HomeMy WebLinkAboutC-20-92 Fresh Farms RedactedApplicant (Entity) Information
Application Type
Proposed Location
Commercial Cannabis Business
Permit Application
C-20-92
Submitted On: Dec 04, 2020
Applicant
Thomas Wood
559-296-2333
Applicant (Entity) Name:
TYL Business Solutions Inc.
DBA:
Fresh Farms
Physical Address:
3217 Carson St Unit 333
City:
Lakewood
State:
CA
Zip Code:
90712
Primary Contact Same as Above?
Yes
Primary Contact Name:
Thomas Wood
Primary Contact Title:
CEO
Primary Contact Phone:
559-296-2333
Primary Contact Email:HAS ANY INDIVIDUAL IN THIS APPLICATION APPLIED FOR
ANY OTHER CANNABIS PERMIT IN THE CITY OF FRESNO?:
Yes
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:
Corporation
Property Owner Name:
Shawstone Tenants In Common
Proposed Location Address:
4931 N. Blackstone Ave
City:
Fresno
State:
CA
Zip Code:
93726
Property Owner Phone:
559-650-1202
Property Owner Email:
--
Assessor's Parcel Number (APN):
425-092-30
Proposed Location Square Footage:
Supporting Information
Application Certification
Owner Information
11000
List all fictitious business names the applicant is operating under including the address where each business is located:
--
Has the Applicant or any of its owners been the subject of any
administrative action, including but not limited to suspension,
denial, or revocation of a cannabis business license at any time
during the past three (3) years?
No
Is the Applicant or any of its owners currently involved in an
application process in any other jurisdiction?
Yes
If so, please list and explain:
Thomas Wood, Sigrid Lopez, Damaris Graibe and Candy Heredia - Retail in City of Stanton
I hereby certify, under penalty of perjury, on behalf of myself
and all owners, managers and supervisors identified in this
application that the statements and information furnished in this
application and the attached exhibits present the data and
information required for this initial evaluation to the best of my
ability, and that the facts, statements, and information
presented are true and correct to the best of my knowledge and
belief. I understand that a misrepresentation of fact is cause for
rejection of this application, denial of the permit, or revocation
of a permit issued.
In addition, I understand that the filing of this application grants
the City of Fresno permission to reproduce submitted materials
for distribution to staff, Commission, Board and City Council
Members, and other Agencies to process the application.
Nothing in this consent, however, shall entitle any person to
make use of the intellectual property in plans, exhibits, and
photographs for any purpose unrelated to the City's
consideration of this application.
Furthermore, by submitting this application, I understand and
agree that any business resulting from an approval shall be
maintained and operated in accordance with requirements of
the City of Fresno Municipal Code and State law. Under penalty
of perjury, I hereby declare that the information contained in
within and submitted with the application is true, complete, and
accurate. Iunderstand that a misrepresentation of the facts is
cause for rejection of this application, denial of a permit or
revocation of an issued permit. A denial or revocation on these
grounds shall not be appealable (FMC 9-3319(d)).
Name and Digital Signature
true
Title
CEO
Please note: the issuance of a permit will be determined based
on the application you submit and any major changes to your
business or proposal (i.e. ownership, location, etc.) after your
application is submitted may result in a denial.
All applications submitted are considered public documents for
Public Records Act request purposes.
For details about the information required as part of the
application process, see the Application Procedures &
Guidelines, City of Fresno Municipal Code Article 33 and any
additional requirements to complete the application process. All
documents can be found online via this link.
For questions please contact the City Manager’s Office at
559.621.5555.
Owner Name:
Thomas Wood
Owner Title:
CEO
Commercial Cannabis Application – Retail SECTION 1: Business Plan
Fresh Farms, LLC | 1
SECTION 1 – BUSINESS PLAN ...................................................................................... 3
1.0 – Organizational Chart ....................................................................................................... 4
1.1 – Owner Qualifications ...................................................................................................... 5
1.2 – Startup Costs ................................................................................................................ 12
1.3 – Proof of Capitalization ................................................................................................... 14
1.4 – Financial Proforma ....................................................................................................... 17
1.5 – Opening / Closing Procedures ................................................................................... 22
1.6 – Day-to-day Operations ................................................................................................ 27
1.6.1 i. – Customer Check-In ............................................................................................ 27
1.6.1 ii. – Receiving Deliveries ......................................................................................... 31
1.6.1 iii. – Point of Sale ...................................................................................................... 35
1.6.1 iv. – Customer Count ............................................................................................... 39
1.6.1 v. – Product Line ...................................................................................................... 40
1.6.1 vi. – Delivery Procedures ......................................................................................... 44
SECTION 2 – POLICY & LOCAL ENTRPRISE PLAN .................................................... 49
2.1 – Living Wage .................................................................................................................. 50
2.2 – Employee Benefits ....................................................................................................... 52
2.3 – Training & Education .................................................................................................... 55
2.4 – Social Policy Recruitment ............................................................................................ 60
2.5 – Local Enterprise............................................................................................................. 62
2.6 – Staff Positions ................................................................................................................ 67
2.7 – Labor Peace Agreement ............................................................................................. 70
2.8 – Workforce Plan .............................................................................................................. 71
2.8.1 – Local Hiring .............................................................................................................. 71
2.8.2 – Apprenticeships / Industry Training ..................................................................... 73
2.8.3 – Living Wage ............................................................................................................. 75
2.9 – Social Equity Business Incubation ............................................................................. 75
SECTION 3 – NEIGHBORHOOD COMPATIBILITY PLAN ............................................ 77
3.1 – Complaints ..................................................................................................................... 78
3.2 – Nuisances ...................................................................................................................... 82
3.3 – Odor Mitigation Practices ........................................................................................... 84
3.4 – Odor Sources ........................................................................................................... 85
3.5 – Odor Control ............................................................................................................. 86
3.6 – Odor Control Training & Maintenance .................................................................. 88
3.7 – Waste Management .................................................................................................. 89
Commercial Cannabis Application – Retail SECTION 1: Business Plan
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SECTION 4 – SAFETY PLAN ........................................................................................ 93
4.1 – Safety Plan Preparation ................................................................................................ 94
4.2 – Accident & Incident Reporting .................................................................................... 97
4.3 – Evacuation Routes ..................................................................................................... 100
4.4 – Fire Suppression ........................................................................................................ 102
4.5 – Emergency Training ................................................................................................... 107
SECTION 5 – SECURITY PLAN .................................................................................. 111
5.1 – Security Plan Preparation .......................................................................................... 112
5.2 – Security Premises Diagram ....................................................................................... 114
5.2.1; 5.2.2 – Premises Diagram .................................................................................... 117
5.2.3 – Cannabis Activities .............................................................................................. 119
5.2.4 – Limited Access Areas .......................................................................................... 122
5.2.5 – Video Surveillance .............................................................................................. 125
5.3 – Alarms & Monitoring ................................................................................................... 129
5.4 – Cash Handling ............................................................................................................. 132
5.5 - Security Officers ......................................................................................................... 135
5.5.1 – Number of Guards .............................................................................................. 138
5.5.2 – Guard Hours ........................................................................................................ 138
5.5.3 – Security Officer Positions .................................................................................. 139
5.5.4 – Security Officer Roles & Responsibilities ......................................................... 141
SECTION 6 – LOCATION ............................................................................................ 147
6.1 – Property Description .................................................................................................. 148
6.1 – Property Description ............................................................................................... 148
6.1 – Floorplan ................................................................................................................... 150
6.1 – Design ........................................................................................................................ 151
6.2 – Exterior Photographs & Renderings ......................................................................... 155
6.3 – Premises Diagrams .................................................................................................... 158
SECTION 7 – COMMUNITY BENEFITS & INVESTMENT PLAN ................................. 159
7.1 – Social Responsibility Plan ......................................................................................... 160
7.1 i. – Fresno Non-Profits ................................................................................................ 160
7.1 ii. – Local Participation ............................................................................................... 163
7.1 iii. – Local Business Partnerships .............................................................................. 165
7.1.1 – Legal Outreach Services ..................................................................................... 166
7.1.2 – Sustainable Business Practices .......................................................................... 167
7.1.3 – Community Revitalization ..................................................................................... 169
7.2 – Public Health Educational Outreach ........................................................................ 170
7.3 – Community Reinvestment Fund ................................................................................... 173
Commercial Cannabis Application – Retail SECTION 1: Business Plan
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SECTION 1 : Business Plan
SECTION 1 – BUSINESS PLAN ...................................................................................... 3
1.0 – Organizational Chart ....................................................................................................... 4
1.1 – Owner Qualifications ...................................................................................................... 5
1.2 – Startup Costs ................................................................................................................ 12
1.3 – Proof of Capitalization ................................................................................................... 14
1.4 – Financial Proforma ....................................................................................................... 17
1.5 – Opening / Closing Procedures ................................................................................... 22
1.6 – Day-to-day Operations ................................................................................................ 27
1.6.1 i. – Customer Check-In ............................................................................................ 27
1.6.1 ii. – Receiving Deliveries ......................................................................................... 31
1.6.1 iii. – Point of Sale ...................................................................................................... 35
1.6.1 iv. – Customer Count ............................................................................................... 39
1.6.1 v. – Product Line ...................................................................................................... 40
1.6.1 vi. – Delivery Procedures ......................................................................................... 44
Commercial Cannabis Application – Retail SECTION 1: Business Plan
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Commercial Cannabis Application – Retail SECTION 1: Business Plan
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Section 1.1 – Owner Qualifications
We are a local, Fresno County organization with deep roots in the cannabis industry.
Our founder, Thomas Wood is a long-time Fresno County resident and has been active
in the cannabis industry for the last ten years. Thomas has created an ownership team
of industry professionals to ensure that Fresh Farms operates with the highest degree of
safety and compliance. Our ownership structure has been devised to ensure that
experienced operators are at the helm of business logistics, compliance, and in-store
procedures, while local owners and a local workforce are properly representing the local
climate in our staffing, neighborhood compatibility, and community engagement
activities. Combined, our ownership and management teams have over 50 years in the
regulated cannabis industry in retail, cultivation, manufacturing, and distribution and all
hold licenses in good standing with their respective regulatory agencies. By granting
licenses to individuals with experience as well as other licenses in their portfolio, cities
can enter into long-term stable relationships with commercial cannabis businesses.
Supplementing our ownership and management teams is a support staff that shares
a similar distribution of individuals with experience and local residency. We intend for
these two groups to integrate seamlessly in our workforce, creating a two-way path of
education and enrichment. Local residents will benefit from professional training staff
supported by large volumes of training materials on an integrated electronic platform
and in return will be assisted in integrating into the community we serve.
Legal Business Name Jurisdiction Expiration License Number License Type
Green Health Industries, LLC Baldwin Park, CA 3/16/2021 CDHP-10004121 Manufacturing
Green Health Industries, LLC Baldwin Park, CA 1/15/2021 CCL19-0004892 Cultivation
Sinsemilla Indo Group, Inc.Maywood, CA 8/12/2021 C12-0000238-LIC Microbusiness
Higher Level of Care High Desert 6/9/2021 C10-0000149-LIC Retail
SHL, El Monte, LCC El Monte, CA n/a (Local Approval)Retail
SIG – El Monte, LLC El Monte, CA n/a (Local Approval)Retail
Westside Hyde Project, LLC Los Angeles, CA 11/18/2021 CCL19-0003834 Cultivation
Westside Hyde Project, LLC Los Angeles, CA 5/28/2021 C11-0000198-LIC Distribution
Westside Hyde Project, LLC Los Angeles, CA 5/28/2021 CDPH-10003329 Manufacturing
Westside Hyde Project, LLC Los Angeles, CA 5/28/2021 LC-C-001272-APP Non-Storefront
Imperial Project, LLC Los Angeles, CA 11/21/2021 CCL19-0003836 Cultivation
Imperial Project, LLC Los Angeles, CA 6/6/2021 CDHP-10003385 Manufacturing
Imperial Project, LLC Los Angeles, CA 5/25/2021 C11-0000175-LIC Distribution
LA Fresh Farms Los Angeles, CA n/a BTRC: 0003071303-0001-2 Retail
LA Fresh Farms Los Angeles, CA 6/22/2021 CCL19-0005387 Cultivation
Empire Health and Wellness Empire, CA 6/2/2021 C10-0000106-LIC Retail & Production
SIGRIDLOPEZ
BRIAN
STIPPEY
TRAVISMILLER
DAMARISGRAIBE
KYLE
KELLEY
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My name is Thomas Wood and I will be serving
as General Manager and majority owner for Fresh
Farms Fresno.
I have lived in Fresno County since 2010, but
I was born in Philadelphia, Pennsylvania. Growing
up, I inadvertently travelled the world as my father
was a dedicated member of the armed forces and
we moved every two to four years. During my
youth, I had the please to live all over the country,
interact with individuals from every imaginable
circumstance, and was even able to explore
Wellington, New Zealand and Honolulu, Hawaii for my
father’s last two assignments before retiring from the military.
We then moved to San Antonio, Texas where I attended middle school, high school,
and undergraduate college. Every summer as a young boy I would work on my
Grandmas dairy farm in Amalga Utah with my two younger brothers and cousins. Milking
cows twice a day, bottle feeding calves, cleaning pens, and disking fields. It was here
that my passion but also my proclivity for cultivation began.
It wasn’t until 1999, at the age of 21, that I began my education in cannabis
cultivation techniques. After finishing my cannabis education, in 2009, I decided to move
to California to pursue my dreams. I am a lifetime a skilled cultivation consultant and
facilities manager who has developed, built, and overseen multiple large-scale cannabis
cultivation operations throughout California.
Specializing in cultivation biology, I understand the proven methodologies behind
cannabis cultivation and have improved upon them throughout his years in the industry,
which has given me an immense amount of respect for the product and the industry. I
offers an extensive resume of theoretical and practical cannabis research experience in
plant genetics, soil biology, supply chain logistic, sustainable remediation, and
cultivation from germination to storage and point of sale. Along with a deep mastery of
cultivation science, I have served as a supervising facilities manager, managing a staff of
20 employees and guiding best practices to guarantee a prime environment for science-
backed cultivation, employee safety, and a superior customer experience. I was integral
in developing facilities and operations plans for Perpetual Harvest cannabis operation,
personally handling sourcing all equipment and inventory, and leads regular facility
inspections to maintain the highest possible cultivation standards in the industry. As a
lifetime area resident, Thomas will be committed to ensuring that Fresh Farms is a
Fresno brand that represents not only the city, but the greater metropolitan area.
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PROFESSIONAL EXPERIENCE
Fresh Farms Fresno, Ca
Director of Operations 2020 - present
562 Discount Med Long Beach, Ca
Chief Operating Officer 2019 - present
The second Latina in Los Angeles county to be fully certified and permitted as a legal Cannabis micro business with retail. Largest Dispensary in the South East of Los Angeles
Green Health Industries Baldwin Park, Ca
President/CEO 2000 - present
Overseeing compliance analytics covering all aspects of shipping, inventory, sales team, distribution center, white label packaging and delivery.
Sinsemilla Indo Group Maywood, Ca
President/CEO 2017 - present
Providing strategic-level operational guidance for a highly successful cannabis dispensary in the affluent Belmont Shore neighborhood of Long Beach, particularly on strategic partnerships and opportunities for expansion.
EDUCATION
COMMUNITY INVOLVEMENT
• Rio Hondo High School
• Los Angeles Regional Foodbank
• YMCA Events
Sigrid Lopez
SIGRID LOPEZ is an entrepreneurial and a driven Chief Executive in the cannabis
industry and founder of multiple cannabis microbusinesses with an ever- expanding
retail presence.
Sigrid Lopez was the only the second Latina in Los Angeles County to be fully certified and permitted as a legal Cannabis micro business with retail and currently operates the largest dispensary in Southeast Los Angeles.
Through her time in the industry, Sigrid has developed the most expansive and comprehensive standard operating procedures in the industry that outline every aspect of business operations including cash handling, customer retention, and software access.
Sigrid has provided strategic-level operational guidance for highly successful cannabis dispensaries in working class neighborhoods and is looking to bring her expertise to Fresno.
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My name is Sigrid Lopez, and I will be serving as Director of Operations for Fresh
Farms. I have leveraged my experience in regulated cannabis to create some of the
most extensive standard operating procedures and training manuals in the industry for
our Fresno business and look forward to showing the City of Fresno how a meticulously-
run cannabis business should operate. Currently, I am an entrepreneurial and driven
chief executive in the cannabis industry and founder of multiple cannabis
microbusinesses with an ever-expanding retail presence, but I came from much more
meager means.
As long-time industry professional, I began my career in staff training and
compliance in 2014 in several Los Angeles pre-ICO retail cannabis businesses where I
started creating training and education modules for the industry. In 2016, I founded and
still serve as president and CEO of Green Health Industries, LLC in Baldwin Park, where
I oversees compliance analytics covering all aspects of shipping, inventory, sales,
distribution, white label packaging, and delivery.
More recently, I became only the second Latina in Los Angeles county to be fully
certified and permitted as a legal Cannabis micro-business with retail and I currently
operate the largest dispensary in the South East of Los Angeles. Since 2019, as
president of 562 Discount Med, Inc., I have provided strategic-level operational
guidance for a highly successful cannabis dispensary in the affluent Belmont Shore
neighborhood of Long Beach, particularly on strategic partnerships and joint venture
opportunities for market expansion.
As operations director for Fresh Farms, Sigrid will be tasked with creating and
managing our training and standard operating procedures, day-to-day business
operations, and interacting with staff.
Damaris Graibe
Damaris Graibe is the founding owner of
Westside Hyde Project, LLC, a profitable City of Los
Angeles non-retail, Social Equity-owned, licensed
cannabis operation specializing in distribution,
manufacturing, and cultivation in Southwest Los
Angeles. Damaris has over 10 years of extensive
cannabis processing experience working with Prop
215 compliant operators prior to being afforded the
ability to secure licenses with the City of Los Angeles.
Damaris’ cannabis practice and specialization are
concentrated in the areas of processing and
marketing with an extensive background in customer
service and successful retail sales enterprises.
Damaris earned a Bachelor of Science degree in
Accounting and Business Finance from California State
University of Long Beach in 1996 and is a lifetime local to the area.
Commercial Cannabis Application – Retail SECTION 1: Business Plan
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Damaris regularly contributes to the betterment of her fellow Los Angeles County
residents by regularly assisting in fundraisers and food distribution activities at the Union
Rescue Mission in Downtown Los Angeles. She also assists with the domestic violence
help agency Sojourn Services for Battered at various capacities serving Santa Monica and
Los Angeles and is looking forward to extending this relationship to our new non-profit
partnership in Fresno to further these efforts.
To Fresh Farms, Damaris brings extensive accounting experience to the Fresh Farms
business team. Ms. Graibe also holds Real Estate Broker license operating a successful
practice in the South Bay area of Los Angeles County for over 20 years and has extensive
experience in human resources, managing labor crews, processing payroll, balancing the
books, and managing licensed cannabis business operations.
Candy Heredia
Candy Heredia is the Director & CEO of CH
Billing and Coding and a highly successful
entrepreneur assistance, which helps minority and
economically disadvantaged small business owners
launch, build, and manage their operations in several
different business enterprises. Candy’s experience in
the cannabis trade began back in 2007 with the City of
Los Angeles, Prop D-compliant dispensary Green
Light District (GLD). As a partner with GLD, Candy
first-hand assisted in the day-to-day operations of all
aspects of the cannabis processing and retail
business operations until selling her business share in
2016 to pursue larger opportunities.
Candy also provides consulting services for various
cannabis operations improving the e-commerce aspects of their businesses. Her
experience and management strengths in the merchandising of products for a targeted
market ensure a company the highest profit margin. In this role, she will use her managing
skills to further ensure the busy retail dispensary and non-retail locations operate smoothly,
efficiently, and in-line with all local and state regulations with the bottom-line goal of
providing quality cannabis products to consumers.
Her guiding principle in business is empowerment, and she acknowledges the
opportunity gap for historically disadvantaged youth, so she volunteers time each week to
mentor interns and young cannabis professionals as part of the Candy Heredia Young
Entrepreneurs (CHYE) Program. This program educates and empowers teens from
historically disadvantaged backgrounds to start online businesses of their own.
From high-volume retail dispensaries to discrete non-retail operations facilities, Candy
Heredia has successfully implemented business strategies for over a dozen cannabis
operations in alignment with company goals, community wellness, and all applicable local
and state regulations. She has dedicated her entire career to the holistic empowerment of
businesses and communities as they work together for to achieve their goals.
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Operations Team
The state definition for owner of a commercial cannabis business aligns with
Fresno Municipal Code section 9-3304(jj). Both the State of California and the city of
Fresno seeks to award cannabis licenses to those with experience in the industry, have
been previously been vetted by regulatory bodies, and have demonstrated a
commitment to compliance. In addition to our equity owners, the following individuals
will be participating in the day to day operations of our business in various managerial
and professional capacities.
TRAVIS MILLER is a dynamic, seasoned, results-oriented business
professional who has spent the past 10 years establishing businesses in
California’s cannabis industry. He has developed a wide range of
experience across cannabis business administration, retail sales,
operations management, customer service, and marketing. A dedicated
leader with a proven ability to manage and evaluate daily operational
processes, Mr. Miller’s dedication to operational integrity makes him
stand apart as a business owner and customer liaison. He implemented
management tactics to transform Modesto-based startup Safe Access
Delivery from an unprofitable cannabis delivery company to a successful
operation netting $3.5 million per year. Travis Miller has managed and consulted for
Empire Health and Wellness, the largest cannabis delivery service in the Central Valley,
and has facilitated the company’s 233% growth of $3 million to $10 million across two
years. Mr. Miller’s excellent interpersonal skills and neighborliness have helped forge
lasting relationships with customers and vendors, members of the California cannabis
community, local businesses, governments, and their constituents. Mr. Miller is devoted
to providing high-end products at reasonable prices and is a subject matter expert in
cannabis operations finance.
BRIAN STIPPEY is a former United States Marine and Social Equity
license holder for Fresh Farms, Mr. Stippey is also the founder and
creator of CannaQuest Cannabis floral arrangements. Brian Stippey is
both diligent and committed to his profession to the cannabis industry.
Prior to acquiring the licensure, Mr. Stippey has been involved in many
aspects of the cannabis industry. Since 2007, Mr. Stippey has both
owned, managed and operated several cannabis dispensaries
and commercial cultivation locations. In 2017, Brian created
CannaQuest, a company which creates and distributes cannabis floral
arrangements. Mr. Stippey developed and established the concept of
CannaQuest including the market research and Social Media platforms.
Brian was born in Los Angeles, California where he obtained his high school diploma
and certification in Production Art and in Floral Design. He then went to serve in the
United States Marine Corps, where he obtained certification in Communications
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KYLE KELLEY has over 12 years of experience in the
cannabis cultivation industry with a proven record of compliance.
Kyle Kelley holds three (3) active legal cannabis licenses
(cultivation, manufacturing and distribution), offers a wealth of
industry knowledge and the organizational acumen to thrive in the
City of Moreno Valley. Throughout his 17-year tenure as a United
States Merchant Marine, Mr. Kelley was trained in top-tier
efficiency, management, and logistics best practices. He now
applies his specialized skill set to numerous cannabis leadership
roles throughout California, namely: as the owner-manager of the
prolific Imperial Project cannabis and cultivation operations in the
City of Los Angeles; as Business Manager of the highly regarded Heedful, Inc.; and as a
cultivation advisor and consultant for multiple successful cannabis start-up companies.
Kyle, always eager to ensure the highest quality cultivation practices across the industry,
actively participates in cannabis associations such as the Medical Cannabis Association,
the National Cannabis Industry Association, and hempSMART, and networks with the
most reputable cannabis cultivators, manufacturers, researchers, and distributors in
California. Mr. Kelley takes pride in balancing efficiency with sustainability, safety, and
philanthropy. Each of his cultivation operations emphasizes all-natural, organic, sterile
growth systems and methodologies; product and equipment sourcing from BIPOC-
owned businesses; and ensuring compliance to all CDC guidelines to protect employees
against COVID-19.
EDWARD CHARLES LANFRANCO is a third-generation Fresno-
born resident seeking to elevate his community by participating in
the Business Advisory Board. Mr. Lanfranco believes local
cannabis businesses have the power to revitalize blighted
communities and bring cannabis to those who need it most.
Lanfranco, a lifelong academic who is fluent in Mandarin Chinese
language, has multiple degrees from the University of California
and has established a 20-year career in telecommunications
marketing based in Beijing. The Chinese concept of filial piety
(honoring and taking care of family) inspired Mr. Lanfranco’s return
to Fresno to assist ailing family members pursue the vital medical
cannabis medications they needed to live full and comfortable lives
despite their health conditions.
Mr. Lanfranco is now embarking on a new career in Fresno’s emerging
opportunities for retail cannabis, starting by serving on Fresh Farms’ Advisory Board.
Leveraging his experience in business, operations management, marketing research,
government and media relations, he is committed to achieving commercial success. At
the same time, he is equally dedicated to making his work in this sector one that his
family will be proud of by using proceeds from the business to develop programs and
partnerships serving the Fresno community.
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Section 1.2 - Startup Costs
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Section 1.5 - Opening and Closing Procedures
The following store opening and closing SOP has been developed by our ownership
team over decades in the industry. Sigrid Lopez has personally developed these
procedures over the years, perfectly balancing adherence to regulations with safety,
security, and real-world logistics. These specific insights have then been adapted for
Fresh Farms to provide us with the most comprehensive opening and closing
procedures in the industry. Beyond their creation, Sigrid will devote hands-on time to
training all levels of staff to ensure that the procedures, and through them our values,
are lived every day. All these materials are available for staff in the following format for
compliance use but are taught through on online training portal with a more user-
friendly interface.
SOP 1-1-006
STORE OPENING AND CLOSING
Executive Approval: S. Lopez, T. Wood, May 1, 2020
Compliance Approval: C. Heredia, November 5, 2020
Revised April 2, 2020
Reference(s):Fresno Municipal Code Section No. 11-445; SOP No. 9-6-001 (Alarm
System); SOP No. 6-1-001 (Limited Access); SOP No. 2-6-001 (Security
Procedures)
Responsible Parties: Ownership; Sales Manager; Security Agent; All Staff;
Security Officer
I. FACILITY ARRIVAL
A. Following industries best practice, and remaining in compliance with FMC Section 9-
3310 (1), the Store Manager will initially arrive to the store premises and meet with at
least the opening Security Officer, and one other Staff Member an hour prior to the
initial start of business, each morning.
B. The doors are to remain locked to the public, until precisely at 8:00 AM for the start of
transactional business day.
C. When approaching the store, the opening Staff Members will observe the area for any
suspicious circumstances or individuals, observing the parking lot and store perimeter.
Each member will park in the designated colleague parking area.
D. At 7:00 AM the Store Manager will be accompanied by the Security Officer to unlock
and gain entrance into the store, while the other Staff Member remains in a vigilant
position outside.
E. The Staff Member will be instructed to remain outside inside their vehicle with doors
remaining locked, while maintaining a vigil observation of all activity surrounding the
store's entrance and premises. They will all keep a mobile phone on their persons for a
consistent line of communication between one another. The Staff Member awaiting
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outside will hold their point of position until further notice from the Store Manager with
a distinctive gesture indicating all is clear to enter.
F. The outside Staff Member will be adequately briefed and trained to distinguish between
certain activities as suspicious activity near, or on the premises. Those activities may
range from unusual noises, unknown individuals in or around the building or area who
do not appear to be conducting legitimate business, or unauthorized people in
restricted areas. As well, if the Store Manager does not respond to the outside Staff
Member within a reasonable frame of time from inside the store that all is well; then
they are instructed to promptly call 911.
