HomeMy WebLinkAboutCSE-20-48 Fresno Compassion Association RedactedApplication Type
Social Equity Criteria
Applicant (Entity) Information
Social Equity Cannabis Business
Permit Application
CSE-20-48
Submitted On: Nov 13, 2020
Applicant
George Boyadjian
staff@420college.org
In order to qualify as a social equity applicant, applicants must
satisfy at least one of the following criteria:
1. Low income household and either:
a. A past conviction for a cannabis crime, or
b. Immediate family member with a past conviction for a
cannabis crime.
2. Low income household in a zip code identified as at least
60% according to the CalEnviroScreen for five (5) consecutive
year period and either:
a. A past conviction for a cannabis crime, or
b. Immediate family member with a past conviction for a
cannabis crime.
3. Low income household and either:
a. Five (5) years cumulative residency in a zip code identified as
at least 70% according to the CalEnviroScreen, or
b. Ten (10) years cumulative residency in a zip code identified
by CalEnviroScreen.
4. Business with no less than fifty-one percent (51%) ownership
by individuals who meet Criteria 1 and 2 above.
5. Cannabis social enterprise with no less than fifty-one percent
(51%) ownership by individuals who meet Criteria 1 and 2
above.
6. An individual with a membership interest in a cannabis
business formed as a cooperative.
Do you meet the above criteria, and want to apply as a Social
Equity Applicant?
Yes
Please state your annual income:Do you have a past cannabis conviction?
No
Do you claim eligibility based on a family member past
cannabis conviction?
No
Do you represent a cannabis social enterprise?
Yes
Do you have a membership interest in a cannabis cooperative?
Yes
Application Type
Proposed Location
Supporting Information
Applicant (Entity) Name:
Fresno Compassion Association
DBA:
the Fresno original
Physical Address:
2410 E ashlan ave
City:
fresno
State:
ca
Zip Code:
93726
Primary Contact Same as Above?
Yes
Primary Contact Name:
George Boyadjian
Primary Contact Title:
member
Primary Contact Phone:
5599175336
Primary Contact Email:
george@420college.org
HAS ANY INDIVIDUAL IN THIS APPLICATION APPLIED FOR
ANY OTHER CANNABIS PERMIT IN THE CITY OF FRESNO?:
No
Select one or more of the following categories. For each
category, indicate whether you are applying for Adult-Use (“A”)
or/and Medicinal (“M”) or both
Both
Please make one selection for permit type. If making multiple
applications, please submit a new application for each permit
type.
Permit Type
Retail (Storefront)
Business Formation Documentation:
Corporation
Property Owner Name:
D&R Enterprises of 635 E. Alluvial Ave
Proposed Location Address:
2410 East Ashlan Ave
City:
Fresno
State:
CA
Zip Code:
93727
Property Owner Phone:
Property Owner Email:
--
Assessor's Parcel Number (APN):
--
Proposed Location Square Footage:
1500
List all fictitious business names the applicant is operating under including the address where each business is located:
the fresno original
2410 e. ashlan ave.
Application Certification
Owner Information
fresno, ca 93726
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?
Yes
If so, please list and explain:
Firebaugh, ca
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:
Ryan Gomez Los Angeles
Aaron Foster Los Angeles
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.I understand that a misrepresentation of the facts is
cause for rejection of this application, denial of a license or
revocation of an issued license.
Name and Digital Signature
true
Title
owner
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.
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:Owner Title:
Business Name: Fresno Compassion Association SOCIAL EQUITY APPLICANT - IF SUBMISSION REQUIREMENTS MET, APPLICATION PASSES
Application #: CSE-20-48 ADVANCEMENT IS NOT BASED ON PHASE II SCORE PER APPLICATION PROCEDURES.
CANNABIS BUSINESS PERMIT APPLICATION REVIEW - RETAIL Points
Possible
All or
None Exceptional Good Acceptable
Applicant
Score
Evaluation Notes (Explain each time points are
deducted)
SECTION 1: BUSINESS PLAN 300 Points Possible for Section 1
Resume:
Resumes Provided for All Owners: Score 5 5 5
Resumes Provided in 2-page Format: Score 2 2 2
Education: (select highest academic level among ownership team, cannabis specific education
separately)
Cannabis specific education/training (accredited)2 2
High School Degree Reported: Score 4 4
Bachelor's Degree Reported: Score 6 6 6
Master's Degree or Higher Reported: Score 8 8
Experience: (among ownership team, select one at highest level)
Regulated Cannabis Retail Ownership Experience CA 13 13 13
Regulated Cannabis Retail Experience CA (management level or below): Score 10 10
Other Retail Business Experience Reported, More than 5 years: or 8 8
Other Retail Business Experience Reported, Less than 5 Years: Score 5 5
1.1 Sub-Total:30 26
Construction Cost Estimate:
Construction Cost Estimate Provided: Score 8 8 6 4 6 Needs more detail, estimates a little low
Construction Contingency Factor Included: Score 6 6
All Labor, Trades, Materials, Supplies and Permits and other Cost Factors Identified: Score 6 6 4 2 4 Needs more detail, estimates a little low
Reference Data Provided for Unit Cost Factors: Score 5 5 3 1 0 Not included
Operation and Maintenance Cost Estimates:
Operation and Maintenance Cost Estimate Provided: Score 8 8 6 4 6 Needs more detail, estimates a little low
All Labor, Trades, Materials, Supplies, Utilities, and other Cost Factors Identified: Score 6 6 4 2 4 Needs more detail, estimates a little low
Annual Cost Escalators for Operating Costs Provided: Score 6 6 4 2 2 Very little escalation in costs shown, no explanation
Reference Data Provided for Unit Cost Factors: Score 5 5 3 1 0 Not included
1.2 Sub-Total:50 22
Proof of Capitalization Specific to one or more Owners: Score 5 5
Proof of Capitalization Specific to Business Name/Address: Score 5 5 5
Proof of Capitalization Sufficient to Cover Proforma (3 months) and Construction Costs: Score 15 15 15
Joint Venture agreement stating that they will
finance all capital costs
Certified Audited Financial Report Provided for one or more Owners: Score 5 5
1.1 Owner qualifications. Resumes are not to exceed two (2) pages per owner. (30 points possible)
1.2 A budget for construction, operation, and maintenance, compensation of employees, equipment costs, utility cost, and other operation costs.(50 points possible)
1.3 Proof of capitalization in the form of documentation of cash or other liquid assets on hand, Letters of Credit or other equivalent assets which can be verified by the City. (50 Points Possible)
Criteria Narrative: States in proposal that they are "the only verified social equity company in Fresno" - unsure what that means. Mentions prior operation and law suit regarding medical marijuana delivery service. Operates 420
College. Applying as a non-profit organization.
Criteria Narrative:
Score one of the following for a maximum 20 points:
Capital source is 100% liquid (cash in owners bank, no debt obligation)20 20
Capital souce is debt obligation (letter of credit/loan from individual or institution) 10 10 10
Capital consists of non-liquid assets (i.e. real property)8 8
Capital consists of a mixture of liquid and non-liquid assets 15 15
1.3 Sub-Total:50 30
Three Years of Data Provided: Score
10 10 8 6 10
Has costs rolled up to yearly level and then each
year with a monthly breakdown with more detailed
components
Total Gross Revenue Estimates Provided:3 3 3
Total Gross Revenue by Product Type (flower and manufactured) Identified:3 3 3
Total Personnel Costs Provided:5 5 4 3 4 Has WC and ins costs, but not employment taxes
Total Property Rental or Purchase Costs Provided:2 2 2
Total Utilities Costs Provided:2 2 2
Total Cannabis Product Purchase Expense Provided 2 2 2
All Contract Services Identified:2 2 2
Annual Net Revenue Identified:3 3 2
Annual Cost Escalators Identified:4 4 3 2 3
Most costs escalated but no
explanations/identification
Annual Estimated Sales Tax Payments to State Provided:2 2 2
Annual Estimated Sale Tax Payments to City of Fresno Provided:5 5 5
Annual Business Tax License and Cannabis Permit Fee Provided:2 2 2
Annual Net Income Provided:5 5 5
Scoring Guidance: full points for realistic figures for all three years. Dock points for severe
miscalculations, unrealistic estimates, or providing less than the request three years.
1.4 Sub-Total:50 47
Hours of Operation Provided: Score 5 5 5 pg 19 - 10am to 8pm
Hours of Operation Provided for all 7 days of the week: Score 3 3 0 Does not mention days of week
Hours of Operation Provided for Holidays: Score 2 2 0 does not mention holidays
Opening and Closing Procedures Provided: Score 10 10 8 6 10
Scoring Guidance: full points for describing information in detail. Dock points for leaving information out
or not providing enough detail.
1.5 Sub-Total:20 15
1.6.1 Fully describe the day-to-day operations if your applying for a retail permit:
i. Describe customer check-in procedures.20 20 15 10 10
II. Identify location and procedures for receiving deliveries during business hours.10 10 8 6 10
1.6 Daily operations. With as much detail as possible, the Business Plan should describe the day-to-day operations which meet industry best practices. This should include at a minimum the following criteria for each permit type in
which you are applying for a permit. (100 points possible)
1.4 Pro forma for at least three years of operation.
1.5 Fully describe hours of operation and opening and closing procedures. (20 points possible)
Criteria Narrative:
Criteria Narrative:
Criteria Narrative:
iii. Identify the name of the Point-of-sale system to be used and the number of Point-of-Sale locations.10 10 19 Treez
iv. The estimated number of customers to be served per hour/day.20 20 15 10 20 150-200 per day. Per hour unspecified
v. Describe the proposed product line to be sold and estimate the percentage of sales of flower and
manufactured products.20 20 15 10 20
vi. If proposed, describe delivery service procedures, number of vehicles and product security during
transportation. (if no delivery service application must state this clearly for full points)20 20 15 10 20
1.6 Sub-Total:100 99
Section 1 Total:300 239
SECTION 2: SOCIAL POLICY AND LOCAL ENTERPRISE 400 Points Possible for Section 2
Description of Commitment to pay a Living Wage provided: Score 10 10 8 6 8 commitment made, not specific definition or source
Definition of Living Wage Provided: Score 5 5 4 3 0 not defined
Living Wage Defined as Greater than Minimum Wage: Score 5 5 5 15-40% above minimum and living wage
2.1 Sub-Total:20 13
Wages and Salary
CCB Entry-Level Hourly Wage Greater than Minimum Wage 5 5 5
CCB Entry-Level Annual Salary Greater than Median Household Income ($50,432)5 5 0
Health Care Benefits
CCB Offers Medical Coverage to All Employees: Score 5 5 5
CCB Offers Dental Coverage to All Employees: Score 3 3
CCB Offers Vision Coverage to All Employees: Score 3 3
CCB Offers Health Reimbursement Account for Qualified Medical Expenses: Score 1 1 1
Employee Pays $0 for Employee Medical Premium: Score 3 3
Employee Pays $0 for Employee Dental Premium: Score 2 2
Employee Pays $0 for Employee Vision Premium: Score 2 2
Employee Pays less than $500 per month for Family Health Care Coverage (Medical, Dental, Vision):
Score 2 2 2 company covers 85% of premium
Leave Benefits
Number of Paid Vacation/PTO Days Per Year: (10+ days = excep; 6-9 days = Good; 3-5 days Acceptable)5 5 4 3 5
Number of Paid Holidays Per Year: (10 or more paid holidays = excep; 4-10 = Good; 1-3 Acceptable)5 5 4 3 5
Number of days paid time off for Sick/Medical time: (7+ days= Exceptional, 4-6 days = Good, 3 days =
acceptable (8 hour day))5 5 4 3 0
Retirement
Offers employee retirement plan 2 2 2
Offers company match for employee retirement plan 2 2 2
2.1 Describe whether the Commercial Cannabis Business is committed to offering employees a Living Wage. (20 points possible)
Scoring Guidance: https://livingwage.mit.edu/counties/06019
2.2 Briefly describe benefits provided to employees such as health care, vacation, and medical leave, to the degree they are offered as part of employment. (50 points possible)
Criteria Narrative:
Criteria Narrative:
2.2 Sub-Total:50 27
CCB Provides Tuition Reimbursement for Certificates: Score 3 3
CCB Provides Tuition Reimbursement for associate degrees: Score 3 3
CCB Provides Tuition Reimbursement for bachelor's degrees: Score 3 3
CCB Provides Tuition Reimbursement for master's degrees: Score 3 3
CCB Provides Tuition Reimbursement for Specialized Commercial Cannabis Business Operations
Training: Score 3 3 3
CCB Offers General Training for Health and Safety, Workplace Environment, Customer Service, etc. 5 5 4 3 5
2.3 Sub-Total:20 8
General Recruitment Plan Provided: Score 10 10 8 6 10
Social Policy Recruitment Plan Provided: Score 10 10 8 6 10
Recruitment Plan Includes Demographic Data for District, City or County: Score 10 10 8 6 0
Recruitment Plan Includes List of CBOs, Non-Profits and Public-Agency Hiring Partners: Score 10 10 8 6 0
Recruitment Plan Includes Hiring Targets (percentages) by Demographic Groups: Score 10 10 8 6 6 per FMC, no targets for other demographics
2.4 Sub-Total:50 26
Owners
Number of Owners:5
Number of Owners that live within the City of Fresno:5
Number of Owners that live in the County of Fresno:0
Number of Owners that Own a Business in the City of Fresno:1
51%+ ownership interest percent of the Owners live or own a business in the City: Score 80 80 80
51%+ ownership interest percent of the Owners live or own a business in the County: Score 40 40
Less than 50 percent of the Owners live or own a business in the Cityf no owners are local, score zero)20 20
Managers
Number of Managers (salaried, non-owners)
Number of Managers that live in the City of Fresno:
Number of Managers that Own a Business in the City of Fresno:
100 percent of the Managers live or own a business in the City: Score 20 20 20
75 to 99 percent of the Managers live or own a business in the City: Score 15 15
50 to 74 percent of the Managers live or own a business in the City: Score 10 10
Less than 50 percent of the Managers live or own a business in the City: Score 5 5
2.3 Describe compensation to and opportunities for continuing education and employee training.(20 points possible)
2.4 Describe the Commercial Cannabis Business plan to recruit individuals who meet the criteria listed in the Social Policy Section 9-3316 (b) (1) of the Fresno Municipal Code (FMC) and the percentage of local employees it hires. (50
points possible)
2.5 Describe the extent to which the Commercial Cannabis Business will be a locally managed enterprise whose owners and /or managers reside within or own a commercial business within the City of Fresno, for at least one year prior
to March 2, 2020.(80 points possible)
Data, non-scored. Write response in Evaluation Notes
column.
