALL PROPERTY, BUILDING AND
FLOOR PLAN.
The property at 2305 Los Angeles St is fully built and requires no external building work
prior to occupancy. All necessary work is interior and can be completed within a 8 -10
week time frame, allowing for a quick occupancy within the premises.
The Glass Lobby: Customer Experience
All customers will require a valid State ID to enter the store and must be at least 21
years of age. Once inside, new customers will be required to register w ith the company.
The Vision
The Glass Lobby leverages its historic location in the geographic heart of Fresno
County to provide safe cannabis access to nearly one million people within a 20 -minute
drive. Moreover, access to all three of Fresno’s primary freeway systems is less than a
quarter mile along M St from the premises. This unique situation presents a marketing
challenge that commands an aesthetic environment capable of appealing to every
demographic from the suburbs of Clovis to the farming communities of Kerman. Most
importantly, however, the building must retain its historic downtown roots to compete for
the regional clientele that is currently cornered by a powerful black market. The beautiful
6,000 square foot brick building that will b e the heart of the customer experience was
very recently rezoned to Downtown Neighborhood--effectively making this the first
gentrification project of Fresno’s newly converted industrial area. I have taken a
personal interest in seeing that this opportunity to beautify my little corner of Fresno’s
downtown neighborhood will be implemented in such a way that every walk of life from
every corner of the city, county, and state will want to experience The Glass Lobby.
The Atrium
First impressions are
everything. The Atrium is an indoor parking facility located directly adjacent
to the retail premises. Drivers will pull into the structure from M St, which is a two -way
road. As they pull into the driveway they are immediately greeted by a 6,000 square
foot atrium with a gable style roof, fully transparent greenhouse paneling, and hanging
plants matched with beautiful strings of rope lighting.
This intermediate between the parking area and the dispensary serves as a
pedestrian easement for the 42 parking stalls in the quarter acre covered parking area.
Proximal veteran and handicap parking paired with onsite security, thirty 360 -watt LEDs,
and an interior dispensary entrance makes this facility objectively the
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
41
safest dispensary parking lot in the Central Valley.
The Glass Lobby
Security is where structure meets visibility. As our customers cross The Atrium’s
pedestrian easement toward the rustic brick building, they will approach a set of visibly
heavy, yet mechanically light plexiglass doors framed with black powder coated steel
and protected by an armed security guard. Security will gently wand each customer as
they enter to ensure the premises is free of weapons and contraband. Upon passing
through seven feet wide plexiglass double doors, the customer will ente r an entirely
plexiglass lobby filled with natural lighting during the day and soft white LED lighting in
the waning hours. The Glass Lobby offers views of four rustic brick walls, eleven large
windows facing M St and Los Angeles Ave, a 16’ tall open woode n ceiling with large
natural lighting panels, four large live edge wood product displays in The Grove, and the
familiar faces selling at The Veranda. All the while our customers will know our security
personnel is monitoring their safety from every corner of the building. This lends to
feelings of transparency and confidence in the trajectory of the customers’ experience
throughout the entire process. The Glass Lobby literally bullet proofs the customer’s
physical and observational journey from start to fin ish.
The Veranda
Our customers give our
business life, but our employees comprise our pulse. The Veranda is where
customers build real relationships with our company. Aesthetics and material
infrastructure aside, our business model employs a highly trained and highly
compensated customer interface that can only be found in some of Fresno’s most well -
renowned customer service establishments. Think the Annex Kitchen’s craft cocktail
program meets your favorite Rare Earth Coffee barista. That is the fri endly face you can
expect to see from the moment you walk into The Glass Lobby to your departure back
into The Atrium.
As you approach The Veranda from The Grove, you will notice three ten feet long
individual live edge wood counters. Each counter is outlined with black powder coated
steel and is paired with wooden ladder shelves that are set against a rustic brick and
plexiglass backdrop. Encapsulated in the plexiglass is a radiant clone display hand -
picked from our garden for our beloved home growers. Taking full advantage of low-
profile LED grow lights, the deep green plants and soft white lights will add a living
ambiance to The Counter that embodies our company’s mission. Above the 6’ tall
ladder shelving and behind each 10’ live edge counter is the beautiful curvature of a 72”
LED menu crafted in a font resembling chalk on a board. You are readily able to view
our specials, flower selections, cartridge brands and flavors, and virtually
everything else we carry through the rotating menu, or by searching our shelves
and countertops with your Sales Associate.
Flower and concentrates will be situated in literal spice racks on the counter
categorized: Indica, Sativa, Hybrid, Concentrates. These spice racks take advantage of
a turntable for 360 degree viewing and tempered glass containers with small resealable
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
42
perforations for olfactory stimulation. All other products will be neatly displayed in their
well-branded boxes and seated on the ladder shelving behind the sales associate and
under the LED menu. These boxes will be empty to maintain as little inventory as
possible outside of the back zone.
Once the customer has completed their shopping cart, with or without a sales associate
they are ready to pay. The sales associate will review and verify the order with the
customer and send the order to the back zone for retrieval by our product management
team. The customer completes payment with their associate, the back of house staff
prepares and drops the order in a plexiglass locker built into the brick wall behind the
sales counter and the staff member retrieves the customer's order from their side of the
locker. At last, the customer has paid, received the product and the transaction is
complete. The customer may exit through The Glass Lobby and to the ir vehicle in The
Atrium or they can continue to browse The Grove.
Atriums, glass lobbies, groves, mobile apps, genius associates and yet still, there is a
third option unique to our dispensary: vending machines. Ron Christiansen has lobbied
California for the better part of a decade to allow the implementation of his Grasshopper
vending machines. They are contactless, require two -step verification, and allow
businesses to safely generate revenue during the slowest operable hours utilizing only a
single impressionable armed security guard. We plan to employ two vending machines
along the wall with our three sales associate counters. In a world where COVID
restrictions are in constant flux, these vending machines give us the ability to continue
serving our customer base without compromising the health of our staff and customers.
6.2 THE APPLICATION SHALL INCLUDE AT LEAST ONE PHOTOGRAPH OF THE
FRONT (STREET SIDE) OF THE BUILDING OR STREET VIEW OF THE VACANT
PARCEL.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
43
6.3 PREMISES (SITE) DIAGRAM FOR EACH PROPOSED LOCATION. IN ADDITION
TO DIAGRAMS SUBMITTED FOR OTHER SECTIONS OF THE APPLICATION,
APPLICANTS ARE EXPECTED TO SUBMIT A PREMISE/SITE DIAGRAM THAT
FOCUSES ON THE OVERALL PROPERTY, BUILDING. THIS DIAGRAM SHOULD
SHOW THE OVERALL PARCEL AND ADJOIN ING OR NEIGHBORING BUILDINGS
THAT MAY BE AFFECTED BY THE COMMERCIAL CANNABIS BUSINESS.
6.3.1 A PREMISE (SITE) DIAGRAM MUST BE ACCURATE, DIMENSIONED AND TO -
SCALE (MINIMUM SCALE OS ¼”). THE DIAGRAM SHALL PROVIDE A DETAILED
DESCRIPTION OF ALL AVAILABLE/SHARED PARKING SPACES, DRIVEWAY
LOCATIONS, AND AUXILIARY BUILDINGS ON THE PARCEL.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
40
LOCATION
6.1 IN ADDITION TO THE LOCATION-RELATED DETAILS PROVIDED IN THE
COMMERCIAL CANNABIS BUSINESS APPLICATION, THE APPLICATION SHALL
INCLUDE A THOROUGH DESCRIPTION OF THE PROPOSED LOCATION,
INCLUDING BUT NOT LIMITED TO THE OVERALL PROPERTY, BUILDING AND
FLOOR PLAN.
The property at 2305 Los Angeles St is fully built and requires no external building work
prior to occupancy. All necessary work is interior and can be completed within a 8 -10
week time frame, allowing for a quick occupancy within the premises.
The Glass Lobby: Customer Experience
All customers will require a valid State ID to enter the store and must be at least 21
years of age. Once inside, new customers will be required to register w ith the company.
The Vision
The Glass Lobby leverages its historic location in the geographic heart of Fresno
County to provide safe cannabis access to nearly one million people within a 20 -minute
drive. Moreover, access to all three of Fresno’s primary freeway systems is less than a
quarter mile along M St from the premises. This unique situation presents a marketing
challenge that commands an aesthetic environment capable of appealing to every
demographic from the suburbs of Clovis to the farming communities of Kerman. Most
importantly, however, the building must retain its historic downtown roots to compete for
the regional clientele that is currently cornered by a powerful black market. The beautiful
6,000 square foot brick building that will b e the heart of the customer experience was
very recently rezoned to Downtown Neighborhood--effectively making this the first
gentrification project of Fresno’s newly converted industrial area. I have taken a
personal interest in seeing that this opportunity to beautify my little corner of Fresno’s
downtown neighborhood will be implemented in such a way that every walk of life from
every corner of the city, county, and state will want to experience The Glass Lobby.
The Atrium
First impressions are
everything. The Atrium is an indoor parking facility located directly adjacent
to the retail premises. Drivers will pull into the structure from M St, which is a two -way
road. As they pull into the driveway they are immediately greeted by a 6,000 square
foot atrium with a gable style roof, fully transparent greenhouse paneling, and hanging
plants matched with beautiful strings of rope lighting.
This intermediate between the parking area and the dispensary serves as a
pedestrian easement for the 42 parking stalls in the quarter acre covered parking area.
Proximal veteran and handicap parking paired with onsite security, thirty 360 -watt LEDs,
and an interior dispensary entrance makes this facility objectively the
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
41
safest dispensary parking lot in the Central Valley.
The Glass Lobby
Security is where structure meets visibility. As our customers cross The Atrium’s
pedestrian easement toward the rustic brick building, they will approach a set of visibly
heavy, yet mechanically light plexiglass doors framed with black powder coated steel
and protected by an armed security guard. Security will gently wand each customer as
they enter to ensure the premises is free of weapons and contraband. Upon passing
through seven feet wide plexiglass double doors, the customer will ente r an entirely
plexiglass lobby filled with natural lighting during the day and soft white LED lighting in
the waning hours. The Glass Lobby offers views of four rustic brick walls, eleven large
windows facing M St and Los Angeles Ave, a 16’ tall open woode n ceiling with large
natural lighting panels, four large live edge wood product displays in The Grove, and the
familiar faces selling at The Veranda. All the while our customers will know our security
personnel is monitoring their safety from every corner of the building. This lends to
feelings of transparency and confidence in the trajectory of the customers’ experience
throughout the entire process. The Glass Lobby literally bullet proofs the customer’s
physical and observational journey from start to fin ish.
The Veranda
Our customers give our
business life, but our employees comprise our pulse. The Veranda is where
customers build real relationships with our company. Aesthetics and material
infrastructure aside, our business model employs a highly trained and highly
compensated customer interface that can only be found in some of Fresno’s most well -
renowned customer service establishments. Think the Annex Kitchen’s craft cocktail
program meets your favorite Rare Earth Coffee barista. That is the fri endly face you can
expect to see from the moment you walk into The Glass Lobby to your departure back
into The Atrium.
As you approach The Veranda from The Grove, you will notice three ten feet long
individual live edge wood counters. Each counter is outlined with black powder coated
steel and is paired with wooden ladder shelves that are set against a rustic brick and
plexiglass backdrop. Encapsulated in the plexiglass is a radiant clone display hand -
picked from our garden for our beloved home growers. Taking full advantage of low-
profile LED grow lights, the deep green plants and soft white lights will add a living
ambiance to The Counter that embodies our company’s mission. Above the 6’ tall
ladder shelving and behind each 10’ live edge counter is the beautiful curvature of a 72”
LED menu crafted in a font resembling chalk on a board. You are readily able to view
our specials, flower selections, cartridge brands and flavors, and virtually
everything else we carry through the rotating menu, or by searching our shelves
and countertops with your Sales Associate.
Flower and concentrates will be situated in literal spice racks on the counter
categorized: Indica, Sativa, Hybrid, Concentrates. These spice racks take advantage of
a turntable for 360 degree viewing and tempered glass containers with small resealable
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
42
perforations for olfactory stimulation. All other products will be neatly displayed in their
well-branded boxes and seated on the ladder shelving behind the sales associate and
under the LED menu. These boxes will be empty to maintain as little inventory as
possible outside of the back zone.
Once the customer has completed their shopping cart, with or without a sales associate
they are ready to pay. The sales associate will review and verify the order with the
customer and send the order to the back zone for retrieval by our product management
team. The customer completes payment with their associate, the back of house staff
prepares and drops the order in a plexiglass locker built into the brick wall behind the
sales counter and the staff member retrieves the customer's order from their side of the
locker. At last, the customer has paid, received the product and the transaction is
complete. The customer may exit through The Glass Lobby and to the ir vehicle in The
Atrium or they can continue to browse The Grove.
Atriums, glass lobbies, groves, mobile apps, genius associates and yet still, there is a
third option unique to our dispensary: vending machines. Ron Christiansen has lobbied
California for the better part of a decade to allow the implementation of his Grasshopper
vending machines. They are contactless, require two -step verification, and allow
businesses to safely generate revenue during the slowest operable hours utilizing only a
single impressionable armed security guard. We plan to employ two vending machines
along the wall with our three sales associate counters. In a world where COVID
restrictions are in constant flux, these vending machines give us the ability to continue
serving our customer base without compromising the health of our staff and customers.