II. HEALTH SCREENING
A. Before entering the sales floor, every employee must pass an onsite health screen to
verify they are not immunocompromised, nor have symptoms or exposures that would
put anyone at risk for infection of COVID-19. In accordance with the guidance from the
Center for Disease and Control, social distancing separation of 6 feet or more, is detailed
within SOP 106.169 (Preparation Against COVID-19).
B. Rapid point-of-care diagnostic testing will be administered to the opening Store
Manager and Security Guard, either in an approved well-ventilated are near the building
entrance, or before entry into the facility. Results from the test will be within minutes.
Upon passing the diagnostic test employees will be allowed access into the building for
up to 24 hours, or the duration of the employee's shift before retesting is required.
C. An FDA approved thermal imaging systems or non-contact infrared thermometers,
which are non-contact temperature assessment devices, will be used to measure an
employee's temperature daily. An elevated temperature is one way to identify an
individual who may have a COVID-19 infection.
D. The temperature of every employee will be recorded daily in a "COVID-19 Temperature
Check Log", as in accordance with SOP 106.169 (Preparation Against COVID-19).
E. All reusable temperature screening devices must be properly sanitized after each use,
with an alcohol-based hand sanitizer with at least 70% alcohol should be performed
before use and after touching.
F. In accordance with the 42 Code of Federal Regulations parts 70/71 Final Rule, an
employee with a fever of 100.4°F/38°C, or greater, accompanied by one or more
symptoms of illness, will be determined to be inadequate to perform their duties safely
at work. The possibly immunocompromised employee will be requested to be relieved
from their shift. The employee will be instructed to speak with their personal physician
and to quarantine themselves until their health is regained.
G. Employees will be trained to identify other symptoms accompanying a high fever
including: skin rash, difficulty breathing, persistent cough, decreased consciousness or
confusion of recent onset, new unexplained bruising or bleeding, persistent diarrhea,
persistent vomiting, headache with stiff neck, or appears obviously unwell.
H. The criteria to return to work for a mild to severe immunocompromised Staff Member
will require, at least ten (10) days have passed since symptoms first appeared, at least
36 hours have passed since last fever without the of fever reducing medications, and are
able to provide two (2) negative tests spanned 24 hours apart from one another.
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III. FACILITY ACCESS
A. After the temperature of the Store Manager and Security Guard have logged in, they will
enter the front door then immediately locked in accordance with SOP 6-1-001(Limited
Access).
B. All doors are to be kept locked until opening time, at 8:00AM.
C. The duty of the Security Officer will be to perform a detailed walk-through. This is to
ensure safety and security procedures were followed the previous evening. The Security
Officer will secure the inside of the building after the Store Manager has disarmed the
building's alarm.
D. The Security Officer will follow the Security Checklist when securing the building;
ensuring to inspect every room, office, and areas of storage for anyone or anything
unauthorized.
E. Only authorized Staff Members and/or vendor may enter prior to opening for business.
F. The morning operations check is performed, and tasks completed to make sure the
store is "customer ready" by time of opening to the public.
G. If an intruder or a sign of forced entry is suspected, the Security Officer will immediately
accompany the Store Manager safely out of the store and call 911 for police assistance
and promptly report the incident to the Security Agent.
H. Prior to opening the store to the public, any remaining tills from the previous evening
are to be immediately cashed out.
IV. STORE SETUP
A. Store Manager will review the sales from the previous day, and review communication
from the previous closing shift manager.
B. The Store Manager and Staff Member are to use the Cleaning Checklist and begin to
clean and disinfect the facility as in accordance SOP 106.169 (Preparation Against
COVID-19).
C. The Staff Members are to wear adequate cleaning attire to remain proactive against
airborne illness. They are to, at all time, wear disposable gloves to properly clean and
disinfect the facility, in accordance with the guidance from the CDC SOP
106.169 (Preparation Against COVID-19).
D. An hourly cleaning checklist is provided for Staff Members to sign off once the task has
been completed.
E. The Staff Members are instructed to only use disinfectant products that are part of the
EPA's "List-N" as approved disinfectants to use against COVID-19, in accordance with
SOP 106.169 (Preparation Against COVID-19).
F. Simultaneously, the Security Officer will review surveillance camera feeds to make sure
cameras are in proper position. The DVR will be reviewed to assert that it is recording
properly.
G. The Store Manager will have access to unlock the secured product storage room and
retrieve product with the other Staff Member. They are to begin the process of filling
the display cases on the retail floor, so that the store will be "customer ready" prior to
8:00AM.
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H. Products are to be brought out by the morning Staff Members to the retail floor on
rolling carts from the secured product storage area to the locked display cases; product
will not remain unlocked for greater than five minutes.
I. The Store Manager will be tasked to disarm the safe and vaults within the first 30
minutes of entering the facility, by 7:30 AM. If a threat or concern is assessed while
disarming the vault, a duress code will be entered into the alarm system keypad.
J. At the start of each day, the Store Manager is to confirm that each register has precisely
two hundred dollar and eighteen dollars: (4) twenty-dollar bills, (20) five-dollar bills, and
(20) one-dollar bills, and exactly $18.00 in change. The register is to remain empty,
without cash, until 7:45 AM.
V. STORE OPENING
A. At 7:50 AM, the rest of the morning Staff Members are to arrive to begin the start of
their shift.
B. Upon arrival, they are to be escorted into the facility by the Security Officer from their
vehicles.
C. The Lobby and Sales Staff will go to their stations and the Security Officer will stand in
position to unlock the door.
D. At 8:00 AM the Security Officer will unlock the door when the Lobby and Sales Staff are
in position at their perspective stations.
E. The opening Store Manager will confirm and sign off on the AM portion of the daily
compliance checklist and cleaning clog prior to departing.
VI. STORE CLOSING
A. At 9:45 PM, the closing Store Manager will confirm and sign off that the PM portion of
the daily compliance checklist and cleaning log are completed
B. At 9:50 PM, the closing Store Manager will utilize the PA system to announce to
customers and staff that the store will be closing in ten minutes and that all final
purchases should be made.
C. The Security Officer and Store Manager will ensure the building is cleared of customers.
They will inspect the sales floor, break room, stock room, and restroom for any
stragglers.
D. Any remaining drawers on the sales floor are not to be removed until all customers have
left the store.
E. Non-colleagues are prohibited from being in the store after hours of operation, after
10:00 PM.
F. At 10:00 PM, the Security Officer will lock the front door, only opening to assist
customers exiting the store.
G. Only authorized vendors or service technicians may be allowed access dependent upon
prior authorization by the Store Manager.
H. The Store Manager will verify end-of-day closing procedures through interface with
Greenbits®, and ensure that all purchase orders, invoices, and reporting has been
verified as complete.
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VII. LOCKDOWN
A. The cannabis product is to be removed by the Store Manager and Staff Members from
their perspective display cases each closing shift, to proactively decrease opportunities
for theft and or vandalism. All cannabis products within display cases will be returned
to the secure storage room, and locked.
B. The process of returning the cannabis products back to the secure storage room will
involve taking one display case at a time, and product will not remain unlocked for
greater than five minutes.
C. As the cannabis products are removed from their perspective cases, an inventory count
will be conducted to tally any loss or damages.
D. For the safety of Staff Members and public the Store Manager, in accordance with SOP
106.169 (Preparation Against COVID-19), will sign off and perform a final housekeeping
procedure of cleaning and disinfecting of surfaces, and equipment within the facility.
E. At 10:15 PM the Store Manager will perform the final cash drop. All safes, doors, and
cabinets will be locked. The final deposit of cash will be placed into the smart safe
inside the secure access room by the Store Manager.
F. All non-security light is to be turned off, including the backroom, break room and office
lighting.
G. A final store walk-through is completed by the Store Manager to ensure all closing
procedures were completed.
H. The Store Manager will arm the alarm system controlling the safes and secure rooms.
I. All employees and security personnel are instructed to exit the facility simultaneously
together.
J. Once every employee is confirmed to have exited the building, the Security Officer will
verify that all door entrances, including store’s emergency exits are each secured and
locked from the outside, in accordance with SOP No. 2-6-001 (Security Procedures).
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Section 1.6 - Day to Day Operations
Section 1.6.1 i. – Customer Check-In
Our customer check-in procedures have been in constant revision during the recent
public health crisis. At the beginning of the pandemic, our ownership team took the lead
in overhauling their respective cannabis business operations to maintain the health and
safety of their staff and the public. Sigrid immediately engaged public health consultants
and updated our procedures, trained our staff, and outlined and implemented
procedures for social distancing, face coverings, temperature screenings, contactless
pickup, and capacity limitations before they were mandated by public health orders. We
have now distilled all these best practices into the standard operating procedures for
Fresh Farms.
Using source material and guidance from the national Centers for Disease Control,
California State Department of Public Health, and Fresno County Department of Public
Health, our standard operating procedures and training manuals have been updated to
include protocols for protecting public
safety while maintaining
commercial operations as an
essential business.
Most specifically, our customer
check-in procedures have
undergone a major overhaul to
include contactless entrances and
automatic temperature checks in
the lobby area as well as all
employee entrances, immediate
sanitation of customer lobby and
payment areas after each use, and
new guidance for staff. Supporting
these procedures is a
comprehensive training program, a
staff that is committed to upholding
standards, and an ownership team
that will constantly revise their
operational procedures in
accordance with changing public
health guidelines.
Please see our Customer Check-
In standard operating procedure
on the next page for more
information.
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SOP 1-5-002
CUSTOMER CHECK-IN
Executive Approval: S. Lopez, T. Wood, May 1, 2020
Compliance Approval: C. Heredia, November 5, 2020
Revised April 2, 2020
Reference(s):Fresno Municipal Code Section No. 11-445; SOP No. 9-6-001 (Alarm
System); SOP No. 6-1-001 (Limited Access); SOP No. 2-6-001 (Security
Procedures)
Responsible Parties: Ownership; Sales Manager; Security Agent; All Staff;
Security Officer
I. CUSTOMER CHECK-IN
A. Prior to allowing the customers access into the store, the Store Manager must ensure that
identification verification machines operating properly within the reception and sales floor.
There will be a minimum of two (2) identification verification machines in the reception area,
and at least four (4) are to be placed on the sales floor.
B. Customers are only allowed to enter and exit the building through the store's main front
entrance, during hours of operation, where they must enter the lobby first. The only
exception is in the case of an emergency, as illustrated in SOP 2-5-001 (Emergency
Procedures)
C. The Security Officer will be stationed at the front of the reception area as the initial
employee to interact with incoming customers. The Security Officer will ask for
governmental form of identification, in accordance with SOP 106.22 (Security Procedures).
D. In accordance with SOP 106.169 (Preparation Against COVID-19), the Security Officer will
confirm that all customers entering the building will have proper face covers securely on.
E. Once verified, eligible customers will be instructed to enter the lobby where our lobby Staff
Member will greet them and inquire about their status as a Fresh Farms' loyalty membership
F. Lobby Staff Member will request to view the customer's identification as well, creating a
double check point for identification verification that the customer is over the age of 21 for
recreational patients, and at least 18 years of age for medical patients.
G. All customers, including anyone from the public, must provide their government-issued
photo identification in order to enter the store.
H. Tailgating, which is defined as following another individual through a designated area
without proper photo identification is strictly prohibited.
I. Accepted forms of identification include government issued Passport, Driver’s License
(including California and other State issued photo licenses, as long as it has not expired),
United States military identification card, or any other identification card issued by a State
that has the picture, name, the person’s date of birth and a physical description of the
person.
J. Any document issued to a medical patient from their physician must initially be verified by
the Lobby Staff Member. The Lobby Staff Member will be properly trained to verify a
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physician's document by utilizing an API/RSS software interface directly from
search.dca.ca.gov. All records of medical documents will be kept electronically.
K. Lobby Staff Members will be trained to properly use an API/RSS software interface for
medical patients that have Medical Marijuana Identification Cards. The software interface is
available on calmmp.ca.gov/MMIC_Search.aspx.
L. The Lobby Staff Member will visually inspect thoroughly, the validity of the identification.
M. Following the visual inspection, the Lobby Staff Member will use Greenbits software to log
the customers visit. The Lobby Staff Member will initially select “ID Verification” on the
software platform.
N. Greenbits will scan the customer's identification by using the magnetic strip, 1D barcode, 2D
barcode, or the Lobby Staff Member may manually enter the identification number into the
age verification device to confirm the authenticity of the state issued photo identification.
O. Protection of confidential information is always the highest priority to maintain. Any
disclosure of information will always maintain the confidential integrity of personal
information.
P. Fresh Farms will, at all times, protect confidential information in all records kept and
maintained by the company. All records will be identified as confidential and any disclosure
will be limited in a manner that maintains the confidentiality of the information contained
therein.
II. HEALTH SCREENING
A. The Lobby Staff Member will proceed with health screening the customer's temperature
with a touch-free thermometer and following the manufacturer’s instructions.
B. If a customer's temperature is below 100.4°F/38°C and are not showing physical signs of
ailment the Lobby Staff Member will proceed with allowing entrance onto the sales floor.
C. If a customer's temperature is at 100.4°F/38°C or above, and showing symptoms of illness,
they will be politely requested to exit the premises and return at least 24 hours after health
recovery.
D. Under the provisions that all verification checkpoints meet compliance to enter into the sales
floor, the Lobby Staff Member contact the Sales Manager via the PA system to decipher if
there is adequate availability of distant space for the incoming customer to enter into the
sales floor.
E. The safety and sanitation purposes, the Sales Manager will be responsible to ensure that the
ratio inside the sales floor of customer per Sales Associate is 1:1, as in accordance with SOP
110.005 (Customer Interactions).
F. If the sales floor is at ratio capacity, all incoming customers will be asked to wait in the lobby,
spaced six (6) feet apart until a customer leaves or additional sales staff is made available.
G. Once there is sufficient available space, the next customer will be allowed entrance into the
sales floor. The door to the sales floor will be controlled via an electronic remote.
H. Upon entry into the sales floor, the customer will be cordially greeted by their assigned Sales
Staff Member. The sales floor will be updated to keep the Sales Staff distantly spaced to
every other row, for safety procedures list in accordance with SOP 106.169 (Preparation
Against COVID-19).
I. Areas where there is a high volume of foot traffic, as defined as sales floor, office, restrooms,
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and breakroom, there will visible markers on the floor placed at 6-feet apart as guidance to
maintain safe space for everyone as in accordance with SOP 106.169 (Preparation Against
COVID-19)
J. To reduce possible congestion within the sales floor of customers entering and exiting the
store, there will be one-way traffic flow established to reduce close encounters or collisions
in narrow spaces. There will be ample signs made visible to communicate instructions.
K. Safe shield protective panels will be critical pieces of protective equipment at the cash
registers during the COVID-19 pandemic. Plexiglass will be in place as a "sneeze guard" for
additionally protection.
III. SALES FLOOR
A. The customer will be greeted by the assigned sales staff member and maintain interaction
with the customer through their entire time on the sale floor until ready to make a purchase.
B. The assigned sales staff member will complete the purchase.
C. At the time of purchase, the Sales Staff Member will request to verify the identification of
the customer one last time before executing the transaction.
D. After the completion of the purchase the Sales Staff Member escort the customer back to
the door to exit the sales floor, and into the lobby.
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Section 1.6.1 ii – Receiving Deliveries
The following sections provide a brief outline of our delivery receiving procedures.
Fresh Farms’ delivery and receiving protocols follow a tried-and-true methodology that
has been improved over our last twenty years in the industry by our ownership team.
We have created a comprehensive program, spearheaded by owner Sigrid Lopez, that
ensure all deliveries to our facility are conducted safely and securely. Diagrams located
in “Section 6 – Location” and “Section 5 – Security Plan” contain further details
regarding delivery protocol information.
Dedicated Space
All deliveries to and from the facility will take place within a designated area, where
Fresh Farms’ operational and security staff have full control of the facility and are able to
minimize potential critical control points. No deliveries will be permitted to enter the
premises through and entrance or exit accessible to the public, outside of established
receiving hours, or without the proper amount of staff present. All incoming deliveries
will be conducted through the delivery-only door that is separate from the retail
entrance and sales floor access points. This door will grant access to a small
antechamber that is independently locked and under 24-hour video surveillance. The
parking lot adjacent to the delivery area will have two zones designated specifically for
delivery vehicles. Once the delivery vehicle is parked, the entrance to the antechamber
is less than 10ft away, and for further security, the entire process from beginning to end
of the delivery is monitored by video surveillance.
Organization
Focusing on industry best practices, Fresh Farms has created comprehensive
protocols ensuring that all cannabis product on-site can be easily located and accessed
quickly in any situation. All receiving staff will have allocated appropriate time for all
receiving tasks and a comprehensive organizational system will be implemented for
accurate tracking and receiving of product. To achieve the level of accuracy and
consistency expected by Fresh Farms’ ownership team, our all storage and receiving
areas will be properly maintained and organized, clear of clutter and debris, accurately
labeled, and properly sorted to ensure that inventory is never misplaced nor lost in our
facility. Receiving staff will perform regular maintenance, organizational tasks, custodial
services, and audit all receiving areas to ensure product is clearly and properly
identified and reconciled with our electronic inventory management system. Online
sales product readied for customers for delivery, contactless, or in-store pickup will be
stored separately and maintained separately from sales floor product in order to keep an
accurate inventory record, as well as ensure that product will not be transported
between the back-room and sales floor during business hours. This separation of
inventory product storage reduces the need to move product throughout the facility in
support of the company’s security and odor management plans.
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Randomized Schedule
Fresh Farms’ facilities will only accept scheduled deliveries from distributors that
follow a randomized delivery protocol, ensuring that deliveries cannot be tracked or
timed, therefor limiting the chance of crime or product diversion. All deliveries will be
conducted according to a carefully selected and ever-changing schedule, placing
deliveries strategically at different times each day. Further, additional coordination by
our operations team will ensure that deliveries are made only during daylight hours
based on the time of year, as well as to prevent potential conflict with instances of high
customer traffic, lower staffing levels, or cash pick-up times. Staff and security officers
are also trained in threat and risk management and are instructed that deliveries can
and will be called off should a staff member or security officer perceive a potential threat
to persons or product. These procedures, which are in-step with industry best practices,
are employed at all Fresh Farms’ retail and production facilities and are a permanent
fixture of its operational and security plans.
Streamlined Processes
Upon arrival and before exiting the vehicle, the vendor will be required to
electronically verify their arrival and shipment manifest prior to unlocking their vehicle or
unloading any product. All invoice and receiving paperwork will be completed in
advance of the arrival of the delivery driver and available to both parties electronically.
Once this information has been assessed, the security officer and receiving staff will
verify the driver’s credentials before escorting the driver with the product to the delivery
antechamber. Once inside, the staff, vendor, and security officer will check and verify
the inventory provided matches the manifest. All visitors allowed inside the delivery area
will be logged physically and electronically, and a register including still images of each
individual’s arrival and departure will be stored and maintained in excess of regulations
and industry standards. After the order has been verified as complete and the product
has been secured in the storage room, the driver will be escorted to their delivery
vehicle by a security officer and a receiving staff member. Upon exit, the driver’s
credentials will be logged once again, and a picture of their departure will be taken and
maintained in accordance with our standard operating procedures.
With the implementation of these receiving protocols, site-specific controls, and
streamlined check-in/check-out procedures, it is anticipated that most deliveries will be
completed and processed in less than six minutes. These protocols and procedures
serve to limit the amount of time that the product is exposed to potential theft or
diversion, as well as allow the facility to address critical control points for odor
management. To further increase efficiency and limit the number of incoming and
outgoing shipments, each facility will utilize a “Just-In-Time” delivery system. This
system uses a specific algorithm to combine or cancel shipments based on expected
individual product sales. Limiting the number of deliveries each day allows for a more
focused and efficient process, including complete control over critical control points for
safety and security. It is estimated this utilizing this process will reduce incoming
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Fresh Farms, LLC | 33
shipments by 30% each year. This reduction will also allow our facilities to use
distributors who utilize smaller natural gas-powered vehicles, creating a cleaner and
quieter environment for the community.
Quality Control
Once product has been brought into the facility, staff will inspect for compliance and
quality before updating quantities in the Greenbits software platform that interfaces with
Metrc. Staff members will thoroughly inspect labelling and packaging of all materials to
verify they are compliant with state and local regulations as well as fit for sale in our
facility. The staff will use manifests and product orders to verify information found on the
primary panel, information panel, and supplemental panel of each product. The primary
panel will include the product identity, the California universal cannabis symbol, the net
weight or volume of the product, and the total THC and CBD contents in milligrams.
Staff will verify that the informational panel includes the government warning statement
in proper formatting and that the supplemental label includes the manufacturer’s name
and contact information, date of manufacture, ingredients list, instructions for
preparation and use, product batch number and expiration, and unique tracking
number. All edible products will be checked to ensure they include the term “Cannabis
Infused” on the primary label, as well as all nutritional information required by the Food
and Drug Administration. Any product found not in compliance with labeling
requirements will not be accepted and will be notated in the Green Bits® receiving
report and the product will be returned with the delivery vendor if they are still present
or on the next return shipment. All packaging will be further visually inspected by the
staff to ensure the product is sealed in air-tight containers. If any product breach is
found it will be refused, immediately quarantined in an air-tight container and removed
from the premises by the vendor.
All receiving staff will be trained and instructed to visually inspect all raw cannabis
products and prepackaged flower for signs of improper manicuring, age, moisture
content, unstable genetics or damage resulting from mishandling during transport. This
will ensure that every product is effective to the level indicated on the label as well as
aesthetically pleasing to the consumer. After initial inspection by the receiving staff
quality control team, the sales team staff will continuously inspect product throughout
the products lifetime within the store as it is stocked, sold, or counted during nightly
inventory. Any product in question will be removed and reviewed for possible
degradation or expiration.
Auxiliary Support
During deliveries we will follow strict two-on-two security protocols that will stay in
effect for the duration of the delivery. In accordance with the company’s standard
operating procedures, no deliveries will be accepted unless two security officers are
present at the facility and unencumbered by other tasks. During delivery times, the
Store Managers, Back Security Officer, and receiving staff will not be slotted for
additional duties and will be available to provide any additional support as required.
Randomized delivery times set by our logistics team will dictate daily schedules and
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other tasks will be reallocated during that time. “Safety-valve’ staff members will also be
available to ensure all distributors are always escorted through secured areas and
deliveries are completed quickly as possible. From the time a vendor’s vehicle has
arrives at the facility and his credentials verified, the delivery antechamber door is
opened by the security officer and staff, while under video observation by a second
security officer. The surveillance video is dual broadcast to the security office as well as
to a mobile device. The second security officer will be able to view this feed remotely,
giving him a clear view of the entrance, and entire view of the delivery vehicle, as well as
the storage room and all pathways and rooms included in the product delivery path. This
set up allows a path of dual surveillance permitting observation without physically taking
another officer out of position.
Detailed Tracking
All product sent and received by our facility will be tracked in detail through various
compiled software platforms. A detailed manifest with be created and maintained prior
to all deliveries, of which a copy will be made and sent with the driver on every delivery.
These manifests will be automatically generated by Greenbits, our sales software
program and out internal protocols call for these manifests to be created at least eight
hours prior to each delivery to ensure receiving staff has the appropriate amount of time
to process the order before arrival. This manifest will include detailed descriptions of
every item within the delivery, accurate quantities of each item, date and time the goods
were received by the retailer, item expiration date, name and license number of licensee
who delivered the cannabis goods for retail, the name and license number of the
distributor who provided the goods to the retailer, and the price the retailer paid for the
goods, including all tax, delivery and additional costs. Manifests can be edited or
modified at any time up until the product has been officially received, allowing
management and receiving staff to make real-time corrections, keeping facility stock
levels always accurate with current inventory levels.
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Section 1.6 iii. - Point of Sale
We will be utilizing an integration of a custom-built online sales platform and
Greenbits® Retail and Inventory Management software allowing online sales, phone
orders, and in-store purchases to be housed under one platform. This system
additionally provides integration with the state’s track-and-trace system, inventory
management, identification tracking and verification, customer loyalty program, and
customer purchase history. By combining all these aspects into one platform, we are
able to drastically reduce each transaction time, creating fewer concerns for traffic and
congestion, affording the customer more time to interact with staff, and create workflow
efficiencies for our business.
We will maintain a one-to-one ratio of sales staff to customers on the sales floor at all
times, allowing undivided attention on the customer. Our platform allows product
selection and financial transactions to take place either before the customer arrives by
placing an online or phone order, or with any member of sales staff at any point on our
sales floor via electronic payment method. Product will be kept in locked display cases
and available to customers for inspection prior to purchase. Since we anticipate large
numbers of cash transactions to persist, customers paying with cash will be escorted to
one of six point-of-sale cash registers by their assigned member of sales staff, and the
transaction will take place over a counter. Four of these terminals are spaced evenly
abutting our secure area on the product counter and two more are located in our secure
product island as noted in the diagram below.
The software options for inventory tracking and internal auditing have only recently
undergone overhauls for compliance assurance, but these tools have enabled us to
essentially eliminate the possibility of undetected theft of cash or product. We intend on
utilizing Greenbits® for the tracking of inventory as well as interface with the state’s
track-and-trace system, Metrc. Our inventory control standard operating procedures
include procedures for the recall of cannabis and cannabis products, as well as their
disposal, if necessary, in compliance with all city and state regulations and Greenbits®
allows us to maintain an active and functional account within our internal track-and-trace
system. Our Sales Manager will be our designated track-and-trace system operator that
will train other members of staff on its use. All managers will be properly credentialed
prior to them receiving access or use of it, although most have used this software
before.
Greenbits® is used to in over of cannabis transactions each year
and is used in all states that process cannabis transactions at over 1,200 retailers. Our
team will undergo and successfully complete all required state track-and-trace training
and will use a unique log-on username and password. No individual will have access to
another account for any reason, in accordance with state regulations. We will also
implement and maintain an inventory control and reporting system that accurately
documents the present location, amounts, and descriptions of all cannabis product.
When cannabis and cannabis products are delivered to the facility, the quantity received
will be instantly electronically reconciled with expected quantities provided on transport
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manifests and invoices. Products will be updated in Greenbits® and show up as active
inventory in Fresh Farms’ internal tracking system as well as our online platform for
vendors. Any variances in inventory found during regular audits will be internally
investigated, reported to the city and the BCC, as required by Fresno regulations, and
will be reflected in Greenbits®. Closing the only gaps in the Greenbits® platform, our
in-house software will be used to interface with Metrc to purchase inventory tags, accept
manifests, or potentially transfer inventory. While the program has a point-and-click user
interface, our staff will utilize the following standard operating procedure for compliance.
SOP 1-3-001
SOFTWARE ACCESS
Executive Approval: S. Lopez, T. Wood, May 1, 2020
Compliance Approval: C. Heredia, November 5, 2020
Revised April 2, 2020
Reference(s):Fresno Municipal Code Section No. 11-445; SOP No. 1-1-020
(Employment Policy); SOP No. 4-4-001 (Track-and-Trace); SOP No. 8-2-001
(Waste Management)
Responsible Parties: Ownership; Sales Manager; Security Agent; All Staff;
Security Officer
I. ACCOUNT ACCESS
A. Upon onboarding every Staff Member will receive training and access to Fresh Farms
System and Greenbits platform.
B. Each User will receive a unique log-on credentials, consisting of a username and
password in accordance with SOP No. 1-1-020 (Employment Policy).
C. Each User will be assigned unique log-on credentials, consisting of a username and
password in accordance with SOP No. 1-1-020 (Employment Policy).
D. Safeguards will be in place against erasures and unauthorized changes in data. The
Account Manager will be responsible to ensure that information has been entered and
verified by Fresh Farms.