IF full points achieved for Ownership category, don't score managers.
Section is total of 80 points possible.
Criteria Narrative:
Criteria Narrative:
Criteria Narrative:
Data, non-scored. Write response in Evaluation Notes
column.
2.5 Sub-Total:80 100
Responsibilities Described for All Titles/Positions: Score 20 20 15 10 20
2.6 Sub-Total:20 20
Does CCB have more than five employees: 5 5 5
CCB has signed a peace agreement: Score
5 5 0
states will sign once it reaches over 20 employees.
Requirement is when it reaches 5 employees.
2.7 Sub-Total:10 5
Work Force Plan Provided: Score 10 10 8 6 10
Commitment to Local Hire Provided:10 10 8 6 10
Commitment to Offer Apprenticeships Provided:10 10 8 6 10
Commitment paying for continuing education provided 10 10 8 6 10
Description of commitment to paying a living wage provide. (Score same as sec. 2.1)10 10 8 6 10
2.8 Sub-Total:50 50
CCB is willing to serve as Social Equity Business Incubator: Score 100 100 80 60 N/A This is a social equity application.
Mentorship and Training: Score Applicant still committed to serving as Incubator.
Equipment Donation: Score
Shelf Space: Score
Legal Assistance: Score
Finance Services Assistance: Score
Other Technical Assistance: Score
Scoring Guidance: full points for willingness to serve with detailed plan offering at least three aspects
mentioned above or of similar benefit. Less points for willingness to serve but vague or unclear
commitment. Zero points if there is no clear commitment to serve as Incubator.
2.9 Sub-Total:100 0
Data to inform score on first line of this section. Write
response in Evaluation Notes column.
2.8.3. Commitment to pay a living wage to its employees
2.6 Describe the number of employees, title/position and their respected responsibilities.(20 points possible)
2.7 Describe whether the CCB has five (5) or more employees and whether it has signed a labor peace agreement allowing employees to unionize without interference. (10 points possible)
2.8 Provide a workforce plan that includes at a minimum the following provisions: (50 points possible)
2.8.1. Commitment for 30% of employees to be local hires; the business must show that it has either hired or made a good faith effort to hire bona fide residents of Fresno who have not established residency after the submission of an
application for employment with the applicant/permittee.
2.8.2. Commitment to offer apprenticeships and/or compensation for continuing education in the field; and
Criteria Narrative:
Criteria Narrative:
Criteria Narrative: Need to clarify labor peace agreement requirement with applicant.
Criteria Narrative:
Criteria Narrative:
2.9 Describe whether the business is willing to serve as a Social Equity Business Incubator by offering support to local cannabis social equity businesses in the form of mentorship, training, equipment donation, a percentage of shelf
space dedicated to Fresno equity business products, legal assistance, financial services assistance, or other technical assistance support.(100 points possible)
Section 2 Total:400 249
SECTION 3: NEIGHBORHOOD COMPATIBILITY PLAN 300 Points Possible for Section 3
CCB will document complaints (time of complaint, nature of complaint, resolution of complaint): Score 10 10 8 6 8 Needs more detail
CCB will established a dedicated contact person to receive complaints: Score 10 10 10
CCB will establish a dedicated phone number to receive complaints: Score 5 5 5
CCB will establish a dedicated email address to receive complaints: Score 5 5 5
CCB will establish a response time standard for returning complaint calls and emails: Score 5 5 5
CCB will schedule or participate in periodic community meetings to engage with residents about the CCB
operation: Score 10 10 10
Other measure unique to business (i.e. website complaint form)5 5 0 Info not provided
Scoring Guidance: full points for detailed proactive plan addressing all aspects mentioned. Dock points
for leaving out aspect, vagueness, or reactive plans.
3.1 Sub-Total:50 43
CCB will maintain a listserv of community residents to update and information residents of business
operations.
10 10 0 Info not provided
CCB will schedule or attend periodic community meetings (at least annually) to engage with residents
about the CCB operation: Score 10 10 10 Stated in Section 3.1
CCB will prepare a community outreach and engagement plan: Score 50 50 40 30 50 Stated in Section 3.1
CCB will issue periodic Newsletters to community providing information about CCB operations 10 10 0 Info not provided
CCB will hire residents from the community work at the CCB: Score 20 20 0 Info not provided
Scoring Guidance: full points for detailed proactive plan. Dock points for leaving out aspect, vagueness,
or reactive plans.
3.2 Sub-Total:100 60
CCB has identified sensitive receptors to nuisance odors in vicinity of business operations: Score 5 5 0 Info not provided
CCB has prepared a nuisance odor control plan: Score 10 10 8 6 10
Nuisance odor control plan identifies locations where fugitive emissions may exit the premise boundary:
Score 5 5 0 Info not provided
Nuisance odor control plan describes specific odor control measures to reduce fugitive emissions exiting
the premise boundary: Score 5 5 5
CCB has established an odor reporting system: Score 5 5 0 Info not provided
CCB will install a nuisance odor monitoring system: Score 10 10 0 Info not provided
3.3 Sub-Total:40 15
3.3 Describe odor mitigation practices.(40 points possible)
Criteria Narrative:
Criteria Narrative:
Criteria Narrative:
3.1 Describe how the CCB will proactively address and respond to complaints related to noise, light, odor, litter, vehicles, and pedestrian traffic.(50 points possible)
3.2 Describe how the CCB will be managed to avoid becoming a nuisance or having impacts on its neighbors and the surrounding community.(100 points possible)
CCB has identified the potential sources of nuisance odors for the business operation: Score 10 10 8 6 8 Needs more detail
Scoring Guidance: full points for detailed proactive plan. Dock points for vagueness or reactive plans.
3.4 Sub-Total:10 8
Nuisance odor control plan describes specific odor control equipment: Score 10 10 8 6 10
Nuisance odor control plan describes specific odor control measures/techniques: Score 10 10 8 6 10
Odor control measures are identified for different nuisance odor sources: Score 10 10 10
3.5 Sub-Total:30 30
Nuisance odor control plan describes the operation, monitoring, and maintenance requirements for
odor control measures: Score 10 10 10 Stated in Section 3.5
Nuisance odor control plan describes the staff training required for system operations, maintenance,
repair, and troubleshooting.10 10 10
3.6 Sub-Total:20 20
CCB has identified the sources of waste generated by the business operation: Score
10 10 0 Info not provided
CCB has prepared a source-separation plan to segregate different sources of waste generated by
business operations: Score 10 10 10
The source-separation plan identifies policy, procedures, and locations where different sources of waste
are to be collected for disposal: Score 10 10 8 6 8 Needs more detail
The source-separation plan describes specific measures to control the collection and disposal cannabis
waste: Score 10 10 10
The name of licensed cannabis disposal company provided: Score 10 10 10
3.7 Sub-Total:50 38
Section 3 Total:300 214
SECTION 4: SAFETY PLAN 300 Points Possible for Section 4
Safety Plan Prepared by Consultant: Score 10 10
Safey Plan Assessed by Consultant: Score (if prepared by, also give points for assessed by)10 10
Safety Plan Prepared for CCB Address (specific proposed location): Score 10 10
Safety Plan includes Site Plan of Premise: Score 10 10
Safety Plan includes Building Layout Plan: Score 10 10
3.4 Identify potential sources of odor. (10 points possible)
3.5 Describe odor control devices and techniques employed to ensure that odors from cannabis are not detectable beyond the permitted premises. (30 points possible)
3.6 Describe all proposed staff odor training and system maintenance.(20 points possible)
Criteria Narrative:
Criteria Narrative:
Criteria Narrative:
4.1 The Safety Plan shall be prepared and/or assessed by a professional fire prevention and suppression consultant. (50 points possible)
Criteria Narrative:
3.7 Describe the waste management plan. (50 points possible)
4.1 Sub-Total:50 0
Written Accident/Incident Procedure Provided: Score 20 20 15 10
Procedures Address Multiple Accident/Incident Scenarios: Score 10 10 8 6
Total Number of Scenarios Described: Score
Active Shooter Incident Described: Score 10 10
Robbery Incident Described: Score 10 10
4.2 Sub-Total:50 0
Evacuation Plan Provided: Score 20 20 15 10
Adequate Number of Evacuation Routes Identified: Score 20 20 15 10
Evacuation Route Distance to Public Right of Way: Score 10 10 8 6
4.3 Sub-Total:50 0
Location of Fire Suppression System Elements Identified: Score 10 10
Type of Fire Suppression System Elements Identified: Score 20 20 15 10
Location of Fire Extinguishers Identified: Score 10 10
Adequate Number of Fire Extinguisher Locations Identified: Score 10 10 8 6
4.4 Sub-Total:50 0
Written Procedure for Fire Emergencies Provided: Score 20 20 15 10
Written Procedure for Medical Emergencies Provided: Score 20 20 15 10
Cardiac Arrest Medical Emergency Described: Score 20 20 15 10
Gunshot Wound Medical Emergency Described: Score 20 20 15 10
Other Medical Emergency Conditions Described: Score 20 20 15 10
4.5 Sub-Total:100 0
Section 4 Total:300 0
SECTION 5: SECURITY PLAN 300 Points Possible for Section 5
Security Plan Prepared by Consultant: Score 10 10
Security Plan Assessed by Consultant(if prepared by, also give points for assessed by): Score 10 10
Security Plan Prepared for CCB Address (specific proposed location): Score 10 10
Security Plan includes Site Plan of Premise: Score 10 10
Security Plan includes Building Layout Plan: Score 10 10
Data-write response in Evaluation Notes Column
Criteria Narrative:
Criteria Narrative:
Criteria Narrative:
4.4 Location of fire extinguishers and other fire suppression equipment. (50 points possible)
Criteria Narrative:
4.5 Describe procedures and training for all fire and medical emergencies.(100 points possible)
5.1 The Security Plan shall be prepared and/or assessed by a professional security consultant.(50 points possible)
4.3 Describe evacuation routes. (50 points possible)
4.2 Describe accident and incident reporting procedures. (50 points possible)
Criteria Narrative:
5.1 Sub-Total:50 0
Premises (Security) Diagram Provided: Score 20 20 15 10
Diagram is drawn to correct scale: Score 5 5
Diagram provides required details for premise: Score 5 5
Diagram shows the location of all security cameras: Score 5 5
Descriptions of activities to be conducted in each area of the premise 5 5
Limited-Access Areas Clearly Marked: Score 5 5
Number and Location of All Security Cameras Identified: Score 5 5
5.2 Sub-Total:50 0
Intrusion Alarm and Monitoring System Identified: Score 15 15
Name and Contact Information for Monitoring Company Provided: Score 5 5
Total Points of Entry into Premise Identified: Score 5 5
All Points of Entry to be Alarmed Identified:5 5
Type of Alarm Identified (motion, infrared, glass break, etc.): Score 10 10
Backup Power Supply Identified: Score 10 10
5.3 Sub-Total:50 0
Written Cash-Handling Procedure Provided: Score 30 30 20 15
Dual-Custody is Practiced for all cash handling: Score 10 10
Video Surveillance Used to Monitor All Cash Handling: Score 20 20
Armored Car Service Used for Bank Deposits: Score 10 10
All Cash Deposited weekly with Bank: Score 10 10
Onsite Vault Provided to Secure Cash Prior to Bank Deposit: Score 20 20
5.4 Sub-Total:100 0
5.2 Premises (Security) Diagram. In addition to diagrams submitted for other sections of the application, applicants are expected to submit a premises diagram (or site plan) which, focuses on the proposed security measures and how
they relate to the overall business. (Pursuant to CCR Title 16, Division 42, §5006. Premises Diagram).
5.2.1 The diagram shall be accurate, dimensioned and to scale (minimum scale ¼"). The scale may be smaller if the proposed location exceeds more than a 1/2-acre parcel but must not be printed on larger than an 11" x 17" sheet of
paper. (Blueprints and engineering site plans are not required at this point of the application process)
5.2.2 The diagram must be drawn to scale and clearly identify property boundaries, entrances, exits, interior partitions, walls, rooms, windows, and doorways. The activity in each room and the location of all cameras must be
identified in the diagram.
Criteria Narrative:
5.2.4 Limited-access areas, defined as areas in which cannabis goods are stored or held and only accessible to permittees, or its employees or contractors and areas used for video surveillance monitoring and storage devices
(Pursuant to CCR Title 16, Division 42, §5000 (m) Limited-Access Area and §5042 Limited-Access Area.
5.2.5 Number and location of all video surveillance cameras. (50 points possible)
5.4 Briefly describe cash handling procedures which covers day to day transactions with customers, vendors armor carrier vehicles and transporting it to the bank.(100 points possible)
5.5 Discuss whether the CCB will utilize the services of on-site security guards. Include in the discussion: (50 points possible)
5.3 Identify intrusion alarm and monitoring system including the name and contact information for the monitoring company (if the company has been selected).(50 points possible)
Criteria Narrative:
Criteria Narrative:
Criteria Narrative:
5.2.3 Description of cannabis activity that will be conducted in each area of the premise. Commercial cannabis activities that must be identified on the diagram/site plan may include but are not limited to the following if applicable to
the business operations; storage areas, batch sampling areas, loading/unloading of shipment areas, packaging and labeling, customer sales areas, training areas, employee break room areas, extractions, infusions, processing, and
testing areas.