6.2 THE APPLICATION SHALL INCLUDE AT LEAST ONE PHOTOGRAPH OF THE
FRONT (STREET SIDE) OF THE BUILDING OR STREET VIEW OF THE VACANT
PARCEL.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
43
6.3 PREMISES (SITE) DIAGRAM FOR EACH PROPOSED LOCATION. IN ADDITION
TO DIAGRAMS SUBMITTED FOR OTHER SECTIONS OF THE APPLICATION,
APPLICANTS ARE EXPECTED TO SUBMIT A PREMISE/SITE DIAGRAM THAT
FOCUSES ON THE OVERALL PROPERTY, BUILDING. THIS DIAGRAM SHOULD
SHOW THE OVERALL PARCEL AND ADJOIN ING OR NEIGHBORING BUILDINGS
THAT MAY BE AFFECTED BY THE COMMERCIAL CANNABIS BUSINESS.
6.3.1 A PREMISE (SITE) DIAGRAM MUST BE ACCURATE, DIMENSIONED AND TO -
SCALE (MINIMUM SCALE OS ¼”). THE DIAGRAM SHALL PROVIDE A DETAILED
DESCRIPTION OF ALL AVAILABLE/SHARED PARKING SPACES, DRIVEWAY
LOCATIONS, AND AUXILIARY BUILDINGS ON THE PARCEL.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
26
SAFETY PLAN
It is our policy that the safety of our employees and the public is our foremost business
consideration. The prevention of accidents and injuries takes precedence over
experience. In the conduct of the company’s business, every attempt will be made to
prevent accidents from occurring. The Glass Lobby requires that our employees, as a
condition of employment, comply with all applicable safety policies and pro cedures.
The designated Safety Coordinator is the primary contact for safety regulated matters.
All employees will receive an orientation of the safety policy and rules upon initial
employment and are required to bring to the attention of their manager or the Safety
Coordinator any unsafe or non-compliant conditions or practices. Managers must
communicate these concerns to the Safety Coordinator, who will respond to reports
within 24 hours. Safety training will be provided as often as necessary a nd annually at a
minimum.
4.1 THE SAFETY PLAN SHALL BE PREPARED AND/OR ASSESSED BY A
PROFESSIONAL FIRE PREVENTION AND SUPPRESSION CONSULTANT.
The below Fire Prevention and Suppression specialist will be preparing and/or assessing our
safety plan.
Matthew Patnaude
Senior Fire Systems Engineer
Nicet #146793
Fire Alarm Systems, Level III
Matson Alarm
581 W Fallbrook
Fresno Ca 93711
P 559.438.8000
P 800.697.9800
www.matsonalarm.com
4.2 DESCRIBE ACCIDENT AND INCIDENT REPORTING PROCEDURES.
All employees will receive an orientation to the safety rules and procedures upon initial
employment and must bring to the attention of their manager and/or the Safety
Coordinator any unsafe conditions or practices. Managers will communicate these
concerns to the Safety Coordinator, who will respond within 24 hours.
Senior management will be actively involved with employees in establishing and
maintaining an effective safety program. The CEO, Safety Coordinator a nd other
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
27
members of the management team will participate with all retailer employees in an
ongoing safety program.
Upper management and owners must:
● Provide a safe workplace.
● Facilitate monthly safety meetings.
● Provide a safety and health education and training.
● Annually review and update workplace safety rules.
All employees must:
● Report all unsafe conditions.
● Immediately report all work-related injuries.
● Wear the required personal protective equipment.
● Abide by the company’s safety rules at all times.
Accident reporting
All accidents or near misses are to be reported to a manager or the Safety Coordinator
immediately. Falsification of company records, including employment applications, time
records or safety documentation will not be tolerated.
Hazard reporting
Employees must notify a manager or the Safety Coordinator immediately of any unsafe
condition and/or practice.
4.3 DESCRIBE EVACUATION ROUTES.
● All exits will be clearly illuminated by EXIT signage on the roof of the facility -
signs will be clearly visible from both directions.
● A Fire Exit Plan shall be printed and appropriately displayed on the wall of the
facility.
● Egress doors will be installed and required to swing in the direction of egress.
4.4 LOCATION OF FIRE EXTINGUISHERS AND OTHER FIRE SUPPRESSION
EQUIPMENT.
Fire protection plan
The Glass Lobby has prepared a fire protection plan for review by the City and the Chief
Fire Marshall and/or Inspector. An approved key box shall be provided and installed in a
location approved by the Local Jurisdiction having authority. Fire sprinklers shall be
located throughout the building.
Portable fire extinguishers
Approved portable fire extinguishers will be supplied at the facility to give employees
and management the means to suppress a fire during its initial or incipient stage. All
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
28
portable fire extinguishers are located where they are readily visible and accessible at
all times.
Smoke detection
The facility will be equipped with automatic smoke d etection as required by the
California Fire Code and shall be monitored at a remote central station. The smoke
detection system shall be monitored twenty-four hours, seven days per week by the
same licensed central station. The smoke detection system shall be monitored twenty-
four hours, seven days per week by the same licensed central station that will be
monitoring the security system and will undergo annual testing.
4.5 DESCRIBE PROCEDURES AND TRAINING FOR ALL FIRE AND MEDICAL
EMERGENCIES.
Employee Response to Fire Situations
Employees’ response to a fire emergency is outlined in the emergency action plan.
Designated and trained employees may attempt to extinguish incipient fires with fire
extinguishers after sounding the alarm to alert other employees.
Fire Systems: Staff Training
Employees shall be apprised of the fire hazards and the materials and processes they
are exposed to. Upon the initial assignment, employees should be made aware of those
parts of this fire prevention plan which they must know to protect them in the event of an
emergency. This plan will be located in an easily accessible area an easily accessible
area and shall be made available for review upon request from the General
Manager/Supervisor at the facility. All staff will be retrained on Fire Safety procedures
annually and a Fire Safety Exercise shall be conducted at least twice a year.
Employee Safety Education
Safety policies detail procedures for ensuring the implementation of best safety
practices at all times and in accordance with OSHA guidelines throughout all facilities
and operations. At minimum, two employees will undergo a 21 -hour OSHA training
course to ensure the OSHA guidelines are being adequately met. All employees will
comply with all applicable safety regulations as listed in the standard operating
procedures as a condition of employment. Safety training will be provided as often as
necessary and annually at a minimum.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
26
SAFETY PLAN
It is our policy that the safety of our employees and the public is our foremost business
consideration. The prevention of accidents and injuries takes precedence over
experience. In the conduct of the company’s business, every attempt will be made to
prevent accidents from occurring. The Glass Lobby requires that our employees, as a
condition of employment, comply with all applicable safety policies and pro cedures.
The designated Safety Coordinator is the primary contact for safety regulated matters.
All employees will receive an orientation of the safety policy and rules upon initial
employment and are required to bring to the attention of their manager or the Safety
Coordinator any unsafe or non-compliant conditions or practices. Managers must
communicate these concerns to the Safety Coordinator, who will respond to reports
within 24 hours. Safety training will be provided as often as necessary a nd annually at a
minimum.
4.1 THE SAFETY PLAN SHALL BE PREPARED AND/OR ASSESSED BY A
PROFESSIONAL FIRE PREVENTION AND SUPPRESSION CONSULTANT.
The below Fire Prevention and Suppression specialist will be preparing and/or assessing our
safety plan.
Matthew Patnaude
Senior Fire Systems Engineer
Nicet #146793
Fire Alarm Systems, Level III
Matson Alarm
581 W Fallbrook
Fresno Ca 93711
P 559.438.8000
P 800.697.9800
www.matsonalarm.com
4.2 DESCRIBE ACCIDENT AND INCIDENT REPORTING PROCEDURES.
All employees will receive an orientation to the safety rules and procedures upon initial
employment and must bring to the attention of their manager and/or the Safety
Coordinator any unsafe conditions or practices. Managers will communicate these
concerns to the Safety Coordinator, who will respond within 24 hours.
Senior management will be actively involved with employees in establishing and
maintaining an effective safety program. The CEO, Safety Coordinator a nd other
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
27
members of the management team will participate with all retailer employees in an
ongoing safety program.
Upper management and owners must:
● Provide a safe workplace.
● Facilitate monthly safety meetings.
● Provide a safety and health education and training.
● Annually review and update workplace safety rules.
All employees must:
● Report all unsafe conditions.
● Immediately report all work-related injuries.
● Wear the required personal protective equipment.
● Abide by the company’s safety rules at all times.
Accident reporting
All accidents or near misses are to be reported to a manager or the Safety Coordinator
immediately. Falsification of company records, including employment applications, time
records or safety documentation will not be tolerated.
Hazard reporting
Employees must notify a manager or the Safety Coordinator immediately of any unsafe
condition and/or practice.
4.3 DESCRIBE EVACUATION ROUTES.
● All exits will be clearly illuminated by EXIT signage on the roof of the facility -
signs will be clearly visible from both directions.
● A Fire Exit Plan shall be printed and appropriately displayed on the wall of the
facility.
● Egress doors will be installed and required to swing in the direction of egress.
4.4 LOCATION OF FIRE EXTINGUISHERS AND OTHER FIRE SUPPRESSION
EQUIPMENT.
Fire protection plan
The Glass Lobby has prepared a fire protection plan for review by the City and the Chief
Fire Marshall and/or Inspector. An approved key box shall be provided and installed in a
location approved by the Local Jurisdiction having authority. Fire sprinklers shall be
located throughout the building.
Portable fire extinguishers
Approved portable fire extinguishers will be supplied at the facility to give employees
and management the means to suppress a fire during its initial or incipient stage. All
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
28
portable fire extinguishers are located where they are readily visible and accessible at
all times.
Smoke detection
The facility will be equipped with automatic smoke d etection as required by the
California Fire Code and shall be monitored at a remote central station. The smoke
detection system shall be monitored twenty-four hours, seven days per week by the
same licensed central station. The smoke detection system shall be monitored twenty-
four hours, seven days per week by the same licensed central station that will be
monitoring the security system and will undergo annual testing.
4.5 DESCRIBE PROCEDURES AND TRAINING FOR ALL FIRE AND MEDICAL
EMERGENCIES.
Employee Response to Fire Situations
Employees’ response to a fire emergency is outlined in the emergency action plan.
Designated and trained employees may attempt to extinguish incipient fires with fire
extinguishers after sounding the alarm to alert other employees.
Fire Systems: Staff Training
Employees shall be apprised of the fire hazards and the materials and processes they
are exposed to. Upon the initial assignment, employees should be made aware of those
parts of this fire prevention plan which they must know to protect them in the event of an
emergency. This plan will be located in an easily accessible area an easily accessible
area and shall be made available for review upon request from the General
Manager/Supervisor at the facility. All staff will be retrained on Fire Safety procedures
annually and a Fire Safety Exercise shall be conducted at least twice a year.
Employee Safety Education
Safety policies detail procedures for ensuring the implementation of best safety
practices at all times and in accordance with OSHA guidelines throughout all facilities
and operations. At minimum, two employees will undergo a 21 -hour OSHA training
course to ensure the OSHA guidelines are being adequately met. All employees will
comply with all applicable safety regulations as listed in the standard operating
procedures as a condition of employment. Safety training will be provided as often as
necessary and annually at a minimum.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
19
want. We will spend time with each of our customers to ensure they are informed and
understand the effects of the products they are looking for.
SOCIAL POLICY
AND
LOCAL ENTERPRISE PLAN
The presence of cannabis operations has proven to be a major force in strengthening
local economies, and more importantly, this newly evolved generator of commerce often
pays for itself, creating jobs, health services, and security without sacrificing the
infrastructure required by other industries to ensure public safety. A recent Colorado
State University research report highlights the unbounded success of the cannabis
industry, stating “The economic impression from legal marijuana will spawn
approximately $100 million annually in the coming years.” With municipalities across the
country suffering from the harsh economic impacts of Covid -19, cannabis businesses
have the opportunity to breathe new life into communities ravaged by these hard times.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
20
We strive to drive the vast success of cannabis-related commerce at the local level,
spurring community reinvestment, workforce development, stakeholder engagement,
financial gain, health-related benefits and public awareness and education. The rapidly
evolving emergence of the cannabis industry across the US is both an exciting and
challenging prospect, and we are committed to providing proactive support in
establishing and promoting success in the cannabis realm while building ties with
community leaders and entrepreneurs for the betterment of the community.
While local businesses create more local jobs, there are a multitude of other benefits
that The Glass Lobby recognizes from a local enterprise plan, including:
● Stronger community identity: Small businesses contribute to the identity of the local
community. They preserve the local character of the community and enhance the
bonds that businesses create with their customers.
● Community health - When was the last time you walked into a large chain store and
you were greeted by name? Local enterprise businesses build a sense of community
identity. We are committed to creating a strong sense of community and business
health, regularly consulting and engaging with local business neighbors.
● Local economic impact: When local employees live and shop in their communities,
money stays and circulates locally.
● Innovation and competition: Businesses with a strong local enterprise focus tend to
have a stronger sense of creating innovative solutions that appeal to local
customer’s needs. This will keep us competitive and we will drive innovation for local
customers.
Small local businesses provide advantages to the surrounding community that large
corporate retailers cannot offer. We are committed to having a local footprint,
contributing to the local economy and hiring locally.
The Glass Lobby is committed to ensuring that social equity manufacturing applicants have the
right of first refusal for shelf space.
2.1 DESCRIBE WHETHER THE COMMERCIAL CANNABIS BUSINESS IS COMMITTED TO
OFFERING EMPLOYEES A LIVING WAGE.
All employees of The Glass Lobby will be paid a living wage. The Glass Lobby is
committed to provide a competitive wage for all of its employees. All Glass Lobby
employees will be fairly compensated in accordance with California employment laws.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
21
2.2 BRIEFLY DESCRIBE THE BENEFITS PROVIDED TO EMPLOYEES SUCH AS
HEALTH CARE, VACATION, AND MEDICAL LEAVE, TO THE DEGREE THEY ARE
OFFERED AS PART OF EMPLOYMENT.