E. The Account Manager will be responsible to maintain an accurate and up-to-date list of
every user account created within Greenbits and Fresh Farms System.
F. Fresh Farms will use METRC prior to any activity of commercial cannabis activity,
including the purchase, sale, return, destruction, or disposal of any cannabis products in
accordance with SOP No. 4-4-001 (Track-and-Trace).
G. The General Manager will have the responsibility as the Account Manager for the
company’s Track and Trace system. Additional owners or staff members may be
included by the General Manager as Track and Trace system Users. Every employee will
be fully trained prior to having first access to use the Track and Trace system.
H. The Account Manager will have adequate training prior to use of the Track and Trace
system. Adequate training will include having attended orientations and any continual
education.
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I. Every Staff Member must access Greenbits Track and Trace system using their own log
in credentials. Using another user log in credentials to access Track and Trace system is
strictly prohibited. Each user is to keep their log in credentials private, and not share
access their credentials with other employees nor any person.
J. There is zero tolerance for falsifying information or attempts of fraudulent activity;
strictly prohibited. Attempts to misrepresent data is strictly prohibited; enforced
punishment up to immediate termination of employment.
K. Attempts to falsify or misrepresent data or information entered into the track-and-trace
system is a violation of Fresh Farms’ policies; punishable up to and including termination
of employment.
L. The Account Manager will maintain up to date account of active users. Any former
employee or employee with expired licensee will be removed by the Account Manager.
M. The Account Manager will maintain an accurate account of information of every
employee user in the system. The data collected and maintained up-to-date list is their
full names, usernames, email addresses, and phone numbers.
II. SYSTEM USE
A. The Metrc track and trace system via the Greenbits Sales is the platform that Staff
Members will use as a point of sale, customer returns, and destruction of all cannabis
good.
B. In accordance with SOP 8-2-001 (Waste Management), the process of properly
destroying cannabis goods will be documented in the Metrc Track and Trace system via
the Greenbits Inventory Management.
C. The General Manager will utilize Greenbits Inventory Management Software to track all
product deliveries
D. The responsibility of the General Manager will be to enter every product delivery into
Metrc via Fresh Farms Software “Manifests”.
E. The General Manager will be responsible for the purchasing product inventory tags
from Metrc through the Fresh Farms Software.
F. The General Manager will be responsible for inventory transfers via Metrc.
G. In the event that Staff Members are unable to have access to the track-and-trace
system, Fresh Farms has established procedures maintain vital information and records
of all activity involving the tracking of inventory, during the duration of not having
access into the Track-and-Trace.
H. When the Account Manager is able to regain access into the track-and-trace system, he
or she will be tasked to implement all the data within 48 hours of the inventory
activities taken during the inability to access the track-and-trace system.
I. Once access is able to be restored to the track-and-trace system, the Account Manager
is responsible to document when the track-and-trace system was lost and when it was
restored, within 24 hour time span.
III. COMPLIANCE
A. As a fully licensed entity, Fresh Farms takes full accountability for the actions its owners
and staff members take while they are logged into or using the Metrc Track and Trace
system, and ensures adequate that training and educational resources are readily
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available for all employees.
B. The Account Manager will be properly trained and knowledgeable of how to restore
order to any discrepancies or inaccuracy within Metrc and Greenbits, through
verification of weekly syncs.
C. Any compliance notifications received from the Track and Trace system is to be
immediately implemented by the Account Manager and updated within a timely
manner.
D. In accordance with SOP No. 4-4-001 (Track-and-Trace), the Account Manager will
promptly notify the Director of Compliance upon receiving any State issued compliance
notifications.
E. A separate record will be maintained by the Account Manager, independent of the Track
and Trace system. A detailed account of the process of achieving compliance must be
thoroughly documents of all notifications received from the Track and Trace system.
F. The Account Manager is responsible for correcting any inaccurate data that is entered
into the track-and-trace system in error within a 24-hour time span.
G. In the event that the Account Manager is unable to correct any compliance issue within
three (3) business days after receipt of the compliance notification, the Bureau of
Cannabis Control will be immediately notified by the Director of Compliance
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Section 1.6 iv. – Customer Count
For the first year of operations, we expect to serve around two hundred
customers per day, but through marketing and outreach efforts begun in month twelve,
we expect to increase our daily customer count to three hundred per day by month
twenty-four.
Initially, marketing, advertising, and staffing focus will be on integrating into the
community by driving high in-store traffic (if not in conflict with current public health
standards at the time of opening). We intend to bring in customers to create lasting
relationships through one-on-one, meaningful interactions. During this time, we will
commit to being “overstaffed” to ensure that customer experiences are not rushed, and
that staff has time to adequately introduce our company, our vision, and our
commitment to civic participation. During this ramp-up phase of customer education and
neighborhood ingratiation, we will focus on quality and speed of service, refine our
processes and support our online platform as it gains traction in the marketplace.
Beginning after the end of the first year of operations, we intend to drive sales to
our online platform through concentrated marketing efforts which will reduce in-store
customer count while still driving overall sales metrics. Staff will begin directing
customers to the efficiency and ease of use of our online sales platform and our delivery
service. After the end of the second year, we will further move traffic to our online
platform by offering financial incentives such as order discounts and free delivery to
maintain low in-store traffic and high customer engagement while still increasing overall
sales.
Throughout this transition, we commit to maintaining a 1:1 ratio of customer to
staff on our sales floor and an average transaction time of six minutes, or ten customers
per hour per member of staff. The built-in efficiencies in our operations and logistics
plan will ensure that we are able to maintain adequate staffing levels even during peak
times. During “rushes”, management and additional receiving staff with sales training
will be available as a “safety-valve” to decrease transaction time and increase customer
turnaround.
In-Store 140 155 175
Online Pickup 20 35 50
Delivery 40 60 75
Total 200 250 300
year 1 year 2 year 3
Daily Customer Count
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Section 1.6 v. – Product Line
The modern customer is well-informed and has high standards not just for the
products they put in their body, but the company they purchase from. Cannabis
connoisseurs know what they want, and we will commit to providing the broadest,
highest quality cannabis products in Fresno. With an efficient spacious sales floor and
dozens of liner feet of display case, the ownership team has constructed a
comprehensive program to drive our proposed product line.
Fresh Farms was created on the foundational principle of providing the highest
quality of cannabis products on the market. Our ownership team has embraced the
industry’s expanding product line and look forward to serving the next generation of
cannabis consumer. To assist in our business planning, we created a comprehensive
financial model for our operations in Fresno that relies on data collected through BDS
Analytics, a leading cannabis industry data management firm, blended with the
assumptions and the professional experience of our management and operations teams.
Drawing from owner Sigrid Lopez’ deep rolodex of cultivators, manufactures, and
distributors, Fresh Farms has established a procurement team tasked with staying on
the cutting edge of cannabis culture. This team will source new product on a continual
basis, searching for innovative products and ensuring our existing suppliers are
upholding product standards and conducting business in a manner that is consistent
with our values. Even considering consistently shifting consumer preferences, our
experience has afforded us with a firm understanding of the market.
Historically, cannabis flower sales have dominated all other categories, both in
availability, selection, and overall sales numbers. But over our years in the regulated
industry, we have seen the flower category, as a percentage of sales, drop from over
eighty percent ten years ago to about fifty percent last year, depending on store format
and location.
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We anticipate the
continuing of this trend and
expect Fresh Farms’ sales to
break down according the
chart on the following page,
at least for the first year
of operations. In
terms of selection, we will carry
fifty individual strains of raw
flower, distributed among
classic and novel genetics.
Currently, our
procurement team has
queued preliminary
distribution agreements for
25 of the 50 cannabis
strains we plan to feature in
our store, representing a
wide variety of cannabinoid
content, ranging from less
than 1% THC to over
30%, as well as other
strains coveted for their
terpene content, flavor, and
desired effect. All flower will be
received from the distributor perfectly manicured and will
represent a wide variety of cannabinoids and flavor profiles.
We anticipate these initial percentages to hold out over the first few years of business,
but we will be constantly monitoring market conditions to create the perfect product
blend. Included in this category are cannabis pre-rolls of our top-shelf flower.
The next largest category is cannabis concentrates, making up about 38% of our
sales. Concentrates can refer to any number of products made of or from the extracted
cannabinoid oils, which are separated from the plant itself by the use of solvents. The
term is used to describe waxes for vaporizing, oils and tinctures for topical and oral
application, and keif that can be used as an additive or to make hash. These products
contain higher concentrations of THC in smaller volumes and therefore require extra
care and consideration on behalf of the consumer. Our educational materials will
support responsible and safe use of concentrates.
Additionally, we want to embrace the explosion of high-quality THC- and CBD-
infused food and beverages on the market, which will make up over 10% of our sales.
Our retail store will feature a wide variety of infused food products from large,
recognized state-wide chains as well as local craft producers. Our facility will support
both refrigerated and frozen products.
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Beyond the simple category headings, our product line encompasses a broad range
of individual programs aimed at bringing unique, premium products to the Fresno
cannabis marketplace. Through our experience in executing hundreds of purchase
contracts, our procurement team has developed a system for finding cultivators,
distributors, and manufacturers that provide the highest quality of cannabis product,
operate with the highest degree of compliance, and share our values.
Coveted sales space in our store will not be sold to the highest bidder in the form of
slotting fees. Instead, we have arranged our product line to reflect the desires of our
customers as well as our internal vision. We will be designating display space to unique
cannabis products from special producers, which will allow us to promote our values of
economic inclusion and social justice. Products from these vendors will be showcased
with associated sales targets assigned to these producers.
An additional feature will give designated space to small scale cultivation and
manufacturing operations that focus extensively on the inherent value of their product.
Many times, these small-scale producers have trouble competing in the marketplace
due to the economies of scale enjoyed by large-scale farms and manufacturing facilities.
We want to shine a spotlight on these businesses that have prioritized quality over
quantity despite the lure of additional revenues.
We have also identified cannabis product producers
that have a social justice component to their business.
Whether by charitable giving,
commitment to social equity
programs, or minority or
female-owned businesses,
these groups will also be
featured in our store with
designated display space.
Finally, we will designate
space for cannabis products
that are the most natural,
pushing the boundaries of
purity. These products will be
embraced by the cannabis
consumer that desires the
most natural experience, the
cleanest cannabis, produced
without the use of any
pesticides. We look forward
to driving this product
category as the industry
evolves.
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Local Fresno County cultivators and manufacturers will create a continual local
feature. This display will feature up and coming cannabis cultivators and manufactured
cannabis producers from the City of Fresno and Fresno County areas, expanding as
other local jurisdictions begin operations. This feature will be located in the front of the
sales floor, immediately available upon entry from the lobby.
Supplementing our vendor-supplied products, we will be pioneering a line of Fresno-
themed private-label and controlled-label products from our ownership teams’
production facilities and controlled label products from our most trusted vendors. These
products will be named after notable streets and landmarks in Fresno and will be offered
at a discount to Fresno City residents.
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Section 1.6.1 vi. Delivery Procedures
Successful transport and delivery of cannabis goods from retailer to consumer
entails a broad range of skills and management that requires a unique business model,
separate from retail sales. As with all retail businesses, customer service and satisfaction
are a top priority, but to maintain that relationship responsibly within the cannabis
industry, having detailed supply-chain logistics as well as a robust software platform is
be crucial. In effort to reach as large a consumer base as possible, as well as provide
services to those unable to travel, we have created the most secure and reliable delivery
platform in the industry. The following is an outline of the extensive protocols, policies
and logistical plans developed by Fresh Farms to ensure secure and reliable
transportation of cannabis product through our city.
Driver Training
Prior to employment with Fresh Farms every delivery driver will be vetted to meet a
specific criterion. Every delivery driver must:
1. Be at least 21 years of age
2. Maintain a State of California drivers license, current and in good standing
3. Have the minimum required insurance to drive in the state of California
Once these criteria have been met, each prospective employee’s driving records
will be inspected, and strict standards for past performance will be applied. Once hired
and prior to conducting their first delivery, each employee will undergo a strict and
thorough training program that focuses on all local and state regulatory requirements,
safety and security procedures, and in-depth interaction with our software platform. All
employees, including drivers, are required to adhere to a strict zero-tolerance policy for
drug and alcohol use and each will agree to randomized drug screenings for illicit
substances.
During deliveries, each employee will be responsible for carrying all the necessary
paperwork and credentials required by local and state law. These include:
1: A copy of the company’s current cannabis license
2: Government-issued identification
3: Company issued identification badge meeting state law requirements
4: All other paperwork necessary to make deliveries, including delivery manifests
Once vetted and trained, each new driver will be paired up with an experienced
member of our team to ensure they are confident and comfortable with their role and
responsibilities, enabling them to better handle unexpected situations should they arise.
Employees without prior cannabis delivery experience will be paired up for a minimum
of ten delivery shifts to ensure they are familiar with our procedures, our software, and
our neighborhoods.
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Any customer placing a delivery order must provide a physical site address for the
delivery to be made, and that address must adhere to a specific set of guidelines.
Deliveries will never be made in the following circumstances.
1: To a mobile vehicle or PO Box
2: A location outside the State of California
3: An address located on publicly owned land or building leased by a public agency
4: Any location on tribal land or to a tribal member unless permitted by tribal law
When delivering cannabis goods, the staff member will only be permitted to travel:
1: From the company’s licensed premises to a delivery address
2: From one delivery address to another or return from a delivery address back to
the company’s licensed premises.
3: Without deviation from the assigned most direct path, unless extenuating
circumstances are encountered, such as necessary rest, fuel, vehicle repair, or road
conditions create an unsafe, impracticable, or impassible situation.
Vehicle Security
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Vehicle Fleet
Our vehicle fleet at Fresh Farms will be one of the private faces of our company. We
will never include any advertising on our vehicles and no cannabis products or cannabis
depictions will be visible from the outside of the vehicle at any time. Each delivery of
cannabis goods will be delivered in person using our fleet, and staff will not be allowed
to use their own vehicle or any vehicle not registered with our business and the state as
a cannabis delivery vehicle. Initially a small fleet of two vehicles will be owned,
maintained, and operated solely by Fresh Farms. Utilizing two fully electric 2021 Mini
Cooper Electrics for all deliveries, Fresh Farms will provide the City of Fresno and the
State Bureau of Cannabis Control with all information for vehicles used to deliver
cannabis goods. These include:
1: Vehicle make, model, color
2: Vehicle identification number
3: License plate ID
4: Department of Motor Vehicles registration
information
All vehicles will be subject to a strict dealership maintenance
routine and have full-time onboard GPS tracking, both of which will be available to
regulators. All delivery vehicles will comply with regulations set forth in the Fresno
Municipal Code.
In-Transit Security
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Transaction Procedures
All delivery orders will be completed by phone, in-app, or via our integrated e-
commerce platform before the order is prepared. The customer will be reminded that
age verification will be required at the time of purchase and the time of delivery in
accordance with Fresno Municipal Code. Utilizing real time inventory tracking will allow
for immediate generation of accurate delivery manifests which allows for orders to be
prepared instantly for delivery and properly staged in accordance with delivery
protocols. No delivery will be allowed to leave the premises until everything has been
entered into the system, and invoice has been generated, and two delivery manifests
have been created to be transport with the driver.
All orders once received will follow a predetermined order. All orders will be packed
by designated staff and staged in the secure product storage room. As product is
gathered and packed, all tracking information will be entered into the POS software as a
delivery sale. The system automatically verifies that the order will not exceed purchase
limits of 28.5 grams of cannabis flower and 8 grams of concentrated product per
customer per day for recreational use. In addition to those guidelines, at no point will a
delivery run include cannabis goods worth more than a combined total of , which
will be determined using the current retail price of all entailed cannabis goods. Store
staff will create a Delivery Request Receipt prior to each delivery containing the
following information:
1: Company name and address
2: First name and number of sales staff and delivery staff member
3: First name of customer and company-assigned customer number
4: Date & time of delivery request; delivery address
5: Detailed description and amounts of all product requested for delivery
The product description will include weight, volume, or any other accurate measure
of the amount of cannabis goods requested. The final summary will include description
of product, as well as the total amount paid for the delivery including all taxes and fees
and any other charges related to the delivery, the date and time delivery was completed,
and the customers signature confirming details and successful delivery.
Fresh Farms will utilize Greenbits® POS systems for all transactions. This system
allows for transactions to be completed prior to delivery as well as through the use of a
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mobile tablet that can be used in the field to collect payment, complete transactions, and
keep Metrc and company inventory updated in real time as deliveries occur. Before
leaving with the delivery, a retail staff member and the delivery driver must verify the
accuracy of the paperwork and the packaged product. Orders may only be adjusted if
items are removed from the order due to a customer’s request. All items removed from
a customer’s order will immediately be returned to the storefront for inspection and
restocking. Before delivery, the customer will be informed that once a successful
transaction is completed at the delivery address, returns will no longer be accepted
unless processed in accordance with out store return policy.
Before final delivery and completion of the transaction, delivery staff will be properly
trained to ensure the person buying and receiving the product are of age and legal right
to do so, verifying the customer is over 21 or that customers with a valid doctor’s
recommendation are over 18 years of age. These documents are required and must be
submitted for inspection before every delivery may take place, including for repeat
customers. Legitimacy of the documents will be verified using a visual inspection of the
customer in addition to electronic verification by our mobile scanners. If diversion, or
suspicion of diversion is witnessed, the delivery may not take place and if further
investigation proves deceit, this may lead to a ban from that customer placing an order
again. At the time of a successful delivery, the staff member will provide the customer
with two copies of the Deliver Request Receipt, one of which the customer will sign and
return to the staff for company records, and the other the customer will be given for
their own records.
Software Integration
Fresh Farms has created a custom Delivery Platform which will combine and
integrate all of our utilized systems. Combining our tracking and inventory management
system, Green Bits®, our e-commerce platform, GeoTab® GPS tracking, and the in-car
video surveillance system, will give us unprecedented oversite from beginning to end of
each transaction. Management, drivers, security personnel, and law enforcement will be
able to access this information in real time, allowing information on cash, product,
delivery route, as well as information on the final destination, to be distributed as
needed. This comprehensive platform blending real time inventory tracking combined
with thorough safety and security features serves not only to protect the company’s
product, but also the surrounding community from potential problems caused by
unwanted diversions of cannabis product.
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SECTION 2 : Social Policy & Local
Enterprise Plan
SECTION 2 – POLICY & LOCAL ENTRPRISE PLAN .................................................... 49
2.1 – Living Wage .................................................................................................................. 50
2.2 – Employee Benefits ....................................................................................................... 52
2.3 – Training & Education .................................................................................................... 55
2.4 – Social Policy Recruitment ............................................................................................ 60
2.5 – Local Enterprise............................................................................................................. 62
2.6 – Staff Positions ................................................................................................................ 67
2.7 – Labor Peace Agreement ............................................................................................. 70
2.8 – Workforce Plan .............................................................................................................. 71
2.8.1 – Local Hiring .............................................................................................................. 71
2.8.2 – Apprenticeships / Industry Training ..................................................................... 73
2.8.3 – Living Wage ............................................................................................................. 75
2.9 – Social Equity Business Incubation ............................................................................. 75
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Section 2.1 – Living Wage
Fresh Farms strives to not only be a local job creator, but a business that provides
career benefits and opportunities that will follow individuals long after their employment
with us has ended. To truly give back to our local communities we will offer personal
and professional growth opportunities as well as comprehensive benefits that take each
individual personal needs in to account. In order to cultivate an environment with
dedicated staff focused on customer satisfaction and business growth, our ownership
team will implement actions that actively show staff their time, effort and participation
are greatly appreciated and rewarded. Economic success for all employees will be
achieved by providing holistic financial security.
Fresh Farms’ will utilize living wage models using data from federal poverty guidelines
as well as data provided by MIT (Massachusetts Institute of Technology), to determine
the appropriate levels of compensation for each staff member. MIT uses a market-based
approach that draws upon geographically specific expenditure data related to a family’s
likely minimum food, childcare, health insurance, housing, transportation, and other
basic necessities costs including clothing and personal care. The living wage draws on
these cost elements and the rough effects of income and payroll taxes to determine the
minimum employment earnings necessary to meet a family’s basic needs while also
maintaining self-sufficiency. The analysis further breaks down the required living wage
for various family structures.
Staff members will be compensated with a living wage that far exceeds State of
California and City of Fresno minimum of per hour for businesses with more than
26 employees. A statistical model produced by MIT for the City of Fresno dictated a
minimum living wage of per hour, and our minimum wage will exceed this metric
as well. Fresh Farms’ entry level positions will be at a level commiserate with MIT’s
individual whose family consists of two adults and two children, which currently sits at
per hour. Senior staff will be compensated at the minimum standards of a single
parent, currently at per hour. Management staff will be compensated at the level
of one working adult with multiple children, currently at per hour, or roughly
annually based on weekly work requirements. These levels of compensation
will create a driven and caring staff, who will be given semi-annual evaluations that give
them opportunities to increase their benefits and wages based on merit and
productivity.
The following page includes a chart of staff wages and metrics used to determine
individual pay and benefits.
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Section 2.2 – Employee Benefits
Fresh Farms’
will offer work benefits
packages unrivaled in the
area, providing our staff with
the ability to maintain a
healthy life-work balance.
Combining wages and our
extensive compensation
package, each employee will
roughly account for
per year of
expenses including payroll
taxes. These numbers are incredible, and exciting for the surrounding area as we are able to lift the
economic community as a whole through our staff members. All members are guaranteed access to
equal healthcare, paid time off, and profit-sharing programs, ensuring a staff dedicated to providing the
best customer service possible as well as encouraging them to live happy, healthy lives.
Life/Work Balance
One of the primary foundations of a competitive benefits package is ample paid time away
from work. Our company fully intends and strives for an environment where every employee
loves their job, and as such all members will become eligible for sick and vacation leave after
successfully completing their 30-day probation period. These days will accrue over time and
equal 5.7% of the number of hours worked. This amounts to approximately three weeks per
year a full-time employee can spend with their friends and family. A study performed in 2019
focused on the benefits of a balanced life/work schedule showed great benefits, both for
companies and their employees. This study highlighted the importance of an integrated
wellness plan, showing that employees with good life/work balance were happier and felt more
meaning in life and purpose in their career. This leads to a workforce with higher morale,
increased productivity, and a higher level of commitment to the organization as a whole.
Fresh Farms’ has incorporated these findings, as well as many others to create the most
pleasant and productive atmosphere possible. Employees will be able to dictate or have greater
control of their schedules and hours in comparison to other employment environments, all while
still meeting all business needs and requirements. Policies will be implemented permitting
opportunities for “split-shift” assignments, allowing staff members with education or childcare
priorities to be able to fulfill all obligations and desires. Fresh Farms’ will work individually with
each employee to ensure they have the life/work balance plan they desire. These plans also
include and exceed the Family and Medical Leave Plan required by the State of California for all
staff, as well as provides continued wages for staff caring for unhealthy relatives or spending
essential bonding time with their newborn infants.
Health & Wellness
All employees of Fresh Farms’ will enjoy full insurance benefits, including medical, dental,
and vision. Medical insurance will be completely contributed by Fresh Farms’ with large
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discounts included for family member plans. This, combined with a flexible health care savings
account, will afford all employees with a safe and stable healthcare plan. In addition to these
provided benefits, a wellness program will be available that promotes healthy lifestyles and
behaviors, including programs designed to promote healthy eating, exercise, and tobacco or
alcohol cessation.
All of our programs take a progressive approach to healthcare and include mental health
services through the Employee Assistance Program, as well as desired supplemental programs
such as life, home, renters, and veterinary insurance. Long term and short-term disability
options will also be offered to every employee, regardless of preexisting conditions. Another
benefit enjoyed by Fresh Farms’ employees will be public transportation stipends. To
encourage behavior beneficial to the sustainability of our environment, employees will be
reimbursed for all costs associated with the use of public transport or green energy transport.
These costs include any costs incurred with the use of bicycles such as helmets, lighting
equipment, or visual safety apparatuses. In concurrence with this policy, and employees that
utilize these green options that encounter emergency situations requiring them to leave
immediately will be complete covered by Fresh Farms for any rideshare service employed.
Profit-Sharing
To further foster employee engagement, a minimum of 1% of all profits will be set aside
yearly and distributed to all staff in annual bonuses. This estimated bonus
each year will not only give them more financial stability, but also gives each a sense of
involvement and ownership. The management structure will be organized to focus on sales,
logistics and operations teams with further built-in bonus structures. Additional financial
incentives can be obtained by setting sales and cost minimization goals in each department.
This incentive program will enable employees to play an important role in the overall success in
the company and therefore themselves, offering a sense of autonomy. Employees will be
encouraged to agree to commitments to reduce costs, drive sales, and find the most efficient
labor techniques to make our business more successful.
Life & Career Advancement
Fresh Farms has developed detailed plans to assist staff members lives outside of the work
environment. Many individuals face difficulties obtaining employment due to perceived stains on
there record related to cannabis convictions. Most are unable to complete the paperwork
themselves due to the high-costs and complexity of the issues. We will work closely with a
designated local law firm to actively expunge these records permanently. As candidates are
brought into our organization, any background checks that have revealed previous cannabis
arrests or convictions will be approached by our executive staff members and referred to our
legal partner to begin the proceedings of expungement. These benefits are offered to the staff
at no cost and our ownership team will offer quarterly seminars open to the community on
cannabis expungement as detailed in Section 7 – Community Benefits & Investment Plan.
Our company is determined to make our employees lives better. One way we will
accomplish this is by creating opportunities and milestones for each member of the staff,
outside of their professional development. Employees will be encouraged to enroll locally at
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Fresno Community College. The costs of enrollment and tuition will be covered by Fresh Farms
in proportion to their hours worked. Fresno Community College enjoys a long history off
success. Established in 1910, FCC was California’s first public community college and has been
crucial in many changes throughout the state in regard to public education. A certified Hispanic-
serving institution, FCC enjoys the title of the largest nursing program in California, transfer
agreements to the University of California and California State, as well as many nationally
recognized student organizations. FCC also maintains an athletics program nationally
recognized with success in all men and women’s sports and over 80 certificate programs, 24
transferable associates degrees and 120 full associates degrees are offered, including
disciplines in child development, culinary art, dental hygiene, and athletics. Encouraging and
assisting our employees to further their educational development will hopefully give them
confidence to enter the workforce with their heads held high. Employees who have already
completed their education to their highest desired level and are repaying student loans will be
offered a re-imbursement schedule that matches with Fresh Farms’ tuition program. All
members of management and staff of every level will be eligible to enroll in a tax deferred 401k
retirement plan. This plan will allow staff to put away up to per year in a long-term
account with equal funds matching by Fresh Farms. Throughout an employee’s tenure with
Fresh Farms, they will be trained and mentored to develop skills that can be transferred to other
career opportunities in hospitality, retail sales, and other similarly related fields. In our program,
staff will consistently undergo enrichment training, gain experience through vendor and
producer site visits which will translate to the cannabis industry as a whole. Our ownership team
will use their extensive network to create multiple paths of advancement through the
organization and cannabis industry. As staff moves on from Fresh Farms, they will be the most
knowledgeable, best trained and highest class of professional in the industry, giving them
unlimited long-term career options.
Fringe Benefits
Being employed by Fresh Farms will make individuals more than just members of the Fresno
retail workforce. Each employee will be a member of positive movement, involved throughout
the community in many ways. Our organization will leverage our staff as resources to better our
community through volunteering, donating, and hosting many local charity events. Being able to
provide job opportunities as well as record expungement for individuals suffering from the
unnecessary war on cannabis is a great first step, but it is only a first step. Re-integrating into
society those who have been disenfranchised can not be done by only providing a steady
paycheck but must be matched with a commitment to social reform and justice. To further our
desire to help all disenfranchised Americans, Fresh Farms is committed to complying with the
letter and the spirit of the Americans with Disabilities Act of 1990 and the related Section 504 of
the Rehabilitation Act of 1973. Recognizing that individuals with disabilities may require
accommodations to perform and succeed with their job tasks, our management team has
developed a comprehensive accommodation and sensitivity training program for all staff
members. Any staff member who suffers from a disability will work with our management team
to ensure reasonable accommodations are made to allow for continued performance
throughout their employment.