CCB will use onsite security guards: Score 10 10
All onsite guards will be licensed and bonded: Score 10 10
All onsite security guards will be licensed to carry firearms: Score 10 10
Onsite security guards will be on duty before CCB opens for business: Score 10 10
Onsite security guards will be on duty after CCB closes for business: Score 10 10
5.5 Sub-Total:50 0
Section 5 Total:300 0
Section 1: Business Plan Total Points:300 239
Section 2: Social Policy & Local Enterprise Total Points:300 249
Section 3: Neighborhood Compatibility Total Points:300 214
Section 4: Safety Plan Total Points:0 0
Section 5: Security Plan Total Points:0 0
Total Points Achieved:900 702
PASS
TOTAL SCORE
5.5.1 Number of guards.
5.5.2 Hours guards will be on-site.
Criteria Narrative:
5.5.3 Locations at which they will be positioned.
5.5.4 Guards' roles and responsibilities.
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TABLE OF CONTENTS
1. BUSINESS PLAN ---------------------------------------------------------------------------------------------------
1.1. Owner qualifications. ------------------------------------------------------------------------------------
1.2. A budget for construction and operation costs. ---------------------------------------------------
1.3. Proof of capitalization which can be verified by the City.
---------------------------------------
1.4. Pro forma for at least three years of operation. --------------------------------------------------
1.5. Fully describe hours of operation and opening and closing procedures. ------------------
1.6. Daily operations. -----------------------------------------------------------------------------------------
1.6.1. Fully describe the day-to-day operations -----------------------------------------------
a. Describe customer check-in procedures. -------------------------------------------
b. Identify location and procedures for receiving deliveries. ----------------------
c. Identify the name of the Point-of-sale system. ------------------------------------
d. The estimated number of customers to be served per hour/day.
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e. Describe the proposed product line and percentage of sales. ----------------
f. Describe delivery service procedures. -----------------------------------------------
1.7. Fully describe the day-to-day operations ----------------------------------------------------------
c. Describe how inventory will be received, processed, stored, and secured -
d. Describe the quality control procedures designed to ensure safety ----------
One Body Community Church ---------------------------------------------------------------------------------------
420 College Business License --------------------------------------------------------------------------------------
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1. BUSINESS PLAN
Introduction: We propose to operate a fully-compliant cannabis retail with delivery facility,
(hereinafter referred to as "FCA or Fresno Compassion Association") on a retail cannabis zoned
property, located at 2410 E. Ashlan Ave., in the City of Fresno, (hereinafter referred to as "the
Property").
The intent and purpose of this proposal is to act within the provisions set forth by the City of Fresno
as a licensed cannabis retail and delivery service operation.
The property is suitable for retail storefront dispensaries under the State of California's Medicinal and
Adult-Use Cannabis Regulation and Safety Act ("MAUCRSA") and City of Fresno cannabis
ordinance. The property is appropriately located; distanced from sensitive, residential and commercial
neighborhoods.
Fresno Compassion Association ("FCA") will operate a state-of-the-art facility that utilizes
environmentally sensitive advances in technology on the property. We will engage in retail
distribution of lawfully produced and distributed cannabis products produced at other licensed
facilities across the State of California. We will also make legal cannabis products available to
medical and adult-use customers as a compliant delivery service. As part of our service, we intend on
operating this business as a cannabis business entrepreneurship incubator and small business
support service for residents Fresno and surrounding areas.
Fresno Compassion Association is a non-profit organization, a collective or a social enterprise of
members that have come together to form this cooperative for the benefit of the members of our
community. FCA is proud to be the 1st and only verified Social Equity candidate as a company in the
United States. Most of our members are also verified social equity persons not only in Fresno, but
also in Los Angeles. We are pleased to submit this application and related materials to the City of
Fresno as explained below, as the only verified social equity company in Fresno.
Background: Fresno Compassion Association started in the City of Fresno in 2009 as a “medical
marijuana delivery service”. At that time, the City of Fresno was in full “War on Drugs” mode and
decided to file a lawsuit against FCA to force us to shut down our operation, citing that we were
operating illegally.
At that time, there were 13 other cannabis business operators, and we all got sued. Only FCA and 2
others filed a lawsuit against the City of Fresno in January of 2010 arguing to stay in business. After
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some time, a final stipulation was agreed upon by the city and FCA, and it ultimately ordered FCA
and president George Boyadjian to stop operations immediately (attached).
FCA’s obligation was to not own and operate a medical marijuana dispensary as long as such activity
is illegal under Fresno Municipal Code 12-306-N-56. However, in the event that Code is declared void
for any reason, FCA’s obligation to not operate shall cease immediately without any action or notice
by either party.
It was at that time that Mr Boyadjian became a cannabis legalization advocate and focused on
operating 420 College and making a change in people’s lives by educating them on getting into the
cannabis business and making an impact in their communities.
One of the 1st seminars was done in June of 2009 in Fresno. From there, 420 College went all
around the state of California, from Fresno to Merced, Modesto, Stockton, Los Angeles, just to name
a few cities and even other states like Oregon, Washington, Florida, Illinois, Arizona, educating
people that wanted to enter the cannabis industry and operate cannabis businesses on how to do so
safely and operate compliant according to their respective local ordinances and laws.
It was at that time, when Mr Boyadjian started working with local jurisdictions on safely regulating
cannabis businesses.
It is with the efforts of such business people as Mr. Boyadjian to why the state of California, and local
jurisdictions such as Fresno, Mendota, Firebaugh, Porterville among a few, decided to legalize and
regulate cannabis and allow folks to be able to form lawful cannabis businesses and provide for their
families.
FCA’s and Mr Boyadjian’s core values are to take pride in the communities in which we live and serve
and encourage community involvement from our team members through volunteering, donations and
event participation.
We are committed to building an organization that will provide high-quality, medicinal and adult use
cannabis products, ensure an unwavering commitment to customers and their health outcomes, and
facilitate the expansion and transfer of knowledge related to cannabis. We have put in place the
financial resources, human capital, and operating plans needed to ensure the accessibility and
availability of high quality cannabis products to our customers.
We will distinguish our company and our operations by the excellent standards that we uphold, the
differentiated product offerings that directly address customer needs, our philosophy of putting
customers and employees first, and a commitment to research and education.
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All of our workforce and owners are born and raised in Fresno or have been Fresno residents for
more than 20 years. Our Fresno based employees will undergo rigorous training to guarantee good
customer outcomes and satisfaction. Customer education, especially regarding potency in the new
adult use market, is extremely important and we have an extensive customer education handbook
available to the public.
We have developed a business entrepreneurial incubator for local entrepreneurs that want to enter
the cannabis industry in some way. Our cannabis business training partner 420 College, will train the
entrepreneurs and guide them from the start all the way to full operations. Entrepreneurs will know
more about business basics, where and how to find cannabis, how to deal with distributors, branding
to compliance. Our continuing mentoring education will help them after completion of our courses to
be able to stay successful.
FCA will also provide a private consultation room and regularly hold public and youth education
seminars and workshops about the benefits and dangers of unsafe cannabis use.
Our marketing team is adept at identifying each local municipality’s stringent requirements to
marketing and advertising and we will adhere to Fresno’s and California’s strict codes, especially
when it comes to youth prevention and education on driving under the influence.
The unparalleled depth, experience and expertise of the FCA team is documented throughout the
application is something that no other applicant can bring to the table. The success of our
organization in Fresno will be due to what our key employees and operators will bring to the table:
1.Our team has feet on the ground in Fresno and are active members of our communities
2.Team of industry experts and leaders with years of experience in cannabis
3.Expert and professional security company and leading security systems provider
4.Financial backing that will allow growth to attain our goals
5.Experts in design construction for state-of-the-art, secure and beautiful facilities
6.We do this by consistently delivering the highest-quality products and friendly, knowledgeable,
attentive service in a casual and safe atmosphere.
7.We are passionate about delivering 100% customer satisfaction.
8.We believe that our uniquely-qualified team will allow us to attain our vision of providing
high-quality adult use cannabis products in a flagship store that will set a standard in Fresno
that the whole state of California will follow.
9.Providing incubator and support services for local entrepreneurs that want to enter the legal
cannabis market not only in Fresno and abroad.
Licenses: In order to comply with local and state regulations, we will require the issuance of the
following Cannabis permits from the City of Fresno:
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Fresno. Since then he has facilitated seminars and consultations throughout California, Washington,
Oregon, Nevada, Arizona, Illinois and Florida, providing information to thousands of entrepreneurs on
cannabis business organization, licensing and operations. He has been featured in local Fresno news
numerous times over in the last decade and became recognized as the local expert in cannabis
business operations. 420 College has become a recognized brand in the cannabis industry as the
premier cannabis educational platform (news sclip
https://abc30.com/business/fresno-business-offers-training-to-run-a-successful-marijuana-dispensary/
1677054)
As business was growing, he noticed the need for a professional cannabis business management
firm to assist the cannabis entrepreneurs in operating and staying compliant. In 2015, he started FTG
Management, with its principal office in Fresno. Through his direct efforts, FTG Management has
assisted numerous 420 College students in lobbying local jurisdictions, applying and obtaining local
commercial cannabis permits and operating compliant businesses across the state of California.
Here are some of George’s experiences in the cannabis industry:
●In March 2009 to current, he started cannabis business education and consulting firm 420
College. Business is open Monday through Friday 10am- 6pm, located at 2329 E. Ashlan
Ave., Fresno, Ca 93726 and currently holds a valid business license from the City of Fresno.
Providing online consultations and courses to aspiring cannabis business entrepreneurs that
want to enter the cannabis industry. 420 College is also providing employee training and
certifications to work in Dispensary, delivery, distribution, cultivation. With specialty courses
for specific extraction methods such as ethanol and environmentally friendly extraction, master
grower and beginner and trimmer courses, accounting, branding, marketing and more.
(https://420college.org).
●In June 2009, George started Fresno Compassion Association (FCA), a (at the time)
undefined cannabis delivery service in Fresno. His duties were to assist new members with
membership agreements, organizing the business, bookkeeping, marketing, customer service,
employee management, etc.
●From November 2017 to March 2018, George helped start CenCal Brothers, a Micro-business
in Atwater, Ca. George prepared the permit application, oversaw buildout of Dispensary and
delivery. He hired and trained the staff in dispensary operations and drivers.
●From April 2018 to March 2019 he helped start up and build out a social equity license type 9
non-storefront delivery service in San Francisco called GITTD Private Organization, BCC lic#
M9-18-0000092-LIC. George, assisted application preparation, in hiring and training
employees on compliant delivery service operations. He trained 6 staff members and
overseen their management and operation for the initial 6 months. Responsibilities included:
○Customer service, Order Taking, Order Filling, Setting up deliveries, Inventory
management, METRC operation, Inventory management
●From April 2019 to July 2019, George assisted 6 Social Equity applicants apply for dispensary
permits in the city of Los Angeles. 1 of those is Ryan Gomez, FCA delivery manager, he was
awarded the dispensary permit. The other 5 are now preparing to operate as delivery retail
businesses. We haven’t started the BCC application process as of yet. Here are the permit
numbers from Los Angeles DCR:
○LA-C-19-310163-R-APP - granted - in the process of finalizing city permit
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CANNABIS BUSINESS CONSULTING, FORMATION, LEGAL, OPERATION, DEVELOPMENT,
MANAGEMENT
Bill has incorporated over 100 cannabis non-profit mutual benefit corporations and cooperatives
around California. The earliest was in 2003, operating on Mooney Blvd., Visalia, CA. 2004 River City,
in Sacramento, now called River City Phoenix or Capital City Phoenix; many in LA, Triple C in
Sacramento now in Clear Lake, CA, etc. After 2008, these were formed, operated, and managed
following the 2008 California Attorney General Guidelines on Medical Marijuana, page 8., IV. A., and
IV. B, re-referenced on page 11.
Much of the foregoing business consultation involved management, security, inventory control,
patient member identification, doctor verification, computer entry, one-year tickler to reregister, point
of sale, intake and inventory systems, weights and measures (we could never find a county ag
commissioner who would certify a scale with a weights and measures seal, but we tried) employee
matters, first injury action and reports, first aid kits, posting worker’s comp info, OSHA info, Labor
Department info posters, break room bathroom facilities, water bottles for employees, no smoking on
premises community events like BBQs, cannabis cup contests, food and toy drives for the needy, a
cannabis gift program for needy patients, overall management because nothing existed for these
businesses, etc. We created these by evolution and as things came up requiring action. Generally
called “Seed to Smoke.” Recently working with Seneca and other American Indian Tribes on
structuring cannabis businesses, none of which has come to fruition. Generally, these would involve
internal amendment to Tribal constitutions, business approval and formation (foreign jurisdiction to
any state jurisdiction) and compliance with state requirements. Tribes do this all the time with other
businesses such as gas stations, cigarette sales, gaming, etc., but are reluctant to sell cannabis, or
give up any limited sovereignty to any foreign government.
2006 – 2007 - Kubby vs US, Court Texas Kubby was sued by Officers and a guy in Texas who had
formed and sold his public corporation to a cannabis group who used Kubby’s proprietary intellectual
property as an asset valued at $500,000.00. Kubby didn’t like how the deal turned out and who he
was dealing with and he wanted his property returned by the Corporation, which is still publicly
traded. I arranged a settlement with the prior corporation owner and we entered into a stipulation
which included the nunc pro tunc return of the Kubby IP. The US Judge was in favor, except I couldn’t
practice in that court because I hadn’t applied for admission. So Kubby hired a local attorney in Texas
to complete the settlement and return of his IP. See Kubby Webpage on his satisfaction. He called
the nunc pro tunc brilliant and described it as a “legal time machine.”
2010 – Moderator for Mendocino County The Mendocino County Citizen’s Committee requested that
I be Moderator for the Mendocino District Attorney Candidate Debate Incumbent Lintott vs. David
Eilser held at the Grange Hall, in Willits, California. Met the Sheriff, Tom Allman there. 2010 –
National Article 2010 – International Hemp Expo – Cow Palace Helped organize the event with
about 120 Vendor booths, and manned our booth for California Naturopathic Agricultural Association
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(CNAA). I have always steered cannabis clients away from acting as if some pharmacy because I
have always believed cannabis involved agriculture. Was contacted and interviewed by the New
York Editor of the National Law Journal for a feature cover story with color pictures about my
cannabis law practice.
2012 – Wrote State Initiative - Regulate Marijuana Like Wine The Legislative Analysist determined
this would save hundreds of millions of dollars for the state. This involved Retired Orange County
Superior Court Judge – Jim Gray and others. We were only able to gather around 200,000 signatures
and failed to qualify for the ballot. 2015 – Tax Court on IRC 280 E Challenge Was legal counsel in
trial – CANNA CARE (Sacramento Cannabis Store) v Comm. of the IRS, on an IRC 280 E dispute.