The Glass Lobby will strive to provide a competitive benefit package for its employees.
Full-Time employees will qualify for a benefits package including, but not limited paid
time off (Sick/Vacation/Personal), health, vision, dental insurances, medical leave,
maternity/paternity leave, bereavement leave, etc., after completing a probationary
period of 90-days.
The Glass Lobby will follow the State of California laws for part -time employees. Part-
time employees within the State of California are not entitled to receive medical, dental
and vision benefits from their employer under the FMLA or Family and Medical Leave
Act. Part-time employees in California are eligible for sick pay, provided they work for a
minimum of 30 hours in a year.
2.3 DESCRIBE COMPENSATION TO AND OPPORTUNITIES FOR CONTINUING
EDUCATION AND EMPLOYEE TRAINING.
Employees will be trained at the time of employment, bi-annually and an annual basis.
The Glass Lobby will provide all training materials and tools to further on -the-job know
how. All employees will receive paid training.
2.4 DESCRIBE THE COMMERCIAL CANNABIS BUSINESS PLAN TO RECRUIT
INDIVIDUALS WHO MEET THE CRITERIA LISTED IN THE SOCIAL POLICY
SECTION 9-3316(B)(1) OF THE FRESNO MUNICIPAL CODE AND THE
PERCENTAGE OF LOCAL EMPLOYEES IT HIRES.
The success of The Glass Lobby in Fresno will be driven by the adoption of the
business by the local residents in our community. We are developing our business as a
local enterprise to accelerate the adoption of the business in our community and also
ensure a more sustainable business in the long term. We are committed to having a
local footprint, contributing to the local economy and hiring locally. We want to
strengthen our ties to the community by hiring at least one-third of our staff that meets
one of the following:
● Annual family income below 80% AMI
● Convicted for a cannabis related crime that could have been prosecuted as a
misdemeanor or citation under current State law
● Lived in a low to moderate income census tract in the city for a minimum of three
(3) years
● Veteran
● Former foster home youth who was in foster care as a minor
● Currently unemployed
● Receiving public assistance
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
22
2.5 DESCRIBE THE EXTENT TO WHICH THE COMMERCIAL CANNABIS
BUSINESS WILL BE A LOCALLY MANAGED ENTERPRISE WHOSE OWNERS
AND/OR MANAGERS RESIDE WITHIN OR OWN A COMMERCIAL BUSINESS
WITHIN THE CITY OF FRESNO, FOR AT LEAST ONE YEAR PRIOR TO MARCH 2,
2020.
Kevin Chandler, CEO and sole owner is the definition of a hometown hero:
2.6 DESCRIBE THE NUMBER OF EMPLOYEES, TITLE/POSITION AND THEIR
RESPECTIVE RESPONSIBILITIES.
1 General Manager: oversee high-level business dealings
2 Assistant Managers: oversee day-to-day operations
6 Sales Associates: Assist customers during their in-store buying experience
4 Product Specialists: Maintain inventory and process in -store and delivery orders
4 Delivery Drivers: Deliver high-quality products, in a safe manner to customers
2 Security Guards: Secures and patrols premises
1 Neighborhood Liaison Manager: Main point of contact for all community members,
City officials and law enforcement
1 Safety Coordinator: Ensures a safe and hazard-free work environment for employees
2.7 DESCRIBE WHETHER THE CCB HAS FIVE (5) OR MORE EMPLOYEES AND
WHETHER IT HAS SIGNED A LABOR PEACE AGREEMENT ALLOWING
EMPLOYEES TO UNIONIZE WITHOUT INTERFERENCE.
The Glass Lobby will employ more than five employees and a labor peace agreement
will be provided once we receive our business permit and have the ability to operate
freely without interference.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
23
2.8 PROVIDE A WORKFORCE PLAN THAT INCLUDES AT A MINIMUM THE
FOLLOWING PROVISIONS:
2.8.1 COMMITMENT FOR 30% OF EMPLOYEES TO BE LOCAL HIRES; THE
BUSINESS MUST SHOW THAT IT HAS EITHER HIRED OR MADE A GOOD FAITH
EFFORT TO HIRE BONA FIDE RESIDENTS OF FRESNO TO HAVE NOT
ESTABLISHED RESIDENCY AFTER THE SUBMISSION OF AN APPLICATION FOR
EMPLOYMENT WITH THE APPLICANT/PERMITTEE.
As members of the Fresno community, we believe it’s important to hire locals first.
Below is the list of contractors and professionals who we will work with to complete our
build out. All work will be conducted in full compliance with the Fresno Municipal Code
and any state or BCC directives and/or policy.
To begin this project, we have already employed the following local businesses:
● HVAC: Caledonian Mechanical
● Civil Engineering: Precision Engineering
● Architectural Engineering: F.B. Funch & Company, Inc.
● Plumbing: System Plumbing
● Electrical: K & D Electric Inc.
● Framing: Cal State Framing
● Iron: Central Valley Iron Inc
● Alarm Systems: Matson Alarm Inc
● Fire Sprinklers: Wilson Fire
Our management approach allows us to stay agile and nimble, while ensuring front-line
staff have the authority and direction to work efficiently while adhering to a rigid set of
policies and practices that standardize our quality offer and service to our customers.
With decades of cannabis and business management experience, our team is uniquely
positioned to leverage this experience with our deep understanding of cannabis industry
law, compliance and management systems, to create a management model that brings
structured retail discipline to the industry. We know we have the experience and model
that will ensure that no other cannabis company is a better fit for the City of Fresno than
us.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
49
COMPANY POLICIES AND
STANDARD OPERATING
PROCEDURES
We have established founding principles that drive our business model and
inform our best practices.
Company principles:
● Remain compliant
● Stay consistent
● Trust is earned
● Education is key
● Sustainability is critical
● Local first
Site Operating Plan: Policies and procedures for all operations, including facility
restrictions, hours of operation, opening and closing procedures, age restriction and
verification, signage policies, advertising and marketing policies, sales limits, track and
trace, inventory management, data management, records retention, auditing
procedures, annual reviews, rights of access, packaging policy, storage and handling,
testing procedures, complaints and returns, compliance management, permit display
and noise reduction. All of these policies and procedures will govern all operations
contemplated on this site and are described in detail below.
These Standard Operating Procedures are designed to provide step by step instructions
for staff performing routine and complex tasks. Our SOP’s focus on creating efficiency,
quality and uniformity of output, while reducing miscommunication and failure to comply
with industry regulators and company standards.
Standard Operating Procedures:
Facility Restrictions -
Applicable law: Pursuant to the California Code of Cannabis Regulations section
5039 and the Fresno Municipal code, The Glass Lobby officers, management
and staff will adhere to both local and state laws and regulations as it relates to
running a compliant facility in the City of Fresno.
Objective: To ensure the facility remains in compliance with the city’s rules and
regulations as it relates to building signage, advertising on -site consumption and
permit visibility.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
50
Company principle: Remain compliant.
● On-site consumption of cannabis is prohibited at all times by all individuals
on the property.
● No cannabis or cannabis products or graphics depicting cannabis or
cannabis products will be visible from the exterior of the business
premises, or on any of the vehicles owned or used as part of the business.
● Each entrance will be visibly posted with a clear and legible notice
indicating that smoking, ingesting or otherwise consuming cannabis on the
premises or in the area adjacent to the commercial cannabis business is
prohibited.
● The original copy of the commercial cannabis permit issued by the City will
be posted inside the business premises in a location readily visible.
Hours of Operation -
Applicable law: Pursuant to the California Code of Cannabis Regulations section
5403, The Glass Lobby officers, management and staff will adhere to both local
and state laws and regulations as it relates to running a compliant facility in the
City of Fresno.
Objective: To create a successful and fully compliant op eration which allows us
to serve the needs of our customers during the hours of operation.
Company principle: Stay consistent.
● Pursuant to BCC and Fresno requirements, the proposed main hours of
operation for the facility will be between 6am and 10pm
Age Restriction and Verification -
Applicable law: Pursuant to California Code of Cannabis Regulations sections
5031, 5400, 5404 and 5415, The Glass Lobby officers, management and staff
will adhere to both local and state laws and regulations as it relates to age
restrictions at the facility in the City of Fresno.
Objective: To ensure that no one underage enters the facility and that our
customers meet the age requirements.
Company principle: Remain compliant.
● Employee Age Restriction:We will not employ or retain persons
under 21 years of age.
● Age Verification:
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
51
Electronic check?
● Cannabis will not be sold without age verification.
● Dispensary employees will verify the age and identity of the
recipient of the cannabis goods at purchase.
● Cannabis goods will only be received by the customer. The
employee will scan the customer’s valid identification card and
verify that the individual is 21 years of age or older.
Signage -
Applicable Law: Pursuant to the California Code of Regulations section 5040 (b);
Business & Professions Code section 5200 and the Fresno Municipal Code, our
company will adhere to both local and state laws and regulations as it relates to
signage in the City of Fresno.
Objective: To ensure that all visitors visually see the protocols both inside our
dispensary and in the area surrounding the facility.
Company principle: Remain compliant.
We will install facility signage once approved by the City of Fresno, that clearly
establishes it as a dispensary, without being overly obtrusive, obstructive or
offensive.
The following signage will be displayed prominently within the business in
measurements of not less than 8X10 inches in a minimum of 24 -point font,
stating:
1. “The sale or diversion of cannabis or cannabis products without a license
issued by the City of Fresno is a violation of State Law and Fresno
Municipal Code.”
2. “Smoking, ingesting or consuming marijuana on the premises or in the
vicinity of the dispensary is prohibited.”
3. “No one under the age of 21 is allowed on the premises.”
4. “The hours of operation for an authorized dispensary are limited to 6:00
AM - 10:00 pm.”
5. “Secondary sale, barter, or distribution of cannabis or cannabis products
purchased from The Glass Lobby is a crime and can lead to arrest.”
6. “Patrons must immediately leave the premises and not consume cannabis
or cannabis products until at home or in an equivalent private location.
Staff will monitor the location and vicinity to ensure compliance.”
7. This premises is continually monitored by CCTV Cameras.”
8. “Loitering is strictly prohibited.”
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
52
This signage is designed to ensure that customers are managed and aware that
ingesting or smoking any cannabis products in the vicinity of the building is not
allowed, thus limiting any impacts on surrounding businesses, and their
concerns.
Advertising and Marketing -
Applicable Law: Pursuant to the California Code of Cannabis Regulations
sections 5040, 5041-5041.1; Business & Professions Code section 5200 and the
City of Fresno Municipal Code, we will adhere to both local and state laws and
regulations as it relates to signage in the City of Fresno.
Objective: To market The Glass Lobby brand in compliance.
Company principle: Strive for excellence.
● We will direct all advertising efforts towards cannabis customers only. The
company logo and all produced marketing materials will be non -offensive
and designed to be informative.
● The Glass Lobby will strategically advertise and will not use large
billboards or obtrusive signage in company campaigns unless a sign
permit has been issued to the company and permitted by law.
● Our marketing materials will not be located within 600 feet of a K-12
school, child care center, youth center, park, church and library.
● In addition, our social media presence will be deliberately geared towards
the responsible use of cannabis. As such, pages will include full
disclaimers that products shown are for educational/promotional purposes,
are intended for cannabis customers, and not for sale on the outlet on
which they are shown.
● Advertising and marketing of our brand will not contain any depictions of
an individual under the age of 21, nor will advertising and marketing be
attractive to youth.
● We will update all ethical advertising practices to maintain compliance with
the law and address any further concerns expressed by the public.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
53
Sales Limits -
Applicable law: Pursuant to California Code of Regulations section 5409, our
retail staff will adhere to both local and state laws and regulations as it pertains to
the daily sales limits in the City of Fresno.
Objective: To ensure that our staff is providing customers the correct amount of
cannabis or cannabis goods in compliance with local and state laws and
regulations.
Company principle: Remain compliant.
● The Glass Lobby will not sell any more than 28.5 grams of non -
concentrated cannabis in a single day to a single customer.
● We will not sell more than 8 grams of cannabis concentrate, including
cannabis concentrate contained in cannabis products, in a single day to a
single customer.
● We will not sell any more than 6 immature cannabis plants in a single day
to a single customer.
● We will not sell edible cannabis products containing more than 10
milligrams of THC per serving.
● We will not sell edible cannabis products containing more than 100
milligrams of THC per package.
● We will not sell cannabis products that are in the shape of a human being,
either realistic or character, animal, or fruit.
● We will not sell cannabis infused beverages or powder, gel or other
concentrate with instruction for the preparation of cannabis infused
beverages.
● We will not provide free cannabis or cannabis products to any person.
Track and Trace -
Applicable law: Pursuant to the California Code of Regulations sections 5048 -
5051; Business and Professions Code sections 26013, 26067, 26070, 26160 and
26161.
Objective: To ensure that any cannabis handled, managed or sold by The Glass
Lobby is tracked and traced at every point of the inventory management process.
Company principle: Remain compliant.
Blaze is our primary point-of-sale or management inventory tracking system to
track and report on all aspects of the commercial cannabis business including but
not limited to, such matters as cannabis tracking, inventory data, gross sales (by
weight and by sale), time and date of each sale, etc.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
54
Track and Trace Procedures
● The Glass Lobby will have in place a point of sale or management
inventory tracking system to track and report on all aspects of the
commercial cannabis business including, but not limited to, such matters
as cannabis tracking, inventory data, gross sales (by weight and by sale),
time and date of each sale, etc.
● All transactions will be entered into the track and trace system by 11:59pm
PT, on the day transactions occurred.
● We will only enter and record complete and accurate information into the
track and trace system, and will correct any known errors entered into the
track and trace system immediately upon discovery.