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Section 2.3 – Training & Education
Education of our staff begins on day one. Our senior staff, led by owner Sigrid Lopez, will
combine their many years of experience with cannabis retail operations and their deep
understanding of the industry as a whole to train our employees using a library of essential
training materials. The cannabis industry is currently in the “age of compliance”: maintaining
compliance is crucial and this means that every staff member regardless of previous
experience, job duties, or aptitude will receive the same comprehensive information and training
in regard to regulatory compliance. Each manager will employ their own personal training
methods, but all will employ our educational platform that uses diverse active media such as
interactive challenges and games that immerse the individual in their learning experience, thus
increasing retention of critical subject matter.
As staff are brought on board, specially developed materials designed to quickly assimilate
them into the workforce will be provided. During this initial orientation, new staff will be given a
tour of the facility, introduced to all staff and security, as well as shown to the critical differences
between restricted and public areas. The first ninety days of employment will be a probationary
period in which staff will be trained and educated in all facets of the business and facility, as well
as the necessary tasks to complete associated with their individual contribution to the success
of our business. After completing their initial probationary period, continuing education
throughout their tenure will be provided through activities and modules with comprehensive
tests periodically given to assess each persons’ understanding and retention of the materials.
Records of job training and test results will be kept in personnel files for each employee
throughout their time with Fresh Farms and safely stored in our secure access area, as well as
maintained electronically. These files will be used to track employee progress as well as used in
annual performance reviews. Files will be digitally backed up and maintained for a minimum of 7
years after the end of an individual’s employment.
The complete scope of our training materials takes up pages that number in the hundred
and therefore could not be completely contained within this document. The following sections
are a description of a sample of the most important documents believed to be the most critical
to creating well-rounded staff members.
Rules and Regulations
While our training materials have been designed for educational purposes and job
enrichment, we take a hard line with state and local compliance. Our staff are made aware of
our zero-tolerance policy for any actions that could potentially result in a violation of state or
local regulations including track-and-trace, laboratory testing, waste management, recall
procedures, operating standards, and unlawful sales.
Our right to do business depends on our ability to properly instill in our staff an
understanding of the many laws and regulations affecting our business. Beyond the letter of the
law, training materials outline the personal duty of each staff member to fully comply with these
standards at all times and promptly report any violations. Our compliance program translates
the complicated language of state regulations and local ordinances into something that our staff
can easily comprehend. Topics include relevant provisions from the State’s Medicinal and
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Adult-Use Cannabis Regulation and Safety Act (MAUCRSA), the related rules published in the
California Code of Regulations issued by the State’s Bureau of Cannabis Control, HIPPA,
Department of Food and Agriculture and Department of Public Health, as well as Fresno City
Ordinances. Most importantly, these training materials are continually reviewed and updated
with changing regulations.
Our staff members will also have opportunities review already constructed state programs
like the California Department of Public Health’s “Let’s Talk Cannabis,” a health information and
education campaign that details California cannabis laws and the potential health impacts of
cannabis use.
We have developed advanced sensitivity, disability, and cultural awareness training materials
that will be made available for staff. It is important that our staff members interact appropriately
with elderly visitors and those with disabilities. This training material will be founded on
information supplied by the Americans with Disabilities Act National Network and supplemented
with direction from Owner Candy Heredia, and will educate staff members on some higher-level
customer service topics such as understanding physical limitations, stigmas associated with
persons with disabilities, allocating accommodation space, and potential challenging customer
service situations.
We acknowledge that some of our customers may have issues with transportation and
movement ability which is why in addition to having Store Managers CERT trained, we will train
every staff member on how to provide proper assistance to those with mobility challenges.
Customers will be able to call ahead or register online for assistance. Once verified through our
surveillance system, our staff members will then be dispatched to meet the customer outside
with a security officer and escort them into our lobby. Staff will be trained to assist patrons
throughout the store and provide assistance as needed.
Cannabis Products
Our entire team must be able to properly identify and distinguish between a wide array of
cannabis products, while understanding the role of each as part of our customer’s medical use
or recreational activity. With over a thousand strains currently in the market, our training
materials are designed to enable our staff to guide the customer to a genuine understanding of
our products. These modules will cover potency of all the products we carry, including flower,
concentrates, topicals, and an assortment of edibles, beverages, tinctures, and pet products.
These training modules will also include information about our targeted producer partnerships
and allow our team to give detailed backgrounds on local, small, social equity, minority owned,
and natural offering vendors.
For our Cannabis Consult staff members, we will provide supplementary learning on in-
depth topics such as terpenes, cannabinoids, and follow the path from seed to sale. It is
important that our staff knows the fundamentals of cultivation and manufacturing, and the series
of steps that result in the finished products we sell. These educational materials will include the
elements of a cannabis plant, a contrast between traditional and state-of-the-art cultivation
techniques, cannabis strains, seed composition, variable growing environments, the importance
of controlling pH, humidity and light levels and their corresponding impact on cannabis viability,
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quality, and potency. On the manufacturing side, our staff will be versed on how cannabis is
processed; extraction using volatile and non-volatile techniques. Additionally, we want our sales
staff to understand the future of cannabis, understanding the terms “natural” and “organic,” and
the rationale behind our advocacy for legislation that will ensure clarity and consistency in
labeling.
Health and Wellness
Our staff will get a basic understanding of the endocannabinoid system and learn how
cannabis interacts with the body, the properties of psychoactive and non-psychoactive
compounds, methods of consumption, strain differentiation, and the fringe aspects of the
cannabis product line, including high-potency concentrates with novel delivery methods and
specialized cannabinoid blends with specific health and wellness applications.
Initially, staff members will be trained on proper product handling, including the safe and
secure storage of cannabis products. Advanced education modules explore education topics
including the potential harms of using cannabis while pregnant or breastfeeding and potential
risks of overusing cannabis in a healthy adult. While drawing a distinct line between information
dissemination and medical advice, staff will be trained on the use cannabis as a natural
alternative to pharmaceutical drugs for pain management, menstruation, anti-aging, sleep aid,
mobility, sexual enhancements, relaxation, anti-nausea, appetite stimulation, sedation, arthritis,
gastrointestinal disorders, as well more severe physical afflictions such as diabetes and
HIV/AIDS management, and even psychological disorders such as PTSD. Most importantly, staff
will be trained on the inappropriateness of giving medical advice to customers and will be
required to follow strict guidelines for product recommendations.
Customer Interactions
We want our staff to not only be knowledgeable about our products, but to have a friendly
disposition and to project an approachable demeanor. We cover customer greetings, needs
assessment, conflict resolution, satisfaction commitments, and sales awareness.
Our customer service training is one of the most important factors that will make us a truly
unique operator in Fresno. We will assess customer service attitudes and ensure that they are
in line with our overall company vision of thoughtful, friendly, knowledgeable, engaged service.
Each interaction with a guest will be unique and we want our staff to build relationships with our
customers and take time to care for them. We will review policies for challenging customer
situations, customer complaints, and problem solving.
We also require that our staff presents a confident, manicured appearance while still being
able to maintain a personal expression of style. We will encourage neat and clean hygiene as
well as a business casual dress code, and staff credentials. Our staff will have the cohesiveness
and authority of a uniform while still maintaining their own individuality.
With up to three hundred customers expected to visit Fresh Farms each day, our staff
members need to confidently and efficiently handle cash and limit the potential for errors. Our
staff members will undergo extensive cash handling training with materials derived from our
ownership team’s experience. Staff will be trained on identifying counterfeit bills, correctly
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balancing cash registers, and preparing cash drops. Training will be conducted as a concerted
effort between our operational team and our Security Agent and sales associates will be held
responsible for balanced cash tills at the end of every shift.
Supplemental Learning
In addition to our traditional training modules, supplemental training materials will be made
available to staff for enrichment purposes and will include coveted opportunities such as
immersive and first-hand experience with our vendors. Staff will be given the opportunity to
attend enrichment trips, either management or vendor-led, to licensed production facilities to
see how our cannabis products go from seed, to full flower, to sale, or further refined through
the manufacturing process. Our team will learn about who our company does business with,
their values, the products they provide to our store, and the reasons we have chosen them to
be our partner. We will place a special education component for our small and local producers,
social equity producers, minority owned, and all natural and organic producers so our staff will
be able to highlight these vendors in their customer interactions.
Our customs and traditions training will teach our staff to stay locally relevant and to help
them explore the basic landscape of the diverse group that shares the area. We will discuss
values, morals, ethics, etiquette, harassment awareness & prevention, as well as the
introduction of a multitude of cultural perspectives through interactive and engaging activities.
We help staff to explore and assess personal behavior and bias, assumptions, and stereotypes.
Upon completion of these sessions, our staff will be better equipped to identify and address
sensitive situations more cohesively and reduce the potential of discrimination related issues
and liabilities.
Please see the following page for a mockup of our internal training program.
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Section 2.4 – Social Policy Recruitment
The City of Fresno outlined the minimum requirements for Social Policy recruitment
(Article 33, Section 9-3316(b)(1)) to include a requirement to:
1: Hire individuals for a minimum of one-third (1/3) of the total annual work hours
performed at the business who has an annual family income below 80% of Average
Medium Income
2: Have been convicted for a cannabis related crime that could have been
prosecuted as a misdemeanor or citation under current State law
3: Have lived in a low to moderate income census tract in the city for a minimum of
three years
4: is a veteran, former foster youth, unemployed, or receiving public assistance
Prior to the slow path to legalization of the cannabis industry over the last few years,
our ownership team was already committed to good business practices as well as social
justice and they had interwoven these standards into the operating plans of their
respective businesses. The establishment of the Fresno Social Policy was a great step
forward, and we are committed to the ongoing attempts to undo unjustified wrong in
relation to the criminalization of cannabis, as well as retroactively take steps with
individuals who have personally suffered. Our hiring plans involve active recruitment of
members of our community who have suffered due to cannabis arrests, convictions,
economic disadvantages, and all other types of adversity. Our time, money and research
capabilities will be dedicated to finding and recruiting any individuals in need of
assistance.
This will be combined with our local commitment which mandates that our staff will
consist of a minimum of 75% local residency throughout all of our workforce. More
details regarding this company wide mandate may be found in Section 2.8 – Workforce
Plan. More related to social equity, our Social Policy Program states that 50% of local
staff members, or roughly 40% of our entire staff will be part of our local social equity
staffing mandate. All social equity positions will be reserved for individuals that fall within
a specific scenario such as single parents, living in poverty, those facing discrimination
and socioeconomic barriers, or managing previous cannabis related arrests or
convictions. Furthermore, those who reside in areas overtly effected by impacts of the
“war on drugs” will be actively recruited thus empowering these individuals to lift up
themselves and the entire surrounding community as a whole. While always maintaining
any minimum, the requirements established by the Fresno Municipal Code, our program
goes further by enhancing the language to pursue the intent of the regulations set forth
by the City of Fresno’s social provisions. These enhancements are not in place to
disparage the regulations of record, but to further strengthen them. An example of the
difference between minimum requirements and those we commit ourselves to are the
unemployed qualification and low-income requirements. Strict adherence to the
language would only require that a third of our staff be simply unemployed at the time of
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hire or have a household income of almost per year for standard-sized families.
Our program goes far beyond these minimum requirements, ensuring that our company
is a solid source of social and economic reform for our community as a whole. We also
have committed to surpassing state definitions of hiring Veterans, extending our
program to all retired members of armed forces and law enforcement while making sure
we still comply with any standards required by the City of Fresno by ordinance.
During our program, local social equity individuals will receive the identical training
to our other staff
members. However,
we will go further
with these individuals
to include additional
supplementary
training such as
personal
development,
mentoring, and
resume building that
will allow them to
obtain permanent
employment with us
or elsewhere within
the local community. The individuals selected will receive all the pay, benefits, and level
of autonomy as any other staff member, but will additionally receive training by our
experienced staff members to fill in any knowledge gaps that may have existed in their
previous employment situations. This employee will receive training in shipping &
receiving, customer service, cash handling, as well as general sales knowledge. These
individuals will regularly meet with the ownership and management teams for feedback
and to discuss their development through the program. As positions are vacated at the
end of each individual’s development trajectory, our management will work closely with
community leaders and organizations to identify new individuals who will benefit. This
creates a cascade of personal and professional development throughout the City of
Fresno. Once operations are established, we look forward to expanding this program to
include more opportunities for advancement and additional higher-level training
programs.
Fully funded by Fresh Farms, our program will work hand-in-hand with the Fresno
Regional Workforce Development Board, who’s primary objective is encouraging and
supporting economic growth within Fresno County and increase employment
opportunities for short-term and long-term. These individuals will be selected only from
the local Fresno community and will have a permanent place on our roster and each
quarter a review of all numbers will be taken to ensure our commitment to local and
social equity hiring is maintained. As these reviews take place, additional positions will
be added as necessary to continuously meet our set goals.
Staffing Commitment 33.33%40.00%
Low Income Low Income
80% of AGI
Very Low Income
50% of AGI
Cannabis Conviction Misdemeanor or Citation Misdemeanor or Citation
Residency Low to Moderate
Census Tract
Low Income
Census Tract
Veteran Status Deployed or Decorated
Armed Forces Veterans
All Retired Veterans
& Law Enforcement
Family History Foster Care Youth Foster Care Youth or Parent
Employment Status Unemployed Chronically Unemployed
Public Assistance Currently Receiving Currently Receiving
Childcare n/a Single Parents
City Reqirements Fresh Farms Standards
Social Policy
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Section 2.5 – Local Enterprise
At its heart, Fresh Farms is a locally owned and managed operation. Our concept for
the highest class of cannabis retail was envisioned with Fresno in mind. Founder and
Fresno local Thomas Wood has brought together a team of professionals that are
committed to making this a reality. Our ownership team is bound together by a mutual
passion for the cannabis industry and a shared belief that our success is inextricably
linked to the service we provide to our customers and to our community. Through
clearly defined roles in the direction, control, and management of the business, our
ownership team will use their combined experience to develop and operate a high-end
retail cannabis experience adhering to the strictest standards of quality and safety.
We believe it is critical that the considerable experience of our leadership team
be harnessed daily for the benefit of our organization, our customers, suppliers, and the
community. As such, each member of the ownership, advisory, and management teams
will have clearly defined roles and requirements befitting their position. We intend that
this commitment will trickle down to every member of staff.
Local Ownership
The dream of Fresh Farms was conceived by owner Thomas Wood, life-time
area local and current Fresno county resident. Thomas Wood is a skilled cultivation
Consult and facilities manager who has developed, built and overseen multiple large-
scale cannabis cultivation operations throughout California. Specializing in high-tech
biology, Mr. Wood understands the proven methodologies behind cannabis cultivation
and has improved upon them throughout his years in the industry. He offers an
extensive resume of theoretical and practical cannabis research experience in plant
genetics, soil biology, plant deficiencies, sustainable remediation, and cultivation from
germination to storage and point of sale. Along with a deep mastery of cultivation
science, Thomas Wood has served as a supervising facilities manager, managing a staff
of 20 retail employees and guiding best practices to guarantee a prime environment for
employee safety and a superior customer experience.
Seeing opportunity to create a flourishing business in Fresno, Thomas tapped his
extensive personal and professional network to create the team that will make Fresh
Farms a reality. Thomas will serve as General Manager of Fresh Farms and will focus on
making the original vision live in the store every day. This will primarily include
maintaining a regular rotation of opening, midday, and closing shifts to give the greatest
exposure to the staff, customers, and business operations. Thomas will also serve as the
primary “boots-on-the-ground” member of the ownership team, taking part in trainings,
customer interactions, staffing decisions, and product stock levels. Thomas believes that
in order to have a smooth-running operation, it requires the constant presence of
ownership, not to provide a watchdog for staff and procedures, but to uplift the morale
of the staff by providing consistent support. Thomas is committed to being a part of the
daily operations of Fresh Farms and will take part in all staffing, product line, and sales
initiatives.
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Sigrid Lopez resides in neighboring Los Angeles County and will be splitting her
time between his retail cannabis operation in West Hollywood and Fresh Farms in
Fresno. From the beginning, Sigrid has been instrumental in the design, development,
and soon the implementation of all standard operating procedures related to compliance
and staff training. Built on years of experience in the industry, Sigrid spent months
developing stalwart operational plans and policies with the rest of Fresh Farms’
ownership and advisory teams. Sigrid will enjoy an ongoing role in interacting with all
levels of staff on a weekly basis, conducting training and providing industry expertise to
support the operations team. This will include updating staff on changing operating
procedures, new regulations, and the execution of new purchase contracts. In her time
away from the actual storefront, Sigrid will be constantly involved in all changes, issues,
or improvements to our operational policies. She will be able to leverage the experience
from past as well as other current operations to ensure that Fresh Farms has the
strongest procedures in the industry.
Local Management
Our management team will be composed of local individuals that can be available
nearby the facility at all times. Two-thirds of store management will be reserved for local
Fresno residents and one individual have already been identified.
Edward Charles Lanfranco is a third-generation Fresno-born resident seeking to
elevate his position in the community by participating as a member of store
management. Mr. Lanfranco believes local cannabis businesses have the power to
revitalize blighted communities and bring cannabis to those who need it most.
Lanfranco, a lifelong academic who is fluent in Mandarin Chinese language, has multiple
degrees from the University of California and has established a 20-year career in
telecommunications marketing based in Beijing. The Chinese concept of filial piety
(honoring and taking care of family) inspired Mr. Lanfranco’s commitment to Fresno to
assist ailing residents pursue the vital medical cannabis medications they needed to live
full and comfortable lives despite their health conditions. Leveraging his experience in
business, operations management, marketing research, government and media
relations, he is committed to achieving commercial success with Fresh Farms as a sales
manager, responsible for staffing, day-to-day interactions with staff and customers, and
the support of marketing promotions. At the same time, he is equally dedicated to
making his work in this sector one that his family will be proud of by using proceeds
from the business to develop programs and partnerships serving the Fresno community.
The remaining local store manager position will be reserved for a Fresno Social
Equity resident to be selected based on experience at the launch of operations. This
manager will be responsible for all back of house operations including our quality
assurance, delivery, and receiving programs. We have availed this management position
explicitly for qualified social equity job applicants in efforts to bring diversity of
experience to our management team as well helping those most in need.
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Local Advisory Board
Fresh Farms’ Advisory board has been established to make sure that despite the
many upcoming changes in the industry, we remain compliant with both the regulations
and the wishes of our community. The Advisory Board is comprised of local community
members, each with a specific role in influencing the organization’s policy.
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Karen Campbell is a licensed kidney dialysis specialist, lifelong Fresno resident, and
the loving Nana of 14 beautiful grandchildren. Mrs. Campbell has
compassionately dedicated the past 35 years of her medical
career to treating patients with kidney failure and chronic diseases.
Every day, she administers life-sustaining treatment and supports
her patients as they cope with the pain, anguish, and adverse
effects associated with kidney dialysis. For some patients, dialysis
is an impossible undertaking without an accompanying
prescription cannabis regimen. Mrs. Campbell has seen the
dramatic difference that cannabis can make for those who need it
most for pain, discomfort, and anxiety. Besides seeing cannabis benefits for patients in
her professional life, Mrs. Campbell has witnessed its utility in her personal life, too.
When her mother was diagnosed with terminal cancer in 2009, cannabis was the only
medication that relieved the associated nausea and pain resulting from rounds of brutal
chemotherapy. As a daughter and a healthcare provider, her goal is to ensure that
people like her other and her patients can be treated with the proper medication, so
she advocates for reasonably accessible, affordable, high-quality prescription cannabis
whenever medically necessary. Mrs. Campbell believes that all human beings deserve
to live with dignity and is doing her part to support patients’ journeys by advising Fresh
Farms on Fresno’s community health needs.
Andrew Thompson is a long time Fresno City resident and was
born and raised in the Central Valley. He was born in Porterville in
Tulare County, and moved to Fresno in March of 2005 to find work
and have stayed here ever since. Andrew has spent the majority of his
working life in the security industry, both as a uniformed security
guard and as a bodyguard doing everything from parking lot security
to working large events. Andrew will be leveraging his experience in
security to serve as Security Liason on our Advisory Board.
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Section 2.6 – Staff Positions
By the end-of-year two, we expect Fresh Farms to staff 34 full-time and part-time
staff members, with additional salesforce and delivery staff levels increased
proportionally as customer count increases. Of these positions, we are outlining a
minimum of 75% of staff to be local Fresno residents, half of which are reserved for local
social policy positions. While we will maintain this minimum threshold at all times, we
have woven a more comprehensive processes into our hiring plan for each position.
Please see our organizational chart on the previous page for a holistic view of the
organization. Our staff levels are broken down into the following categories.
Cannabis Receiving Staff (8)
Behind the scenes of the sales floor and the outgoing delivery vehicles is a team of
individuals determined on instituting an accurate and efficient supply chain process.
Under the direction of owners Thomas and Sigrid, receiving staff will process all
incoming cannabis product deliveries in accordance with stringent standard operating
procedures. They will be responsible for the maintenance of accurate tracking
information for all cannabis orders and receive deliveries when they arrive according to
a predetermined schedule. Back of house sales staff will complete the technical aspects
of online order preparation and the staging of delivery orders.
We intend for this position to be made up mostly of our local equity program as it is
an easy transition into the workforce without the added pressure of customer
interactions. In this position, staff can learn basic job skills while learning about our
products, safety, and protocols. Once these skills have been mastered and additional
training programs have been completed, these staff members can be transitioned into a
sales or lobby position if requested. We will staff two staff members in shipping,
receiving, and quality assurance, and one in back of house sales, and four delivery
drivers initially. Staff members will be allowed mobility among positions to ensure they
are well-rounded and have a broad range of skills.
Lobby Staff (3)
Lobby staff is another potential entry level position, but every position in our
organization carries with it important responsibilities. Newly hired staff will complete our
basic education modules giving them the skills to have meaningful interactions with
customers as well as all regulatory and compliance training related to their intended job
duties. With pride, we intend that these individuals may have little to no experience in
the cannabis industry but can be easily caught up with comprehensive training in
customer service, compliance, and basic interface with our software platforms. Lobby
staff will be responsible for greeting customers, inputting new customer information
profiles, verifying identification and paperwork, scanning any medical documentation,
phone and online customer communication, and maintenance of their workstation.
Lobby staff will be trained in the use of Greenbits® for the purposes of ID verification
and interface with the customer loyalty program. This position provides a great transition
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for locals looking to break into the cannabis industry from retail and customer service
careers or for one of our back-of-house staff. Ideally, staff in this position will transition to
the sales team for further education and advancement of their career.
Cannabis Sales Staff (7)
Our cannabis sales team will be comprised of individuals that focus on customer
service and product knowledge. Sales staff members will have a deep understanding of
our products, policies, procedures, and most importantly, our vision. Individuals in this
position, as a prerequisite, must have prior professional cannabis experience, or have
completed our in-house staff education modules, demonstrating an understanding of all
aspects of retail cannabis sales. As part of our launch strategy, six months prior to
opening, we will be sourcing, staffing, onboarding, and educating residents of the local
area in targeted job fairs that will allow our upcoming staff the opportunity to become
familiar with their job duties before being faced with actual product and actual
customers. We will be extending this training to business participants in Fresno’s Social
Equity Program for all of their staff members as part of our incubation program. This will
allow social equity businesses to receive the benefit of industry-standardized training
without the added cost. Additionally, as part of this campaign, we will offer educational
modules on safe and responsible cannabis use for the general public. We intend that
before we are operational, we have cultivated a highly trained staff for our business as
well as a social equity business and have helped the public understand our place in their
neighborhoods.
Trained staff will be able to discern the differences in product offerings, properly
relate information about potency and variety, and be able to answer a wide range of
customer questions. Once we open, they will be responsible for assisting customers on
the phone, online, and in person on our retail floor. Customers in the store will receive
the undivided attention of the sales staff through the duration of their shopping
experience and all staff member will be focused on the pillars of knowledge,
engagement, and compliance.
Cannabis Consult (2)
This position will be reserved for staff that are recognized as experts in cannabis
products. These senior members of staff will have extensive real-world cannabis
experience in sales, cultivation, manufacturing, or cannabis science and have graduated
our advanced cannabis training modules. These individuals will have demonstrated a
unique and clear understanding of the cannabis industry and products. They are leaders
in the store and are instrumental in the training other members of staff, customer
interactions, and product knowledge. Cannabis Consults will be available in-store daily
to provide additional knowledge to the staff and customers as well as run our online
educational platform. Consults will be responsible for maintaining our customer-facing
education modules which cover safe and responsible consumption, legal
responsibilities, and local regulations, as well as informative material on properly
discerning between the broad range of products offered at our store. Monthly, Cannabis
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Consults will host a live-video question-and-answer session through our online
education platform. Fresno residents and the general public will be able to ask any
question about cannabis, cannabis products, and the industry. While this position is
education-based, we intend for it to be a steppingstone into store management in our
organization or in the greater industry which will increase the general knowledge of
cannabis industry managerial staff.
Store Management (3)
Staff that has shown an extreme aptitude for customer service, education, product
knowledge, and business operations will have an opportunity to join a management
training program. Management is responsible for coordination with vendors to schedule
deliveries, oversee daily operations, maintain proper staffing levels, verify inputs into the
software systems, and make decisions as necessary when a member of the ownership
team is not present. Our managers will perform performance reviews for our staff and
facilitate staff training with the aid of our Cannabis Consults and robust educational
platform.
In regard to day-to-day operations, our back-of-house manager will be responsible
for overseeing all shipping and receiving, quality assurance, and delivery staff. This
position is heavily logistics-based and requires an individual with a strong attention to
detail and ability to follow protocols and standard operating procedures. Our sales
managers handle the softer side of our business and are responsible for overseeing staff
on the sales floor as well as our online sales team. Sales managers will relate marketing
and advertising agendas to the sales staff and maintain the daily schedule.
Our store managers are the eyes and ears of the organization and an integral part of
the local community. As such, we are committed to maintaining our back of house
manager and one sales manager positions exclusively for local residents, two-thirds of
our managerial staff. Our initial on-the-floor management team will consist of our owner
Brian Stippey, and two Fresno City residents Edward Lanfranco and one to be hired at
the commencement of operations with oversight owners Sigrid Lopez and Thomas
Wood. Our local back of house manager position will be reserved for a local member of
the Fresno community as part of our greater social policy program, allowing those most
harmed to participate in store operations at a high level and will maintain at least one
senior management position for social equity hires at all times. The Social Equity
manager selected for this position will receive support from the rest of the management
and ownership teams in essentially establishing a long-term lucrative career after years
of adversity and struggle. Our Social Equity Manager position is intended to be a
temporary period in which an individual can reorganize their life around a stable career
and eventually transition into a role of their choosing within the industry.
More information about this program can be found in Section 2.4: Social Policy
Recruitment.
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Professional Staff (2 at launch)
Fresh Farms will initially maintain three full time positions for marketing, operations
and sales promotion leads. These positions will be responsible for larger marketing and
sales projects and control the function of all online platform sales. This professional staff
will be responsible for all launch and first year marketing campaigns and we look to
expand this department after year one with additional positions for brand management
and expansion opportunities. We will be adding additional professional positions as we
transition from retained services to in-house services for additional marketing platforms
and promotional agendas as well as expanding our compliance, acquisition, and delivery
platforms.