We had 2 trials in San Francisco - US Tax Court. The first US Judge, Diane Krupa concluded the first
trial and never issued a ruling. She retired and her name was removed from the 39 Tax Court Judge
list on that website. Ironically, the National Law Journal had an unrelated cover article to the right of
mine, about Judge Krupa’s $800 million tax court ruling concerning Toyota. After her surprise
retirement we had a second trial in US Tax Court with Tax Judge Haines.
2015 – McPike Home Raided by Madera Sheriff – Case Dismissed Was raided by Madera County
Sheriff for a cannabis grow, served with a felony search warrant. Nine deputies arrived for the search
and to rip up the plants – counted by a Deputy as 99 plants. This was nothing except a zoning
violation of a 30-plant cannabis grow, a legal collective, where the zoning citation Appeals Judge was
the Code Enforcement officer for a nearby city, and had not been hired pursuant to Madera Code to
be a hearing officer. There was a dispute over a cannabis plant count, as the Deputy claimed 3 root
balls per plant so 30 plant stocks but it was times 3 root balls equaling 99 plants. Once I notified the
Madera Grand Jury that the Hearing Officer was retained in violation of Madera Code, the Jury did a
final report dated May 3, 2018, to “immediately'' fire the hearing officer and for Code Enforcement to
hire one as the Code required. After Madera Code Enforcement was found to violate the Code those
officers enforce, my $25,000.00 citation was cancelled, made void, etc. No criminal case was ever
filed.
PRESENT INVOLVEMENT Continued criminal Court and zoning defense and management
consulting, formation, compliance, etc., for cannabis businesses.
1.2. A budget for construction, operation, and maintenance, compensation of employees,
equipment costs, utility cost, and other operation costs.
Budgets: The following budgetary allocations have been made by Management to lease the property
and improve the Property, build out the business and acquire the assets and personnel required to
operate the business.
Capitalization: The Company currently has enough funds in the bank to start up, build out and
operate the cannabis retail and delivery business.
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1.3. Proof of capitalization in the form of documentation of cash or other liquid assets on
hand, Letters of Credit or other equivalent assets which can be verified by the City.*
INSERT BANK STATEMENTS HERE - Phase III
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12.Customers may then exit the dispensary.
13.NO ON-SITE CONSUMPTION WILL BE ALLOWED
14.Customers will not be allowed to hang out in the parking lot.
b. Identify location and procedures for receiving deliveries during business hours.
Receiving Shipments of Inventory from licensed Distributors: FCA will receive a shipment of
cannabis goods only from licensed Distributors. We will utilize state licensed King City, LLC and
Remedy Access, Inc., as distributors when we start. FCA will accept shipments of cannabis goods
only between the hours of 10:00 a.m. and 6:00 p.m. Pacific Time.
During business hours, shipments of cannabis goods will not enter the premises through an entrance
available for use by the public. Distributors and drivers will enter the store from a designated area,
marked only for distributors and delivery drivers in the back of the building.
Upon pick-up or receipt of cannabis goods from a distributor, storage, or inventory, the managers will
ensure that the cannabis goods received are as described in the shipping manifest and will record
acceptance and acknowledgment of the cannabis goods in the track and trace system.
If there are any discrepancies between the type or quantity specified in the shipping manifest and the
type or quantity received by the us, we will record and document the discrepancy in the track and
trace system and in any relevant business record and let management know of the discrepancy.
Distribution Vehicle Standard Operating Procedures: A sign will be posted at the gate/garage
door stating: “Deliveries Call for Access” with the phone number to the security desk. The CCTV
system will be checked to ensure there are no pedestrians in the direct vicinity of the vehicle, and
upon confirmation they are clear, the gate/garage door is to be opened via a remote. Upon being
vetted by the security officer, drivers and vehicles will be permitted to enter the gate/garage door.
●All cannabis transport vehicles will have a shipping manifest with specific information about the
amount and type of products being transported.
○The manifest will identify the origin and delivery location of the product as well their
license numbers.
●Security and/or managers will oversee the tasks or processes with high potential for diversion
including the loading and unloading of cannabis into vehicles. Security personnel will
accompany the Distributors at all times.
Limited-Access Areas: Only "Authorized Individuals" may be allowed to enter limited-access areas.
Authorized individuals include management, certain employees as well as any outside distributors,
contractors, or other individuals conducting business that requires access to the limited access area.
An individual in the limited-access area who is not employed by FCA will be escorted by an employee
at all times within the limited-access area. An individual who enters the limited-access area shall be at
least 21 years of age.
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We will maintain a log of all authorized individuals who are not employees that enter the
limited-access area. These logs will be made available to representatives from the City of Fresno and
the Bureau of Cannabis Control upon request. We will not receive consideration or compensation for
permitting an individual to enter the limited-access area.
Scheduled Access Only: At no time should any unscheduled employee, contractor, or guest gain
access to the site without proper clearance, permission and authorization. The policies, procedures
and protocols to follow will elaborate on the expectations for proper operations in compliance with the
City of Fresno County Ordinances and all other applicable state laws.
Inventory Documentation: We will maintain an accurate record of inventory. We will provide the
Bureau of Cannabis Control and the city of Fresno with the record of inventory upon request. We will
keep a record of the following information for all cannabis goods we have in our inventory:
●A description of each item such that the cannabis goods can easily be identified;
●An accurate measurement of the quantity of the item;
●The date and time the cannabis goods were received;
●The sell-by or expiration date provided on the package of cannabis goods, if any;
●The name and license number of the licensee that delivered the cannabis goods; and
●The price we paid for the cannabis goods, including taxes, delivery costs, and any other costs.
Inventory Reconciliation: We will perform a reconciliation of its inventory at least once every 14
days. We will verify that the physical inventory matches the records pertaining to inventory. The result
of inventory reconciliation will be retained in the Company's records and will be made available to the
Bureau of Cannabis Control upon request. If the manager identifies any evidence of theft, diversion,
or loss, the retailer shall notify the Bureau and law enforcement. If a significant discrepancy is
discovered between our physical inventory and the inventory records, the Company must notify the
BCC and law enforcement immediately.
Record of Sales: We will maintain an accurate record of sale for every sale for 7 years made to a
customer. The record of sale will contain the following information:
●The first name and employee number of the employee who processed the sale;
●The first name of the customer and a assigned customer number for the person who made the
purchase;
●The date and time of the transaction;
●A list of all the cannabis goods purchased, including the quantity purchased;
●The total amount paid for the sale including the individual prices paid for each cannabis good
purchased and any amounts paid.
Product Procurement: FCA’s fundamental strategy for product procurement has been developed by
our CEO George Boyadjian, based on the ecosystem of companies that they are in partnership and
collaborate regularly with, to help maintain the highest standards of quality, along with a commitment
to socially responsible business models and the ability to scale operations in line with our statewide
retail network.
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Because our network includes some of the most sophisticated cannabis businesses in the industry,
we are able to lean on their experience to direct our understanding of the type of quality products that
not only fit within our mandate, but that we think will fit best within the Fresno community.
Initial Brand Criteria: Whole plant products:
○Flower - organic, environmentally sustainable practices (Indoor and Outdoor)
○Quality of brand and packaging (moving away from traditional “weed” aesthetic)
○Low dosage products, with good “intro” offerings for new consumers
○Educational commitment by brand to help build consumer agency
Vertical Specific Vetting Process:
Flower (Pre-Roll) Procurement (Initial On-Boarding)
●License confirmation
●Organic production (site visit)
●Genetic breeding programs
●Water reclamation and efficiencies techniques
●Integrated Pest Management Systems (IMAPS) that use natural biofeedback loops
●Fit terpene profiles, cannabinoid combinations, to latest research around efficacy
●Production analysis so that we can map a min. 1 year off-take agreement
Oil - Vapes - Concentrates Procurement (Initial On-Boarding)
●License confirmation
●Biomass sourcing and provenance diligence
●Prioritize whole plant methodologies (Live resin, cannabis derived terpenes)
●Substrate analysis against current research (PEG, PG, MCTs etc)
●Hardware assessment for Vapes (wicking material, harmful metal components)
●Production analysis to determine scale capability
Edibles/Alternate dosing methods Procurement (Initial On-Boarding)
●License confirmation
●Ingredient sourcing and provenance diligence
●Production methodology, specific focus on food production
●Dosage philosophy
●Health profile of food products
●Form factor for recreational and medically specific products
●Uptake insights from producers and prioritizing scientifically backed products
c. Identify the name of the Point-of-sale system to be used and the number of Point-of-Sale
locations.
FCA has established and utilizes an inventory system to monitor the chain of custody, tracking
cannabis to, from, and while it is in the FCA’s possession. Daily, management will supervise the
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Proposed Customer Base: Thirty states and the District of Columbia currently have laws broadly
legalizing marijuana in some form with as many as seven more poised to join the legal market in
2019. By some estimates, the industry will be worth roughly $25 billion per year by 2020. Investment
firm Cowen & Co. estimates that sales of legal cannabis within the United States could reach $50
billion by 2026.
For context, the North American black market is estimated to have totaled $46.4 billion in sales last
year. 'Bank of America/Merrill Lynch agrees, estimating legal sales potentially surpassing $35 billion
per year by 2020. This immense growth in a nascent industry has drawn the attention of
entrepreneurs at every level; even Cubic Designs, a subsidiary of Warren Buffet's Berkshire
Hathaway conglomerate, has entered the cannabis space, signaling the entry of cannabis into the
world of international business.
California, although trailing behind for legislation, will have the industrial base to surpass her
neighbors. California state dispensaries sold $894 million worth of cannabis products versus
Colorado's $516 million, Washington's $302 million and Oregon's $163 million in 2017. It's worth
noting that these are only medical marijuana sales and the inclusion of recreational sales will make
that number grow tremendously.
e. Describe the proposed product line to be sold and estimate the percentage of
sales of flower and manufactured products.
FCA will possess, handle and provide cannabis in compliance with all legal guidelines of the State of
California, Fresno County, and City of Fresno. To help prevent diversion of medical Cannabis to
non-medical markets, staff and the principals wiII document the interaction of each principal and
employee with all products and with the track-and-trace system. Further, to maintain security, prevent
fraud, and deter robberies, FCA will keep accurate physical and digital records and follow accepted
cash handling, including regular bank runs and cash drops, and maintain a robust accounting of all
cash transactions that occur within the facility environment. All finished cannabis products that are
ready for sale will be kept in the cannabis storage room.
Products: FCA will be known as Fresno’s one-stop shop for medicinal and adult use cannabis for
consumers. We will carry a full range of THC and THC+CBD products, flower, extracts, and
concentrates, as well as edibles, topical products including THC bath-bombs and lotions. All products
will be lab tested, labeled, and sold in childproof containers and discreet exit bags.
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Sales of flower
Manufactured products
Live Plants
55 %
43%
2%
Under penalty of perjury, to my knowledge, all information contained in the application is true
and correct.
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2
TABLE OF CONTENTS
2. SOCIAL POLICY AND LOCAL ENTERPRISE PLAN ----------------------------------------------------
2.1. Describe whether Business is committed to a Living Wage. ---------------------------------
2.2. Describe benefits provided to employees. --------------------------------------------------------
2.3. Describe compensation to and opportunities. ----------------------------------------------------
2.4. Describe the plan to recruit individuals who meet criteria listed in the Social Policy
Section 9-3316 (b) (1) of the Fresno Municipal Code (FMC). --------------------------------------
2.5. Describe the extent to which the Business will be locally managed. -----------------------
2.6. Describe the number of employees, title/position and responsibilities. --------------------
2.7. Describe whether the CCB has five (5) or more employees. ---------------------------------
2.8. Provide a workforce plan that includes at the following provisions:
2.8.1. Commitment for 30% of employees to be local hires.-------------------------------
2.8.2. Commitment to offer apprenticeships and/or compensation. ----------------------
2.8.3. Commitment to pay a living wage to its employees. ---------------------------------
420 College Letter of Intent ----------------------------------------------------------------------------------------
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2. SOCIAL POLICY AND LOCAL ENTERPRISE PLAN
Social Equity Program Background: The rollout of regulated cannabis in California has been rocky
because state and local regulators have not worked together to overcome the myriad of issues facing
a new and controversial industry. One issue that they have agreed upon is the concept of having our
industry benefit the people that were most affected by the “war on drugs” waged by the government in
the 1980’s to current.
They propose to address the disproportionate impact of cannabis-related law enforcement on
disadvantaged communities and to increase participation in the legal cannabis industry by members
of these disadvantaged communities. Fresno’s cannabis ordinance specifically requires all applicants
to submit a plan on how they will accomplish these goals, and scoring preference will be given to the
most comprehensive and impactful solution presented.
Introduction: Fresno Compassion Association is a nonprofit organization. All of our employees,
including senior staff, are members of FCA. Our founder and CEO, George Boyadjian, has
considerable experience with Los Angeles’ and San Francisco’s social equity programs. Despite
those cities’ best intentions, we see many problems and unintended future consequences with the
program and from this experience, have learned what not to do in Fresno. We have also seen other
cannabis companies make long statements on how they support social equity, but most are filled
more with jargon rather than with any discernible material action.
We believe our plan of execution can be a model that can be followed by the industry, because it
goes to the heart of social equity’s intent – to advantage the surrounding community that will support
our business. We intend to be a good neighbor and an indispensable part of the local business
community.
We embark on this course of action from a real-world perspective. We are not a large and wealthy
company, but we are an entrepreneurial organization built by real people that have worked hard all of
their lives, saved a little money and now wish to build a business that can make money and a
difference in the local community.
Our industry is saddled with the public misconception that every cannabis entrepreneur makes
millions of dollars, and every location makes more money than an Apple Store. Reality is quite the
contrary. Our dispensary will be a small retail storefront - approximately 1,500 square feet -- about the
size of a small deli or mailbox store.
The Social Equity Plan: Many think that the War on Drugs is over, but it’s not, it just looks different.
When cannabis regulations and legalization came around, it left many of the cannabis legalization
warriors without the ability to open their desired cannabis businesses when jurisdictions like Fresno
limited the permits.
The stakes got raised and multi million dollar corporate interests moved in and compliance and state
permit requirements became impossible for the small business owner. This left the local guys out of
work and right back into the black market.