● The Glass Lobby will record in the track and trace system, all commercial
cannabis activity, including any:
1. Packaging of cannabis goods.
2. Sale of cannabis goods.
3. Transportation of cannabis goods to a licensee.
4. Receipt of cannabis goods.
5. Return of cannabis goods.
6. Destruction and disposal of cannabis goods.
7. Laboratory testing and results.
8. Any other activity as required by any other licensing
authority.
● The following information will be recorded for each activity entered in the
track and trace system:
1. Name and type of cannabis goods.
2. Unique identifier of the cannabis goods.
3. Amount of the cannabis goods, by weight or count.
4. Date and time of the activity or transaction.
5. Name and license number of other licensees involved in the
activity or transaction.
6. If the cannabis goods are being transported, The Glass
Lobby will transport pursuant to a shipping manifest
generated through the track and trace system as well as:
a. The name, license number and premises address of the originating licensee.
b. The name, license number, and premises address of the licensee transporting
the cannabis goods.
c. The name, licensee number, and premises address of the destination licensee
receiving the cannabis goods into inventory or storage.
d. The date and time of departure from the licensed premises and approximate date
and time of departure from each subsequent licensed premises, if any.
e. Arrival date and estimated time of arrival at each licensed premises.
f. Driver’s license number of the personnel transporting the cannabis goods, and
the make, model and license plate number of the vehicle used for transport.
Destruction and disposal of cannabis
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
55
● If cannabis goods are being destroyed or disposed of, the licensee will
record in the track and trace system the following additional information:
1. The name of the employee performing the destruction or disposal.
2. The reason for destruction or disposal.
3. The name of the entity being used to collect and process cannabis
waste.
● Description for any adjustments made in the track and trace system,
including, but not limited to:
1. Spillage or fouling of the cannabis goods.
2. Any event resulting in exposure or compromise of the cannabis
goods.
3. Any other information as required by any other applicable licensing
authority.
Loss of access
● If at any point, The Glass Lobby loses access to the track and trace
system for any reason, we will prepare and maintain comprehensive
records detailing all commercial cannabis activities that were conducted
during the loss of access.
● The licensee will both document and notify licensing authorities
immediately:
1. When access to the system is lost;
2. When it is restored; and
3. The cause for the loss of access.
● We will submit the Notification and Request Form, BCCLIC -027 when
connectivity is lost.
● Once access is restored, all commercial cannabis activity that occurred
during the loss of access will be entered into the track and trace system
within three business days of access being restored.
● The Glass Lobby will not transport, transfer or deliver any cannabis goods
until such time as access is restored and all information recorded in the
track and trace system.
System reconciliation
The Glass Lobby will reconcile the physical inventory of cannabis goods at the
licensed premises with the records in the track and trace database at least once
every 14 days. If we find a discrepancy between its physical inventory and the
track and trace system database, the licensee will conduct an audit.
Cannabis Inventory Control -
Applicable law: Pursuant to the California Code of Regulations sections 5423 -
5324, our management and staff will adhere to both local and state laws and
regulations as it relates to inventory control in the City of Fresno.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
56
Objective: To ensure that any cannabis handled, managed or sold by The Glass
Lobby is managed and accounted for in the most efficient and effective manner
possible.
Company principle: Stay consistent.
Data Management -
Applicable law: Pursuant to the California Code of Regulations sections 5048 and
5051 in association with our own internal company policy. The Glass Lobby
management and staff will adhere to both local and state laws and regulations as
it relates to data management in the City of Fresno.
Objective: To ensure that privacy records, financial records, cost tracking, and
analysis, inventory levels and compliance data are safely and securely stored
within the cloud software.
Company principle: Remain compliant.
Data management
Data will be stored by The Glass Lobby using industry specific cloud storage
software. Our first priority is to ensure that such a system provides secure
electronic access to health data that is compliant with privacy rules and HIPAA
Compliance (Health Insurance of Portability and Accountability Act). HIPAA
Compliance ensures that data could never be released without either the
patient’s written consent or by court subpoena. Data is stored at an off-site
HIPAA-Compliant Data Storage Center and is SSL encrypted.
Specifically, we will also ensure that any data storage and web -hosting services
have:
1. A signed Business Associate Agreement (BAA).
2. Monthly vulnerability ability scans of servers.
3. Mitigation of the vulnerabilities discovered by the monthly
vulnerability scans.
4. Server hardening.
5. Off-site backups.
6. Log retention of 6 years.
A licensed CFO is retained and employed by The Glass Lobby to ensure that
appropriate financial systems, policies, procedures and accounts are maintained
accurately by the Company. GAAP Accounting Procedures shall be used. An
independent and certified 3rd party auditor shall also be appointed for annual
accounting compliance and audit checks.
Data reconciliation
The key is to gather information at specific points in the process and then
reconcile that information such that the continuous flow and custody of the
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
57
cannabis product can be monitored and measured. Such information is used at
two levels.
● First, for regulatory reporting purposes.
● Second, as a management tool for making important decisions about the
overall efficiency of the operation.
To that end, information such as cost tracking and analysis, inventory levels and
compliance data is entered into the Data Management System and recorded.
Any differences between expected and actual values or counts are immediately
highlighted and addressed. Further, using various software privileges, individual
employees are held accountable for their tasks and any issues that may arise in
fulfilling those tasks. Each employee is given a specific password, such that
his/her work input can be monitored and corrected, if necessary.
The software systems have a redundancy of backup. Data is stored in secured
hardware off-site cloud storage servers, using the latest in encryption technology.
All data collected is time and date specific, identified by the employee inputting
the data and stored for at least the time required by the State rules. Further,
backup data is taken at regular intervals and stored off-site in secondary secure
locations using portable hard drives. The result is a highly secure, data
processing system with redundancy of operations and storage built in.
Records Retention
The Glass Lobby will keep and maintain the following records related to
commercial cannabis activity for at least seven years:
● Financial records including but not limited to, bank statements, sales
invoices, receipts, tax records, and all records required by the California
Department of Tax and Fee Administration.
● Personnel records including each employee’s full name, social security
number or individual taxpayer identification number, date employment
begins, and date of termination of employment if applicable.
● Training records including but not limited to the content of the training
provided, and the names of the employees that received the training.
● Contracts with other licensees regarding commercial cannabis activity,
including the source(s) of all products.
● Permits, licenses, and other local authorizations to conduct the
licensee’s commercial cannabis activity.
● Security records except for surveillance.
● Cannabis records relating to the composting or destruction of cannabis
goods.
● Documentation for data or information entered into the track and trace
system.
● Other documents prepared or executed by an owner or his employees or
assignees in connection with the licensed commercial cannabis business.
● Accurate books and records in an electronic format, detailing all of the
revenues and expenses of the business, and all of its assets and liabilities.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
58
● Employee register containing the names and the contact information
(including the name, address, and telephone number) of anyone owning
or holding an interest in The Glass Lobby, and separately of all the
officers, managers, employees, and agents currently employed or
otherwise engaged in the business.
● Accurate record of sale for every sale made to a customer. A record of a
cannabis goods sale will contain the following information:
a. The first name and employee number of the retailer employee who processed
the sale;
b. The first name of the customer and a retailer assigned customer number for the
person who made the purchase;
c. The date and time of the transaction;
d. A list of all the cannabis goods purchased, including the quantity purchased; and
e. A total amount paid for the sale including the individual prices paid for each
cannabis good purchased and any amount paid for taxes.
Employee Records
The Glass Lobby will keep the following records of each of its employees on file
at the premises of the business:
● Name, address and phone number of the employee.
● Age and verification of the employee. A copy of a birth certificate, driver’s
license, government issued identification card, passport or other proof that
the employee is at least 21 years of age must be on file wi th the business.
● A list of any crimes enumerated in California Business and Professions
Code Section 6057(b)(4) for which the employee has been convicted.
● Name, address, and contact person for all previous employers of the
employee for the last ten years, including but not limited to, all employers
from which the employee was fired, resigned, or asked to leave and the
reasons for such dismissal or firing.
● The fingerprints and a recent photograph of the employee.
● Verification that the employee is a qualified customer or primary caregiver,
if applicable.
Financial Records
An appropriate financial software (example: Quickbooks) shall be installed and
managed for use by The Glass Lobby with all revenues, expenses, assets and
liabilities accounted for. Annual records (or as requested) shall be made
available to the City detailing all sales revenue on a per month basis. Taxes shall
be estimated at agreed City rates and paid on time to all local and state tax
authorities.
Records Management
Records will be kept in a manner that allows the records to be produced for
licensing authorities at the licensed premises in either hard copy or electronic
form.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
59
Records shall be maintained off-site, in electronic form on a secure SLL -
encrypted server and secured and verified by the Head of Compliance for The
Glass Lobby as needed (consistent with requirements pertaining to patient
confidentiality pursuant to applicable state and federal law).
All records required to be maintained by the business will be maintained for no
less than three years and are subject to immediate inspection by approved City
officials.
Auditing Procedures -
Applicable law: Pursuant to the California Code of Regulations section 5800 (c -e)
and our internal company policies, our officers, manageme nt and staff will adhere
to both local and state laws and regulations as it relates to auditing procedures in
the City of Fresno.
Objective: To ensure accuracy of The Glass Lobby’s systems and processes at
the licensed facilities in the City of Fresno.
Company principle: Remain compliant
Annual Reviews -
Applicable law: This is an internal company policy
Objective: To provide transparency to the City of Fresno as it relates to The
Glass Lobby’s internal processes, records, community engagement, security
measures, labor and employment and site management at the facility.
Company principle: Strive for excellence.
Annual Review
We will submit an annual performance review report for review by the City of
Fresno City Manager’s OFfice. The report will cover all financials, labor and
employment, community engagement, localization initiatives, security measures
and initiatives, odor control initiatives, environmental initiatives and site
management procedures implemented and executed by The Glass Lobby.
Right of Access -
Applicable law: Pursuant to the California Code of Regulations section 5800 (c -e)
and The Glass Lobby internal policies, our officers, management and staff will
adhere to both local and state laws and regulations as it relates to the right of
access in the City of Fresno.
Objective: To provide transparency to the City of Fresno as it related to The
Glass Lobby granting full access to the premises and records at the facility.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
60
Company principle: Remain compliant.
Right of access
We understand that the company is required to allow City officials, employees,
and their designees full access to the premises and records as per the Fresno
Municipal Code.
Packaging Policy -
Applicable law: Pursuant to the California Code of Regulations sections 5303 and
5412-5413, The Glass Lobby management and staff will adhere to both local and
state laws and regulations as it relates to packaging in the City of Fresno.
Objective: To ensure the packaging is compliant throughout the entire life -cycle
of the cannabis and/or cannabis product.
Company principle: Remain compliant.
Packaging regulations
All packaging will meet the requirements of California Business and Professions
Code section 19347 and as a best practice, The Glass Lobby Will also meet the
packaging requirements as outlined by the following standards:
● Poison Prevention Packaging Act, Title 16, Part 1700;
● Code of Federal Regulations, Title 40, part 157.2; and
● American Society for Testing and Materials (ATSM) D3475-15.
Packaging practice: Dispensary Operations
● Any edible cannabis or edible cannabis products sold on -site shall be
labelled and placed in tamper evident packaging which meets the
requirements of the Bureau of Cannabis Control (BCC) as may be
amended from time-to-time or superseded or replaced by subsequent
State legislation or by any department or division of Fresno.
● All items to be sold or distributed shall be individually wrapped at the
original point of preparation by the business permitted as a commercial
cannabis manufacturer. Labeling must include a warning if nuts or other
known allergens are used, and must include the total weight (in ounces or
grams) of cannabis in the package.
● A warning that the item is a medication and not a food will be clearly
legible on the front of the package and/or must comply with state
packaging requirements.
● The package will have a label warning that the product is to be kept away
from children. The label will also state that the product contains cannabis
and must specify the date of manufacture.
Packaging practice: distribution operations
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
61
● The Glass Lobby will not package, re-package, label or re-label
manufactured cannabis products. If this is required, the products will be
sent to the originating entity that holds a manufacturing license.
● If it is determined that during laboratory testing that a manufactured
product is labeled with the incorrect amount of THC per package or
serving but is within the THC limits for sale, The Glass Lobby understands
that it may re-label the package with the accurate THC amount.
● The Glass Lobby also understands that it may re-label packages with the
accurate amount of cannabinoids and terpenoids if laboratory testing
determines that the manufactured product is labeled within incorrect
amounts.
Packaging practice: manufacturing operations
A package used to contain a cannabis product will adhere to the following
requirements:
● The package will protect the product from contamination and will not
expose the product to any toxic or harmful substance.
● The package will be tamper-evident, which means that the product will be
packaged in packaging that is sealed so that the contents cannot be
opened without obvious destruction of the seal.
● The package will be child-resistant. A package that is deemed child-
resistant if it satisfies the standard for “special packaging” as set forth in
the Poison Prevention Packaging Act of 1970 Regulations (16 C.F.R.
section 1700.1(b)(4) ) (Rev. December 1983), which is hereby
incorporated by reference.
● The package will not imitate any package used for products typically
marketed to children.
● If the product is an edible product, the package will be opaque.
● If the package contains more than one serving of cannabis product, the
package will be re-sealable so that child-resistance is maintained
throughout the life of the package.
Label content for cannabis and cannabis-derived products
● Each packaged and labeled product must bear on the label of its primary
packaging in a type size no less than 6 point:
o The identity of the product in a text size reasonably related to the
most prominent printed matter on the panel;
o The universal symbol as described in Section 40412;
o The net weight or volume of the contents of the package;
o The THC content and CBD content for the package in its entirety,
expressed in milligrams per package;
o Name and place of business of the manufacturer or distributor.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
62
● In addition to the above requirements, for edible products, each product
label must contain a “product facts” box listing quantitative content and
nutrient information relevant to the product, including, as applicable to the
product’s content:
o The words “cannabis-infused” immediately above the identity of the
product in bold type and a text size larger than the text size used
for the identity of the product.
o The THC content and CBD content per serving, expressed in
milligrams per serving.