Section 2.7 – Labor Peace Agreement
Since its adoption into law in 2018, the Medicinal and Adult Use of Cannabis
Regulation and Safety Act (MAUCRSA) has required applicants for state cannabis
licenses with 20 or more employees to provide a statement that the applicant will enter
into, or demonstrate that it has already entered into, and abide by the terms of a labor
peace agreement.”[1] (Cal. Bus. & Prof. Code § 26015.5(a)(5)(A).) This labor peace
agreement, as defined under California’s cannabis laws, must contain commitments to
not disrupt efforts by a union to communicate with or attempt to organize and represent
staff, that unions should be granted reasonable access to staff, and that unions will not
engage in business interference activities.
Assembly Bill 1291 was passed with a signature from Governor Gavin Newsom on
October 12, 2019 and became effective January 1, 2020, requiring all cannabis
businesses to provide a notarized statement that they will enter into, or demonstrate that
it has already entered into, and abide by the terms of a labor peace agreement. If the
applicant has less than 20 employees and has not yet entered into a labor peace
agreement, AB 1291 requires the applicant to provide a notarized statement as a part of
its application indicating that the applicant will enter into and abide by the terms of a
labor peace agreement within 60 days of employing its 20th employee. Further, the
Fresno Municipal Code Section 9-3316(b)(2) includes requirements for commercial
cannabis businesses with five or more employees to sign a labor peace agreement.
While employee unions and industry activists battle it out in the courts over the
constitutionality of AB 1291, Fresh Farms intends to embrace this commitment. We
contend that our staff will be the most highly compensated, supported, and engaged
workforce in the industry and will absolutely support their right to organize and will not
interfere in any way with labor union involvement. As part of the licensure process, our
ownership team will enter into a labor-peace agreement as we intend to have over five
members of staff at launch and will provide their signature on the city provided forms.
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Section 2.8 – Workforce Plan
Section 2.8.1 – Local Hiring Commitment
We intend for a business to seamlessly integrate and communicate with the
surrounding community. Our staff will be the primary mouth pieces for this as they
interact with the public day to day. Our detailed hiring program will ensure that our
business is a good representation of the community we are serving as well as create
endless opportunities.
Our commitment to 75% percent of our staff to be local residents will be the base of
our hiring program. At the beginning of our hiring process, ownership will have physical
events throughout the city to engage the community as well as get information out to all
potential job applicants. Multiple online platforms will be engaged to further get
information of our business opportunities out into the public. Our hiring process will
include procedures for vetting potential local hire candidates and recruitment staff will
ensure that we hire a truly local individual that have knowledge and a foundation in the
area. We will consider all candidates residing within Fresno city limits who can
demonstrate that they had established residency prior to submittal of an employment
application, but preference will be given to candidates with the longest tenure in the
community, individuals with family and business ties to our specific neighborhood, and
those who are not simply transplants from neighboring areas.
Included in this plan is the commitment to ensure that two-thirds of our management
staff will be locally recruited. These management level positions give local individuals
the exciting opportunity to engage in a long-lasting career withing the cannabis industry.
Both the back of house manager and one of the sales managers will be withheld for
local residents only, ensuring that the local community is provided a voice in all the
higher-level decision-making processes. Managers will be guided through our most
advanced training modules which include staffing and scheduling, advanced conflict
resolution, asset protection, and leadership skills, and they will receive an in-house
management certification that will establish their position within the industry.
Fresh Farms’ ownership and advisory teams will ensure that these local staffing
levels are maintained at all times in line with any potential staff composition changes.
These monthly meetings will review compiled data and metrics to adequately maintain
the 75% local staff quota. Our team will be actively reaching out to community members
that typically do not have access a living wage. As this industry becomes legitimized, it is
important to attempt to undo past wrongs and retroactively help those who have been
most affected by the criminalization of cannabis. 50% of our local staff, or around 40% of
our entire workforce will be comprised of local social equity individuals. More
information about this plan can be found in Section 2.4: Social Policy Recruitment.
Fresh Farms will utilize the services of Goodhire® for all research and background
checks before giving any individual an official offer of employment. Their platform
automatically organizes offenses by high- and low-level classifications using the
International Classification of Crime for Statistical Process so that any item noted is
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provided with context. Linking with the Department of Corrections, Goodhire’s platform
can efficiently gather any desired records such as date of birth, linked criminal profiles
or aliases, watchlist records and sex offender’s status. The program uses experienced
support agents to personally review and cross-check records against additional data
sources to further verify information and ensure that all Fair Credit Reporting Act and
Equal Employment Opportunity Commission laws are complied with. Unverified records
are removed to eliminate the possibility of making hiring decisions using unreliable data
and through these safeguards, Goodhire® is able to retain a dispute rate of less than
0.03%. Upon verification from Goodhire®, all employees will then go through
fingerprinting and background check through the Department of Justice Live Scan
process. Once we review the results, a candidate can be offered a position and we will
coordinate their orientation. We will rely on Goodhire®’s reputation for accurate service
and industry leading best practices.
Once all necessary background checks have been completed, the results and
personnel files of all hired personnel will be submitted and filed with the Bureau of
Cannabis Control and the City of Fresno. This information will be compiled to conform
with all background check processes established by the local government.
Happy, efficient and properly compensated
employees are the backbone of our business.
We encourage our employees to challenge themselves every day, professionally and
personally. For some members of staff, this means increasing their knowledge of the
cannabis business, while for others this means becoming more involved with the
surrounding community. We will work tirelessly to ensure that our staff are well-rounded
and good individuals, citizens, and neighbors, and do our best to inspire them to be as
passionate about what they do for a living as we are.
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Section 2.8.2 – Apprenticeships & Training Commitments
Baseline Training
For all regulatory, compliance, drug-use, safety, and security issues, Fresh Farms will
be following a strict zero-tolerance policy. Supporting the operational and customer
service staff conduct policies is a very progressive disciplinary action and conflict
resolution program that focuses more on improving staff development than punitive
measures. This program will assess staff needs on an individual basis and work with the
struggling staff member to improve performance, revisit knowledge or understanding
gaps, and give them the tools they need to improve. Beyond rules for basic conduct, our
manual outlines for each job position, the associated expectations.
For customer service and sales staff, we expect that staff are polite, friendly,
recommend products, and are 100% engaged with the customer at all times. We
address soft skills of assisting customers with disabilities and stress product knowledge.
For back of house staff, we focus on compliance, procedures, and accuracy for job
expectations. We believe that laying out expectations early in employment gives way to
fewer complications at later stages and allows training to be more effective.
Our staff policy training imparts the expected conduct standard required of all full
and part time employees, including ownership, management, and vendors who conduct
business with our store. Topics included in this policy are dress code requirements,
substance abuse restrictions, and proper attendance. Strict technology policies are in
place to account for all internal network systems such as internet, phone, and security.
Our company’s online presence, marketing, and community involvement have strict
guidelines ensuring that no advertising or messaging will be delivered to children as well
as ensure total compliance with all local community standards. Further explanation of
any of these policies can be found in Section 7 – Community Benefits & Investment Plan
as well as in Section 3 – Neighborhood Plan.
Enrichment Education
We strive for our business and our staff to be a step above other companies within
the cannabis industry. To achieve this, we will incorporate enrichment training modules
for all of our staff. Many existing cannabis organizations offer great benefits to the
community and commercial cannabis services, but we expect even more from ourselves
and our employees.
Once our members have mastered their duties and passed all proficiency
evaluations for compliance, safety, and company policies they will be introduced to
modules teaching them the finer details of our company, product, and the cannabis
industry as a whole. Advanced training modules will cover the science of cannabis, from
cultivation and extraction methods to the role of terpenes in the overall cannabis
experience, and even how cannabis businesses pay taxes on a local, state, and federal
level. Whether these individuals stay with our organization or move on to another with
the knowledge they have gained, the industry is better for it. Our on-site Consult will
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answer any questions by customers or staff in regard to our product, their potential for
medicinal or recreational use and how to make informed buying decisions.
Using strategic partnerships with multiple cannabis education programs, Fresh
Farms will offer the best cutting-edge apprenticeships and supplementary training in the
industry. These online training modules will be supplemented with materials provided by
THC University and boasts seven different certificate programs completely available
online. Some of the certificates include Horticulture, Product Differentiation, Cannabis
Sales and Cannabis Business Management. All instructors employed by THCU are
industry leaders with experience teaching cannabis cultivations, manufacturing, and
sales professionals’ techniques that have been collected over the last 20 years.
Additionally, THCU has the largest cannabis related job board in the world and
programs assisting students with resume and interview preparation. They will be
essential partners with us throughout our hiring and outreach procedures.
On top of that, we will also oversee vendor-led training and apprenticeship
programs. These vendors will conduct on-site training modules weekly, based on their
specific products and disciplines. This will allow manufacturers, cultivators, and sales
industry professionals to educate staff and the community about their products and their
specific roles in the cannabis industry as a whole. In addition to this aspect of our
partnered education program, we will also be offering our training manuals and expert
staff to aid in the education of employees of cannabis businesses in Fresno’s Social
Equity Program. A part of our incubation efforts, our training programs will be open to
qualified employees of Fresno City social equity cannabis businesses, as detailed in
Section 2.9 – Social Equity Business Incubation.
Community Education
Our education platform will broadcast throughout our entire community. Our internal
training plans and procedures have been adapted to a platform available to the public
and allowing cursory overviews of all training materials. This platform will be used to
educate the general public about cannabis as well as provide resources to individuals
aspiring to join the industry. Section 7.2 – Public Health Education Outreach provides
further detail on all our community education plans including a visual mockup of the
platform.
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Section 2.8.3 – Living Wage
Our ownership team is committed and pledges that all compensation offered by
Fresh Farms will exceed all living wage requirements by a large amount. A full analysis
of our commitment to exceeding these requirements can be found in Section 2.1 –
Living Wage.
Section 2.9 – Social Equity Business Incubation
As an essential piece of our partnership with the community, our company is
committed to providing assistance to all cannabis businesses that are accepted by the
City of Fresno’s Social Equity Program. Every effort will be made to give back to our
community and the city’s cannabis fund. We gladly accept the opportunity to aid the city
in its effort to assist all individuals harmed in the war on cannabis. We will additionally
support social equity businesses through an incubation program. As industry
professionals with a large network of resources, we will assist these businesses in their
licensing, compliance, training, launch, and sales strategies and hopefully enjoy an
ongoing support role for their business. Our intent is not to see any Fresno cannabis
business as competition for market-share, but a partner in serving as an example to the
industry.
Licensing & Compliance
Our efforts to care for and incubate social equity applicants begins in the licensing
process. We contend that all applicants selected by the city will be the best organized
businesses, the most deserving, and will most likely already have the necessary
resources to successfully launch their business. To aid these growing businesses, Fresh
Farms will offer our compliance, safety, and land use staff through the entire licensing
process including building permit applications for procedural applications for
mechanical, electrical, and plumbing. Our land use staff will assist with their entitlement
filing packages and interacting with state regulators as they apply for state licenses. Our
management team is highly experienced and able to offer licensing assistance for all
retail and delivery businesses as well as manufacturing, distribution, and cultivation
facilities.
During the course of business, Fresno City Social Equity Cannabis Businesses will
receive compliance assistance by Fresh Farms’ to ensure they are able to maintain the
ability to conduct their business. We will provide access to our in-house compliance staff
that ensures that local and state licenses are up to date, all necessary documentation
has been provided to local and state regulators, and that all orders to comply are
responded to immediately. Additionally, we will review their safety, security, and
operational plans at their request to ensure they are in compliance with current
cannabis regulations. If requested, we can assist by having our compliance
professionals audit their facility as well as their standard operating procedures for
potential improvement.
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Training & Education
Our online and in-store training platform will be available for use by the social equity
businesses in our incubation program and our staff will be available to implement any
systems they require at their facility. We will assist with software and hardware setup
and integration, customer service and sales promotions, safety and security, and proper
handling of cannabis products. Ideally, our incubation training program will provide a
firm foundation on which they can conduct their operations and these cannabis
businesses can establish their own standards and protocols. Throughout their licensure,
our organization will always be available for ongoing training support.
Sales & Launch Strategy
To be successful in the very competitive landscape of the cannabis industry, it is
critical that businesses have a very effective and efficient launch strategy. This includes
making sure all financing arrangements are in place and making sure all hiring and
training, advertising, and total integration into the local community have been
addressed. Our company will help any Social Equity Applicants devise and execute
detailed plans to become licensed, build their facility, and identify any and all skill,
knowledge, or experience gaps within their ownership teams. Our assistance with these
businesses will mirror our own launch plans and schedule, and we are committed to
open our doors simultaneously with theirs to promote solidarity within the local cannabis
industry.
Once our incubation program is fully functioning and our social equity business
partner is operational, we will provide ongoing sales and marketing support through the
sharing of expertise and experience as well as joint sales efforts for the duration of the
program. Programs involving supply-side incubation will include zero- or low-margin
sales partnerships, permanent features and dedicated merchandising space in our
store, and representative space in our online marketplace. For our retail incubator
program with businesses, we have developed collaborative procedures to boost sales
for both organizations. Combined marketing efforts to the unlicensed areas surrounding
the City of Fresno and even sharing security and operational staff will allow for greater
efficiencies of both businesses. On the supply side, we will use our combined buying
power to drive lower product and distribution costs, allowing the social equity business
to retain more of its income.
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SECTION 3 : Neighborhood
Compatibility Plan
SECTION 3 – NEIGHBORHOOD COMPATIBILITY PLAN ............................................ 77
3.1 – Complaints ..................................................................................................................... 78
3.2 – Nuisances ...................................................................................................................... 82
3.3 – Odor Mitigation Practices ........................................................................................... 84
3.4 – Odor Sources ........................................................................................................... 85
3.5 – Odor Control ............................................................................................................. 86
3.6 – Odor Control Training & Maintenance .................................................................. 88
3.7 – Waste Management .......................................................................................................... 89
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SECTION 3 - NEIGHBORHOOD COMPATIBILITY PLAN
Section 3.1 - Complaints
Using solid security policies, extensive training procedures, and proactive planning
we will establish a high level of transparency and access to the community. While we
intend to never have complaints that are related to our business, we understand that
unexpected events can and most likely will happen. Our management team has
established a 24-hour community complaint procedure that allows any customers or
residents of the community to be able to directly reach out to our neighborhood
contacts at the highest level of our organization. The members of our team responsible
for this task will be managed with a collaboration of our management and ownership
teams. This ensures that any complaints related to odor, noise, traffic, or any other
community concerns will be dealt with quickly. Contact information for our
Neighborhood Contact will be posted at our facility as well as given out to all members
of the community for easy access. Any communications received will be processed
immediately and the best course of action to each event will be taken. All crime related
complaints including theft, vandalism, or suspicious behavior will be directly reported to
the Fresno Police Department and our security agent. Once this notification has been
established, our security will determine the severity of the incident and initiate all proper
protocols related to it.
The store manager on duty will be responsible for dealing with all odor and noise
disturbances, parking and crowd control efficiently and immediately. Our security and
staff will also proactively address these issues as they arise. Our primary concern in
relation to this issue will be complaints related to the cannabis odor. Our facility’s
policies for cannabis containment are very thorough and effective, but any complaints
related to odor will be immediately addressed to the satisfaction of the complainant as
well as management. These complaints will be addressed by immediately detecting and
containing the source according to our odor control program.
Noise disturbances and other issues relating to pedestrian and vehicle traffic will be
actively addressed and we will use any additional staff needed to minimize the amount
of time customers spend in parking areas and within the store. When the need does
arise, security will be dispatched to parking areas and non-essential back of house staff
directed to sales areas. All complaints including broken equipment, graffiti, and other
acts of vandalism will be addressed within twenty-four hours of being received. Section
3.2 – Nuisance contains further information regarding our commitments and response
efforts.
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SOP 107.001
COMPLAINT PROCEDURE
Executive Approval: S. Lopez, T. Wood, May 1, 2020
Compliance Approval: C. Heredia, November 5, 2020
Revised April 2, 2020
Reference(s):Fresno Municipal Code Section No. 11-445; SOP No. 5-6-001
(Records Retention); SOP No. 2-5-001 (Security Officer Procedures)
Responsible Parties: Ownership; Sales Manager; Security Agent; All Staff;
Security Officer
I. COMPLAINT INTAKE
A. Thomas Wood will represent as primary neighborhood contact and primary
communicator for all nuisance related concerns.
B. Candy Heredia will represent as neighborhood contact and primary communicator for all
safety related concerns.
C.
D. In the event that there is a concern or complaint received from a customer in any regards
to our business, products, or customer service, including forms: written, orally, or
electronically — must promptly report the complaint to the General Manager.
E. A Staff Member should not attempt to resolve a complaint on their own.
F. When receiving in-person, telephone, or written complaints, Staff Members should offer
to provide the individual the number to the General Manager for verbal complaints, or
information for written complaints. The Staff Member should make every effort to
contact the Store Manager to speak directly with the individual.
G. If the Staff Member is unable to contact the General Manager, the Staff Member receiving
the complaint will record the necessary information such as: the date and time the
complaint was received and the name, address, and telephone number of the
complainant, if available, as well as all of the facts related to the complaint.
H. When the complaint is directly related to any cannabis product, the staff member
receiving the complaint will document the following information from the customer: (i)
The name and description of the cannabis product, (ii) The batch number or UID of the
cannabis product, if available, and (iii); the specific nature of the complaint including, if
known, how the product was used.
I. All complaints must be logged and processed from all sources: including local residents,
nearby business owners, social media, or any other persons expressing a concern about
any staff member, product, or any other aspect of our business, including any noise, odor,
or other impacts that our business may have on our surrounding community.
II. COMPLAINT RESPONSE
A. When the Store Manager receives a complaint, he or she must take immediate action to
decipher and prioritize the level of severity. Those levels of severity are defined by: (i)
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when the complaint indicates a slight possibility of a safety hazard, risk of health, or
violation of law, will be deemed as “Type 1 Complaint,” or (ii) the complaint concerns a
non-urgent aspect of the company’s business, “Type 2 Complaint.”
B. Type 1 complaints will include any concerns involving cannabis products, such as illness
or injury, a foul odor, off taste, disintegration or spoilage, color variation, the presence of
foreign material in a cannabis product container, improper packaging, mislabeling, an
incorrect concentration of cannabinoids, or any unidentified ingredient or form of
contaminant. A Type 2 complaint may include any other customer concerns, such as
dissatisfaction about store policies, allegations of poor behavior by a staff member, a
neighbor’s complaint about our customers using their dedicated parking spaces, or any
other matters involving the operation of our business.
C. Under the return policy of product from an unsatisfied customer, the Store Manager will
have final ruling as to accept the return of any unused portion of the product and/or grant
the customer a full refund of the purchased cannabis product.
D. For any reason, if a customer is dissatisfied with their purchase of our products, the Store
Manager has the authority to accept the return the unused portion and grant the
customer a full refund of the purchase price that was paid.
III. COMPLAINT PROCESSING AND LOGGING
A. An electronic version of a logbook, titled the “Complaint Log”, will be the source to record
and document all complaints received by customers. Staff Members will be able to log
complaints into the system, and the overall upkeep and oversight of the document will
be maintained by the Store Manager, in accordance with the SOP No. 5-6-001 (Records
Retention).
B. In any instance of a Type 1 Complaint, involving the to the safety of a product in relation
to customers, and/or issues of compliance with the store, Staff Member, or cannabis
products, those matters will receive immediate attention from the General Manager;
instances of severe cases will be escalated to our Safety and Compliance Manager. All
pertinent information will be collected and thoroughly reviewed by the Management
Committee. Once informed of a possible safety issue, it is the responsibility of the Safety
Manager to respond within an immediate 24 hour time span, and maintain a written
record of all communications and actions taken to resolve the issue in a separate
electronic logbook, titled the “Safety Log”.
C. When a Type 2 Complaint arises, the General Manager will be responsible for following
up on a complaint from a customer and maintaining the records of all communication. All
reports of Type 2 Complaints should be tended to within a <48-hour time frame. Following
up with complainant with updates to the resolution of the issue will be the final action in
closing out the complaint as resolved. The General Manager will be responsible for the
tasks listed above and logging them into the Complaint Log.
D. The Safety Manager will have authorization to access and maintain the Safety Log, along
with any other vital business records.
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IV. CORRECTIVE ACTION PLAN
A. Detailed within the Safety Log will contain a Corrective and Preventive action plan (CAPA).
Upon final determination from the Store Manager the need for a CAPA, the Store
Manager will complete the CAPA in accordance with SOP 106.175 (CAPA Documentation).
B. When detailing the events to the cause of the initiating a CAPA, the Store Manager will
be responsible for divulging as much knowledgeable information regarding the issue and
plans to correct and prevent the issue from reoccurring, as in accordance with 106.175
(CAPA Documentation). For example, if a customer received an incorrect order from the
delivery team; a CAPA form will document when the incident took place, the staff directly
responsible for the mishap; followed by retraining of Staff Members to properly verify
contents of an order before delivering to a customer.
C. The Store Manager will assess their knowledge, and confirm their acknowledgment by
requiring their name along with their signature and date to be archived the CAPA file for
a minimum of five (5) years, as in accordance with SOP 106.175 (CAPA Documentation)
D. The Store Manager will generate a reference number to the CAPA form and include any
relevant entries in the CAPA log. Following that, the Store Manager will forward the CAPA
form to the appropriate department.
E. The reference number will be generated, in accordance with SOP 106.175 (CAPA
Documentation). First, the CAPA shall be numbered serially with the calendar year, the
department code of primarily involved department. with a unique identification code for
the department. A standard CAPA form shall be numbered as: CAPA-XXX-YY-ZZZ Where,
XXX: Department Code; YY: Last two digits of the calendar year; ZZ: serial number,
commencing at 001 at the start of each the calendar year. Example: CAPA-DEL-20-001,
meaning the first CAPA filed for the Delivery Department in the year 2020.
F. Upon completion of necessary actions taken for closing and verification of the CAPA, the
Store Manager and Management of specified department shall certify that the proposed
implementations from the CAPA were completed and implemented along with any
associated actions. The Store Manager shall verify, in accordance with SOP 106.175 (CAPA
Documentation).
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Section 3.2 – Nuisances
We have developed comprehensive, but more importantly, proactive measures to
address any potential sources of nuisance a cannabis business can cause the
community. We started early in development of our plan and mitigation methods and
commit to an ongoing training, maintenance, reporting, and transparency standards that
rival any business in the industry.
Community Care
Prior to the opening of our business we will create open lines of communication with our
community to ensure our organization does not miss any issues that may negatively impact our
neighborhood. Our neighborhood community outreach coordinator, in collaboration with our
local advisory board, will have proactive meetings with neighboring businesses, residents, and
community groups to further ensure everyone is happy and that are business is building up the
neighborhood and not detracting in any way. Through these engagement sessions, our
management will be about to promptly deal with any issues before they create a nuisance.
Our facility will be cleaned and maintained by a local custodial service and we will provide
proper waste and recycling receptacles for use by customers and staff. Security staff will
constantly monitor and review security footage of the entire facility to ensure all maintenance
and security issues are addressed promptly and accordingly. A specific policy regarding
vandalism and graffiti complaints are in place for any exterior areas visible to the public and will
be addressed immediately with us guaranteeing complete repair or coverup within 24 hours of
receiving notification of the complaint. Trash receptacles will be located throughout the interior
of the facility as well as outside all entry and exit points. All trash and recycle receptacles will be
regularly emptied and the areas will remain free of any litter. Our management is committed to
long term maintenance of all our facilities and will properly maintain and repair all landscaping
and sidewalk repairs throughout the years. In addition to our store, parking areas, and street
frontage, we will also be supporting community clean up through direct volunteer efforts by our
staff. Daily, custodial services will clean all litter, debris, and trash from our facility including all
parking areas and adjacent public rights-of-way. Weekly on a smaller scale, and once per month
on a large scale, our staff will collaborate to pick up trash and litter in our immediate
neighborhood, branching out in concentric circles around our business to clean up the area.
Congestion
Our business plan calls for high amounts of sales, which intern brings in high amounts of
customers. We expect between 250 and 300 orders per day once we are fully operational and
have developed comprehensive plans to mitigate both civilian and vehicle traffic that focuses on
speed and efficiency of service. Using a streamlined point of sale system, creating a spacious
and flowing floorplan, and maintaining high staffing levels provide the basis for this program.
Fresh Farms’ business operations plans are based around efficient flow of traffic in and out of
our facility. An anticipated customer count of up to three hundred customers per day in
combination with a 1:1 ratio of sales staff to customers requires sufficient planning to ensure that
crowds never gather on the premises. Based on sales metrics of customers per hour, even at
peak times, we anticipate no more than fifty customers each hour, with an average transaction
time of roughly ten minutes door-to-door. With our intended level of sales staff, plus additional
support staff during “rushes”, we are able to serve eleven customers simultaneously, meeting
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peak demand. For cashless transactions, we are able to divert customer traffic away from POS
terminals, leaving six separate locations for taking cash payments. With a built-in buffer, we have
eleven seats available in the lobby to ensure we always maintain a 1:1 ratio. During periods of
peak traffic, additional store and security staff can be dispatched to parking areas, although the
premises sits in a commercial shopping center that allows for adequate passage of vehicles in
and out. Advanced planning and proper execution of protocols by staff will ensure that large
crowds will never gather on the premises and there is sufficient room within our facility to
prevent customers from ever having to wait outside for long periods of time.
To satisfy our parking requirement, we will require 19 dedicated stalls or equivalent shared
parking allotment. Immediately adjacent to Fresh Farms are 21 parking stalls, retained under
lease from the property owner. Fresh Farms has commissioned an extensive traffic analysis to
determine if the amount of spaces provided would be adequate for the proposed use. The study
determined an anticipated daily trip calculation for our business at 275 customers per day, with
an expected parking time of ten minutes. Average amount of vehicular traffic is estimated to be
23 vehicles per hour, or roughly four at any one time. The analysis estimated 50 vehicles during
the busiest hour, or roughly 8 vehicles at any one time. Analysis of adjacent businesses that
would directly share parking have been studied and taken into account. The combined parking
uses of all adjacent businesses totaled 11 stalls for average requirement and 24 stalls at peak,
which in combination with the anticipated load for Fresh Farms, including staff members would
leave 4 stalls remaining even at peak times. Backing up the calculations was an assessment of
actual site traffic data, conducted over two months that revealed the parking area rarely exceed
25% of the maximum occupancy level, giving more than sufficient room for any busy business.
Sensory Nuisances
Our operating procedures require all transactions take place in-doors and all deliveries be
conducted efficiently and in as few arrivals and departures as possible. No heavy equipment is
required for the function of our business which limits vehicular traffic around the facility to
customer and vendor vehicles as well as our all-electric fleet. With these types of vehicles, we
do not anticipate any noise or vibrations that will disturb the community. All of our distributers
have agreed to the use of vehicles powered by natural gas or electricity, or of reduced size,
further limiting any chance of noise disturbance during drop of or removal of product. Staff will
prepare for pickup in anticipation of the arrival of armored services, and Hardcar® has
committed to an in-and-out time of six minutes for cash pickup. In keeping with our vision of a
high-class retail environment, special events outside of educational outreach efforts will be
prohibited on the premises at all times.
To eliminate or limit any light pollution from our facility disturbing the surrounding
community, all exterior lights will be screened and directed away from city streets and adjacent
properties. The buildings exterior will be lit with low-emittance lighting devices that accentuate
its architecture while simultaneously deterring graffiti. All lighting will also be high-efficiency
LEDs therefore ensuring they are environmentally friendly. Exterior delivery and loading areas
will always be well lit during business hours and during non-business hours these lights will be
reduced to those essential for maintaining building security following security protocols. Interior
hallway and room lighting will be equipped with motion sensors to ensure lights are only on
when needed, limiting energy waste.