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The course is designed to assist students in the development of tools to assess the skills,
interests, values and motivation needed to run a successful cannabis business. The Business
Management program is designed for students interested in starting a cannabis business
and/or sering as general manager at a cannabis business. This course covers Standard
Operating Procedures for all businesses, sales, marketing, operations, finance, accounting,
human resources, or office administration. Instructions are designed to familiarize students
with the core cannabis business functions.
Customer Service & Operations Certifications
1.Cannabis Business Customer Service and Administrative - These certification courses
can be online and in person. This course covers, office administrative and procedures for all
cannabis businesses below. You will get a comprehensive course on customer service,
employee relations, bookkeeping and compliance. This program prepares students with the
skills and knowledge needed for successful careers in today’s cannabis business. This is an
excellent option for those already working in a cannabis business and who want to advance in
their careers. This course can be broken down and taken in individual basis:
1.Dispensary Administrative - 6 hours
2.Delivery Administrative - 4 hours
3.Distribution - 4 hours
4.Transportation - 1 hour
5.Manufacturing - 6 hours
6.Cultivation - 6 hours
2. Budtending - This 3 hour Certificate course. This course will train those interested in a
retail career in the cannabis industry. Course 1 covers the roles and responsibilities of
budtending, quality customer services techniques, an overview of types of strains, proper use
of cannabis products and career opportunities. Best practices for assisting clients. This course
can be taken online and in person
3. Cannabis Delivery Driver - This 2 hour certificate program. This course prepares
drivers for a career as a cannabis delivery driver. Topics include driver safety, driver skills,
defensive driving techniques as they relate to the type of driving, and pressures that
salespeople experience. This course can be taken online and in person
4. Distribution (DBC) - This 4 hour certificate course. Course covers how to operate a
successful distribution service, from wholesale distribution to retail. Students will get full
understanding of compliance and know how to create a very successful distribution company.
This course also covers the Standard Operating Procedures (SOP).
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5. Manufacturing & Extraction (MBC) - This 6 hour certificate course. This course covers
the concentrates industry. Students will get full knowledge of different manufacturing and
extraction methods and how to maximize their business earnings. This course can be taken
online and in person
6. Manufacturing & Extraction Operational Procedures - This 8 hour Certification
course. This course covers hands-on training in different methods of cannabis extraction.
Students will have a full understanding of different ways of extracting cannabis. This course
can be taken online and in person. Students may also take these courses individually.
●Making Edibles. This is a hands-on course covering making different types of edibles
for consumption.
●Non-volatile Extraction. This course covers non-volatile extraction methods.
Students will learn how to extract cannabis using non-volatile extraction methods.
●Volatile Extraction. This course is for those that are seeking to extract cannabis using
BHO.
7. METRC - This course covers the Metrc regulatory compliance track and trace system. Metrc
provides seed to sale tracking for cannabis products. Students will learn in detail for using the
system, its uses and its features. This course is available in individual courses only. We cover
Distributors, Dispensary, Cultivation, Manufacturing.
8. Master Grower, helper grower, Apprentice - This 40 hour In Person course certificate
program cost - Course students will learn the fundamentals needed to run a successful
growing operation through the harvest process. Topics include seed germination, basics of
watering, the necessary lighting, air ventilation, growing cycles, cloning cannabis, genetics and
strain selection, the plant life cycle, seeds and seedlings, vegetative growth, grow rooms and
greenhouses, outdoor cultivation, lighting and electricity, soil and containers, water and
nutrients, hydroponic gardening, air and environment, pests, fungi, and diseases, plant
breeding.
9. Trimmer - This Certificate course is 3 hours - This course is done in person, ONLY and
it’s not available in all areas. This course is designed to train entry-level cannabis workers in
trimming techniques. Students will learn about how to harvest cannabis plants by cutting the
flowers of the plants from their stems, weighing, labeling and packaging the trimmed buds.
10. Cannabis Loss Prevention & Security - This 4 hour certificate course - This course
will introduce students to cannabis loss prevention and security requirements. Upon
completion of this course students will understand basic cannabis security regulations that
require 100% compliance. Topics include creating a security plan and security services
necessary to maintain compliance from inception through operation.
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11. Accounting and Taxation Requirements in Cannabis - This 4 hour course - This
course will introduce students to the accounting and taxation practices specific to the cannabis
industry. Accounting practices differ from other industries and range from banking to
transportation of goods; from seed to sale; from payroll to paying bills, there are challenges
that most businesses do not have to deal with that hinder day-to-day operations. Cannabis
accounting professionals need to be aware of these challenges and must be able to help their
clients navigate and find solutions so that they can properly operate their business. Upon
completion of this course students will understand the basics of the industry, cannabis, the
state/federal issues, tax filing requirements. In addition, there are even more industry issues
such as lack of banking, complex software, state seed to sale tracking, cash management
issues, investor reporting, GAAP accounting and inventory management.
12. Cannabis Branding & Marketing - This 5 hours course - This course is designed to
provide students with the tools and information necessary for successfully creating brands,
advertising and marketing campaigns while maintaining compliance. The course also covers
Packaging & Labeling with the regulatory knowledge to comply with changing cannabis
packaging and labeling requirements. Students will have a full understanding of how to create
brands and create successful marketing campaigns.
13. Cannabis Investment Fund Development – This 4 hour course - This course will
introduce students to the cannabis investment and fund development processes. Upon
completion of this course students will understand the challenges in obtaining capital and
maintaining capital in their businesses.
14. Cannabis Licensure & Compliance - This 5 hour course - This course will introduce
students to the various governing bodies in the California cannabis industry. Topics also
include types of licensure, maintaining licensure, laws, regulations and ethical standards of
cannabis compliance. Individual courses on licensure may be taken online.
1.Dispensary
2.Delivery
3.Cultivation
4.Manufacturing
5.Transportation
Partnership with Local Nonprofits: Founder George Boyadjian has a long history of philanthropy
and working with nonprofits in Fresno. He has been donating blankets and socks for Christmas to the
Poverello House for the homeless for several years. Providing events and free food to collect
donations for the homeless, etc. Our Director of Community Relations, Alex Banda, will work closely
with local nonprofit organizations to create unique initiatives to support the community as well as help
promote volunteerism and donations to the organization through consumer education.
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Our office is located in the heart of Fresno, a neighborhood that is old. This is not an area that people
browse around or where they sip latte’s in outdoor cafes. it will take a community effort to bring
customers to our store. And right from the beginning, we will be among the highest taxed business
entities in the entire state.
The bottom line is -- if we are able to operate in Fresno, many positive forces must come together to
bring our small business to a cash flow positive state. The only way that will happen is with the
support of the local community. Our neighbors are our lifeline; and we will treat them like family.
FCA staff will also take part in serving the organization’s multiple programs, including:
●Advanced Peace
●One Body Community Church
●Poverello House - FCA is excited to join a partnership with an interfaith organization of
homeless and at-risk members of the Fresno community!
●The Fresno Mission - assisting more than 300 no-income & no-income local households with
canned goods, dry goods, juice, cereal & other shelf stable food items to help offset the rising
cost of living.
●Marjaree Mason Center - the region’s only refuge exclusively supporting women who are at
risk of homelessness or currently homeless with basic needs including access to safe
showers, laundry facilities, clothing, meals and a space for socialization and community
building.
●Central California Food Bank - offering limited rental assistance to individuals in Fresno in
danger of becoming homeless.
●Evangel Home Inc - 30 day temporary home and shelter for women in a christian atmosphere.
(approx 450 women served) long term extension housing - community connection (approx 15
-20 women served) alternative jail sentencing program (5-6 women served)- providing family
support during special times throughout the year
●Back to School - donating backpacks and school supplies to kids in the Friends In Deed Food
●Fresno Urban Neighborhood Nt Incdevelopment Inc - FUND, Inc. exists to meet the
challenges of neighborhood revitalization and community restoration in the inner-city
neighborhoods of Fresno. FUND, Inc. partners with low-moderate income families, community
service groups, and local businesses to beautify homes, upgrade housing conditions, and
foster cooperative neighborhood efforts.
Volunteerism as a Core Value: All workers are encouraged to volunteer with local nonprofit partners
through incentive programs and management agrees to volunteer at least quarterly. Workers are also
encouraged to organize volunteer projects serving the Pasadena community at least quarterly
through incentive programs coupled with worker recognition and team building.
Alignment with City of Fresno’s Strategic Initiatives: FCA will align itself with the initiatives and
goals of the City of Fresno. To that end, we will commit our Company to safety and security, clean
and environmentally friendly practices including disposal plans and energy conservation and focusing
on commonly shared objectives for the City of Fresno.
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FCA would like to put forth the following five (5) objectives toward improving the quality of life for
residents, business owners, and community members in all Fresno Communities and open the
conversation.
●Objective 1: We pledge to work with Fresno Community Reinvestment Fund to support local
equity businesses by providing free training and entrepreneur training and meeting space..
●operating in the City of Fresno under Article 33 Section 9-3315(b)(6).
●Objective 2: Increase neighborhood safety and cohesion;
●Objective 3: Foster a sense of place and support neighborhood pride;
●Objective 4: Increase collaboration with businesses, nonprofits and neighborhood groups on
Community education projects; and
●Objective 5: Create resilient and sustainable neighborhoods .
Partnerships with Local Businesses: We will seek many contract services from local businesses
and professionals. Through these purchases we expect to contribute tens of thousands of dollars in
revenue to local enterprises every year. In addition, our parent company is in the process of building
a state-wide, vertically-integrated cannabis operation. This will open opportunities for local
professionals to participate in our legal, accounting, real estate and investment operations in the
future, all of which will generate significant cash flow to the successful firms.
2.1. Describe whether the Commercial Cannabis Business is committed to offering
employees a Living Wage.
FCA seeks to cultivate long term employment relationships with qualified staff members by
implementing the strategy outlined below. In line with our goal to create an inclusive strategy that
highlights experience and skills over education and to make sure that people who have experienced
incarceration due to a cannabis arrest or profiling have the ability to now work within the legal
cannabis industry, we similarly seek to ensure that those individuals receive salaries that allow them
to be self-sufficient and enjoy discretionary income customary to those who have not faced such ills.
To achieve these goals, FCA will offer robust compensation packages that allow our employees to
benefit from a growing industry, contribute toward their retirement and financial futures, maintain
adequate health through access to quality and preventative care, continue (or pursue for the first
time) education and professional development, and pursue fulfilling community building goals through
the policies outlined below.
Salaries: FCA will secure a quality HR team dedicated to constant recruitment of bright, eager talent.
To ensure that we are able to retain quality employees, we will implement salary offers that are
15-40% above State minimum and City living wage figures for entry level employees.
Management team members will receive highly competitive compensation packages as well in the
area of $100,000 per year salaries and benefits.
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This plan is designed to support the development of human capital and staff capabilities in order to
maximize the efficiency and effectiveness of the organization. It will be reviewed and updated six
months after the company starts operations and annually thereafter to adapt to changes in the needs
of the company or trends in the industry.
FCA is committed to following all local, state and federal laws related to labor and employment. FCA
will adhere to requirements as described by:
●The Wage and Hour Division of the U.S. Department of Labor
●The California Labor Commissioner
FCA's employment practices are based on job qualifications, performance, and conduct without
regard to race, color, religion, national origin, age, sex, marital status, height, weight, disability,
genetic information, or any other legally protected status.
FCA will provide reasonable accommodations to qualified individuals with disabilities in accordance
with the law. Any employee with a need for accommodation due to a disability will be encouraged to
notify his/her supervisor as soon as possible.
It is in our best interest to hire individuals according to planned needs. The staffing portion of this plan
is designed to estimate the positions that will be necessary to efficiently manage the business and
specify the job descriptions and expected qualifications for each.
General Staffing Policies: FCA is committed to professional recruiting practices to hire qualified
candidates. Our vision is to employ a diverse workforce based out of Fresno, CA.
Our employees will be well paid, well qualified, and well trained. Each applicant must successfully
pass a criminal background screening.
FCA will use best practices to staff positions and retain employees. The following policies will be
carried out to ensure efficient operations:
●Include managers in the hiring process for positions they will be responsible for supervising.
●Ensure that an adequate number of employees are hired and scheduled for each shift to
reduce stress caused by continuous overwork.
●When appropriate, employees will be cross trained such that they may provide assistance to
another department that temporarily becomes busier than normal.
● Ensure that backup support is available through a system of on-call or part-time workers in
case scheduled staff cannot come in for a shift.
●Managers will maintain a combined record of additional educational qualifications and skills
that employees have such that new opportunities may be filled from within the company when
possible.
● Utilize a Hiring Tracker (Appendix A) to manage the status of hiring employees.
●Utilize a variety of local recruiting resources, including online career websites, recruiting
agencies, job fairs, placement departments at training agencies, etc.
●Utilize an Intake Checklist (Appendix B) to ensure all documentation is properly collected and
activities associated with hiring an employee are completed.
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●Provide an environment in which employees feel respected and appreciated for quality work.
●An Employee Handbook will be provided to all staff as part of the training process specifying
expected behaviors, company policies, and a disciplinary procedure
●Managers will be trained in best hiring practices, effective training techniques, and appropriate
evaluation methods, which are further detailed in sections below.
2.2. Briefly describe benefits provided to employees such as health care, vacation, and
medical leave, to the degree they are offered as part of employment.
FCA will offer a robust benefits package to qualified employees. An important method of
recruiting and retaining quality talent and inspiring self-sufficiency is to provide quality benefits. FCA
will offer a combination of benefits outlined below.
We will implement a pay structure in addition to employees’ base wages to incentivize their ongoing
commitment to quality, customer service, leadership, ingenuity, and safety. FCA will identify metrics
to track commitment and dedication to these principles exhibited by employees so that an incentive
structure can be applied, wherein employees are able to earn their base wage plus a multiple of their
base wage based on performance (e.g., 1.2X or 1.5X their wage if performance is aligned with
corporate and social goals). To ensure alignment with goals, these performance based multipliers
may be applied on a more regular basis (unlike traditional bonus structures that are applied annually).
Health Insurance: An initial benefit that FCA will offer to employees is participation in a quality group
health plan. This plan will be extended to regular full time employees, their spouse, and dependents.
FCA will contribute up to 85% of the cost of insurance premiums for the employee or for the family
health benefits selected, and will arrange a plan that allows the employer paid portion to be
processed on a pre-tax basis.