Information panel labeling
The label for a cannabis product will include an informational panel that includes
the following:
● The licensed manufacturer and its contact number or website address;
● The date of the cannabis product’s manufacture and packaging;
● The following statements in bold print: “GOVERNMENT WARNING: THIS
PRODUCT CONTAINS CANNABIS, A SCHEDULE 1 CONTROLLED
SUBSTANCE. KEEP OUT OF REACH OF CHILDREN AND ANIMALS.
CANNABIS PRODUCTS MAY ONLY BE POSSESSED OR CONSUMED
BY PERSONS 21 YEARS OF AGE OR OLDER UNLESS THE PERSON
IS A QUALIFIED PATIENT. THE INTOXICATING EFFECTS OF
CANNABIS PRODUCTS MAY BE DELAYED UP TO TWO HOURS.
CANNABIS USE WHILE PREGNANT OR BREASTFEEDING MAY BE
HARMFUL. CONSUMPTION OF CANNABIS PRODUCTS IMPAIRS
YOUR ABILITY TO DRIVE AND OPERATE MACHINERY. PLEASE USE
EXTREME CAUTION.”
● If the cannabis product is intended for sale in the medicinal-use market,
the statement “FOR MEDICAL USE ONLY;”
● A list of all product ingredients in descending order of predominance by
weight or volume;
● If the edible cannabis product contains an ingredient, flavoring, coloring or
an incidental additive that bears or contains a major food allergen, the
word “contains” followed by a list of the applicable major food allergens.
● If an edible cannabis product, the names of any artificial food colorings
contained in the product;
● If an edible cannabis product; the amount, in grams, of sodium, sugar,
carbohydrates, and total fat per serving;
● Instructions for use, such as the method of consumption or application,
and any preparation necessary prior to use;
● The product expiration date, “use by” date or “best by” date, if any; and
● The UID and, if used, the batch number.
Child resistant packaging
● The Glass Lobby will draw its definition for child-resistant packaging from
the PPPA. The Act defines child-resistant packaging as “designed or
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
63
constructed to be significantly difficult for children under five years of age
to open and not difficult for normal adults to use properly.”
● Prior to delivery by or sale at The Glass Lobby, Sales Associates and
Dispatch staff will package cannabis products in tamper-proof, child
resistant packaging, then label the packages. Labels will include a unique
identifier, which will originate from manufacturers and cultivators for the
purpose of identifying and tracking medical and adult-use cannabis.
● Child resistant packages will not be attractive to children, nor will any
package be sold that is not child -resistant, unless otherwise exempted by
regulation. The Glass Lobby will only use generic food names on labels to
describe edible medical cannabis products.
New and first-time cannabis users (additional packaging)
Each package of medical cannabis sold will include a pat ient educational-safety insert.
The insert will advise patients and customers on the following:
Method or methods of administering individual doses of medical cannabis;
● Any potential dangers stemming from the use of medical cannabis;
● How to recognize what may be problematic usage of medical cannabis and how
to obtain treatment for problematic usage;
● The side effects and contraindications associated with medical cannabis, if any,
which may cause harm to the patient; and
● How to prevent or deter the misuse of medical cannabis by children.
It is a primary goal of The Glass Lobby to ensure that all patients, caregivers and
customers are fully informed about their medicine and cannabis. The Glass Lobby Sales
Associates will welcome any question or potential concerns they have about information
contained on labels and inserts, including how to access company information in
languages other than English. The Glass Lobby will contract with a translation service
and use translation software to create safety inserts for patients in multiple languages.
Providing multilingual services to all customers will ensure that The Glass Lobby
operates with a spirit of inclusiveness and care.
Storage and Handling Policy -
Applicable Law: Pursuant to the California Code of Regulations sections 5033,
5044(c)(2), and 5301, The Glass Lobby management and staff will adhere to
both local and state laws and regulations as it relates to storage and handling in
the City of Fresno.
Objective: To ensure cannabis and cannabis products are safe and secured in
order to protect against deterioration , contamination and product diversion.
Company principle: Remain compliant.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
64
Testing Procedures -
Applicable Law: Pursuant to the California Code of Regulations sections 5302,
5304-5307, The Glass Lobby management and staff will adhere to both local and
state laws and regulations as it relates to testing procedures in the City of
Fresno.
Objective: To establish a trusted testing procedure that will allow The Glass
Lobby to remain compliant with state law, in addition to working with other
licensed commercial cannabis businesses and ensuring they are also in
compliance with the testing procedures established by the City of Fresno.
Company principle: Trust is earned.
Complaints, Returns and Recall Policy -
Applicable Law: Pursuant to the California Code of Regulations section 5410,
The Glass Lobby management and staff will adhere to both local and state laws
and regulations as it relates to complaints, returns and recalls at the facilities in
the City of Fresno.
Objective: To provide a high level of customer service to customers who may
want to complain or return cannabis/cannabis products purchased at our facility.
In the event of a recall, The Glass Lobby management and staff will be able to
execute the process seamlessly by adhering to this policy.
Company principle: Trust is earned.
Customer satisfaction
The Glass Lobby has a complaints, returns and recall policy that is fair, just, and flexible
(when needed) to deal with customer issues immediately. The policy has been designed
to put customers first and adapt to the numerous circumstances where required to
ensure that our patients and customers are managed fairly and justly.
The policy is rigid where it needs to be, particularly in relation to Product Recalls where
there is minimal, or no, flexibility for front-line retail sales staff.
Complaints
● The Glass Lobby appoints the General Manager as the qualified person that will
receive all customer complaints. The General Manager must notify The Glass
Lobby’s Head of Compliance within 12-hours of any complaint by completing a
“Compliant Notice” form which records the time, date, name, location and
situation, regarding where the complaint was received (phone, in store, online,
etc.)
● Once a complaint is received, our Head of Compliance will determine the
following:
o Receive and review product complaints to determine whether the product
complaint involves a possible failure of a produ ct to meet any of its
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
65
specifications and other requirements that, if not met, may result in a risk
of illness or injury; and
o Investigate any product complaint that involves a possible failure of a
product to meet any of its specifications, or any other requirements of this
part, including but not limited to those specifications and other
requirements that, if not met, may result in a risk of injury or illness.
● The Head of Compliance is responsible for sending an initial “Complaint
Received” note to the person that made the complaint within 24 hours.
● The Head of Compliance will review and approve decisions about whether to
investigate a product complaint and review and approve the findings and follow -
up action of any investigation performed. This will be managed weekly in
coordination with the General Manager for the facility where the complaint was
received.
● The review and investigation of the product complaint, and the review by the
Head of Compliance about whether to investigate a product complaint, an d the
findings that follow-up action of any investigation performed, must extend to all
related batches and relevant records. Related batches may include, but are not
limited to, batches of the same product, other batches processed on the same
equipment or during the same time period, or other batches produced using the
same batches or lots of components or packaging components.
● A written record of the complaint, and where applicable, its investigation must be
kept, including:
o Identity of the product;
o Batch, lot or other control number of the product;
o Date the complaint was received and the name, address or telephone
number of the complainant, if available;
o Nature of the complaint including, if known, how the product was used;
o Names of personnel who do the following:
i.Review and approve the decision about where to investigate a product complaint;
ii.Investigate the complaint, and
iii.Review and approve the findings and follow -up action of any investigation performed.
o Findings of the investigation and follow-up action taken when an
investigation is performed; and a Response to the complainant, if
applicable, which should be sent no later than 72-hours after the complaint
was received.
● The procedure for a product complaint that includes a report of an adverse event
(an adverse event is a health related event associated with use of a product that
is undesirable, and that is unexpected or unusual), includes the following:
o Reporting to any public health authority;
o Reporting to the physician of record for the individual reported to have
experienced the adverse event, if known; and
o Product recall.
Returned products
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
66
● Manufacturing, packaging, and/or labeling operations must establish written
procedures describing the receipt, handling, and disposition of returned cannabis
or cannabis derived products.
● Returned products must be identified as such and be quarantined upon receipt.
● Returned products must be reviewed and approved or rejected by quality control
personnel.
● If the conditions under which returned products has been held, stored, or shipped
before or during its return, or if the condition of the product, its containers or
labeling, as a result of shipping or storage, casts doubt on the identity, purity,
strength, composition, or freedom from contamination or adulteration of the
product, the returned product will be rejected unless examination, testing, or
other investigations prove the product meets appropriate standards of identity,
purity, strength, and composition and its freedom from contamination or
adulteration.
● If the reason a product is returned implicates associate batches, an appropriate
investigation must be conducted and must extend to all related batches and
relevant records. Related batches may include, but are not limited to, batches of
the same product, other batches processed on the same equipment or during the
same time period, or other batches produced using the same components of
packaging components. *Rejected returned products returned to the
manufacturing, packaging, labeling and h olding operation must be destroyed as
per regulation.
● A written record must be kept of the return, and where applicable its
investigation, including:
o Identity of the product;
o Batch, lot or other control number of the product;
o Date the returned product was received;
o Name and address from which it was returned, and the means by which it
was returned;
o Reason for the return;
o Results of any tests or examinations conducted on the returned product,
or on related batches, if any;
o Findings of the investigation and follow-up action taken when an
investigation is performed;
o Any reprocessing performed on the returned product;
o The ultimate disposition of the returned product, and the date of
disposition; and
o Names of the quality control personnel who do the following:
i.Review the reason for the product return;
ii.Review and approve any reprocessing, as applicable; and
iii.Review and approve the findings and follow -up action of any investigation performed.
Recall procedures
● The Glass Lobby will establish and implement written procedures for recalling
cannabis products manufactured at the facility that are determined to be
misbranded or adulterated. These procedures will include:
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
67
o Factors which necessitate a recall;
o Personnel responsible for implementing the recall procedures; and
o Notification protocols, including:
i.A mechanism to notify all customers that have, or could have, obtained the product,
including communication and outreach via media, as necessary and appropriate;
ii.A mechanism to notify any licensees that supplied or received the recalled product; and
iii.Instructions to the general public and/or other licensees for the return and/or destruction
of recalled product.
● Procedures for the collection and destruction of any recalled product. Such
procedures will be the following requirements:
o Date the returned product was received;
o Name and address from which it was returned, and the means by which it
was returned;
o Reason for the return;
o Results of any tests or examinations conducted on the returned product,
or on related batches, if any;
o Findings of the investigation and follow-up action taken when an
investigation is performed;
o Any reprocessing performed on the returned product;
o The ultimate disposition of the returned product, and the date of
disposition; and
o Names of the quality control personnel who do the following:
i.Review the reason for the product return
ii.Review and approve any reprocessing, as applicable, and
iii.Review and approve the findings and follow -up action of any investigation performed.
Recall procedures
● The Glass Lobby will establish and implement written procedures for recalling
cannabis products manufactured at the facility that are determined to be
misbranded or adulterated. These procedures will include:
o Factors which necessitate a recall;
o Personnel responsible for implementing the recall procedures; and
o Notification protocols, including:
i.A mechanism to notify all customers that have, or could have, obtained the product,
including communication and outreach via media, as necessary and appropriate;
ii.A mechanism to notify any licensees that supplied or received the recalled product; and
iii.Instructions to the general public and/or other licensees for the return and/or destruction
of recalled product.
● Procedures for the collection and destruction of any recalled product. Such
procedures will meet the following requirements:
o All recalled products that are intended to be destroyed will be quarantined
for a minimum period of 72 hours. The licensee will affix to the recalled
products any bills of lading, shipping manifests, or other similar documents
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
68
with product information and weight. The product held in quarantine will be
subject to auditing by the City.
o Following the quarantine period, the licensee will render the called
cannabis product unusable and unrecognizable and will do so on video
surveillance. A recalled cannabis product that has been rendered
unusable and unrecognizable is considered cannabis waste and shall be
disposed of.
o The Glass Lobby shall dispose of chemical, dangerous, or hazardous
waste in a manner consistent with federal, state, and local laws. This
requirement shall include but is not limited to recalled products containing
or consisting of pesticide or other agricultural chemicals, solvents or other
chemicals used in the production of manufactured cannabis batches, and
cannabis soaked in a flammable solvent for the purpose of producing
manufactured cannabis batches.
o The Glass Lobby shall not dispose of recalled cannabis product in an
unsecured area or waste receptacle that is not in the possession and/or
control ofThe Glass Lobby.
In addition to the tracking requirements, we shall use the trace-and-trace database and
on-site documentation to ensure that recalled cannabis products intended for
destruction are identified, weighed and tracked while on the licensed premises and
when disposed of. For recalled cannabis products, The Glass Lobby shall enter the
following details into the track and trace database; the weight of the product, reason for
destruction, and the date the quarantine period will begin. Lastly, we shall notify the
licensing entity of any recall immediately and no later than 24 hours of initiating the
recall.
Compliance Management -
Applicable Law: This is an internal policy
Objective: to ensure all requirements for our operation in the City of Fresno are
implemented properly and are in alignment with the City’s requirements.
Company principle: Trust is earned
Managing compliance with local and state laws
The General Manager is the head of the business and all commitments
thereunder including ensuring that all commitments to the City and State are
being met. The Glass Lobby will ensure that all obligations, taxes, fees and other
operational procedures are in place.
Specifically, the General Manager will also ensure the following compliance
measures take place:
● Providing all necessary information and reports to local and state
regulatory agencies;
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
69
● Monitoring reports from the inventory control system;
● Tracking any discrepancies between known or expected values, counts,
weights or other information back to the source error;
● Providing input and implementing changes to protocols to correct errors,
and/or other deficiencies in the facility operations;
● Monitoring shipping manifests, inventory levels, inventory weight amounts,
and other seed to sale tracking information;
● Interfacing with security;
● Engaging local counsel when necessary; and
● Any other responsibilities required by management.