Odor complaints are the most common found in the cannabis industry but can be easily
mitigated by following the proper protocols. The following sections give a detailed outline of our
facilities odor mitigation plans.
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Section 3.3 – Odor Mitigation Practices
Proper odor mitigation is a collaborative effort between the facility design, the HVAC supplier
and maintenance program, and the procedures and staff that support the system. Our plan
combines the latest technological innovations in air purity with industry best practices and a
committed, engaged staff.
Oder Identification
At Fresh Farms, we have a dedicated team of individuals who are committed to constant
evaluation and maintenance of the environment. All rooms with cannabis or where the potential
for emitting cannabis odor exists will inspected hourly by staff, as well as equipped with
specialized odor detection equipment to identify odors once they have reached a predetermined
threshold. When high odor volumes are detected by staff or the equipment, the manager will be
informed. This triggers filter changes and additional protocols as needed to remove the odor to
acceptable levels. Additionally, all doors and containment equipment will be fitted with
automatically closing doors and if not operating optimally, are to be repaired immediately by our
licensed maintenance contractor.
Staff Training
All of our employees and their associated functional work teams will have extensive training
in regard to odor mitigation and we have developed a specific program with coordination with
our HVAC system supplier. The importance of keeping doors shut, changing carbon filters, and
adhering to a strict maintenance schedule are among the other Standard Operating Procedures
that can not be understated in importance and will be actively enforced by management. We will
conduct monthly staff meetings discussing odor mitigation within all departments on the
importance of keeping up with the processes put in place. Section 3.6 – Odor Control Training
and Maintenance goes into further detail of the training procedures and processes that will be
implemented.
Internal Protocols
Our staff will be instructed and trained to ensure they only accept, stock, or sell
prepackaged and sealed products, in accordance with state law and odor mitigation best
practices. The management teams’ policies will be used by staff to actively identify and eliminate
any odors within the business or in the surrounding areas. Additionally, our inventory
management system will ensure the lowest stock levels possible are held at the facility at any
given time, reducing the chance of breached packaging or accumulated odors stressing the air
purity system. Any cannabis products discovered to have broken, torn, or otherwise unsealed
containers will be immediately removed from the sales area, placed into an independent vacuum
sealed container, and moved to a separately enclosed quarantine section in the secure storage
area.
Maintenance & Records
All odor control equipment will be meticulously maintained by the local licensed HVAC
contractor who helped design our system. All carbon scrubbers, HEPA filters, ducts, manifolds,
and control panels will be assessed and maintained according to instructions laid out by the
manufacturer. A full odor control maintenance schedule can be found in Section 3.6 – Odor
Control Training and Maintenance.
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Section 3.4 - Odor Sources
A large collection of cannabis in one place generates an odor that is created specifically by
the accumulation of aromatic terpenes from the plant’s essential oils that are released as part of
the natural decomposition and oxidation of cannabis compounds. A pungent, distinctive
cannabis odor is created when these compounds mix. These aromatic compounds certainly
have no place outside of a cannabis business and in our neighborhoods due to the fact that they
are strong, last long, and travel far if not properly controlled.
Comprehensive and proactive measures must be undertaken by the business operator to
prevent negatively impacting the surrounding areas with the emanating odor. The cannabis
products will be stored and handled on the commercial cannabis premises properly to prevent
this. Cultivators and distributors that handle very large volumes of raw cannabis have the
biggest obstacles when striving to improve air quality. However, even these businesses can,
with proper planning and investment in the latest technology, healthy air-quality control, and
odor elimination plan, make this a relatively straightforward matter. Strong mitigation measures
must be instituted even in a retail environment, given the fact that our cannabis stores will be
located in our neighbors and in close proximity to places where the public congregates.
Accumulation Areas
Cannabis compounds can still be detected by the human nose because of the intensity and
profile of the terpenes when stored in large quantities, even though the entirety of these
products are packaged in air-tight containers, properly sealed, and kept at the minimum
possible stock levels. This will occur in our facility in the secure product storage room, on the
salesfloor where live product is merchandised, and potentially in high traffic hallways such as the
areas cannabis product passes through during deliveries. After these locations have been
identified as high traffic, it is important to isolate these rooms on a separate ventilation and
filtration system from the rest of the building to ensure that areas with already clean air remain
clean.
It is a necessary part of the design to separate clean air from air that needs to be scrubbed,
regardless of the fact that it is an expensive endeavor to use the retrofit option. All cannabis
product storage areas will be kept on a separate ventilation system from the sales floor and non-
cannabis areas under negative pressure. These accumulation areas will not represent any
additional sources of odor in our facility.
Critical Control Points
Intervals at which cannabis odor can be introduced to the facility can be minimized with
proper management of critical control points. For example, when cannabis is delivered, stocked,
sold, disposed of, or moved throughout the premises. Comprehensive plans have been created
to ensure that these critical control points are addressed. All product packaging will be
inspected prior to accepting deliveries from vendors.
Staff will conduct visual and olfactory inspections of all products as they are stocked,
received, and sold to customers in addition to monitoring of all critical control points. Ensuring
that odors are properly controlled for during storage and transportation has an enormous effect
on how much odor escapes into the business. Considering the flow of product to delivery
vehicles, mitigation measures at this stage include policies to ensure that all outgoing product is
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thoroughly inspected for packaging breach before the product leaves the building to make
certain that unwanted odors do not make it into the delivery vehicle.
Breached Packaging
Fresh Farms products will all be packaged in sealed, air-tight manufacturer packaging. In the
even that product is found to have damaged packaging that allows air to escape, it will be
quarantined, placed in an air-tight package, and separated for disposal in accordance with our
waste management protocols.
At the time of delivery, during product placement, and at the end of day when product is
returned to the secure storage area, product packaging will be thoroughly inspected for
breaches or escaped odors.
Illegal Activity
We will ensure at Fresh Farms that at no time will a
member of the public, customer or otherwise, consume cannabis
on the premises, or in the greater commercial center. We will be
performing regular monitoring of video surveillance systems, as
well as security personnel conducting routine site walks (twice
per hour) to ensure there is no illegal activity on the premises.
Signs will be posted throughout the exterior of the facility
indication that tobacco or cannabis smoking of any kind in or
around the premises will not be tolerated.
If any cannabis use is identified or suspected, the person
will be referred to Fresno Police Department. External smoke
alarms will be placed strategically around the building in three
locations, which will aide in alerting store staff to consumption of
cannabis or tobacco products on the premises.
Section 3.5 - Odor Control
Traditional ventilation systems have a simple airflow path in which air-quality is modestly
improved by fresh air entering through transfer vents on one side of the room, then through
intake into a ventilator, typically located near the ceiling on the opposite side of the room. These
systems provide adequate ventilation and vary in levels of sophistication. Simply put, they are
dispersing these “smelly” particles around and creating a less intense uniform smell throughout
the room, commonly referred to as “locker room” or “dispensary” air. Odors can become
concentrated and trapped in the corners and floor of the room because of the path the air
travels in traditional ventilation systems.
Retail shops that want to actually improve the air in the facility will implement at least a single
phase filtration system which will be installed to feed air through an activated carbon or physical
filter that can trap about 98.5% of the odor causing molecules. The remaining molecules are
then either recirculated through the system or fed out of the building through the exhaust and
into the surrounding area. This is insufficient. We are able to eliminate virtually all odor causing
particles without allowing them to escape into the surrounding environment by instituting a
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multi-phase system. Here at Fresh Farms, we welcome the opportunity to demonstrate to the
City of Fresno that a nuisance caused by odors will never be a cause for concern for the
neighbors of our expertly managed commercial cannabis retail shop and that all customers will
enjoy an air-purity level rivaling that of first-world hospitals.
Before entering a sealed ducting system, exhaust from each area of the business premises
will pass through an activated carbon filter which uses carbon pellets to trap the odor causing
compounds as air passes through the filter. The Active Carbon Filters are the most prevalent
technology in the industry and absorb its molecular weight of contaminants it comes in contact
with. Adsorption is a distinct process where organic compounds in the air react chemically with
the activated carbon, causing them to stick to the filter. More contaminants will be captured
when the activated carbon is more porous.
After the activated charcoal, the air will then be filtered again by ONA Gel odor-absorbing
canisters & high-efficiency particulate air (“HEPA”) filters as it travels to a centralized air bank.
This system of odor control will provide more than sufficient odor absorbing ventilation and
exhaust system, ensuring that there is no distinctive odor generated inside or outside of the
business, or anywhere on adjacent properties, and public right of ways.
Utilization of a multi-phase filtration system will be implemented in order to purify the air that
is being recirculated throughout the facility in addition to all air that will be exhausted through
roof ducting. The location of the intake and exhaust vents within the rooms is of critical
importance in this design. Location of the intake vents along the bottom of the rooms at regular
intervals and the exhaust along the top of the opposite wall will ensure that air is adequately fed
into the filtration system to be processed. Negative pressure areas supporting the entire system
are where cannabis product is stored in greater quantities, such as our sales floor and product
storage room. The product storage room will be housed under an independent HVAC system
separate from the rest of the facility to ensure that accumulated odors are not dispersed
throughout the building.
HVAC equipment will recirculate 100% of the supply being distributed to the various
application areas throughout the facility, and the HVAC systems installed at this facility will be
considered “closed-loop” systems. Negative pressure in each ventilated room will nearly double
the efficiency and effectiveness of a traditional ventilation system and procedures require all of
these rooms to be sealed with an air-tight seal. Ionization and active carbon filtering will be
installed to mitigate odors within the facility, but to the extent possible, the odor mitigation will be
intended to mitigate odor migration to the outside of the building and surrounding areas.
Installation of exhaust fans that will have active carbon rolled filter material on the fan inlets will
sanitize the air going out of the facility, therefore ensuring that unpleasant odor is not diverted
into the surrounding community.
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Section 3.6 – Odor Control Training & Maintenance
In partnership with this expertly designed system is a team that is committed to supporting
our technological investment with regular maintenance, filter replacement, and quality checks.
Regular HVAC servicing and manufacturer support is paramount to maintaining clean air, in
addition to support from on-site staff. An air quality system is only as good as the team that
maintains it.
Carbon-filtration systems are not just a tried-and-true industry standard for odor mitigation,
they are also used in virtually every cannabis retail, distribution, testing, manufacturing, and
cultivation facility. However, they are only as effective as the design, implementation, and
maintenance of the system.
A local family owned company, Donald P. Dick Air Conditioning, will be used to install our air
conditioning and heating system, as well as our custom-designed air purification system. Donald
P. Dick Air Conditioning has seen the growth and change of this area, with roots in the
community that date back to the 1930’s. In accordance with our plan, they will provide
maintenance on a regular schedule. Weekly maintenance will include checks by our third-party
HVAC contractor for moisture buildup, and negative and positive pressure levels. All filtration
equipment will be serviced at regular intervals according to manufacturer guidelines, either
monthly or every quarter. Our HVAC contractor will conduct a thorough inspection of the entire
system as part of a comprehensive maintenance program of all electrical, heating and cooling,
and airflow systems on a yearly basis. An inspection of all landscaped areas that may have
grown since the previous inspection around air intake and exhaust locations will be included in
this process.
Responsibility Maintinence Item Frequency
3rd Party Carbon Scrubbers Monthly
3rd Party Gel Scrubbers Quarterly
3rd Party Hepa Scrubber Quarterly
3rd Party Duct Dust Clearing Quarterly
3rd Party Moisture Accumulation Weekly
3rd Party Pressure Testing Weekly
3rd Party Anti-microbrial Treatment Yearly
3rd Party Full Inspection Yearly
All Staff Exterior Odor Checks Continual
All Staff Automated System Monitoring Continual
All Staff Staff System Monitoring Daily
3rd Party Mold & Contaminant Inspection Seasonally
Management New Hire Training Onboarding
3rd Party Supplemental Training Twice per year
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Section 3.7 - Waste Management
Comprehensive waste management procedures have been developed for our retail facility
that have been adapted over years in the regulated industry. We took our comprehensive
procedures outlined for our ownership teams’ retail, manufacturing, and cultivation facilities and
adapted the extensive protocols to a retail operation while crafting the standard operating
procedures for Fresh Farms Fresno. Due to the fact that we have instituted extensive protocols
along the length of the supply chain, we estimate only a small amount of cannabis waste at our
facility. Nonetheless, we will be ready for every eventuality because we see cannabis waste
products as sources of odor, potential diversion, and inefficient operations.
Strict protocols for the handling, logging, and tracking of cannabis waste will ensure that our
organization or staff sell cannabis waste at any point, and that all waste is weighed, entered into
the track and trace system, and stored it in a secure receptacle within a designated area under
video surveillance. Any waste disposal activities will be conducted in accordance with all
applicable state and local laws, regulations, and other requirements, including, but not limited to,
Division 30 of the Public Resources Code.
Damaged or otherwise unsaleable cannabis product will not be salvaged, but instead
properly destroyed in the event that have been subjected to a wide variety of environmental
conditions that affect quality including:
1: improper storage conditions
2: extremes in temperature
3: high or low humidity
4: contamination by smoke or fumes
5: extended pressure or mechanical abrasion
6: age or passing of expiration date
7: subject to a voluntary or manual recall.
Prior to cannabis product being entered as cannabis waste in the system, the product will be
mulched and mixed with office waste (paper and paper product) along with other inert
compostable materials until it is not recognizable as cannabis waste. The employee performing
the disposal will make sure the waste is reasonably mixed in order to prohibit any future
separation of the waste material during the disposal process. Once the cannabis is rendered
into cannabis waste, the waste will be hauled by the local licensed cannabis waste hauler with a
Distribution – Transport license from the Bureau of Cannabis Control at minimum.
Transportation of cannabis waste will only be to a staffed and fully permitted solid waste
landfill or transformation facility after it has been properly recorded in the CCTT-METRC system
and the on-site logs. Our organization will collect a certified weight receipt/ticket to verify the
cannabis waste was disposed of at the solid waste facility after the waste has been deposited.
Employees are required to immediately report any unauthorized destruction of cannabis or
cannabis products to the store management. In coordination with the Security Agent, we will
report any incident to the Bureau and law enforcement.
Please see our waste management standard operating procedure beginning on the next
page for more information.
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SOP 8-2-001
WASTE MANAGEMENT
Executive Approval: S. Lopez, T. Wood, May 1, 2020
Compliance Approval: C. Heredia, November 5, 2020
Revised April 2, 2020
Reference(s):Fresno Municipal Code Section No. 11-445; SOP No. 9-5-002 (Store
Returns); SOP No. 9-5-004 (Product Recalls)
Responsible Parties: Ownership; Sales Manager; Security Agent; All Staff;
Security Officer
I. COLLECTION
A. Unusable products are to be removed from the salesfloor and inventory areas, that
are not compliant with the company’s quality standards. Company standards are
categorized and defined by discoloration, deterioration or expiration of date.
B. The Store Manager will utilize their expertise knowledge and experience to
determine otherwise if a cannabis product is not safe for its intended use, inability
to sale due to breached packaging, spoiled contents, mislabeled product, are not
within a child-proof container, or if the product has otherwise been recalled dud to
safety hazard.
C. Unusable cannabis products will be immediately removed from the sales floor and
back-office by the Store Manager Store Manager. The Product Storage Room will
have a locked cannabis waste receptacle that will house the unusable cannabis
products, in the in accordance with SOP No. 9-5-004 (Product Recalls).
D. Product recalls will result in the Store Manager proceeding with developing CAPA
report.
E. The Store Manager will handle all cannabis products with protective gear, in
accordance with SOP 106.169 (Preparation Against COVID-19).
F. The safety process to remove the unusable cannabis products from the sales floor
and back storage room will require that the Store Manager wear proper protective
attire to remain safe and sanitary. Guidance on protective attire is outlined in SOP
106.169 (Preparation Against COVID-19).
G. If a cannabis product is recovered or returned and deemed to be hazardous, then
the Store Manager will be responsible to complete an electronic "Product Return/
Exchange Form; describing the total quantity of products returned, the condition of
the products and their packaging, any complaints or problems noted by the
customer, and a description of any exchange, refund or allowance given the
customer.
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II. RECORDING
A. The Product Return/Exchange Form will be retained as vital records, in accordance
with SOP No. 9-5-002 (Store Returns).
B. Fresh Farms will maintain its integrity and transparency with the public in regard to
all severe recalls. Actions will be followed after a recall has been posted, including
notifying the public on all public formats. Those formats include, all social media
platforms, text message alerts to previous customers, postings on the interior of the
sales floor, and verbal communication amongst the Staff Members to the incoming
customers; until issue is resolved or further notice.
C. There are procedures set in place for quarantining contaminated products;
specifically, by creating a unique Quarantine ID. Data for quarantined products will
be stored via the Track-and-Trace database, and generate a unique quarantine ID.
D. The Quarantine ID will be generated by the month and year the product was sent
into quarantine, and the last four digits of Product Number (e.g. 12-20-1234)
E. Following industries best practices, in order to track contaminated products that
were sold to the public, every cannabis product sold to customers will be recorded
into the electronic data log.
III. PROCESSING
A. After receiving notification to immediately remove a particular cannabis product(s)
from sales floor and inventory Staff Members will place a label, or manually write
with permanent pen on all impacted products, "NOT "FOR SALE OR USE"
B. Once all the required data is collected on the unusable cannabis product(s), the
Store Manager will proceed to have it destroyed, rendered unusable, and non-
functioning.
C. Raw cannabis flower will either be mixed with desiccant, inactivating oils, or
mechanical destruction; the final decision will be upon the Store Manager.
D. For environmentally friendly purposes, no cannabis product(s) will be destroyed
while in their individual packages; as well as to ensure that all cannabis waste remain
unrecognizable. Nothing in this subsection shall be construed to require waste vape
cartridges to be emptied of cannabis oil prior to disposal, provided that the vape
cartridge is itself unrecognizable and unusable at the time of disposal.
E. Proper waste management of vape cartridges will not require the removal of the
cannabis oil from the cartridges; they will be required to be removed from their
individual.
F. Process to create waste material requires having a 1:1 ratio of cannabis and other
ground materials, resulting in a mixture that is 50% non-cannabis and cannabis in
metric weight.
G. All waste and unusable product will be digitally weighed, recorded, and entered into
the inventory system prior to mixing and disposal.
H. The process will be under the guidance and observation of the Store Manager and
located in an area with clear video surveillance.
I. Waste material will be categorized into two (2) entities: either "compostable mixed
waste" or "noncompatible mixed waste". Compostable Mixed Waste will be defined
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as cannabis waste combined with other natural and/or organic material such as
feedstock or animal bedding and other organic waste may be disposed of as
compost. Noncompostable Mixed Waste will be defined as cannabis waste that is
to be disposed of in a landfill or incinerator due to the mixture of non-organic waste
materials.
IV. REMOVAL
A. EcoWaste will be the only contracted company allowed to take the store's waste for
disposal.
B. EcoWaste is contracted to remove the waste contents from the store's premises
and take the waste to a location local to be properly processed and disposed.
C. Resell of any returned products is strictly prohibited, and must be have the data
collected, then quarantined for disposal.
D. Via video surveillance, all quarantined products are monitored to 24 hours per day
to ensure none of the quarantined products are tampered with nor subject to be
resold.
E. Each evening, before closing, the Store Manager will be responsible to confirm the
data logged onto the Greenbits Software, and "Product Return/Exchange Form"
with the physical content separated in the quarantined area.
F. Store Managers will document their information onto the "Cannabis Waste Log",
and kept as the company's vital records.
G. Following industries best standards, all of the cannabis waste will be stored, and
secured, in accordance with California State regulations.
H. Cannabis waste will be placed in a secured waste storage. Only authorized
personnel such as authorized employees, the local agency, the contracted waste
hauler (EcoWaste) will be permitted access.
I. Public access to the designated receptacle will always be strictly prohibited.
J. After successfully transferring the cannabis waste to EcoWaste, the Store Manager
is to receive a receipt verifying the removal of the waste, including date, time, and
weight of the waste collected.
K. The Store Manager is held responsible to ensure that the store receives a written
manifest from EcoWaste confirming the proper disposal of the waste sent from the
store.
L. The Store Manager will archive into the "Cannabis Waste Log", both the written
manifest, and the receipt confirming the pickup of cannabis waste from EcoWaste.
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SECTION 4 : Safety Plan
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The ownership team exercised extreme diligence to ensure that every potential
safety aspect was addressed when preparing Fresh Farms’ Safety Plan. In addition to
the foundation for a solid plan built in accordance with applicable building and safety
codes, state license requirements, and additional cannabis ordinances requirements, we
have compiled decades of cannabis industry, fire prevention, emergency response,
safety and compliance experience to create an even more comprehensive plan for our
business. We have included provisions for dealing with more recent additions to the
safety landscape such as an active shooter protocols and social distancing requirements
on top of the fire, safety and evacuation plans. This plan will be supported with a
comprehensive training program for staff at all levels. Our goal is to set expectations for
the city of our organization, and every member of our team will support this to the
highest standard.
The development of this plan involved consulting with multiple fire, life, and safety
experts. We have provided summaries of each section that directly address the criteria
laid out in the City of Fresno commercial cannabis business application procedure
guidelines and will provide our full safety plan to the city upon request.
Section 4.1 – Plan Preparation
Our plan is a collaboration between a fire prevention and suppression consultant,
Craig Fry, a retired Los Angeles Fire Department Chief and fire and building code
expert, and David Meyers, a certified professional mechanical engineer and fire
prevention and suppression specialist. Input was solicited from other members of the
ownership and advisory teams and our Security Agent, and we look forward to working
with the Fresno Police and Fire Departments in the ratification of these plans.
The safety coordinator for Fresh Farms, Craig Fry, served on the Los Angeles Fire
Department as a distinguished member for thirty-one years. Craig has worked with the
National Fire Protection Agency (NFPA) to assist in drafting sections of the California
Sate Fire Code, he oversaw the fire and life safety laws for the City of Los Angeles, and
now currently sits on the California Earthquake Commission. Interaction with local
regulators, continual revision, and staff training will be part of the ongoing role in the
implementation of the Safety Plan that Craig will enjoy.
In addition to being a long-time safety and compliance expert, Craig is also a small
business owner. Starting in civil service as a firefighter for the Los Angeles Fire
Department, where a 31-year career carried him up the ladder, his service culminated in
a promotion to the position of Deputy Fire Chief for Los Angeles City. The management
of Emergency Operations in High Profile/Target Areas and the safety of over 450,000
citizens was Craig’s responsibility. Craig was charged with overseeing and supervising
240 Fire Prevention Officers and oversaw Emergency Operations in an area that
included over 2 million people. Later, his attention moved towards the regulatory side of
the Department, specifically the enforcement of the fire and building safety code. He
worked with the National Fire Protection Agency (NFPA) to help draft sections of the
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California State Fire Code, and was responsible for the oversight of the Fire Life Safety
laws for the City of Lost Angeles during his time as Fire Chief in Los Angeles.. He served
on the Certification Oversight Committee for the Office of Homeland Security that was
convened to assist in the development of the National Incident Management System
(NIMS).
Craig retired from the LAFD and went on to form Craig Fry & Associates, a small fire
prevention, safety, building, and permitting consulting firm in Pasadena, California after
31 year in civil service. Craig Fry & Associates blossomed into full-service development
consulting firm, now specializing in regulatory compliance in multiple fields, including
the rapidly expanding cannabis industry, and he has managed the launch, operation,
safety planning, and compliance of over 50 cannabis businesses. A combination of
Craig’s experience, professional network, and team of professionals creates the perfect
set up to offer services to the cannabis industry. The compliance team at CF&A works
relentlessly to ensure that owners of retail, distribution, cultivation, and manufacturing
cannabis business through California are operating in a safe environment and in full
compliance with the complex guidelines of the state and local regulations designed to
protect our cities.
Dave Meyers is a Licensed Mechanical Engineer and runs a Fire Protection
Consulting firm in Los Angeles (State of California License No. M 029903) and has
extensive experience designing safety plans for cannabis and non-cannabis commercial
operations in the Fresno County area in residential, commercial, and industrial projects.
Dave will enjoy an ongoing role in the ratification of all safety plans in regard to the
positioning and maintenance of equipment, operating procedures, and emergency
response situations. David has over 35 years’
experience in the fire protection industry including fire
code analysis, interpretation, and consultation, fire
suppression systems, field inspections, building
reviews, and the proper handling of hazardous,
flammable, and combustible material. Dave has served
as a fire protection consultant to builders, architects,
engineers and is a member of the National Fire
Protection Association and the Society of Fire
Protection Engineers.
Please see the attached letter on the following page
for more information.
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Section 4.2 – Incident Reporting
Our incident reporting procedures will be a critical aspect of our safety plan and staff
training program. In order to address any security or crime related incidents, our
program has been integrated into our cash management and security plans, and our
neighborhood plan to properly and effectively address community concerns and
complaints as well as any matter related to health and safety. Safety incident reporting
procedures have been established which include extensive training for our staff and
customers to ensure safety at all times. Management adapted this model to encompass
reporting related to all worker compensation and human resources claims, product
issues, and interface with voluntary and mandatory recall procedures. We have a very
definitive path for all instances including customer interactions, workplace injuries, and
emergency response according to the following protocols as part of our incident
reporting procedures.
Incident Intake
Conducting a thorough incident investigation is the initial step to connect all parties
involved, and to ensure them of their confidentiality as well as transparency and fairness
in the process. The first step is to contact the complainant or original reporter to
determine if immediate medical attention or law enforcement is needed upon the
reception of a complaint. Upon determination that no such attention is needed, we will
provide assurance of a thorough investigation to the involved individuals and ensure that
all proceedings will be confidential. This part of the process is intended to protect and
preserve the integrity of the investigation and maintain a relationship of trust between
the complainant and the investigating member of the management or ownership teams,
security agent, or third party. It will be communicated that their complaint or allegation
is, in fact, important and will be taken with the utmost seriousness in all circumstances.
Initial Investigation
After an incident or event occurs and all parties have been contacted, the next step
is to determine whether an investigation is required and, if so, what parties need to be
involved. Our management staff must first understand the complaint to do this as part of
their initial investigation process. All parties involved will be requested to put their
complaint in writing and at this level management will consult their organizations polices
and procedures for any guidance or relevant instruction that may provide. At this point
in an investigation, it will be determined by management if law enforcement or
mandatory reporting is required, or if the complaint or incident should be forwarded to
the operations team, safety team, or security team for completion. During this initial
stage, all information will be kept highly guarded to preserve the integrity of the process
as we gather more facts about the situation.
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Mandatory Reporting
If it is determined that we have a product discrepancy above the state mandated
threshold that cannot be reconciled, or any cash discrepancy of significance, or if it is
believe a staff member was conducting illegal activities on the premises, we will notify
both the Fresno Police Department, Fresno Community Development immediately, and
the Bureau of Cannabis Control within 24 hours of the incident occurring.
Regarding issues not related to security, but potentially related to safety, Fresh
Farms will adhere strictly to our own internal polices in addition to the procedures set
out by Cal/OSHA, as required by Title 8 regulations, Section 342. We will appropriately
log and report all details relating to the event including the location, time, date of the
event, all associated parties contact information, description of the situation, and
information about any medical personnel and law enforcement that may be involved.
The case will be referred for investigation to our internal teams after mandatory
reporting.
Investigation
In the event a determination is made that the complaint is without criminal activity or
a discrepancy in inventory or cash, and instead regards a violation of our internal polices
or community commitments, management would them choose the investigator based on
their specialty. Sigrid Lopez will be responsible for the investigation and implementation
of updated standards if the incident in question is related to store or staff member
polices. Candy Heredia will perform investigations for any and all safety and compliance
matters with the assistance of the safety team which will be compiled of select members
of staff and management. Thomas Wood would conduct all investigation matters relating
to neighborhood involvement and violations of our civic commitments. A member of the
local advisory board would be assigned to conduct investigations for all issues to
determine how the event may have impacted the community. Our Security Agent will
investigate all security incidents alongside the Fresno Police Department.