Data collected by Kaiser’s Annual Employer Health Benefits Survey for 2016 indicates that the
employers contributed on average 82% of the premium for individual health plans, and 71% of the
premium for family coverage. Erba Pasadena’s company contribution to health insurance premiums
will therefore follow the national average + 2-5%. We will also seek out a plan with lower insurance
deductibles rather than the lower cost, high deductible plans that often create a barrier to employees
seeking health care.
*This data comes from Kaiser’s Annual Employer Health Benefits Survey:
(http://files.kff.org/attachment/Report-Employer-Health-Benefits-2016-Annual-Survey)
Dental, Vision, and Life Insurance FCA will offer employees access to participate in dental and vision
plans, with a focus on preventative care. Qualified employees will also have the opportunity to
participate in a life insurance plan.
Education Reimbursement: Some employee classes will have access to an education
reimbursement program if they wish to pursue an advanced education that complements their
employment and advancement with FCA. This benefit will be provided up to the maximum amount
allowed for the benefit not to be construed as taxable income for the employee.
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Professional Development: FCA also encourages employees to enhance knowledge and skills and
to network with other professionals in ways that improve potential for future opportunities. Employees’
professional development may be enhanced by attending training seminars or workshops conducted
on or off-site, by joining professional associations, or by obtaining various certifications.
Full-time employees who have been employed for at least six months will have the opportunity to
request approval for one professional development endeavor each fiscal year, to be reimbursed by
Nursing Mothers.
When our facilities allow, we support breastfeeding mothers by accommodating the mother’s time to
express breast milk during the workday when separated from a newborn child. Nursing mothers are
entitled to reasonable, (unpaid for Non-Exempt staff) break times for nursing purposes for up to
twelve (12) months following the birth of a child.
Retirement Plan: FCA provides a 401(k) Retirement Savings Plan to help our employees to
proactively accumulate financial resources for retirement. Employees 21 years of age or older who
complete 12 months of service are eligible to participate, and may join the Plan on the first day of the
calendar year quarter following completion of the first year of service.
Subject to statutory limits on tax deductibility, the Plan allows employees to elect how much of their
salary they want to contribute to the Plan and to direct the investment of their funds into professionally
managed investment funds. An employee is fully vested in his or her own contributions and entitled to
those contributions upon termination of employment regardless of the length of employment. FCA
may make a matching contribution to employees’ contributions at the plan’s fiscal year-end.
After five years of employment, an employee is fully vested in FCA’s matching contributions.
Holidays: FCA will provide paid holidays for New Year's Eve and New Year’s Day, Martin Luther
King Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, and Christmas Eve and
Christmas Day as well as provide paid time off to holidays of employees with different religious
beliefs.
Vacation: After an initial waiting period, full-time employees will also be able to earn up to 2 weeks of
paid vacation time on an annual basis.
Bereavement Leave: Regular full-time employees and regular part-time employees will be granted
seven (7) days of unpaid leave for absences due to a death in the immediate family (i.e., child;
spouse or partner; parent; in-law; sibling whether natural, adopted or step relations).
Family and Medical Leave, Voting, Jury Duty, and Military Service: FCA will also comply with all
related state and federal requirements for time off, including the federal Family and Medical Leave
Act (FMLA) and the required time off to vote, perform military service, and serve on a jury.
Community Service Leave: FCA will offer employees the opportunity to secure 8 hours of paid leave
to pursue an approved community building, volunteer, or altruistic endeavor that supports the Fresno
community.
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Employees will be encouraged but not required to participate. Requests must be submitted for review
by an internal review board for approval following a standard operating procedure to be disclosed to
all full time employees in our Employee Handbook. Project guidelines and target focuses may vary
annually, and guidelines for each annual cycle will be provided prior to or at the start of each fiscal
year.
How the business includes work with local non-profits and other community groups such as youth
development and educational programs.
Being able to support existing networks and organizations doing important work in the Fresno
community is a great benefit of this business. Legal cannabis creates a responsibility to create
opportunities and support not only for those who have been adversely affected by the war on drugs,
but also for the most vulnerable and targeted members of the Fresno community. Engaging local
nonprofits to best serve and support the residents in their networks is a key component to social
equity.
2.3. Describe compensation to and opportunities for continuing education and employee
Training.
In order to ensure a hiring strategy that is consistent, in compliance with legal requirements, and that
attracts and keeps high quality employees, managers will be trained in the following:
●The importance of evaluating internal and external business trends to estimate the number and
types of employees needed. Internal factors include changes in work shifts, workforce
demographics, and downsizing. External factors include a merger or acquisition, changes in
legislation, etc.
●How to write and update job descriptions, including required qualifications, particularly noting
whether the position requires skills that have already been learned or if on-the-job training is
appropriate. Preparation should include asking the following the questions:
○what skills, knowledge, and abilities are required for the job;
○what are some of the characteristics of the people who succeed or fail in the job;
○what qualifications are needed for the job; and
○how does the job relate to others.
●To avoid illegal screening of applicants with disabilities, list job duties describing only what the
necessary tasks are, rather than how the tasks are normally performed.
●The need to develop an interview guideline to ensure a similar process is used during all
interviews for the same position. The guideline should include standardized questions given in
a specific order, a relatively controlled length of time for the interview, and a standardized
evaluation form to be filled out by the interviewer.
●Take into account that people may feel anxiety during a formal interview, which may
misrepresent their true potential.
●Clearly communicate to potential employees the salary, work schedule, and potential future
opportunities within the company to reduce misunderstandings after hiring.
●Ask appropriate questions during the interview process to match a potential employee’s likes
and dislikes with a position that fits their personal preferences.
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●Limitations on what an interviewer may ask related to age, disabilities, etc., to be in compliance
with regulations.
●If any pre-employment testing is utilized, only testing instruments may be used that are clear
and understandable, have been demonstrated as valid for the skills being assessed, and are
appropriate for the target population.
●References must be checked and adequately documented.
●All documentation is forwarded to the Record Keeping Manager.
At the time of hire, all employees shall receive orientation, training, and supplemental education
relative to relevant laws, regulations, company policies, and job procedures as well as general safety,
human resource, and emergency protocols, and the following:
1.Train employees at time of hire on business operations, compliance, policies.
2.Train employees regularly after hire as continuing education for 2 hours per year.
3.Training plan and training log will be available for inspection at any time.
4.Any employee using the METRC (CTS) system will first be trained by management. the CTS
administrator for the license.
5.All individuals will be required to have a valid Cannabis Workers Permit to complete the
required training and maintain their permit while working on behalf of the Company.
6.Each management team employee and other employees will undergo Cal OSHA required
training for cannabis employees.
7.We will be distributing a comprehensive Employee Handbook, out lining company policies and
business Standard Operating Procedures
8.Front door and shipping/receiving garage door ingress/egress practices.
9.Use of employees keycards.
10.The limited locations cannabis and related products can be handled and sold.
11.Cash handling practices from POS through reconciliation.
12.The use and availability of employee lockers, restrooms, and break areas.
13.Requirements and instructions for keeping the facility secured, reporting suspicious or unusual
activity to security, and/or managers for further investigation.
14.What to do in the event of a burglary or robbery.
15.Liaising with law enforcement and first responders if necessary.
16.Emergency management training.
17.Delivery drivers will be provided instruction in enhanced situational awareness, personal
safety, instructions in the event of a robbery, usage of the on-board camera systems, and
defensive driving.
18.Records of employee training shall be maintained with confidential employee records in
physical and digital forms. All employee training shall meet or exceed the standards of all
applicable jurisdictions for an operational site.
19.Employee Theft Reduction Measures - In addition to the anti-diversion methods outlined
throughout this security plan, FCA will employ the following tactics to mitigate employee theft
and diversion:
a.Pay employees well
b.Give them benefits
c.Paid vacations, pay family leave, pay personal time and pay sick leave .
i.Time will be accumulated depending on full-time hours work.
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Required Employee Training Schedule
●New Employee Orientation: 2 hours;
●Cannabis Science Dosage: 2 hours;
●Production Safety: 2 hours;
●Customer Relations: 1 hour;
●Monthly Unit Meetings: 1 hour;
●Cannabis Science Update: 2 hours;
●Compliance, Regulation, and the Law: 2 hours;
●Transportation: 1 hour;
●Dispensary Security: 2 hours;
●Confidentiality: 1 hour;
●Emergency/Incident Management: 2 hours;
●Inventory Control and Diversion Prevention: 2 hours;
●Metrc/Recordkeeping/ 2 hours;
●Certification: 4 hours;
●Product Handling and Sanitation: 2 hours;
●Safety 2 hours;
●Odor control 2 hours;
Orientation, Training, Meetings: To promote and ensure an injury free environment, health and
safety training is a requirement for all FDC and subcontractor workers at the facility and while
performing work for FCA.
The General Manager, Compliance Manager, Retail Manager, Distribution Manager, and are required
to attend regular Facility Safety Meetings so they can receive specific training and review of the
permits, forms, procedures, and safety initiatives required by this plan as well as project specific
information necessary to adequately coordinate their work and prepare their workers.
OSHA 30 Hour Training: The General Manager and 1 office employees will complete the OSHA 30
Hour required training within 1 year of licensure.
Outreach Training: Employee New Hire Orientation. Every worker shall attend an environmental,
health and safety orientation prior to starting any work at the FCA facility.
The orientation will provide general health and safety information and project specific work rules and
procedures. Upon completion of training, each person will receive a sticker for his or her badge.
Manager Training:
FCA will provide the training to managers in the areas of hiring, training, and performing evaluations.
Managers are encouraged to suggest additional training topics as needs arise.
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●In addition to annual performance reviews, managers may wish to carry out more
frequent “check-ins” to learn about employee concerns and suggest small modifications
to processes.
●Prior to an evaluation:
○Select a private location for the evaluation that will reduce potential interruptions.
○Schedule an appointment with the employee, giving him/her enough time to
prepare. Provide the employee with his/her job description and have the
employee prepare a short self-evaluation. The employee may already be aware
of shortcomings in his or her work that need to be addressed.
○ Review the employee’s file, including results of prior reviews.
○ Review any datasets that provide information on the employee’s work effort,
such as sales results or productivity indicators.
○Compile any information that has been learned from communication with
supervisors or coworkers that may need to be addressed during the meeting.
○Identify accomplishments for which the employee deserves positive recognition.
○ Prepare a list of questions to ask to help identify areas that may need
improvement and to gauge the employee’s job satisfaction.
○ If an employee’s performance needs to improve, decide ahead of time if it will be
a verbal or written warning. Verbal warnings should be documented in the
employee’s file. If a written warning is appropriate, prepare a detailed list of
expectations based on policies and procedures that will need to be met. This
may be presented as a Notice of Needed Improvements (Appendix D).
●If an employee makes any negative comments or becomes emotional, view it as an
opportunity to learn about a concern. Do not be critical of an employee’s emotions. The
conversation should be refocused on facts rather than assumptions or feelings. The
evaluator should work with the employee to identify a solution to the problem, if not
during the meeting, then as soon as possible thereafter.
●Do not insult an employee. Concerns about his or her work must be presented honestly,
and simply described as the need to meet specific expectations.
●Explain to the employee what the impacts are of his/her inappropriate behavior.
●Employees should be given an opportunity to improve performance before written
disciplinary documentation is placed in his/her file. Find out if repeated tardiness,
extensive periods of time on the phone, or other behaviors are due to difficulties that
could be helped with counseling or other assistance.
●Prior to implementing a disciplinary procedure, the manager should verify the facts
regarding the misconduct and confirm the company’s policy on the issue.
●If the employee has been provided with a list of needed improvements, both the
manager and the employee should sign and date it. A copy should be given to the
employee and the original placed in the employee’s file. The manager should follow up
with the employee and give positive feedback if appropriate or review the disciplinary
procedure and next steps that will occur.
●The Disciplinary Policy in the Employee Handbook should be written with a clear
understanding of the rights of the employee, which can vary by state, and may also be
subject to terms of a Labor Agreement.
●Managers are responsible for consistently following the policy and all legal
requirements.
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●During a meeting that involves a disciplinary action, the employee should always be
given an opportunity to give his/her point of view. Give the employee up to a week to
write a response. The response should be maintained as part of the employee’s record.
The employee may request that a manager from a different department review the
evaluation documentation and response.
●Reassignment or suspensions may be appropriate in the case of behavioral issues or
severe conflict in which the employee has to be removed from a situation immediately,
but termination isn’t called for. Reassignment refers to retraining (rehabilitative).
Suspension means some condition must be met before the suspension is over or the
employee is terminated (punitive).
●Decisions to suspend or terminate an employee must be reviewed and approved by a
member of the executive staff, or by the Board of Directors if the employee is on the
executive staff.
●We have entered into an LOI with cannabis Industry veterans at 420 College to provide
employee and management training.
2.4. Describe the Commercial Cannabis Business plan to recruit individuals who meet the
criteria listed in the Social Policy Section 9-3316 (b) (1) of the Fresno Municipal Code (FMC)
and the percentage of local employees it hires.
FCA benefits from a rich set of experiences gained by working with groups of individuals who were
disproportionately impacted by the “war on drugs” and prior criminalization of cannabis.
We look forward to bringing their coalition of community organizations designed to engage the Fresno
Social Equity model. FCA’s Social Equity Plan is three-fold: Care, Access and Assistance.
Job Description Strategy: When FCA begins the hiring process, we are focused on creating an
inclusive strategy highlighting experience and skills over education. We will demonstrate a
commitment to diversity through financial incentives for specialized skills including language skills and
experience working in the reentry space. Additionally, FCA will compulsify diversity experience - for
example, the Sales Manager position must have experience working with racially diverse, veteran or
low-income populations and be willing to undergo diversity and inclusion training.
Advertising for Diversity: FCA plans to utilize established resources within the community to
achieve our goals of hiring a diverse staff of underrepresented members of the city, including the
Veterans Services Office and Fresno City College. FCA will advertise with community organizations
& local job placement partners including the Fresno Community Job Center, women-owned Partners
In Diversity Inc. and Pridestaff. We will have an open communication with community organizations
and seek names of potential candidates during hiring. FCA advertisements and media will include our
diversity action policy and statement, and actively encourage minority, LGBTQIA, women, veteran
and social equity candidates to apply.