Permit Display Policy -
Applicable Law: Pursuant to the California Code of Regulations section 5039 and
the City of Fresno Municipal Code, The Glass Lobby management will comply
with both local and state regulations pertaining to the display of permits and
department licenses.
Objective: To ensure that all local state permits and licenses are properly
displayed at the facility, in a manner requested by all licensing authorities.
Company principle: Remain compliant.
Permit Display
The original copy of any Cannabis Business Permit issued by the City pursuant
to the City of Fresno Cannabis Ordinance, will be posted adjacent to the lobby
entrance located at the facility.
The Glass Lobby understands that permits will be required to renew every 12
months with both the City of Fresno and the State of California.
Filings will be placed at least 60 days before the existing permit expires.
All applicable planning, zoning, building, and other applicable permits from the
relevant authorities which may be applicable to the zoning distri ct in which such
commercial cannabis business intends to establish and to operate will be
obtained by The Glass Lobby prior to any operations commencing.
Noise Reduction Policy
Applicable Law: Pursuant to California Business and Professions Code section
5808(c)(2) and The Glass Lobby INTERNAL POLICIES.
Objective: To create a peaceful and enjoyable environment around the The
Glass Lobby facility. Our management and staff will be good stewards of and
neighbors in the Fresno Community.
Company principle: Trust is earned.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
70
Noise reduction policy
The Glass Lobby has made plans to address concerns about noise emanating
from its facility. We will favor equipment that makes minimal noise in its facility
and will utilize other sound-dampening technologies.
Many of the security features we will use in our facilities (such as reinforced
doors, windows and walls) have the added bonus of being sound -dampening as
well.
The Glass Lobby designed our facility so that any loud equipment in continuous
use (such as the air filtration system) is located inside the building, on the roof, or
properly sound-proofed in order to minimize any disturbance it may cause
neighbors.
Our store hours will also serve to minimize the noise caused by customer traffic,
and all public events held by the company will take place with city permission,
inside its facility during normal business hours.
We will update all noise reduction practices to maintain compliance with the law
and address any further concerns expressed by the public.
Hazardous Materials
Identification of Fire Hazards
The following is a list of potential fire hazards and their associated work areas:
Work Area Fire Hazards
Packaging Workstation Paper, Plastic, Electrical
Work Rooms Paper, Electrical
Store Room Paper, Plastic, Flammable and Combustible Liquids
Break Room Paper, Plastic, Electrical Appliances
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
71
Housekeeping Practices
The following are the fire prevention practices associated with fire hazards identified
above:
Type of fire
hazard
Fire prevention practices
● Paper Waste paper cans emptied daily
Electrical Quarterly inspections of outlets, multi strips, cubicles and
work areas
Flammable
liquids
Store liquids in approved flammable storage cabinet
Electrical
appliances
Quarterly inspections of appliances; employees trained to inspect
appliances prior to use.
Safe Code of Work Practices 120137814
● Flammables, including data sheets, books, rags, clothing, flammable liquids or
trash shall not be placed or stored near heaters or their vents, any electrical
appliance, or other potential sources of ignition.
● Sources of actual or potential heat such as hot plates or electric coffee pots shall
not be placed near flammable materials. Portable space heaters and candles are
prohibited.
● Care must be taken not to block potential escape routes, particularly with
flammable materials.
● Each individual is personally responsible for assuring that extension cords and
multiple plugs are in good condition. Cords that are missing the grounding prong,
are spliced together, or that are missing their protective sheath shall not be
used.
Fire control measures
The following is a list of fire control measures installed or available in work areas:
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
72
Work Area Fire Control Measures
Building Installed and Monitored Sprinkler System
Installed and Monitored Fire Alarm System
Fire Extinguishers 4 units in the facility
Staff trained on proper use
Maintenance and inspection program
Fire Control Measures Inspection Frequency
Sprinkler System Bi-Monthly
Fire Alarm System Annual
Fire Extinguishers Monthly & Annually
Inhalation issues and threat management
The Glass Lobby will have on-site respirators that may be used to protect employees
from inhaling hazardous chemicals in the air in the event of any situation involving such
an issue. In providing respirators for manufacturing employees, we will also implement a
written respiratory protection program. This program will explain h ow respirators will be
used at the facility which includes the following:
● When and how respirators will be used in routine work activities, infrequent
activities, and foreseeable emergencies such as spill response, rescue or escape
situations.
● How respirators in use are cleaned, stored, inspected and repaired or discarded.
● How employees are trained about respiratory hazards.
● How employees are trained on proper use of the respirators.
In order to provide proper protection, respirators must be the right type, must be worn
correctly at all times and must be maintained properly. This is a primary reason why
they are considered as a last resort to protect our employees from airborne chemical
hazards. As such, we will take action to eliminate or reduce th e respiratory hazard
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
73
through various ways like exhaust, ventilation, changes in process, or enclosure of the
process. When possible the use of a hazardous chemical itself can be eliminated.
Respirators are typically used in three different situations:
● Routine or regular exposure to processes or activities involving chemicals
● Infrequent, but predictable occasions where there is chemical exposure
● Emergencies where there is a chemical leak or spill.
The written respiratory program will address all of these situations if they occur or could
occur at the facility. The Director of Operations is in charge of receiving the necessary
training as a respirator program administrator from the OSHA Training Institute. The
administrator will also evaluate the program regularly to make sure procedures are
followed, respirator use is monitored and respirators continue to provide adequate
protection when job conditions change.
Lighting
The front and rear of the facility will be equipped with security lighting as approved by
the City. The entrance and rear of the building lighting shall be continuously illuminated.
Each light shall provide at least 0.1 foot candle intensity. Additionally, the minimal
lighting level of one foot-candle shall be provided at building e ntrances and parking lot
areas. All lighting shall be fully shielded, downward casting and not spilling over onto
structures, other properties or the night sky. Exterior lighting on the premises shall be
balanced to complement the security/surveillance system to ensure all areas of the
premises are visible, and shall provide increased lighting at all entrances to the
premises. The lighting shall be turned on from dusk to dawn.
Electrical: Wiring and Main Room
In accordance with section 605 of the IFC:
● Doors into electrical control panels rooms will be marked with a sign stating
ELECTRICAL ROOM. This means for turning off electrical power to each
electrical service and each individual electrical circuit must be clearly and legibly
marked.
● Electrical panels and electrical disconnect switches will be accessible at all times.
A clearance of 30 inches wide (wider for panels and equipment that exceeds 30
inches in width), 36 inches deep, and 78 inches high is required to be maintained
and free from storage.
● Electrical systems will be maintained and in good repair without exposed wiring,
open junction boxes, or damaged equipment that could present an electrical
shock or fire hazard.
● Power strips with built-in overcurrent protection (“circuit breakers”) are allowed,
provided they are plugged directly into a permanent electrical receptacle. Power
strips may not be plugged into additional power strips. A power strip’s cord may
not run through walls, above ceilings, or under doors or floor coverings. If power
strips show evidence of physical damage, they must be replaced by the General
Manager/Supervisor.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
74
● Extension cords may only be used to provide temporary power to portable
electric appliances. Extension cords may not be used as a substitute for
permanent wiring and may not be affixed to structure, extended through walls,
ceilings or floors or under doors or floor coverings. Multi-outlet extension cords
that do not have built-in overcurrent protection (“circuit breakers”) are not
allowed. If extension cords show evidence of physical damage, they must be
replaced immediately by the General Manager/Supervisor.
Sanitation process
Respirators will be cleaned and sanitized every 7 days or whenever they are visibly
dirty. Respirators will be cleaned according to the manufactu rer’s instructions. All
respirators will be inspected before and after every use and during cleaning. In addition,
emergency respirators and self-contained tank-type supplied air respirators in storage
will be inspected monthly.
Respirators will be inspe cted for damage, deterioration or improper functioning and
repaired or replaced as needed. Repairs and adjustments shall be done by a hired 3rd
party contractor who is trained in respirator maintenance and repair. Supplied air
respirators will be checked for proper functioning of regulator and warning devices and
amount of air in tanks were used. When supplied air respirators are used, any repairs or
adjustments needed will be done by the manufacturer or technician trained by the
manufacturer.
Inspections
The Safety Coordinator or his or her designee will must inspect the company’s facility
quarterly to identify potential hazards using the OSHA Self-Inspection Checklist. A
responsible party must be assigned to correct all hazards as soon as possible. If the
hazard is extreme, the inspector in his or her discretion may contact the Safety
Coordinator to terminate operations until corrected. Per OSHA recommendations,
inspections must cover:
● Processing, receiving, shipping and storage - equipment, job planning, layout,
heights, floor loads, projection of materials, material handling and storage
methods, training for material handling equipment.
● Building and grounds conditions - floors, walls, ceilings, exits, stairs, walkways,
ramps, platforms, driveways, aisles.
● Housekeeping program - waste disposal, tools, objects, materials, leakage and
spillage, cleaning methods, schedules, work areas, remote areas, storage areas.
● Electricity - equipment, switches, breakers, fuses, switch-boxes, junctions,
special fixtures, circuits, insulation, extensions, tools, motors, grounding, national
electric code compliance.
● Lighting - type, intensity, controls, conditions, diffusion, location, glare and
shadow control.
● Heating & ventilation - type, effectiveness, temperature, humidity, controls,
natural and artificial ventilation and exhausting.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
75
● Machinery - points of operation, flywheels, gears, shafts, pulleys, key ways, belts,
couplings, sprockets, chains, frames, controls, lighting for tools and equipment,
brakes, exhausting, feeding, oiling, oiling, adjusting, maintenance.
● Personnel - training, including hazard identification training, experience, methods
of checking machines before use, type of clothing, PPE, use of guards, tool
storage, work practices, methods for cleaning, oiling, or adjusting machinery.
● Hand & power tools - purchasing standards, inspections, storage, repair, types,
maintenance, grounding, use and handling.
● Fire prevention - extinguishers, alarms, sprinklers, smoking rules, exits,
personnel assigned, separation of flammable materials and dangerous
operations, explosion proof fixtures in hazardous locations, waste disposal and
training of personnel.
● Maintenance - provide regular and preventative maintenance on all equipment
used at the worksite, recording all work performed on the machinery and by
training personnel on the proper care and servicing of equipment.
● PPE - type, size, maintenance, repair, age, storage, assignment of responsibility,
purchasing methods, standards observed, training in care and use, rules of use,
method of assignment.
● Transportation - motor vehicle safety, seat belts, vehicle maintenance, safe driver
programs.
● First aid program/supplies - medical care facilities locations, posted emergency
phone numbers, accessible first aid kits.
● Evacuation plan - establish and practice procedures for an emergency
evacuation. Include escape routes and procedures, critical plant operations,
employee accounting following an evacuation, rescue and medical duties and
ways to report emergencies.
Safety rules
These safety rules are designed to provide employees with knowledge of the
recognized and established safe practices and procedures that apply to many of the
work situations encountered while employed by our company.
It would be impossible to cover every work situation. If any employee is in doubt about
the safety of any condition, practice or procedure, they must consult their immediate
supervisor for guidance. Any employee that willingly disregards a safety rule may be
terminated.
Alcohol and other drugs
No illegal drugs or alcohol will be allowed on the worksite. Employees must notify their
manager and/or the Safety Coordinator if they are taking any prescription medications
that might affect their performance. The use of prescribed medication will be
accommodated to every extent possible.
Driving
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
76
While driving a company vehicle or driving a personal vehicle for company business,
employees must obey traffic laws and signs at all times. Seat belt use is required, and
employees must obey posted speed limits.
Lifting
When employees are required to lift an item, they should always seek mechanical
means first. If an item must be lifted manually, employees will refer to the detailed lifting
safety rules before performing the task.
Falls
When working above a lower level (4 feet in general industry, 6 feet in construction) with
unprotected sides, edges or openings, employees will protect themselves by use of
guardrails or an approved personal fall-arrest system.
Personal protective equipment
Appropriate PPE must be worn at all times during hazardous operations. If an employee
has any questions or needs PPE, they must notify their manager and/or Safety
Coordinator. Employees are required to wear approved eye and face protection when
sawing, grinding, drilling, using air tools or performing any other task that could
generate flying debris. When working with chemicals, employees must wear the
required protective eyewear. Gloves will be worn when handling metal, rough wood,
fiberglass and other sharp objects. Hard hats will be provided when there are overhead
hazards. Appropriate footwear, long sleeved shirts, long pants, high visibility vest,, etc.
should also be worn.
Employee responsibilities
Each employee is responsible to perform ta sks safely and read all safety documentation
related to their assigned tasks. If an employee is not properly trained in a function, they
must notify their immediate supervisor. Not all work procedures can be addressed. The
following items are examples of work conditions in some operating unity, but are not all-
inclusive.
● Do not stand on furniture to reach high places. Always use a ladder or step stool.
● Use handrails when ascending or descending stairs or ramps.
● Close all drawers to cabinets after use to prevent tripping or bumping hazards.
● Keep cords neatly banded to prevent tripping hazards.
● Use extra caution when transporting glass to avoid breakage and cuts.
● Keep floors clear of water by mopping during and after watering to avoid slips
and falls.
● Wear respirators when mixing and spraying chemicals.
● Wear PPE when performing hazardous.
● Ensure all exhaust equipment and emergency shut offs are operational prior to
beginning work.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
77
Safety rules are provided as guidelines for safe operations. All employees mu st follow
these rules as a condition of employment. The IIPP applies to all employees and
contractors.