Regardless of defined role, all members of the ownership team will be involved in
each investigation. All physical evidence and information that could verify the complaint
will be gathered by the investigator, and they must collect any supporting documents
such as emails, photos, and witness reports that will be retained securely and evaluated
properly and immediately. Management will then make a final determination.
Investigation by a third party such as an impartial external consultant, in accordance
with our human resources policies, may be necessary should an allegation be against a
member of the management team or should it cause changes to current policy. A final
investigation report will be made once all findings have been properly reviewed by a
neutral party, any interviews are completed, and the accused has had a final opportunity
to rebut the complaint.
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Records
All the background information of the complaint, allegation, or incident, and all
associated evidence and supporting documents, and the content of the investigative
interviews must be included in all incident records and reports. The report will include
the resolution of the case, or the conclusion. Upon conclusion of the report, business
wide staff training, an audit of the organization’s polices and procedures, and staffing if
deemed necessary will be automatically conducted. While still maintaining confidentiality
and impartiality, and providing the opportunity for all involved parties, to be hear, we will
retain the case histories in full. All business records related to personnel, training,
contracts, permits, security incidents, destructions of cannabis goods, diversion, and
track and trace discrepancies, or all other incident which require reporting will be
maintained for seven years at the minimum in accordance with BCC regulations,
Section 5037.
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Section 4.3 – Evacuation Routes
Designed to ensure that everyone can safely exit the building safely and quickly even
at maximum occupancy, our evacuation routes throughout the retail cannabis building
ensure that in the event of emergency, everyone can reach the designated safety zone
established in the parking areas. We have completed a comprehensive review of the
property, room by room, the construction type, and the applicable building codes with
our architects, California Building and Fire Code experts, and our professional fire
prevention and suppression consultant to ensure safety in all aspects of the plan.
In accordance with industry best practices, we made certain that throughout the
entire commercial cannabis space, the travel distance from any point within the retail
location would be less than 150 feet from an emergency exit. Our customers and our
employees will be able to safely and quickly exit the building in the event of an
emergency. Regardless of floorplan or fixture reorganization, these common paths of
movement within the store will not exceed 150 feet of travel distance, they will not lead
to any termination of egress, and adequate illumination of all exit corridors will be
provided to further ensure visibility even in the event of a serious emergency or a power
outage.
Exit corridors organized and mandated to be free of storage, sufficiently sized, and
all doors will open in the direction of departure to disable obstruction due to clutter or
unattended objects. Panic and fire exit hardware that will be painted and operable to
guarantee ease of opening and self closing will be installed on all exit doors. Alarms will
be utilized to keep all emergency exit doors safe from unauthorized entering or exiting
of the building. In the event of emergency evacuation procedures, either triggered
manually by store staff or by the automatic fire detection system, all exit doors shall
become unlocked and opened, including the emergency exit door in the retail area
which leads out of the building, and store officials will be placed at the points of exit to
facilitate travel. All points of egress, passageways and egress doors will meet all ADA
(American with Disabilities Act) requirements and will be equipped automatic door
openers.
In full compliance with CBC 1012, all of our exit signage will
be of greater than 44 square inches. The units will be
connected to an emergency power system to provide an
illumination of not less than ninety minutes in the event of
primary power loss. The emergency power system shall
consist of storage batteries, unit equipment and an on-site
generator. The installation of the emergency power system will
be in accordance with CBC 2702 and local regulations. Please
refer to the safety diagram in on the next page for a graphic illustration on the
evacuation routes , as well as our other integrated safety.
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Section 4.4 – Fire Suppression
Fires in commercial spaces are usually not suddenly or initially large and they
typically are started on accident by employees or customers not being thoughtful in
their actions. Our plan is to prevent any fires from occurring by having policies and
procedures along with comprehensive staff training in place that greatly reduce the risk
of emergency. However, our professionals know there is always a possibility for the
worst to occur. Craig Fry and fire suppression Consult David Meyers have developed
comprehensive fire safety plans that address every possible fire situation from within the
property or from adjacent properties.
Portable Suppression
As the most basic, accessible, and immediate form of fire suppressions, we will have
portable fire extinguishers with a rating of not less than 2-A or 2-A10 BC located
throughout the interior of the cannabis business, in order to ensure the safety of our
employees and customers at all times. These portable fire extinguishers will be placed
within a 75-foot travel distance to every portion of the building, and in every safety zone.
As depicted on the diagram on the previous page in section 4.3 – Evacuation Routes,
this will be throughout the entire facility in both back room and customer areas.
On top of the aforementioned open-access fire extinguishers, all electrical rooms will
have portable fire extinguishers installed with a rating not less than 10BC in order to
ensure that our team and first responders will be provided sufficient materials to ensure
public safety for small fires and are able to evacuate all individuals from the building
quickly.
All fire extinguishers must have proper, legible, and clearly visible signage showing
their locations and be regularly inspected, maintained, and tested in full compliance
with California Code of Regulations (CCR) Title 8 Section 6151 section (e). The
installation of each of fire extinguisher will comply with CBC Section 906, Cal OSHA,
and CCR Title 8 Section 6151. These will be located in areas that will be continually
maintained for clear access and free of storage. They will be placed on hangers at a
height of no greater than five feet and no lower than three and a half feet.
Fixed System
To ensure both the safety of our team our team and customers and to be in
compliance with all applicable building codes, the building is to be fully sprinklered and
along with the new improvements, our team will include readily visible, clear,
unobstructed, sprinklers. The upgraded sprinkler system will provide coverage in
accordance with NFPA 13 - Standard for the installation of Sprinkler Systems and
maintain the existing sprinkler zoning. Sprinklers will provide for densities in the office
and lobby areas in accordance with “Light Hazard” standards, at 0.1 gallons per minute
per square foot. All production, sales, and storage areas will be classified as Ordinary
Hazard, Group 2, at 0.2 gallons per minute pe r square foot. This sprinkler design
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density is considered a minimum standard by the NFPA but because a building’s fire
sprinkler system is not designed to open up every sprinkler head in the building all at
once which can risk the loss of water pressure in a building. This diminishing pressure
could ultimately result in a failure in the sprinkler system.
Mock fire tests have been conducted at the property to determine the amount of
water provided per square feet in gallons per minute in areas of the building at the
farthest point from where the main water line ties into our sprinkler system. This design
density guarantees that at even the most remote portion of the building, the fire sprinkler
system will be able to control if not extinguish a fire as long as the minimum design
density is met. To provide the minimum design criteria noted above, the sprinkler
system will be modified as necessary .
We will ensure the maintenance, inspection, and proper working condition of the fire
sprinkler system by ensuring the regular inspection in compliance with CBC and CFC,
and California State Fire Marshall’s standards and regulations. Our fire sprinkler system
will be regularly inspected and serviced by Central California Business Alarm, a local
Fresno City alarm company who is located at 1271 N. Wishon Ave. Fresno, Ca. CCBA is
a California state licensed contractor and a California Fire Extinguisher concern licensed
operator. They are a family owned and operated company that has developed a
renowned reputation in the 50 years they have been in operation. CCBA Fire Protection
has been retained to provide parts and labor for regular servicing of the fire sprinkler
system for a period of 5 years. We will install one 6” diameter fire riser, located within
a dedicated riser room which room will provide direct exterior access, in addition to
the portable fire extinguishers and the NFPA-13 automatic sprinkler system. The existing
riser room is of 1-hour fire-resistance rated construction and provides direct exterior
access in accordance with IFC Section 916.3.
The riser rooms will be maintained regularly and equipped with necessary HVAC
equipment to maintain the temperature of the room between 40- and 100-degrees
Fahrenheit and contain permanent lighting with backup power. Signage will identify the
riser room, and it will be maintained on the exterior of the door. The building sprinkler
system will be supported by a Fire Department Connection (FDC) with two 2-½” outlets,
sufficient for the intended load mentioned above. The FDC is located along the exterior
walkway of the complex.
Currently, our building is set to be outfitted with NFP-13 rated fire sprinklers and will
not only maintain but upgrade this system to be a complete fire protection monitoring
and addressable fire alarm package. The automatic fire sprinkler, alarm, and monitoring
system has been installed and will be upgraded in accordance with CBC 903.2.5 and
NFPA 13 and contracted to our local alarm company, as noted in the alarms and
monitoring section.
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Fire Department Access
New Knox® Boxes will be provided outside of the riser rooms and the main entry
and will be maintained with keys to allow Fire Department Access. One 2 ½ x 4-inch fire
hydrant access is located adjacent the premises on Blackstone at the entrance to the
property. within 50’ of the building.
As depicted below, another fire hydrant is located within 200 feet south of the
building on Blackstone. These fire department access locations will provide sufficient
flow for any fire related issues at our business premises.
A key aspect of ensuring the safety of our staff, customers, and neighbors’ life and
property will be advanced warning and protection systems. We will be maintaining in
excellent working order an advanced alarm and monitoring system that is fully
integrated with an automatic fire sprinkler, HVAC, and emergency response system and
installed in accordance with California Building Code § 903.2.5 and National Fire
Protection Agency, Chapter 13. Please see the safety diagram in the previous section
for the location of all alarm and monitoring devices.
Fresno Fire Department approved a dedicated space that will be used to post a
classic fire alarm matrix and graphic annunciator in order to make it simpler for
firefighters to detect the precise location of a fire in the shortest possible time. As well as
the print notification, our alarm system contains a digital readout of alarm locations,
accessible from the front of the building. When one of the system’s components
initiates, it indicates the component’s location on the fire alarm panel. This type of
system is preferable because they can rapidly pinpoint where the signal originated,
saving valuable time in an emergency as it negates the need to manually search for the
component that produced the signal.
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Gas Monitoring
The gas monitoring system will tie into our fire alarm and
monitoring system and be of the highest quality to guarantee the
safety of customers, our store, and our community. The Siemens
HFP-11 intelligent detection devices will be utilized throughout our
establishment, which are the highest level of detector intelligence
on the market. These very same gas detectors will be used
throughout the entire building with each specially programed for
the location they are placed in. Detectors in the retail, lobby, and staff areas are able to
use separate trigger thresholds than other high-risk areas such as utility, storage areas,
and HVAC ducting systems. The HFP-11 detectors utilize advanced detection
technology that allows each detector to differentiate between nonthreatening deceptive
phenomena such as heaters, candle flame or cigarette smoke from actual fire hazards
and sound the appropriate alarm while optimizing detection for the intended area. Each
individual detector uses state-of-the-art microprocessor circuitry with error check, self-
diagnostics, and supervision programs to ensure proper function. Eliminating the need
for cumbersome, unreliable mechanical programming methods such as dials or
switches , these detectors instead use input sensors that include both photoelectric and
thermal triggers and can properly locate for emergency responders.
These units can be automatically triggered and issue both an audible and visual
alarm in addition to interfacing with the monitoring system and will be located
throughout the facility. Units will be located in all rooms, hallways, and storage areas for
complete coverage of the premises. More units will be placed on the exterior of the
building to alert store and security personnel to the use of tobacco or cannabis products
on our property.
A network with internal error-checking software is supporting each individual unit. In
the case that a detector senses a fault or failure within its system, the LED light will flash,
and the detector will transmit that data to the control panel. A quick visual inspection will
notify staff of the condition of the detector at any time, allowing us to ensure that our
system is in proper working order and maintenance can be promptly scheduled if
required. Please see the safety diagram for the location of all gas monitoring equipment
and a full description and location of all security features.
Alarms
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We will be maintaining and ensuring the good working order of four manual
fire alarms that activate the occupant notification system in accordance with CBC
907.4, 907.2.5, and our standard operating procedures, at the most basic of
technology. These alarms will be located on the main sales floor, in the backroom
hallway, in the security office, and in all areas where staff preforms regular work
duties. The system is capable of voice activation and disengagement using
predetermined codes established by management. They will be clearly visible and
marked by visible signage. As part of the initial onboarding process, all staff will be
trained in the location of fire alarms.
This system provides for an automatic alarm sounding through a smoke and heat
detection system, in addition to the manual alarms. Sensors that are located along the
ceiling of each room and doorway are programmed to trigger the alarm in accordance
with a minimum threshold for disruption. Constant monitoring will ensure the safety of
the occupants of the building with additional monitoring systems for smoke located in
the HVAC and sprinkler systems.
Installed per City of Fresno building and fire codes, the alarm system
will utilize an audible alarm connected to visible light strobes. This system
will be equipped with Edwards 2452 THS-15/75-W Fire Alarm Temporal
Horn and strobe signals throughout the interior of building. These devices
are State of California State Fire Marshall approved and UL
rated to produce 85 decibels and utilize very bright xenon
lighting to notify all occupants of the alarm, regardless of
ability to hear. We will utilize a 350 WB Vibratone horn that will be tied into
the fire alarm and monitoring system to alert neighboring business and the
public of an emergency, on the exterior of the building. The 350wb
Vibratone horn produces a 360-degree alarm of 100 decibels, audible
throughout the commercial development. This alarm is located on the
outside of the building.
We will be upgrading the current fire alarm system from a “conventional”
system to an “addressable” fire alarm system in coordination with the Fresno Building
Department and the Fresno Fire Department. An addressable fire alarm system is the
gold standard for safety and security and is the most modern alarm system available on
the commercial market. Addressable fire alarm systems are able to clearly delineate
different safety zones, allowing for unique identifiers and alarm thresholds in each area.
Addressable alarms allow for complete control over the facility and quick access for
emergency personnel.
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Section 4.5 – Emergency Training
The initial onboarding training of all staff will include each of the aforementioned fire,
safety, and medical emergencies but we want our staff to be prepared for any potential
emergency situation. We will make sure that each staff member understands the layout
of the facility as well as each component of the safety plan before any other training is
conducted. Every employee must pass a comprehension test that demonstrates they
have suitable knowledge to identify and respond to a wide variety of emergency
situations, prior to passing their 90-day probationary period. In addition to this each
member of our management and safety teams will be required to obtain their American
Red Cross Certificate in basic life safety prior to passing their probationary period.
Supplementary training will be provided at regular intervals and when any updates
are made to the safety plan. Staff members will be given training tailored to the specific
hazards in the cannabis industry such as the proper handling of cannabis product and
cash safety protocols, as well as training in occupational safety and hazard identification.
A dedicated portion of our staff will comprise an internal safety team. Safety Team
members will be certified in compliance with Assembly Bill 2799 which requires all
cannabis businesses to employ within one year of receiving or renewing a license, one
supervisor and one employee who have successfully completed a Cal/OSHA 30-hour
general industry outreach course offered by a training provider that is authorized by an
OSHA Training Institute Education Center to provide the course. This mandate will be
exceeded by our organization as we will require all store management and all members
of our safety team be certified to ensure that at all times a qualified, state-trained
member of staff is present at our facility. Training modules for staff has been divided
according to emergency type.
Fire
Our regular training and pre-employment programs will include that all employees
are expected to be knowledgeable about all fire alarms, what each alarm signifies, the
location of fire suppression gear, and predetermined evacuation routes. Although
employees are not expected to fight fires on company property, we do expect that each
employee be sufficiently trained in fire extinguisher use to fight small fires or to ensure
that equipment can be used to safety and how to properly evacuate all customers and
staff out of the immediate fire area. The intended goal is that staff will be sufficiently
trained to use fire extinguishers on small fires, to prevent potential spread and give time
to allow for proper evacuations to occur and for emergency responders to be notified
quickly.
Our employees, equipped with proper training, will be competent and confident of
their ability to cope with the hazards of a fire, and understand when to terminate
firefighting efforts when it has become obvious that there is danger of harm from smoke,
heat, or flames. Large fires will be left to the municipal fire department personnel who
are properly trained and equipped with the necessary protective equipment.
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Medical
Emphasis and key function will be placed on our staff training that
will include fire, life safety, and medical emergency training. Each
member of our staff, regardless of their position, will be Red
Cross certified in providing Basic Life Support (BLS). Each
employee will learn to identify the critical nature an injury, how
to determine a person’s level of consciousness, how to check
an individual’s pulse and breathing, and preform primary
assessments and administer CPR/AED to both children and
adults within the BLS course,. This will ensure that in the event
of a medical emergency our employees will able to calmly and
actively provide a basic level of life support to an individual while
simultaneously being able to provide critical and time sensitive
information to first responders. Annual trainings will be held with the Red Cross to
maintain staff knowledge and currency on all facets of first aid.
Also, each employee will undergo thorough training of when to call 911 in a medical
emergency, when to rely on security personnel, and how to preform primary
assessments of individuals suffering from trauma, heart attack, seizure, overdose, blood
loss and wound trauma, treatment for shock, and how to gather and relay pertinent
medical information to medical first responders over the phone and upon their arrival to
the scene.
Each member of our team will be regularly trained and tested on the procedures that
we have outlined in the employee handbook in addition to the emergency medical
training. These procedures outlined have been developed by our security, emergency,
and our professional fire prevention and suppression consultant to provide trainable and
actionable responses to a wide variety of medical emergencies.
Natural Disaster
Natural disasters pose a threat typically in the form of power outages in Southern
California. Potential complications can arise relating to stable power supply due to
earthquakes, severe weather, or rolling black- and brown-outs that occur each summer,
effecting the safety and security systems in our business. Our procedures will include
automatic power backup and a lockdown of the facility for such cases. Staff will be
trained on how to respond to natural disaster situations, who to notify and our
mandatory response times, and proper immediate procedures to ensure the safety of
our customers and employees.
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Hazardous Materials
How our staff responds to hazardous material situations is an
additional point of training that we will place emphasis on. We take
pride in this advanced training and testing as a part of our
employees’ education program as it is often overlooked but can
be critical in saving the lives of our customers, staff, and
neighbors. Each employee will be taught and trained on
1: how to identify hazardous materials by sense and visual detection
2: how to contain a hazardous material spill
3: how to read and understand a MSDS (Hazardous Materials Data Sheet)
4: when to evacuate employees and customers
5: how to safely evacuate out of the risk zone
6: how to effectively report hazardous materials to emergency responders
7: where the location of hazardous materials is that may be utilized in operations
8: who is responsible for maintaining a safe work environment (hint: everyone)
We do not store hazardous materials on site in the form of combustible or flammable
agents, however we treat cannabis products with similar protocols. Proper training on
the storage and handling of cannabis products to prevent diversion, contamination, and
potential sources of odor will be provided for all staff members.
Lockdown / Crime
Training scenarios and responses to security related threats including lockdowns,
active shooters scenarios, and crime reporting protocols have been developed by our
ownership team using industry best practices and a security contractor with extensive
experience in private cannabis security. Please refer “Section 6 – Security plan” to find
more security related training matter in more detail. Regular instruction, training, and
testing of our employees on police relations issues including when and how to safely call
law enforcement, what role the active on-duty security will fulfil, how to reach safety and
stay protected within the identified isolation and safety zones, and evidence recognition
and identification techniques to assist law enforcement in the apprehension and
prosecution of criminals.
Public Health Orders
We have implemented both temporary and permanent measures for social
distancing in compliance with County Health program initiatives in our most recent
addition to safety protocols. The goal is to slow the spread of contagious illnesses by
limiting the opportunities for exposure through intentional measures. During times of
pandemic or government mandated social distancing regulations, we will have already
trained our staff to implement stringent measures to keep employees and customers at
least six feet apart. During a mandated time of social distancing, if cannabis retail stores
are determined to be essential businesses and are permitted to operate, we will do so in
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full compliance with city, county, and state emergency regulations and will not deviate
from our approved hours of operation unless so instructed by the City of Fresno or the
Fresno Police department. Each of our employees follow social distancing and hygiene
best practices and will reserve certain hours of operation for senior citizens, other high-
risk populations, and customers with disabilities.
Staff members who have symptoms consistent with COVID-19 or other
communicable illness will not be permitted to come to work, they will be able to utilize
their paid sick leave. Management will emphasize, and if need be re-train, all employees
on ideal hygiene practices, including but not limited to proper regular handwashing and
increased frequency of cleaning and sanitizing of the facility to ensure we are in
compliance with all government recommendations.
Signage will be visibly posted with up to date orders from the County Department of
Public Health, and we will make certain that all patrons follow these guidelines while on
our property for the safety of all staff and customers. Persisting changes in our
operations include the installation of sanitizing stations for customers and staff
throughout the store as well as any areas where customers may wait. These new
policies have had far-reaching effects on our standard operating procedures. Protocols
for higher degree of cleanliness have been instituted, we have made personal protective
equipment available for staff, and have implemented contactless access throughout our
facility.
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SECTION 5 : Security Plan
SECTION 5 – SECURITY PLAN .................................................................................. 111
5.1 – Security Plan Preparation .......................................................................................... 112
5.2 – Security Premises Diagram ....................................................................................... 114
5.2.1; 5.2.2 – Premises Diagram .................................................................................... 117
5.2.3 – Cannabis Activities .............................................................................................. 119
5.2.4 – Limited Access Areas .......................................................................................... 122
5.2.5 – Video Surveillance .............................................................................................. 125
5.3 – Alarms & Monitoring ................................................................................................... 129
5.4 – Cash Handling ............................................................................................................. 132
5.5 - Security Officers ......................................................................................................... 135
5.5.1 – Number of Guards .............................................................................................. 138
5.5.2 – Guard Hours ........................................................................................................ 138
5.5.3 – Security Officer Positions .................................................................................. 139
5.5.4 – Security Officer Roles & Responsibilities ......................................................... 141
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SECTION 7 : Community Benefits &
Investment Plan
SECTION 7 – COMMUNITY BENEFITS & INVESTMENT PLAN ................................. 159
7.1 – Social Responsibility Plan ......................................................................................... 160
7.1 i. – Fresno Non-Profits ................................................................................................ 160
7.1 ii. – Local Participation ............................................................................................... 163
7.1 iii. – Local Business Partnerships .............................................................................. 165
7.1.1 – Legal Outreach Services ..................................................................................... 166
7.1.2 – Sustainable Business Practices .......................................................................... 167
7.1.3 – Community Revitalization ..................................................................................... 169
7.2 – Public Health Educational Outreach ........................................................................ 170
7.3 – Community Reinvestment Fund ................................................................................... 173
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Section 7.1 – Social Responsibility Plan
The members of our ownership team have actively been involved in their respective
communities for their entire lives through civil service, charitable giving, and unwavering
civic responsibility. Most recently, the cannabis industry has opened up new
opportunities to further these goals. In Fresno, we intend to expand these efforts,
focusing on what is most in need in the community. We have divided our community
benefits plan to address every aspect of the Fresno community, creating direct giving
programs for Fresno non-profits, creating from scratch a program to provide clothing
and grooming services to homeless individuals through a mobile salon, and organized
staff around community involvement days. Additionally, we will make a direct donation to
the City’s Cannabis Community Re-Investment Fund to forge with the City of Fresno the
development of the City of Fresno Cannabis Equity Program and pursue strategic
relationships with local businesses.
Section 7.1 i. - Fresno Non-Profit Organizations
The most direct and efficient way for any business to benefit their community is to
rely on the experience, reach, and heart of an existing organization within that
community. These organizations are most properly posed to make the most efficient use
of charitable contributions to ensure those most in need are assisted. As such, we have
set aside two percent (2.00%) of gross revenue to be distributed evenly and directly
to a local Fresno community non-profit organization, Poverello House, as well as
provisions for additional organizations as a function of net revenue equal to one percent.
Through the consistent support of these organizations, consistent change can make its
way through any community. The landscape has always been difficult for these
organizations, many are chronically underfunded, under supported, and held back from
fully realizing their core goals. Unfortunately, in Fresno, this has always been the case.
Owner Sigrid Lopez as well as all his friends and family grew up in Fresno, benefiting
from these programs that stayed functioning despite lack of funds, volunteers, and
community support. One organization, in particular, played an extremely important role
in the proper upbringing the Fresno youth, and still does today.
In the turbulence of the 1960s, a young man named Mike McGarvin was on the fast
track to becoming one of the many casualties of the decade. Drugs, alcohol, violence
and hopelessness were his daily companions, until he found a place in San Francisco
called Poverello. The priest who ran the coffee house asked Mike to volunteer, and the
experience changed his life. The San Francisco Poverello served people who were
characterized by poverty and despair. It was a place where they could come to find
acceptance, a smile, and unconditional love. There, Mike found the answer to his
problem: Service to others.
Several years later, Mike married a wonderful woman, Mary and they moved to
Fresno. He worked as a photographer, but was searching for a way to repay God for
saving his life. The answer came when he noticed homeless people on the streets of
Fresno. Mike knew what to do; he would hand out peanut butter sandwiches, talk to
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people, and let them know someone cared about them. Mike’s small ministry soon grew,
and other began to join and help. A storefront building was obtained, and he named it
after the place that had saved him in San Francisco: Poverello House.
It was a simple storefront, but within those humble walls, "Papa Mike" offered coffee,
food, and a brief respite from the streets. Despite the building burning down, evictions
and financial insecurity, Poverello House continued to grow and provide essential
services to the needy and homeless. In the 1990s Poverello House expanded to a larger
building at its current location on 412 F Street, which allowed it to expand its services to
meet the needs of the community.
Poverello House provides three meals a day, 365 days a year to men, women and
families along with services that improve people’s quality of life. These services include
clothing distribution, emergency food bags, a medical clinic, the Men’s Resident
Rehabilitation program, temporary overnight shelter for men and women, and social
services for individuals seeking to end their homelessness situation. Poverello House
follows Papa Mike’s philosophy: Listen with compassion, give with a warm heart and a
smile.
Through a silent partnership with Poverello House, devoid of photo opportunities and
brand placement, we believe we have found a way to reach these at-risk children with
the benefits of the profits from the cannabis industry without a direct visible involvement.
Our leadership team believes in the importance of giving troubled young people an
opportunity to change their lives, and thus, are values are aligned with Poverello House.
Our proposed partnership with Fresno Poverello House will consist of two-faceted
program. First, Fresh Farms will be contributing on an ongoing basis, two percent
(1.00%) of annual business revenue to be used by Fresno Poverello House to
underwrite the costs of running their fully staffed program. With this additional revenue,
Fresno Pal will be able to upgrade equipment, hire additional staff, and provide a better
overall program for the youth in Fresno. Going forward, Fresh Farms would like to
develop specific programs with Poverello House Fresno to target the donation to those
most in need.
In a separate outreach program designed to expand the breadth of the giving to
adults in the community, Fresno Poverello House will assist Fresh Farms in identifying
persons in the community who have been harmed by the criminalization of cannabis, are
chronically unemployed, or affected by poverty as potential candidates for an on-the-job
training program. We will be seeking out individuals from the families of Fresno
Poverello House participants who need assistance in obtaining employment. More
information about this program can be found in “Section 2 – Labor & Employment Plan”.
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Section 7.1 ii. – Local Participation
Outside of established local organizations, Fresh Farms will be pioneering a separate
program developed specifically with Fresno in mind. Our ownership team has developed
a program to give showers, haircuts, and other personal grooming services to homeless
and other economically disadvantaged individuals through a mobile platform. Through a
partnership program with Shelter Care Resources, Fresh Farms will cover the purchase,
operation, and maintenance of a mobile recreational vehicle outfitted with showers,
clothing supplies, and a mobile grooming station that can be set up throughout the City.
The service will be provided free of charge to the local population for the purposes of
giving those who are economically disenfranchised a feeling of normalcy. We will retain
the services of local barbers and hair stylists to provide these services in combination
with our outreach effort.