20
Target Recruitment Activities for Underrepresented Populations: FCA will emphasize
recruitment from within the City of Fresno as a major goal with an emphasis on the local minority
community.
In order to achieve our diversity action goals, the FCA Human Resources Manager will:
●Partner with programs that serve the SEP population in the area in order to develop
recruitment plans.
●Attend and produce job fairs at local outlets such as community centers and colleges (i.e.
Veteran Jobs and Resources Fair)
●Create a diverse recruiting/hiring team.
●Personalize recruitment; call applicants and follow up
●Reach out and identify candidates.
●Use placement platforms like LinkedIn to find competitive candidates that fit our diversity
policy.
●Recruit continuously—not only when there are openings.
●Maintain professional networks and make note of potential candidates from underrepresented
groups.
●Maintain a file of resumes and contact information for potential candidates from
underrepresented groups.
Demonstrating an Ecosystem Commitment to Diversity: In order to build and reflect the work
culture FCA advocates, our practices include:
●Announcing FCA’s commitment to diversity publicly.
●Integrating elements of diversity, equity, and inclusion into management and employee
performance reviews and professional development plans.
●Review policies that affect work/life balance and implement changes to reflect diverse family
structures, medical situations, and cultural norms.
●Enforce accountability among staff and managers to demonstrate a commitment to diversity
initiatives
Hiring Tracker
Funded: Money has been allotted to cover salary, benefits, equipment needs, etc.
Hire Goal: Number of people needed to fill positions.
Hiring Budget: Amount allocated for time commitments, job website fees, recruiting agency fees, job
fair fees, etc.
Status: Job Description Complete; Position Posted; Interviewing; Intake Process in Progress;
Completed.
Assigned To: Person responsible for ensuring process is completed.
21
22
Position Funded
(Y/N)
Hire
Goal
Hiring
Budget
Status Assigned
To
Comments
Chief
Executive
Officer
1 $
Chief
Compliance
Officer
1 $
Security
Manager
1 $
Security
Staff
5 $
Computing
Security
Manager
1 $
Inventory
Control
Manager
1 $
Inventory
Control
Staff
2 $
23
Record
Keeping
Manager
1 $
Chief
Financial
Officer
1 $
Sales
Manager
1 $
Facilities
Manager
1 $
Facilities
Staff
2 $
Quality
Assurance
Officer
1 $
Quality
Assurance
Staff
1
Employee Intake Form Checklist
Employee Name: _______________________________
Position: ___________ Position Code: ___________
Hire Date: ____________
24
Document Original
in File
Dept. to
Receive
Copy
Date Copy
Sent
Person
Responsible
Date Forwarded
to Record Keeper
Job
Description
Resume
Employment
Application
Authorization
to Conduct
Checks
Background
Check
25
Reference
Check
Documentation
Offer Letter
Computing
Security
Agreement*
W-4 IRS
Direct Deposit
Form
Bank
Personal Data
Form
Form I-9 IRS
State Income
Tax Form
State
Income Tax
Dept.
Key/Key Card
User
Agreement*
Training Matrix
26
Driving
Agreement
(Drivers Only)
Referenced Operating Plan (Column 3)
DT = Distribution & Transportation
E = Employee Handbook
H = Health & Safety Plan
I = Inventory Control Plan
O = Odor Control Plan
Q = Quality Assurance Plan
R = Record Keeping Plan
S = Security Plan
ST = Staffing & Training
W = Waste Management Plan
OT = Other
Key to Employee Types (Columns
numbered 1-8)
1 All Employees
2 Managers
3 Security Personnel
4 Retail Employees
5 Packaging and Labeling Employees
6 Transportation Employees
7 Distribution Employees
28
computing security,
retention policy
Employee
Orientation
Policies, pay, benefits,
evaluations, suspension,
disciplinary procedures
E X
Emergency
Preparation
Good housekeeping,
prevention, engineering
controls, finding
emergency numbers,
practice and drills
S X
CPR/1st Aid
(Encouraged for all)
Recognizing and
responding to a variety of
medical situations, when
to call for help
S X X
Emer-Armed
Robbery
Appropriate response,
silent alarm, noticing
details, notifying
management, contacting
law enforcement
S X
Emer-Burglary Avoiding affected areas,
notifying management,
contacting law
enforcement
S X
Emer-Other
Security Breaches
Types, risks, response
procedures, notifying
management, contacting
emergency responders
S X
Emer-Medical
Emergencies
Notifying person on staff
with CPR/1st Aid training,
notifying management,
S X
29
contacting emergency
responders
Emer-Fire
Emergencies
Evacuation procedure,
fire extinguishers,
notifying management,
contacting emergency
responders
S X
Emer-Evacuation
Procedure
Panic alarm, routes of
egress, closing doors,
safely maintaining
secured areas,
designated meeting
place, notifying
management, contacting
emergency responders
S X
Emer-Drills and
Emergency
Exercises
Schedule, expectations,
procedures, follow-up
training
S X
Observation and
Incident Reporting
Identifying behavioral
cues, vulnerable areas
needing extra security,
reporting an issue
S X
Types of Diversion Internal, customer,
robbery, other potential
issues
S X
Diversion
Prevention
Inventory Control
System, limiting access,
reducing diversion
opportunities, signage
S X
30
Diversion
Response
Procedures
Incident reporting, audits,
notifying regulators and
law enforcement
S X
Inventory Control
System
Purpose, UID labels,
system use, control
points, system security,
regulations, restrictions,
notifications
I X
Inventory
Procedure
Employee
responsibilities, changes
in disposition, storage of
un-inventoried items,
receiving, transfers,
surveillance, maintaining
inventory control if
access to the system is
lost
I X
Certified Scales Purpose, proper use,
calibration, maintenance,
logs
I X X X
Inventory Reporting Accessing reports from
the inventory control
system, regularly
scheduled reports,
responding to requests
from regulators/law
enforcement, system
backups
I X
Inventory Validation Regulations, schedule,
responsibilities, logging
discrepancies, record
keeping
I X X X X X
31
Inventory
Discrepancy
Procedure
What qualifies as a
discrepancy, audits, logs,
reporting, record keeping
I X X X X X
Storage Access
and Procedures
Storage requirements,
access controls,
surveillance, logs, record
keeping
S X
Transfering
between Control
Points
Procedure, inventory
control, contamination
controls, surveillance
S,I X
Receiving
Controlled Products
Security at receiving
location, security logs,
entering received
products into inventory
control, storage of
un-inventoried items
S,I X
Entry into the
Inventory Control
System
Original UID tag
assignment, required
information, changes in
disposition, control
points, waste
management, transfer off
premises
I X X X X
Quarantine
Protocols
When quarantine is
required, storage
requirements,
quarantine, inventory
control, removing from
quarantine
C X X X
Shutdown
Procedures
Responsibilities, tasks, H X
Under penalty of perjury, to my knowledge, all information contained in the application is true
and correct.
47
2
TABLE OF CONTENTS
3. NEIGHBORHOOD COMPATIBILITY PLAN Criteria required in Phase II
3.1. Describe how the CCB will proactively address and respond to complaints related to
noise, light, odor, litter, vehicles, and pedestrian traffic. ---------------------------------------------
3.2. Describe how the CCB will be managed to avoid becoming a nuisance or having
impacts on its neighbors and the surrounding community. ------------------------------------------
3.3. Describe odor mitigation practices. ------------------------------------------------------------------
3.4. Identify potential sources of
odor.---------------------------------------------------------------------
3.5. Describe odor control devices and techniques employed to ensure that odors from
cannabis are not detectable beyond the permitted premises. --------------------------------------
3.6. Describe all proposed staff odor training and system maintenance. ------------------------
3.7. Describe the waste management plan. -------------------------------------------------------------
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4
6
7
7
8
11
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3. NEIGHBORHOOD COMPATIBILITY PLAN
3.1. Describe how the CCB will proactively address and respond to complaints related to
noise, light, odor, litter, vehicles, and pedestrian traffic.
Our staff Community Liaison Aaron Foster, will oversee our outreach programming. He will
additionally serve as a resource for members of the community if they have any questions or
concerns about FCA, our community programs or the facility. Quarterly, our Community Liaison
will host Town Hall Meetings at an off site location where we will invite members of the neighborhood
to discuss issues facing Fresno and our retail facility’s integration with the community. Our Town Hall
is a forum for residents to voice concerns and suggestions for how we can be a better, stronger asset
to the community. We will have a suggestion box available in the space that will allow patrons to
comment anonymously at any time.
Additionally, we will invite cannabis operators, members of local government, unions, neighborhood
groups and civic leaders to attend these town halls; encouraging a direct dialogue between us,
the city and the cannabis industry. This meeting will also serve as a Q and A session where we can
immediately address any community questions concerning the business.
Our Community Liaison will create relationships with and attend meetings regularly at the Fresno City
council to identify areas of which we can serve the community better that we are not aware of. We
will make sure that all local businesses and residents have access to contact our Community Liaison,
by having our contact information available on our website, our front office window and handout
pamphlets placed in our front office. Members of the community will have the opportunity to fill out a
complaint form and unanimously place it in the drop box placed outside, hand it to our security
personnel or mail it in.
We will interact with everyone to develop a working relationship and have an open line of
communication. If anyone will have any questions or concerns, they can directly reach out to the
community liaison directly. We will work directly with any neighborhood groups that reach out to us to
address the general condition and culture of the area, as well as help to address any issues of safety
and security that may arise.
There will be a manager or supervisor on duty and on the premises at all times during regular
business hours. This staff member will be available to interface with officers, city officials and
community members who might need immediate assistance in case our Community Liaison is not
available to ensure that we become a great asset in keeping our safe.
A written log of all complaints will be kept on site in the manager's office and available for the city
and/or police at any time.
3
the local area we are located in. To accomplish that goal, we will have to proceed through a number
of steps to gain the trust of the community and its caretakers. The very first step is design esthetics.
To put it plainly, we need to look like we belong in the neighborhood. It is our belief that we can
become well known, yet operate from a tasteful and inconspicuous setting, in line with the design
parameters of the neighborhood.
Integration of Security Measures: Our goal will be to balance design with security, to help make
safety concerns "fade into the background." We will do this not only with technology and
inconspicuous placing of cameras and instrumentation but also by applying advanced security
protocols designed by our Chief Security Consultant from Hoffman Security.
The physical design of the premises, its security strategies, and policies governing the day to day
operation of this facility will be integrated using Crime Prevention Through Environmental Design
strategies, including natural surveillance, territorial reinforcement and target hardening. Research into
criminal behavior demonstrates that the decision to offend or not to offend is more influenced by cues
to the perceived risk of being caught than by cues to reward or ease of entry. Consistent with this
research CPTED based strategies emphasize enhancing the perceived risk of detection and
apprehension.
Natural Surveillance limits the opportunity for crime by taking steps to increase the perception that
people can be seen. It occurs by designing the placement of physical features, activities and people
in such a way as to maximize visibility. Potential offenders feel increased scrutiny and perceive few
ways to avoid detection.
Territorial Reinforcement promotes social control through increased definition of space and improved
proprietary concern. An environment designed to clearly delineate private space does two things.
First, it creates a sense of ownership. Owners have a vested interest and are more likely to challenge
intruders or report them to security or law enforcement personnel.
Second, the sense of owned space creates an environment where "strangers" or "intruders" stand out
and are more easily identified. Target hardening is a term used in security, law enforcement and
military services and refers to the strengthening of the building in order to reduce the risk of theft. It is
believed that a strong, visible defense will deter or delay most opportunistic offenders.
Methods for target hardening that are incorporated into the security plan of the facility include:
●Ensuring all doors and windows are sourced and fitted in such a way that they can resist
forcible and surreptitious intruder attack;
●Separating the public aspect from the product room with door redundancies to heighten access
control;
●Maintaining a robust indoor and outdoor surveillance system;
●Maintaining a robust UL rated intrusion detection system;
●Maintaining a state-of-the-art electronic access control system;
●Maintaining a uniformed security presence during all hours; and
●Maintaining stringent hiring and training standards and continuing education.
5
Thoughtful security integration and environmental design should support safety and deter crime. For
example, a clearly demarcated and well-lit path from the parking garage to the entrance, coupled with
one main entry to a building versus multiple entries, helps bolster a building's perimeter security.
The intent is less about keeping people out than it is about creating an environment where employees
feel safe.
We will address and mitigate a myriad of potential problems associated with the control of human
movement. These problems include vehicles backed up in and around exterior entrances; employees'
bottle-necked at electronically controlled doors; opportunists roving outdoor areas in search of
victims, and robberies at point of ingress/egress.
3.3. Describe odor mitigation practices.
The air quality and odor control plans provided below include recommendations and a sample
scenario that could be applied to a permitted commercial cannabis retail business prepared by Grow
Contractors.
Grow Contractors are horticultural contractors and consultants that bring their experience as cannabis
master growers working with a variety of cannabis odor control scenarios to their work, allowing them
to give their clients a combination of time-tested and cutting-edge industry solutions to ensure odors
are not detected from the outside or any surrounding areas.
Introduction: The following is an odor control plan containing a design and description of equipment,
an overview of odor emitting activities, procedures related to odor control, and case studies.
The design techniques and equipment contained herein have been successfully implemented in
numerous high-odor load cannabis facilities. This odor control plan is based on industry best
practices and minimum requirements set by ASHRAE and includes analyzing sample floor plans and
state assumptions, determining relevant code reference, calculating ventilation for occupancy
requirements and odor control and providing documentation that can be presented to the governing
body of the City of Fresno.
Facility Type - Recreational Cannabis Storefront Retail Facility & Cannabis Delivery Facility
Description of Facility Operations - Sales of Legal Recreational Cannabis Products to the Public &
Preparation of cannabis delivery packages, loading of delivery vehicles.
This section details various odor sources and odor-emitting activities.
Product: Cannabis product, when exposed to air, is odor emitting.
Odor Emitting Prevention
1.FCA will receive only sealed, pre-packaged cannabis and cannabis products. Staff will only
place sealed cannabis or cannabis products in dedicated display containers. Thus, there will
6
be minimal opportunity for odorous molecular compounds to circulate in the dispensary and be
vented to the exterior; and
2.Any cannabis products discovered to have broken, torn, or otherwise unsealed containers will
be immediately removed from the retail floor or saleable product area of the secure storage
area and placed in a separately enclosed quarantine area of the secure storage area.