Enforcement of Policies and Procedures
Employees will be subject to disciplinary actions for violations of safety rules. Managers
are responsible for the enforcement of safety rules. Employees will be afforded
instructive counseling and/or training to assure a clear understanding of the infraction
and the proper conduct under organizational guidelines. All training will be documented
on a safety rule violation notice form and placed in the employee’s personnel file.
Nothing in this policy or this safety program will preclude management from terminating
an employee for a safety violation. This is not a progressive discipline system and any
safety violation may lead to termination without prior instruction or warning.
Management reserves the right to impose any of the following disciplinary actions it
deems appropriate:
● Verbal warning with documentation in personnel file.
● Written warning outlining nature of offense and necessary corrective action with
documentation in personnel file.
● Termination.
Management will be subject to the above disciplinary action for the following reasons:
● Repeated safety rule violations by employees under their supervision.
● Failure to provide adequate training prior to job assignment.
● Failure to report accidents and provide medical attention to employees injured at
work.
● Failure to control unsafe conditions or work practices.
● Failure to maintain good housekeeping standards and cleanliness in their
departments.
Insurance and risk management
The Glass Lobby shall procure and maintain, at its sole cost and expense, in a form and
content satisfactory to Fresno, the following policies of insurance in the amounts and
the types that are acceptable to Fresno with minimal coverage provided.
Throughout the life of the permit, The Glass Lobby shall pay for an maintain in full force
and effect all policies of insurance required hereunder with an insurance company either
admitted by the California Insurance Commissioner to do business in California, or
authorized by the City Manager or his/her designee and in his/her discretion/ The
following policies of insurance are required:
● Commercial General Liability Insurance
o Shall be at least as broad as the most current version of Insurance Services
Office Commercial General Liability Coverage Form CG 00 01 and include
insurance for “bodily injury,” “property damage,” and “personal and advertising
injury” with coverage fo r premises and operations, products and completed
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
78
operations, and contractual liability with limits of not less than two million dollars
per occurrence for bodily injury and property damage, one million dollars per
occurence for personal and advertising injury, four million dollars aggregate for
products and completed operations and four million dollars general accident.
● Commercial Automobile Liability Insurance
o Shall be at least as broad as the most current version of Insurance
Services Office form CA 00 01 and shall include coverage for “any auto”
with limits of liability of not less than one million dollars per accident for
bodily and property damage.
● Workers’ Compensation Insurance
o Required under the California Labor Code.
● Employees’ Liability Insurance
o With minimum limits of one million dollars each accident, one million
dollars disease each employee and one million dollars disease policy
limit.
The Glass Lobby shall be responsible for payment of any deductibles or self -insured
retention contained in any insurance policies required hereunder.
ADHERENCE TO STATE AND CITY
POLICIES AND DIRECTIVES
This document and all Standard Operating Procedures adopted by The Glass Lobby
will conform to all applicable legislation, policy and other directives.
MAUCRSA - Medical Cannabis Regulation and Safety Act (June 2017): Also known
as Senate Bill 94, this legislation created the general framework for the regulation of
commercial medicinal cannabis in California.
State of California Regulations (January 2019): The Office of Administrative Law
officially approved the state regulations for cannabis businesses across the supply
chain. Drafted by the Bureau of Cannabis Control, these regulations provide the formal
law for the governance and management of cannabis operations in the State of
California.
City of Fresno Municipal Code
Any directives and issuances from California’s cannabis governing bodies:
Bureau of Cannabis Control
● BCC Disciplinary Guidelines
● Transportation Procedures (Form BCC-LIC-015)
● Non-Laboratory Quality Control Procedures (Form BCC-LIC-017)
● Security Procedures (Form BCC-LIC-018)
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
79
● Delivery Procedures (Form BCC-LIC-020)
● Sampling Procedures (Form BCC-LIC-021)
● Sampling Preparation Procedures (Form BCC -LIC-022)
● Data Package Cover Page and Checklist (Form BCC-LIC-024)
● CEQA Exemption Petition (Form BCC -LIC-025)
● CEQA Project-Specific Information (Form BCC-LIC-026)
● Bureau Notification and Request (Form BCC -LIC-027)
● Poison Prevention Packaging Act of 1970 Regulations (Revised July 1995)
Department of Food & Agriculture
● Approved CDFA regulations
California Department of Public Health
● Approved CDPH regulations
Verify the client ID verification system is operating properly
● Make sure fresh trash bags are in the trash can
● Double check the lobbies glass walls to make sure they are impeccably clean
● Check the phones for any voicemails or text messages that were missed from the
prior day or left after hours. Take note of the messages and forward to the
appropriate employee for remedy. If the receptionist is able to answer the
question/s themselves then they may immediately respond to all text messages via
their own text message
● All voicemails will be called back starting at 9am
1. The delivery drivers opening duties are:
● Gas the cars up that are in the delivery bay one at a time to ready the fleet for the
upcoming day
● Make sure the interior and exterior of all the cars is spotless
● Sign into the Blaze delivery driver app
● Get familiarized with the delivery specials of the day, and pick three they will be
responsible to memorize and recite the specs on
● Make sure to be at the 5:55 pre shift meeting where all the budtenders and drivers
recite the specs for the three specials they memorized
● Await being dispatched to the first delivery route
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
80
2. The budtenders opening duties are:
● Properly arrange the product sample displays at the budtending stations and “The
Grove”
● Make sure all trash cans in the bud room have a fresh bag
● Check their assigned budtending stations to make sure they are clean and properly
arranged. Once complete they will repeat the inspection on the remainder of the
budtending stations to ensure uniformity
● Sign into the Blaze POS system and connect their Blaze ID to the appropriate
budtending station
● Familiarize themselves with the specials of the day and menu changes
● Pick three special items they will be responsible to memorize and recite the sp ecs
on
● Make sure to be at the 5:55 pre shift meeting where all the budtenders and drivers
recite the specs for the three specials they memorized
● Retrieve the cash drawer from the manager and count the in small bills and
change to make sure it's exactly. Once the is verified, insert the drawer
into the register. Sign the verification log and return to the manager
● The lead Sales Associate will be in charge of making sure the TV’s are
completely updated with the menu and specials, if updates are required it will be
that Sales Associates job to do them
● Return to the assigned budtending station and await the arrival of the customers
3. The product specialist opening duties are:
● Retrieving all of the samples from the safe, pack them in their appropriate totes
and give them to the Sales Associate/s to stock at the respective budtending
stations and “The Grove”
● To go about stocking their expo station with the daily pars for each product sku
from the inventory in the safe room
● Assemble all delivery pre orders
● Assemble the A.M. delivery inventory totes of additional products they can take
with them on their first route . Paying careful attention to keep their total retail
inventory worth under including the pre orders as mandated by state
guidelines
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
81
● Top off the stock on the takeout bags
● Assemble all in store pre orders
● Assemble orders as in store visits begin
4. The external security guards opening duties are:
● Walk around the entire block and pick up any liter encountered
● Return to the main entrance and stand guard until opening
5. The manager/owners opening duties are:
● Disarm the alarm
● Unlock the safe room and safes
● Verify the WiFi is working properly
● Check the manager log from the prior day for any pressing issues
● Provide a list of the days delivery, and in store specials to the Sales Associates
and drivers
● Verify all distribution orders marked for delivery that day
● Inspect the budtending stations to ensure accurate and uniform setup along with
cleanliness
● Verify each Sales Associate is assigned to the correct budtending station in Blaze
● Inspect “The Grove” and make sure all product is properly displayed and the area
is clean
● Inspect the lobbies glass walls to make sure they are impeccably clean
● Inquire if there were any messages left for management from the day or night
before
● Check with the receptionist to make sure they are ready
● Unlock the main entrance at 6:00 exactly
● Ready for a busy day
Daily Closing Procedures
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
82
1. Begins with a last call announcement at 9:50pm to any patrons currently in the building,
letting them know they will have until 9:55 to complete their order.
2. At 9:57 a manager will inform the external security guard to place cones blocking the
entrance into the covered parking garage and the overflow parking, then the manager will
lock the main entrance door.
3. Once the main entrance is locked the receptionist closing duties will be:
● Checking to ensure the clients information is all accurately updated and complete
● Cleaning and sanitizing the lobby’s chairs, tables and shareable surfaces
● Clean the glass walls of the lobby from both sides (lobby and bud room)
● Dump the trash can into the designated bud room trash can, replace the bag
● Sweeping and mopping the lobby floor
● Clean and sanitize “The Grove” once all product samples have been removed
● Inform the manager you are complete
● Offer help to others still finishing their closing duties, if no help is required wait
patiently for the remainder of the team to finish
4. Once the main entrance is locked the Sales Associates closing duties will be;
● Closing out their Blaze POS stations by running a closing report detailing their
sales, cash collected and debit payments received
● Counting their cash and debit payment receipts to ensure everything matches
● Turn all cash, receipts and POS reports in to the required manager
● Remove all product samples from the Sales Associate’s individual budtending
station and place them into a a tote marked with the same number as the station
● Turn in their numbered budtending stations tote to the inventory specialist
through the wall locker otherwise used to receive orders for patients
● Remove the product samples from “The Grove”, place into a tote marked TG and
turn in to the product specialist through any of the budtending wall lockers
● Clean and sanitize budtending stations starting with their own
● Dump all bud room trash cans into the consolidated trash cans provided by the
product specialist
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
83
● Sweep and mop the bud room floors
● Inform the manager you are complete
● Offer help to others still finishing their closing duties, if no help is required wait
patiently for the remainder of the team to finish
5. Once the main entrance is locked the product specialist closing duties will be:
● Remove all inventory from the expo station and return it to the safe room
● Return the TG and numbered totes from the wall lockers to the safe room
● Place larger trash cans on the bud room floor for employees to consolidate trash
● Perform a manual inventory checklist of all the items currently in store and turn
the inventory checklist into the manager
● The manager will then run an inventory report on Blaze and compare it to the
product specialist inventory checklist to ensure all inventory is reconciled nightly.
Any discrepancies will be addressed immediately to ensure best practices and
compliance with state and local guidelines
● Clean and sanitize all work stations, wall lockers, and sample totes
● Throw out the consolidated trash in the dumpster in the delivery bay
● Sweep and mop the floor
● Inform the manager you are complete
● Offer help to others still finishing their closing duties, if no help is required wait
patiently for the remainder of the team to finish
6. Once the main entrance is locked the external security guard’s closing duties will be:
● A final walkthrough of the overflow parking lot, upon confirming the parking lot
is empty and free of any liter the entrance and exit gate will be locked
● Make sure the sidewalks and alley are free of loiterers and liter
● Perform a final walkthrough of the covered parking garage, making sure all
clients have left and the garage is free of any liter. Upon completion of the
walkthrough, the alley door to the covered parking garage will be closed and
locked
● If they have a car parked in the parking garage they will move it out onto M street
at this time
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
84
● They will then return to outside the main entrance and inform the manager via
walkie talkie they have completed their phase one closing duties
● Once all employees have exited the building lock the last door to the parking
garage and return the keys to the manager completing the last of their closing
duties
7. Once the main entrance is locked the manager/owner’s closing duties will be:
● Double check to make sure the delivery bay is closed and secure
● Make sure the door leading from the delivery bay to the back area is locked and
secure
● Run closing reports through Blaze POS system
● Reconcile closing reports, cash and reciepts turned in by the Sales Associates
● Once all reports, cash and receipts have been accounted for and are accurate, they
will be immediately locked away in a safe in the safe room
● Walk the floor to ensure all samples have been removed and returned to the
product specialist
● Check the product specialist expo station to ensure all inventory has been
removed
● Run inventory reports and compare them with the product specialist’s manual
inventory checklist to ensure accuracy and compliance
● In between all tasks double check the external cameras to verify the security
guards safety and that the grounds outside the building remain vacant
● Once the accuracy of the inventory has been verified, all inventory and samples
are deposited into the safes, which are then locked. After double checking the
safes to ensure they’re locked, the safe room is then exited and the door to the
safe room is locked
● The product specialist work station is inspected to verify they completed their
closing duties
● The remainder of the back area is inspected to verify everything is clean and
properly organized, the back area is then exited and the door to enter the back area
is locked
● Each budtending station is inspected to ensure closing duties were executed
properly
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
85
● “The Grove” is inspected to ensure it’s clean and free of samples
● The receptionist area and lobby are inspected to ensure the closing duties were
completed
● The door from the lobby to the budtending room is locked and all employees
minus the external security guard congregate in the lobby
● All employees (minus the external security guard who is employed through a third
party) clock out via the receptionist terminal
● Cameras are checked by the manager to ensure the surrounding area remains
vacant, upon confirmation the main entrance door is unlocked and all employees
exit together
● The manager then locks the main entrance door
● All of the employees exit the parking garage either via their vehicles or on foot if
they are not driving, and wait outside on M street. The security guard waits at the
parking garage exit while everyone is leaving
● The manager waits for everyone else to exit the parking garage before exiting
themselves
● Once the manager exits they will alert Matson Alarm Company Inc they have
exited the premises, at which time the gates to the covered and overflow parking
will all be closed and locked along with the keycard access portals being disabled
● The manager will then wait to make sure the security guard is safely in their
vehicle and that everyone else has exited the site safely
● Once everyone has exited safely the manager will be officially done with their
closing duties and may leave the premises
8. The delivery drivers closing duties will be the same whether they finish during normal
business hours or after hours. However, if the drivers are leaving the premises after
normal business hours they will leave with the larger group of workers to ensure the
highest safety protocols. The delivery drivers closing duties will be:
● Closing out their driver Blaze App by running a closing report detailing their
sales, cash collected and debit payments received
● Counting their cash and debit payment receipts to ensure everything matches
● Turn all cash, receipts and POS reports in to the required manager
● Vacuum out the delivery car
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
86
● Sweep delivery bay
● Inform the manager you are complete
● If complete during business hours, the driver may then clock out and leave
● If complete after business hours they are to offer help to others still finishing
their closing duties, if no help is required wait patiently for the remainder of the
team to finish
Customer Check In Procedures
1. Each customer is first screened verbally to determine if they are a first time customer,
first time customers are asked to fill out a brief voluntary membership agreement.