Through partnership with the local medical and veteran community, we will construct
a program that identifies homeless, low income, or wounded veterans who can benefit
from using cannabis products in addition to or as a replacement for their medication for
chronic pain or psychiatric distress such as post-traumatic stress disorder. Currently,
the health and safety regulations prohibit retailers from giving away any amount of
cannabis or cannabis products as part of a business promotion, so we will enroll these
veterans in our program to provide heavily discounted medicinal-use cannabis products.
We are pursuing relationships with local veteran Groups like the American Legion, the
Veteran Collaborative of Fresno County, and the Gold Coast Veterans Foundation.
These organizations will help us identify veterans who can use our assistance. The
medical cannabis goods that will be provided to these qualifying veterans for lowest
price we can offer according to the guidelines set forth by the Bureau of Cannabis
Control CCR §5411.
In addition to giving financial contributions to local community organizations, city
activities, and the local economy, Fresh Farms will be giving our most valuable assets,
our time and our hearts. Through an ongoing series of community involvement activities,
Fresh Farms owners, employees, and patrons will give their time to various
organizations throughout the city. We call these events Community Involvement Days
and are offered to our employees in two-day sets to ensure all employees have a
chance to participate. Community Involvement Days are designed to spread our reach
in the City of Fresno and enable us to help in as many organizations as we can through
an effort that is directly driven by our stakeholders. We want to encourage our
employees to be part of our community and assist us in our giving back. We will be
providing all our employees one day of compensated time off every quarter for them to
get involved in Fresno nonprofits they are passionate about. In the weeks prior to each
Community Involvement Day, we will notify customers in the store and through the
rewards program of discounts associated with participation in our community
involvement days. This will allow a greater support of the organization and will ideally
create a feeling of community comradery that we can share among our staff and
customers. Organizations accepting donations of our time are intended to include beach
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cleanup, culinary services for the local foodbank, and a program with the Humane
Society of Fresno County to donate animal food, beds, and other supplies to assist in
their aid of animals. Through partnerships with our community non-profit partners, staff
will be organizing events with direction from Shelter Care Resources and the Police
Activities League.
Extending our educational outreach, Fresh Farms is to provide scholarship
opportunities for students attending the Fresno City College. Established in 1910,
Fresno City College is a California’s first public community college, and it changed the
face of education in our great state. FCC is a certified Hispanic-serving institution and
has the largest nursing program in California, nationally recognized student
organizations, and transfer agreements to select University of California and California
State University campuses. The Fresno City College athletic program has been
nationally recognized and maintains a broad-based program in achieving success in
many sports, both men’s and women’s. FCC provides career and technical programs to
the local community in over 80 certificate programs, 24 associates degrees for transfer,
and 120 full associates degrees with classes in over 60 disciplines including athletics,
child development, culinary arts, and dental hygiene. Fresno College focuses on their
mission to ensure a student’s success through a diversity of pathways. We will hold art
and educational competitions with a local scholarship awarded every quarter to the
winner.
In addition to tuition, we will reserve space in our store to feature local art from
members of the community. Our ownership team has personal connections to the arts
and believes in fostering the community’s relationship with art. We will be setting aside a
section within our retail environment to feature local artists. The front wall as you enter
our retail floor will be our showcase for local artists. A flexible display system will be
utilized to allow for rotating collections to be shown as desired. These displays are easily
visible from the lobby providing visual interest in a representation of the local
community.
To encourage civic participation and community involvement, we will also be
encouraging our customers to partake in Fresno events by offering retail discounts to
those who provide ticket stubs on the day of events in the City. This will include all
entertainment and sports events including live performances, street fairs, and farmer’s
markets.
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Section 7.4 iii.- Local Business Partnerships
We will not be bringing a foreign shopping experience to Fresno residents, but one
that is a mirror of the City itself. As a business that will be committed to Fresno, we have
invested considerable time in establishing a series of win-win business partnerships in
which we will source everything possible from local merchants and service providers.
While some of this work is ongoing, we can share a small sample of our commitment to
directing as much of our spending as possible into the Fresno economy. With regards to
product procurement, Fresh Farms will actively pursue business relationships with
licensed Fresno cultivators. Our procurement team will place a priority and preference
for Fresno cultivators, and this relationship will be supported with a “local producer”
standout that will be featured in our in-store display cases.
Pending approval of a license, Fresh Farms will utilize Fresno-based companies for
as many development items and on-going services as we can. We will be using Dixon
Painting, a local Fresno County servicer to paint the interior and exterior of our building
who has been voted #1 commercial painting company in Fresno six times by Fresno
Bee readers. We will be using and Donald P. Dick HVAC, a family owned company, to
install our air conditioning and heating system, as well as our custom-designed air
purification system. Local Central California Business Alarms and Fresno County Private
Security will provide security oversite and a Fresno based design and architecture firm,
SEC Development, created our interior motif.
When searching for a design partner, we had a long list of requirements. We wanted
to ensure that we developed a design that mixes the delicate aesthetics of a high-
fashion boutique with the robust security features, all while capturing the essence of
Fresno. A local partner was the clear answer. The team worked hand-in-hand with the
ownership team to derive a concept that was bright, natural, and fit in well in the slightly
beachy Fresno atmosphere. Please see their work in the design section (Section 6 –
Location).
All of these companies have been operating in the Fresno and Fresno County areas
for the last two decades and we would like to leverage their experience with local
conditions. During construction, we will be use local wood and building material
suppliers from local yards and after open, we will procure janitorial services from a local
custodial services company, who will service our store daily to ensure all exterior and
interior areas, including the front sidewalk, are kept clean, free from debris and
maintained in top condition. If we are awarded a retail license, we are committed to
helping our neighbors by directing as much of our spending as possible into the Fresno
economy. We have noticed that our store is in proximity to numerous restaurants
including a perfect pairing in our same commercial center. With this mindset, we will
build lasting ties with merchants and service providers that have deep roots in the local
community as we begin to establish our own.
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Section 7.1.1 – Legal Outreach Services
More than 500,000 California residents were arrested for some kind of cannabis-
related crime between the years of 2006 and 2015, the years before Prop. 64 was
approved by voters, according to the Drug Policy Alliance. Not only do these criminal
convictions create barriers to employment and great financial burdens, but they also
effect different segments of the population disproportionately. Many provisions that
provide good initial strides towards reversing the war on cannabis including streamline
expungement processes, reduced regulatory hurdles, and active engagement by
government have been by Proposition 64 and subsequent policy enforcement decisions
made by both sate and municipal district attorneys.
We will provide in-house legal services for expungement, as well as reductions for
personal possession cultivation, and transport for all members of our staff with prior
cannabis convictions. At their request, incoming staff will be granted these services free
of cost, and our team will diligently investigate all routes towards improving their
circumstances.
Our commitment will extend beyond our staff, and we will be offering legal services
free of charge to the community win the form of clinics for expungement for the general
public. All residents of the city of Fresno will revives our legal teams’ direction on the
proper application process for expungement of cannabis law violations quarterly.
Access to our legal resources which will include our online platform, pop-up, evens and
our season staff for assistance in applying for cannabis conviction expungement will be
granted to all participants. Cases of more complicated nature involving members of the
commented will be provided with information to pro bono or low-cost legal services.
Eligible conviction codes for expungement or deduction will be paired to the
corresponding to the individuals’ particular state conviction programs- and though a
separate piece of software that is synced with the state’s registry, the program will clear
the cannabis convictions.
An individual may not be aware of numerous options available. One example, Health
and Safety Code 11360, Sales of Marijuana, is a felony that can be reduced to a
misdemeanor under certain circumstances, including many of originally charged before
Proposition 64 was passed. HSC 11357, Possession of Marijuana, is a misdemeanor
that can be expunged in certain situations, and still carries an active penalty for persons
in possession of more than 28.5 grams of cannabis, or more than 8 grams of
concentrated cannabis.
Fresh Farms and our legal partners will fully fund this program, which will be offered
free of charge to the community. Those residents with convictions that qualify and
receive expungement will be part of a larger program to clear criminal records, fight
joblessness, and uplift the community.
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Section 7.1.2 - Sustainable Business Practices
Green and sustainable business practices are utilized in all aspects of our
business at Fresh Farms. We have used a series of metrics to define our program, and
we have used keen eye to discern the difference between legitimate and overrated
sustainability practices.
It is ideal to work alongside vendors who exhibit the highest level of sustainability
practices when acquiring cannabis and cannabis products. Placing focus on this
element of inventory control will ensure that a dispensary aligns itself with intended goal
of a cleaner, more efficient community, whether it be the licensed vendor’s cultivation
methods (such as Regenerative Agriculture or Permaculture), packaging approach,
facility design or any other factor that contribute to a more sustainable end product.
Furthermore, there should be a focus on locally sourced products from the community
where the dispensary is located. Not only will this local sourcing help support other
community businesses, but it will also lower a dispensary’s carbon footprint. A
dispensary can provide meaningful feedback for these organizations on way they can
improve their environmentally friendly practices together through interaction with the
cultivators and manufacturers.
We will operate our business in a way to reduce our carbon footprint. We have
selected electric vehicles for our delivery fleet in order to provide fuel-free and
unobtrusive delivery. LED lighting in all fixtures with low current draw are used, as well
as all energy-star rated appliances. Our business cards are 100% post-consumer waste,
chlorine free, and use a non-toxic vegetable-based ink. Ongoing energy efficiency is
essential for achieving our environmental goals, which goes hand in hand with the
dispensary design. To determine priorities for improvement, assessments of the
dispensary’s energy usage will be conducted on a quarterly basis (to coincide with
various condition due to changes in seasons). All systems are checked during this
process to ensure they are operating optimally, proposed energy efficiency
improvements are identified, and that steps are being taken to implement impactful
changes.
All paperwork possible has been converted to electronic forms in the operation of
our business with the exception of regulatory requirements such as printed delivery
manifests. We will work in conjunction with our suppliers in order to offer packaging that
meets sustainability requirements for waste and post consumer materials, through
offering financial incentives to packages that meet our expectations. We will provide
recycling bins in store to be utilized by both staff and customers for all standard
recyclable materials including discarded cannabis containers, used vape cartridges, and
household products like batteries.
Furthermore, a series of community clean-up days will be making a direct impact on
the City. We are proud to be from Fresno, and we desire for our employees and others
in the community to feel the same pride that we do. Trash clean up does will be hosted
by us for the community and area that we are in, as well as local beaches and parks.
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This clean-up will be divided into two different days so that all members of staff are
allowed to participate, during which employees will take shifts pickup up trash in our
community and areas of high traffic. These events will take place quarterly.
Our organization will continuously revisit and review of practices for areas of
improved, in order to prevent the potential trappings of greenwashing on our
environmental stewardship program. Our owner led safety and compliance team, will be
personally responsible for review of our program quarterly, to identify conformance with
our pre-determine metrics. As well as the aforementioned steps, we commit to
continuously improving our program through this process. New standards for our
operating team regarding environmentally sustainable business practices will be created
by our safety and compliance team each fiscal year, and a new program will be issued
for the upcoming year. Our commitment is to reduce our energy consumption by ten
percent for the first three years of operation and five percent per each year thereafter.
Additionally, we will reduce our non-cannabis waste production by the same amount
each year. By constantly revisiting our consumptions plans with the most current
technology and best industry practices, we intend to keep pace with the fast-paced
industry.
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Section 7.1.3 – Community Revitalization
Our mission is to have a long-term commitment to community development
intentions, and a means of advancing the environmental initiatives of community project
proposals. The principal purpose of our philanthropic involvement with revitalizing our
community is to allow positive public involvement that will promote the conservation and
beautification of physical characteristics. Specific objectives are to eliminate blight in the
impacted communities, reaffirm the need for revitalization assistance in certain areas of
the city Fresno, and to acknowledge other areas that no longer need such assistance.
Blighted areas are defined as an area or district that has been affected by some adverse
land use or destructive force that resulted in decline in property value and/or public
health. In blighted areas, there is often little to no private investment occurring within the
community. Positive public involvement is required, and we are passionate to be
involved and increase the economic value of the community. Our goal is to directly
invest into neighborhoods with low property values, in comparison to other affluent
areas of the city. This will result in, reducing the high number of property vacancies, tax
delinquent and dangerous properties. Vacancy of a building is defined as, the absence
of use. In particular, areas such as Elm Avenue in the city of Fresno, there will be
strategies implemented to decrease the number of vacant buildings to encourage
investment in vacant areas surrounding recreation centers and shopping plazas and
within historic districts of Fresno. Areas similar to Elm Avenue are plagued with unsafe,
unsanitary, and inadequate living conditions for some individuals and families. Other
issues planned to be addressed are areas that are clear indications of inadequate
planning, have a lack of proper lighting on streets, or either have faulty street or lot
layout. Our financial donations, volunteering, and community involvement will revitalize
the area to once again have the land desirable and thrive economically.
For a graphical definition of a blighted or neglected property, please see the
current photographs of our business address. We have planned a complete reimagining
of the property using premium construction materials and a high-quality design
aesthetic. For a graphical definition of what can be done to a blighted area, please see
our conceptual renderings in the same section.
Fresh Farms plans to be directly involved with the city's Planning Committee to
assist with citing public areas such as inadequate access to parks. Specifically, the
revitalization of the Mary Ella Brown Center, as part of the Fresno Parks Master Plan.
Our volunteering and contribution will be to provide the community and nearby schools
the access to recreation amenities, and a donatable location to plant trees to facilitate a
greener environment. Other public improvements we are elated to be part of include,
donations towards developing better senior citizen's centers, expansion of public
playgrounds, and realignment of pavement for improvement of pedestrian safety.
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Section 7.2 – Public Health Education Outreach
Our primary goal at Fresh Farms is not only to ensure that our customers are
aware of what they are consuming, but also how to safely and effectively use cannabis.
Our ownership team feels that it is our responsibility as industry professionals and
experts to provide clear and concise information our customers, and to the general
public as well. Fresh Farms has developed multiple level education components for our
customers that approach this very similarly to our employee education through several
different media types, to ensure we reach the widest audience we can. Several
programs have been created by our teams through which customers can be educated.
These customer education modules are individualized, interactive, and can be do done
as part of a bigger education plan, or individually in isolation.
Direct Interaction
Our staff will be the most direct knowledge source for our customers. The
customers’ initial interaction when they enter our store will be with sales staff and
Cannabis Consults, and they will serve as arbiters of cannabis knowledge. Our staff will
be able to assist any customer that comes in and wants to learn about cannabis
products and their safe, intended use thanks to our detailed and thorough employee
education program.
New customers that are eager to learn, but do not know where to start are not in
short supply. Unfortunately, disinformation has been previously share with many
customers through word of mouth by ‘bud tenders’ rather than an expert, and we find
this leads to people underestimating cannabis effects, the variety of products, and the
proper way to use products. We will engage with the public through recurring
community events, as an effort to reach these “curious customers” and educate them.
Pop-up events will be held throughout the city with a focus on education each month
during our first two years of operation, and each quarter from there on out. Our team is
creating an inviting, age and informative space for every consumer on the spectrum to
come and learn about cannabis through the concept of innovative seminars. These
seminars are being led by the owner and other members of our management team, who
have cannabis experience that is helpful in answering questions that many potential
customers have. Remote participation in our seminars is possible through an online
component.
Always available to the public, our online educational platform and curriculum
mirror much of the content and teaching methodology employed in our comprehensive
staff training program. In the following sections we have outlined the categories covered
in our public facing education platform.
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Furthermore, education materials in print form will be available in store and can
also be solicited through our website. These materials will provide a plethora of
information in regard to buying and giving cannabis, adult use limitations, driving with
cannabis, personal possession and growing, violations and penalties, and negative
effects of cannabis on youth.
Health Effects
Both the positive intended effects of responsible use and the potential negative
effects of misuse, overuse, or abuse are covered in public facing modules on the health
effects of cannabis. Properly used, cannabis products potentially relieve chronic pain,
treat depression and anxiety, reduce inflammation, and even regulate seizures or fight
cancer when inhaled or ingestion. Cannabis can have a negative effect on many organ
systems including memory and attention problems, poor lung health, and could
potentially become a source of dependency when used incorrectly. Utilizing an easy-to
navigate platform, our education portal will provide visitors with a self guided tour
explaining all the potential health effects of using cannabis.
Responsible Use
Information will be provided to the public in regard to the many short- and long-
term effects of cannabis use including altered senses, perception of time, mood,
impaired movement and cognition, and potentially hallucinations or delusions. The
responsible use section will rely heavily on cannabis science, date and required testing
of any and all products to form our curriculum. The environment within which we
operate is one in which each and every product is tested for potency, and that
information is include right on the label, as required by law. Users, both new and
experienced alike, will be informed on how to better interpret said information in order to
understand proper dosing, with focus on edible products which can take longer to
activate.
Legal Responsibility
An understanding of the legal responsibility goes hand-in-hand with responsible
use for all cannabis users. We will break down the regulations for local and state in
regard to personal use in a clear, concise and easily understandable way in these
modules. While cannabis is federally illegal, the State of California and the City of Fresno
regulates where it can be legally purchased or consumed, as well as personal
possession limits and proper storage in a vehicle. In addition, we will cover the
regulation differences between CBD and THC products, and how to find license retails
in their location.
Please see a mockup of our customer-facing education portal on the following
page for a graphical representation of our training modules.
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Section 7.3 – Community Reinvestment Fund
The City of Fresno will, in order to support equity in the local cannabis industry,
establish the Fresno Community Reinvestment Fund (“the Fund”) to support local equity
businesses operating in the City of Fresno under Article 33 Section 9-3315(b)(6).
Through this fund, support will be provided to local equity business in the area of
workforce development, access to affordable commercial real estate, access to
investment financing, and access to legal services and business administration technical
assistance. Although the plan is yet to be completed, the city is looking more specifically
to supply local social equity business with assistance in paying state and regulatory and
licensing fees, assistance securing business locations during or prior to the applications
process, assistance securing capital investments, and business loans and/or grants, as
well as assistance in recruiting, training, and retention of a qualified and diverse
workforce.
In addition to establishment of an incubation program with a licensing and
compliance assistance, a mirrored launch schedule, and a combined sales and
purchasing efforts, we will commit to participating in the Community Reinvestment Fund.
Initially, there is potential to grant up to two Social equity retail licenses and two
cannabis productions licenses in accordance with the current ordinance. Our analysis
estimates that the services afforded to social equity businesses could total as much as
per applicant, although cost and intended contribution guidelines are outline by
city guidelines. Evenly spread through the anticipated number of non-social equity
business, would create an estimated net contribution of each. On this
preliminary analysis, we pledge in initial contribution to the city’s Community
Reinvestment fund, but this amount will be augmented according to compliance with city
guidelines.
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
DocuSign Envelope ID: 241C1BAB-189E-4FD5-BE37-2CBDE942E875
29th
Candy Heredia
TYL BUSINESS SOLUTIONS, INC.
November
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
DocuSign Envelope ID: 241C1BAB-189E-4FD5-BE37-2CBDE942E875
November29th
TYL BUSINESS SOLUTIONS, INC.
Damaris Graibe
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
DocuSign Envelope ID: 241C1BAB-189E-4FD5-BE37-2CBDE942E875
November
TYL BUSINESS SOLUTIONS, INC.
29th
Sigrid Lopez
26th November
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
_________________________________________________
Company Name
DocuSign Envelope ID: 241C1BAB-189E-4FD5-BE37-2CBDE942E875
Candy Heredia
TYL BUSINESS SOLUTIONS, INC.
11-29-2020
Secretary
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
DocuSign Envelope ID: 241C1BAB-189E-4FD5-BE37-2CBDE942E875
(
TYL BUSINESS SOLUTIONS, INC.
Damaris Graibe Chief Financial Officer
11-29-2020
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
DocuSign Envelope ID: 241C1BAB-189E-4FD5-BE37-2CBDE942E875
TYL BUSINESS SOLUTIONS, INC.
11-29-2020
PresidentSigrid Lopez
Commercial Cannabis Application – Retail
Fresh Farms, LLC | 147
SECTION 6 : LOCATION
SECTION 6 – LOCATION ............................................................................................ 147
6.1 – Property Description .................................................................................................. 148
6.1 – Property Description ............................................................................................... 148
6.1 – Floorplan ................................................................................................................... 150
6.1 – Design ........................................................................................................................ 151
6.2 – Exterior Photographs & Renderings ......................................................................... 155
6.3 – Premises Diagrams .................................................................................................... 158
Commercial Cannabis Application – Retail
Fresh Farms, LLC | 148
Section 6.1 – Property Description
Section 6.1.1 – Property Description
The proposed property located at 4931 North Blackstone Avenue in Fresno is a
single level rectangular shaped, corner lot at the intersection of East Shaw and North
Blackstone Avenues in Fresco, California. The property fronts the west side of North
Blackstone Avenue and the south side of West Shaw Avenue. The property fronts the
south side of West Shaw Avenue for approximately 240 feet and the property also fronts
approximately 410 feet of the West side of North Blackstone Avenue. East Shaw Avenue
acts as the properties northern border and is a well trafficked portion of roadway that
runs east to west, connecting several Fresno communities to the California highways 41,
99 and 168 and acts as a major thoroughfare throughout the City and surrounding
communities. North Blackstone Avenue acts as the eastern boarder of the property and
is also a well trafficked avenue which runs parallel to the CA 41 Highway. While the
property does not front the highway, the property is not more than a quarter mile from
the highway onramp which connects the Fresno community to Interstate 5 and the
Sierra Nevada mountain range.
The project site has seen many building permits issued over a period of years. In
accordance with zoning regulations, commercial uses on the property were confined to
the zoning regulations and to the General Central commercial mixed-use district. The
existing site provides guest with ample parking for commercial spaces per the Fresno
Building Code, as well as easily accessible ADA parking spaces.
The site is currently occupied by several tenants within the shopping center, there is
a variety of commercial retail establishments that are present in the commercial center
including Fiesta Auto Insurance, Check ‘n Go, World Hair Stylist, Med Wrap’s Café, DXL
apparel, Change Up apparel, Sprint Mobil Store, a Lens Crafters and our company
Fresh Farms.
As a result of the property being located within the Central Commercial Mixed-Use
District, (CMX) and being located along two major roadways the surrounding properties
along these traffic corridors are similarly zoned for mixed use development. Within the
general area there are a variety of differently zoned areas, including the property
directly opposite East Shaw Road, which is zoned as Regional Mixed-Use Zone, (RMX).
The RMX and CMX are very similar and share the same goals of transforming auto-
orientated boulevards and corridors into vibrant, diverse and attractive corridors that
support a mix of pedestrian-oriented retail, office, and residential uses in order to
achieve an active social environment with a revitalized streetscape.
Fresh Farms will blend into the surrounding community while still providing a complete
revitalization of the property. Pending licensing approval, the location will be
Commercial Cannabis Application – Retail
Fresh Farms, LLC | 149
fully remodeled for aesthetics, safety, and security. Our exterior design concept blends
the common and historic textures that are unique to Fresno and the Fig Garden
neighborhood.
The zoning and the distance from sensitive uses makes 4931 Blackstone an ideal
location for a commercial cannabis business. In addition, the City of Fresno has listed
the address as a potentially eligible parcel for retail cannabis. Please see the attached
Zoning Inquiry Letter which establishes the property as properly zoned and distanced
for cannabis retail use.
Commercial Cannabis Application – Retail
Fresh Farms, LLC | 150
Commercial Cannabis Application – Retail
Fresh Farms, LLC | 151
Design
Upon entry top Fresh Farms, our customers will find a retail space that pays homage
to aesthetics of the most high-end retailer. Taking cues from luxury fashion brands,
customers are greeted by a welcoming reception area featuring works by local artist
with connections to the community. The focal point is a floor to ceiling display containing
plants behind frosted glass, creating a natural-mist life feel. The main retail space further
incorporates this feature and also includes continuous wall planters full of native
California plants that act as natural air filters and acoustic dampeners. Our flooring will
incorporate rich woods in a distinctive herringbone pattern.
Fresh Farms’ owners’ experience in retail cannabis has helped them to understand
that cannabis is best left to cannabis professionals and design is best left to design
professionals. As such, a team of design superheroes, consisting of two architectural
and interior design firms with distinct skillsets, graphic design and branding
professionals, and local artists to weave together unique design features to create a fluid
visual appeal. To embrace the naturalistic feel of our brand and products, we have
incorporated integrated plant material to emphasize and highlight the natural product
lines carried by Fresh Farms, real, local to California, drought tolerant plants will be
featured throughout the design space; along a continuous planter above the entire entry
and retail spaces and throughout the education area. While these plants are visually
pleasing and create a welcoming retail atmosphere, they also greatly assist in naturally
filtering odors in the air. Species such as Snake Plant, Boston fern, and Aloe are prime
examples of the type of naturally air-filtering indoor plants that will be installed. The
natural features will be juxtaposed with modern all-glass decorative display cases. It is
essential that the required security features be as inconspicuous and integrated as
possible into the design of our store. We have provided numerous instances in the
design for concealed security measures to be taken. Through the entry, a ceiling soffit is
employed that will allow hidden metal detectors to be installed above. Each product
display can be closed and locked with minimal effort while maintaining the overall
aesthetic of the store design.
Commercial Cannabis Application – Retail
Fresh Farms, LLC | 152
Any architect can dream up a rendering of a perfectly constructed building, with floor
to ceiling windows, imagined on an isolated and pristine property with perfectly
manicured hedges and sprawling floor plans. However, the real work begins once an
architect is tasked with making their visualization a reality— a building that is not only
structurally feasible, but that also provides features which weave the design and mass of
the structure seamlessly into the fabric of the surrounding neighborhood. Our ambitious
goal is not merely to fit in with the character of our neighborhood, but to gently and
decisively elevate the quality of the surrounding environment through a building design
that is functionally flexible and accessible, while still capable of inspiring the imagination
as it brings artistic expression to life. Fresh Farms’ carefully crafted exterior design
follows the design cues of the neighborhood and blends them with the forward-thinking
cannabis culture. Our incorporation of classic stone textures and native plants into our
exterior façade and interior design will harken back to the classic architecture and
materials that can still be found throughout the city.
Commercial Cannabis Application – Retail
Fresh Farms, LLC | 153
Commercial Cannabis Application – Retail
Fresh Farms, LLC | 154
Commercial Cannabis Application – Retail
Fresh Farms, LLC | 155
Section 6.2 – Exterior Photographs & Renderings
In addition to an interior remodel, we plan to improve the exterior of the building
by refinishing, retrofitting design and security elements, and improving the overall
appeal of the property. Please see the current photographs and conceptual renderings
for more information about the exterior design aesthetic. Image locations are outlined on
the premises diagram. Fresh Farms will blend into the surrounding community while still
providing a complete revitalization of the property. Pending licensing approval, the
location we secure will be fully remodeled for aesthetics, safety, and security. Our
exterior design concept blends the common and historic textures common in Fresno
with a high-end, nature-focused design aesthetic. We have incorporated the stone and
classical stucco that can be found many places in Fresno with a living wall of drought-
resistant local plants and a stunning entrance display with living plants.
Commercial Cannabis Application – Retail
Fresh Farms, LLC | 156
Commercial Cannabis Application – Retail
Fresh Farms, LLC | 157
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
Travis Miller
Dear Applicant:
SUBJECT: ZONING INQUIRY NUMBER P20-04429 REQUESTING INFORMATION
REGARDING CANNABIS RETAIL FOR PROPERTY LOCATED AT 4931
NORTH BLACKSTONE AVENUE
(APN 425-092-30)
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 CMX, which is one of the allowable zone districts for
cannabis retail businesses. Development standards of the CMX zone district are
available in Sections 15-1103, 15-1104, and 15-1105 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 P20-04429
4931 North Blackstone Avenue
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 4. There are currently no cannabis retail
businesses located in Council District 4. 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