2. Once the membership agreement is complete or if they are a returning customer they are
checked in via our Blaze POS ID verification system which;
● Verifies the validity of the customers ID
● Helps to track their purchases in our inventory system to ensure customers aren’t
“stacking” (making multiple purchases throughout the day in excess of the
maximum daily limits)
3. Once the customer's ID is verified in the Blaze POS system the receptionist will then
verify that the ID matches the individual who is presenting it, before allowing them to
enter the restricted area.
Receiving deliveries during business hours
1. All deliveries will be received in the rear driver bay on the east side of the building where
the delivery cars are parked and stocked
2. The delivery bay is accessible by exiting Butler Ave and pulling into the marked egress
leading to the delivery bay. Once the driver has pulled into the egress a manager or
product specialist will activate the automatic gate allowing the driver to enter the delivery
bay
3. Once the driver has entered the delivery bay and is clear of the gate, the manager or
product specialist will activate the gate and close it
4. Once the gate to the delivery bay is closed and secure a delivery driver, product specialist
or manager will exit out the back door into the delivery bay and aid the distribution driver
in carrying any product they need help with into the building
5. Once all product has been brought inside from the delivery bay, the door is closed and
locked the manager will look over the distribution drivers manifest to make sure it
matches the retails manifest
6. If the retailer and distributors manifest do not match then the distributor will be
immediately notified and the situation will be reconciled promptly. Once the manifest
match is confirmed then the distribution order will be counted and itemized to ensure its
accuracy. If the order is accurate and complete then the manifest will be picked up in
METRC through the Blaze POS system
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
87
7. Once the items are picked up in METRC the distributors invoice along with the retailers
will be signed and completed
8. The distribution driver will then be tendered any applicable cash and/or have any term
agreement signed off upon
9. Once all payment arrangements and paperwork is complete the distribution driver will
then exit into the delivery bay and enter their vehicle. The door entering the delivery bay
will be closed and locked behind them. The gate to the delivery bay will then be activated
and opened allowing the driver to pull back onto Butler Ave and exit
10. Once the driver has pulled out of the delivery bay and is clear of the gate, a manager or
product specialist will activated the gate and close it
The Glass Lobby Delivery Procedures
1. The delivery will initially launch with four vehicles with demand expected to grow the
fleet number to seven by the end of year one.
2. The vehicles will be hybrids that get industry leading gas mileage.
3. The vehicles will be parked and stationed in the securely fenced delivery bay on the east
side of the building.
4. The vehicles will be outfitted with tracking devices, a product safe bolted to the frame
and a smaller cash safe bolted to the frame as well.
5. Orders for delivery may be made via our online app or through calls/text to the
dispatcher.
6. The product specialist will arrange all customer delivery orders and prepare the additional
inventory for any orders the driver may have to field once already deployed.
7. Delivery drivers will only be deployed once they have an order with them that has
already been placed and are in route to that order, they will not be allowed to drive
around and wait for an order.
8. A driver in route with an order is to call or text (based upon the preference chosen at the
time the order was placed) the customer and provide the customer an eta based upon the
estimated route time provided by Blaze logistics software. The eta should be a five
minute range beginning with the time estimated by Blaze ranging to five minutes later.
Also the customer can track the driver once the driver is in route to their order allowing
the customer to get accurate updates via the app.
9. When the driver is five minutes away they are to once again alert the customer through
text or call of their imminent eta, remind them to have their ID ready and to inquire as to
whether the customer would prefer to meet the driver at their car outside or have the
driver walk up to the customers door with the order.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
88
10. As the driver arrives they will call the customer to alert them they are out front and to
come out with their ID if the customer prefers to meet them outside, otherwise the driver
will exit the vehicle, lock it and walk to the customers door to deliver the package.
11. The driver will first verify the ID when they meet the customer.
12. Once the customer receives their package the cash payment is then received or an online
payment is verified, a receipt is furnished to the customer via Blaze Mobile App for
drivers which has mobile printing functionality and then the driver returns to their
vehicle.
13. Once in their vehicle the driver deposits any cash into the mounted safe and exits the
premises to their next route in Blaze.
14. Once a driver has filled their last order they are to return to The Glass Lobby delivery bay
unless notified otherwise that they have a new order they can fill out of their current
additional inventory which is kept in their mounted safes.
15. If there is an additional order the driver will ready the order from the safety of their
locked vehicle using additional inventory from their mounted inventory safe and deposit
it in smell proof exit packaging before driving to their next delivery.
16. Once the driver has completed their orders and returned to The Glass Lobby delivery bay
egress, a product specialist or manager will activate the automatic gate to let them in,
once they are in the delivery bay the gate will be closed behind them.
17. Once the gate is closed the driver is to empty their inventory and cash safe bringing all
contents inside to the manager on duty.
18. The manager will then count the cash and make sure everything is accurate and the
product specialist will reconcile the inventory brought back with the orders filled by the
driver.
A full-time Certified Public Accountant will be hired to assist in managing financials across the
range of business anticipated. We will also work with an independent auditor twice a year to
ensure that funds are being managed appropriately and in accordance with the law and
regulations.
Our vertically integrated operation in Fresno will enable us to operate a cannabis business that is
significantly margin-advantaged versus our competitors.
In Store Experience
1. Our approach to day to day operations begins outside the walls of the dispensary itself.
We believe strongly in being a positive influence in the neighborhoods we operate in and
internalizing any impacts the operation of our business creates. This begins with a strong
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
89
commitment to a clean neighborhood free of litter. We will contribute to this outcome
through;
a. Weekly litter cleanups in the neighborhoods surrounding our retail location
performed through our Clean Fresno affiliation and participation with other local
charities
b. Along with daily perveying for trash by the external security guards on our retail
block and the blocks surrounding
2. Both inside and outside our walls our establishment will have a strictly enforced no
littering, loitering or smoking policy which will be clearly communicated on the
membership agreement and via multiple redundant signs. This policy will apply to those
on the premises and those who have not yet entered or who are exiting. Those who
violate our policy will be banned, thus having their membership permanently revoked.
We believe by keeping our neighborhood clean, we improve the mutual experience of our
neighbors and patrons
3. Through negative air flow, ionic air purifiers, a policy of sealed exit packaging and a
strictly enforced no loitering or smoking policy we work to ensure the neighbors never
deal with any odors associated with cannabis
4. All of this culminates with the patron approaching our premises and not seeing any litter
in the area
5. As the patron pulls into the covered parking lot, parks and exits their vehicle they never
smell cannabis and enjoy the discretion provided by the covered parking
6. Upon entering the main entrance the patron walks through a metal detector which is used
to ensure the premises are maintained as a weapon free site for customers and employees
7. The patron is then greeted non verbally once they are within ten feet of the receptionist
and greeted verbally once they are within five feet of the receptionist unless the
receptionist is otherwise busy with another customer. If the receptionist is helping
another customer then the patron can wait in the clearly marked line behind the person
currently being helped
8. The receptionist inquires as to whether or not this is the patrons first visit
a. If it is the patient's first visit, they will be asked to fill out a very brief
membership agreement detailing our policies, informing them of our website and
mobile app and allowing them to leave us their contact info to be alerted of future
deals they may not otherwise qualify for
b. Upon completing the membership agreement the patron has their ID scanned into
our Blaze POS system where their ID is verified as authentic and over the age of
21. The scan also allows us to track what the patron orders creating more
opportunity to provide a custom retail experience
c. The receptionist verifies the person looks like the photo in the ID
d. The receptionist then lets the patron know they are free to enter the bud room and
offers to give them a brief summary of what the bud room offers
e. If the patron doesn’t want to hear the brief summary they will be instructed on
where the doors are leading to the bedroom and then the doors will be buzzed to
deactivate the locks and allowing the patron enter
f. Should the patron choose to hear that brief summary they will be told about
i. Our mobile app which offers the functionality of ordering and paying in
store or out
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
90
ii. “The Grove” and how it functions as a self ordering station when paired
with our mobile app
iii. How smelling and viewing the samples works - they must rotate the lid to
open the sample up for smelling and we ask that the lid be closed after
their done smelling the sample
iv. Payment options -cash, debit/ATM purchase (with the relevant service
charge) ACH -billing via peoples online banking information
v. The delivery option for future reference
vi. In person service available with our Sales Associates at their respective
stations
vii. The patron is then directed to the doors entering into the bud room and the
receptionist buzzes the doors unlocking them and allowing the customer to
enter
9. Once inside the bud room the patron is free to browse “The Grove”, smell/look at
samples and if they download the mobile app, they can place a self checkout order
10. The self checkout order can be assimilated via scanning the QR or bar codes on the
samples, with the camera on the smartphone while having the app open. Or from picking
them out on the app itself
● Once an order has been placed on the app the customer will have the option of
paying through the app or paying in store. If they choose to pay through the app
then they can pay via debit or ACH (by providing their online banking info
through a secured third party site)
● Once they have finalized their order the customer can approach the self checkout
kiosk or budtending stations, have the QR code generated at the completion of
their online ordering scanned and pay for the order if they have not already paid
online. The customer may pay in person via cash, debit/ATM, or ACH
● The products will then be passed to the customer through our frosted glass self
checkout windows in its smell proof exit packaging in the case of the self
checkout kiosk. Or to the Sales Associate in smell proof exit packaging through
the inventory cubby contained behind each budtending station
● The customer is then provided a printed receipt itemizing all items purchased and
the taxes levied on the transaction as required by the City of Fr esno and the State
of California
● Once the customer has their order and receipt they are free to exit back into the
lobby through the same double doors and then into the parking garage to depart
the premise
11. The other option for self checkout is to order directly from the kiosk themselves which
will have full menus available to browse on tablets they just don’t have samples available
at their stations
● The kiosk can take cash, ATM/debit or ACH
● The customer just has their ID scanned, picks the items and selec ts payment type
● Once payment is rendered a receipt will immediately be printed
● The items will be deposited in the frosted glass lockers, underneath the kiosk
station, in smell proof exit packaging by the product specialist
● Once the items have been deposited in the frosted glass lockers the glass will turn
clear alerting the customer their order is ready for pickup
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
91
● The customer will then pick up their order and exit the budroom via the double
doors to the lobby once in the lobby they will exit the main entrance and the
premises
12. For customers seeking a more traditional retail experience they can visit the budtending
stations where Sales Associates;
● Can walk them through any questions they may have while the customer browses
● Be a liaison as the customer smells and observes the samples of flower or
concentrates
● Make recommendations based on need
● Inform the customer of the specials if they otherwise aren’t aware and are
interested in hearing them
● Compile the customers order and act as the cashier, providing a printed receipt
once payment is received
● Remove the order from the product locker, itemize each item in the order in front
of the customer to confirm they have received everything they believed they were
supposed to
● Once the order is confirmed by the customer it will be deposited in smell proof
exit packaging and given to the customer
● The receptionist will deactivate the magnetic locks on the lobby doors allowing
the customer to re-enter the lobby before exiting the main entrance and ultimately
the premises
Marketing goals
Our core marketing goals from the plan and strategies we have developed include:
1. Create and build a locally connected business that delivers a 40% market share in year 1
of operations among legal and licensed dispensaries in Fresno.
2. Build hype and intrigue surrounding the business and its products through a clever mix of
endorsements and social media, perceived exclusiveness and branded content.
3. Drive top of mind awareness through an always-on, digitally focused social media and
content strategy.
4. Create loyalty to the brand by delivering and living our core value: We aim to provide
safe, consistent products while becoming your friendly neighborhood one-stop-shop for
all your cannabis needs. Educate consumers about the harmful effects of consuming
untested, unregulated and non-compliant cannabis by promoting the statewide public
education campaign Get #weedwise (https://bcc.ca.gov/consumers/weedwise.html).
Product range:
The Glass Lobby will retail a wide range of branded cannabis and cannabis-related products
from our Fresno microbusiness. These products will range from highly regarded premium brands
through to a range of premium and everyday house brands produced under our own label.
We are leveraging our relationships in the market to ensure that The Glass Lobby holds
exclusive rights to retail premium brands. These supply agreements ensure that we will attract
savvy customers and who know what brands they can trust.
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
*****CONFIDENTIAL: THIS DOCUMENT CONTAINS TRADE SECRETS. *******
92
Pricing strategy
We are looking to offer cannabis products ranging from mass-market through to premium
branded products, with prices at all levels. Our ranges will align with the customer’s desire - with
each upward movement in price corresponding to a desired physical and/or emotional effect or a
discernible increase in potency and/or product quality.
THE GLASS LOBBY
2305 Los Angeles St. Fresno, CA 93721
I, Kevin Chandler, CEO and Founder of The Glass Lobby commit that within no more than one
year of receiving a commercial cannabis business permit, at minimum on our premises at all
times, we will have one supervisor and one employee of The Glass Lobby that will have
completed a 21-hour Cal-OSHA course offered by a duly authorized training provider, in
accordance with City and State laws and regulations.
Name: ________________________
Signature: ________________________
Date: ________________________
DocuSign Envelope ID: 53FF2AA9-69BB-4691-B617-AA45486D6E05
chandler
12/4/2020
kevin
The Glass Lobby
Retail Dispensary
Facility Address:
2305 Los Angeles Ave.
Fresno, CA 93721
Prepared on:
12/03/2020
Prepared by:
Kenneth D. Garrett Jr
Canopy Security Group, Inc.
Security Plan Table of Contents