Cannabis Waste Rendering: The activity of rendering cannabis into cannabis waste emits
odor.
Odor Emitting Prevention: Rendering of cannabis into cannabis waste will only take place in the
secured storage area. During the rendering process, all doors will be sealed to reduce the circulation
of particulate matter; and the rendering process will take place when the retail location is closed.
Record Keeping: FCA will maintain all records relating to odor management, including but not limited
to, system installation, maintenance, any equipment malfunctions and deviations from Odor
Management Plan, as well as copies of any and all odor complaints received and the Company’s
responsive actions to such complaints. The Lead Manager will be responsible for entering all records
related to odor management into the FCA system within twenty-four (24) hours of an event related to
odor management.
Complying with the Department: Pursuant to the Odor Management Plan, in the event that FCA’s
Odor Management Plan is deemed by the department to not successfully mitigate odor, the following
procedure will be implemented:
1.Upon receiving the report, the Lead Manager will immediately report the finding to the FCA’s
executive leadership team;
2.Where necessary, the central leadership team and the Lead Manager will contract with
third-party experts with expertise pertaining to the nature of the infraction (for example HVAC,
insulation, etc.); and
3.The FCA’s management team will prioritize resources to ensure that the issue is resolved
within the period of time required by the department.
4.Pursuant to the Odor Management Plan, in the event FCA modifies the proposed retail
cannabis facility, or the facility’s operation in a way that has the potential to impact the nature
or degree of odor, or affects the control of odor, FCA will update its Odor Management Plan
within 30 days.
3.4. Identify potential sources of odor.
Specific Odor-Emitting Activities: A cannabis retail facility features a variety of products that can
generate odors when handled. Although many of these containers are hermetically sealed, they can
leak when exposed to differential pressures or high temperatures during transportation. Inevitably,
odors do exist.
This facility can expect odors during the handling of product, as well as during sampling. There may
be flower jars on display that are totally sealed other than a scent window to allow users to ‘sniff’ the
product before buying.
7
Additionally, although minimal, this delivery facility will generate odors specifically from the handling
of products when fulfilling delivery orders. Products will be hermetically sealed at all times, but if
contamination or an accident were to happen, cannabis products could escape into the atmosphere.
The handling of cannabis products or temperature fluctuations can volatize the essential oils of the
product and cause a skunky odor to be emitted.
Phases of Odor-Emitting Activities: Odor from the handling and sampling of cannabis products will
be present during business hours.
Regarding product delivery, odors from cannabis products will be more obvious during operational
hours when delivery employees may be handling edibles, flowers, or concentrates.
Odor from the storage of cannabis products will be constant in the vault and any areas where the
product is handled.
Each operating day, the Manager will evaluate on-site odors and operations for potential release of
objectionable odors. Filters are used throughout the store to prevent odor issues. However, if
questionable or objectionable on-site odors are detected by staff or reported as a problem, the
company will implement the following protocols:
●Investigate and determine the likely source of the odor.
●Access the effectiveness of available on-site management practices to resolve the odor event
and immediately take steps to reduce the odor-generating capacity of on-site material.
●Determine if the odor traveled off-site by surveying the site perimeter and noting existing wind
patterns.
●Request this page to be “Confidential” and redacted from any freedom of information request.
Intellectual property that may give an advantage to competitors or bidders and may constitute
a security risk to the operation.
●If it is determined possible odors impacts occurred, the COO and/or neighbors contact is
made.
●We will record the event for further operational review.
3.5. Describe odor control devices and techniques employed to ensure that odors from
cannabis are not detectable beyond the permitted premises.
Odor control for this facility will be achieved with a state of the art odor control system which adheres
to OSHA and ASHRAE guidelines for particle and odor filtration. Mechanically, the system consists
of a centralized mechanical ‘stack’ of 4 components. Air from throughout the facility is circulated
through this ‘stack’, passing through each component.
Air is pulled into the first component, the Camfil XH HEPA Filters, through the intake registers located
throughout the building. The HEPA filter removes 99% of airborne contaminants, fungi, and bacteria.
Secondly, it enters the Camfil CamCarb Carbon Filters where the heavy odors and smoke is removed
and absorbed by activated carbon. Finally, it enters the Puradigm HVAC section, where a
8
2.Filters will be replaced or cleaned on an annual or semi-annual basis, depending on the
manufacturer's established best practices. The Lead Manager will be responsible for ensuring
all activities are properly documented in the Quick Base system.
3.7. Describe the waste management plan.
Disposal and Quarantine: Our operation will have a dedicated quarantine area, and we will take
precautions to secure the area and make cannabis waste "unusable and unrecognizable" before
having it removed from the premises by a licensed disposal firm. This will be done by grinding and
incorporating the cannabis waste with non-consumable solid waste such that the resulting mixture is
at least 50% non-cannabis waste. Cannabis waste will then be labeled with a bill of lading or shipping
manifest that indicates product information and weight. Finally, it will be held in the quarantine
location secured for at least 72 hours before being removed from the premises. All of this must be
done on camera, and a separate surveillance camera with 30-day archive is required for the
quarantine area.
Disposal Documentation Requirements: If cannabis goods are to be destroyed or disposed of, we
will safely quarantine such goods until they are collected by a licensed waste management company.
Cannabis Disposal: We will further record in the track and trace system the following information:
1.The name of the employee that collects the goods for destruction or disposal.
2.The reason for destruction or disposal.
3.The name of the entity being used to collect and process cannabis waste.
4.Spoilage or fouling of the cannabis goods.
5.Any event resulting in exposure or compromise of the cannabis goods.
6.All transactions must be entered into the track and trace system within 24 hours of occurrence.
7.The account manager will only enter and record complete and accurate information into the
track and trace system and shall correct any known errors entered into the track and trace
system immediately upon discovery.
8.We will be using the services of GAIACA Cannabis Waste Management for cannabis waste
management services.
Under penalty of perjury, to my knowledge, all information contained in the application is true
and correct.
12
1
6. LOCATION Criteria required in Phase III
6.1. In addition to the location-related details provided in the Commercial
Cannabis Business (CCB) Application (pages 1-7), the application shall include a
thorough description of the proposed location, including but not limited to the
overall property, building, and floor plan.
Address: 2410 E. Ashlan Ave., Fresno, California 93726
Our dispensary will be located inside a small shopping center in the heart of Fresno.
The structure is modern and has all modern amenities such as central heating and A/C,
tied in to the main unit that controls the entire shopping center.
It is zoned as CC/cz
The Property is located in a commercial area, with no sensitive use areas within 800
feet.
Sensitive Area Analysis
971 feet from Pyle Elementary School
1,717 feet from Manchester Gate
2,000+ feet from Jr High School
2,000 feet from Aspen Meadow Charter School
2
All operations will provide not only ample distance from sensitive areas, but also ease of
access for inspection, enforcement, provision of services, delivery of supplies to and
product transportation from the site to licensed distribution and retail facilities.
The presently vacant area provides for site design in consideration of environmental,
resource and space conservation. Site design for the facilities will include thoughtful
setbacks providing maximum distance from any neighboring parcel zoned for
prospective residential use.
Upon approval, the individually permitted commercial site will comply with regulations
set forth by the City of Fresno, as well as regulations set forth by the State of California,
and as detailed throughout this proposal packet.
3
Front View:
Design Summary: The facility is designed from the ground up integrating the principles
of non-diversion to achieve overall risk reduction from operations. The goal of the
physical security design is to maximize the effectiveness of the complete security
program while minimizing its visibility to customers and the public.
The exterior of the facility will feature security components including architecturally
appropriate lighting, security design enhancements, visible CCTV cameras, and a sign
posted for advertising the location of the dispensary.
The interior of the facility will be divided to include a check-in area, retail dispensary
sales floor, secure storage/fulfillment area, distributor check in area, cannabis storage
vault, shipping/receiving area and security desk. The security related design plan calls
for the space to be divided into three area types: public access areas (exterior), secured
access areas (interior), and limited access areas (employees only).
The business site on the property, will include the following compliant features:
●The front office customer check in walls will be double padded with ½” plywood
and with 1/16” thick metal on top to prevent bullets going through.
●Maximum security level biometric scanners at Ingress points,
●Innovative workstation designs to facilitate employee ergonomic functioning and
to minimize waste
4
●Maximum level storage safes with limited access afforded by biometric access
●technology, and
●Security Administration area featuring offices, restrooms, employee meal break
area,
●Secure document and digital record storage and training room.
Security Conscious Design featuring:
●Biometric limited access points; ample buffer space between flower area and
walls with wide walkways between crop lots for ease of maneuverability and
emergency service access;
●Environmentally friendly design including: mechanized control; insulated end
walls; high efficiency temperature control units,
●Advanced Technologies includes Industry best HVAC equipment for ventilation
and temperature regulation;
●Maximum Security level biometric scanners at ingress points;
●Top to Bottom Compliance with proposed state regulations including, Article 3,
§8206, regarding multiple operations including: unique entrance for the licensed
premises and immovable physical barriers between uniquely licensed premises.
Floor Plan - Dispensary
5
6
2
TABLE OF CONTENTS
7. COMMUNITY BENEFITS AND INVESTMENTS PLAN
7.1. The CCB Application should describe the social responsibility plan ------------------------
7.1.1 Providing funding for or hosting expungement clinics or outreach services ----
7.1.2 Incorporating an environmentally sustainable business model --------------------
7.1.3 Utilizing vacant buildings, brownfields land, or blighted areas ---------------------
7.2. Describe the CCB plan to develop a public health outreach program ----------------------
3
4
5
5
5
●Workshops. We propose to provide many other health related educational services and
practical workshops including but not limited to classes on meditation, yoga, mental health,
prenatal care, general health education, stress reduction, and weight loss.
●Military Veteran Programs. We propose to provide services for Military veterans to assist with
Post Traumatic Stress Disorder and an outreach program in which staff provides education to
veterans regarding substance abuse. Assist veterans with housing, job training and job
placement assistance programs.
●Future Programs. We also have several proposals to discuss with the City of Fresno as to
how we may be of use and of service to the City, one such suggestion being a designated
community outreach supervisor who would be available 24-7 by phone or email; establishment
or furtherment of support groups for people suffering from cancer, domestic violence, child
abuse, elder abuse, dementia, and diabetes.
Hiring local, community support, engagement and development are core components of our mission.
We are dedicated to helping nurture and sustain the Fresno’s community and to support vulnerable
members of the community through economic development programs.
Transparency with community members and a strong foundational team led by city stakeholders,
business owners and residents enable FCA to create a retail cannabis business that embodies
responsibility to the community. Additionally, through our partnership with the legendary Poverello
House, we plan to help make a lasting and consistently positive impact on the City of Fresno.
How we seek to ensure that persons most harmed by cannabis criminalization and poverty through a
share in the ownership, management, employment or other benefits resulting in high quality,
well-paying jobs and/or other benefits.
Social Equity as a Core Value: Making sure the people who have experienced incarceration due to
a cannabis arrest or the negative impacts of profiling surrounding cannabis have the ability to now
work within the legal cannabis industry is a top commitment for FCA. We are actively working with
program managers from reentry spaces with our social equity business incubator program partner,
420 College. Working in these spaces, including Justice Work Group & Underground Scholars
Initiative at the University of California, to help build pipelines to employment.
7.1.1 Providing funding for or hosting expungement clinics or outreach services.
We are investing in expungement clinics and reentry fairs in Fresno built in tandem with other similar
programs if and when other local cannabis businesses do similar events.
After candidates complete our expungement clinics, prospective employees will be directed to the job
placement program managed by 420 College and supported by its ecosystem employment footprint,
who then will be connected to employers that are looking for new hires.
Consumer education Education Events: In order to help build community and foster cannabis
normalization, FCA, with our partner 420 College will host educational events including mixers,
workshops, lectures, and wellness groups in order to help customers learn more about the cannabis
4
plant, laws surrounding cannabis and related products. Examples of educational events include:
Cannabis entrepreneur events, “Shark Tank events, expungement clinics, etc.
7.1.2 Incorporating an environmentally sustainable business model including energy efficient
buildings and vehicles.
FCA will encourage our employees the use of energy efficient vehicles when doing deliveries of
cannabis to our clients. We currently do not own our building where our dispensary will be located,
and have written a letter to the landlord asking for installation of solar panels on the roof, but got
denied for now. When we make a purchase of a property, we will make sure that solar panels are
installed.
7.1.3 Utilizing vacant buildings, brownfields land, or blighted areas of the city for business.
Under the City of Fresno ordinance and MAUCRSA, prevents a retailer from selling cannabis or
cannabis products in any other area other than their approved retail premises. FCA will not be selling
cannabis or conducting cannabis business in any city owned areas or vacant buildings. FCA will hold
meetings and public outreach in some city owned vacant buildings, brownfields land, or blighted
areas with city’s permission, Only. Due to COVID19, public gatherings are prohibited, once that
prohibition is lifted, we will do events, parties, outcreach, carnivals, festivals to promote cannabis and
safe cannabis use in the city of Fresno and we will utilize public areas and vacant buildings for these
activities at those times.
7.2. Describe the Commercial Cannabis Business plan to develop a public health outreach and
educational program that outlines the risks of youth use of cannabis and that identifies
resources available to youth related to drugs and drug addiction.
First and foremost, Fresno Compassion commits to educating consumers on the dangers of over
consumption of cannabis such as the risks of driving under the influence of cannabis to the user and
other motorists. Responsible consumption is at the core of our mission and of the utmost important
regarding the health and safety of the members of the Fresno community.
Fresno Compassion’s unique business model provides consumers with an experience inspired by a
boutique retail showroom experience. Staff will offer insight into cannabinoids and terpenes and their
effects, as well as information about the story behind each product. Combined with a Preferred
Vendor system that alerts consumers to small cultivators, environmental standards, and minority
ownership, FCA’s clientele will have all the information they need to make conscious consumer
choices.
Fresno Compassion recognizes the importance of ensuring that all customers are educated on the
variety, potency, absorption time, and effects of cannabis products, so that they make informed and
safe purchases. All employees will receive third-party certified education through Americans for Safe
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COO Alex Banda, will utilize his experience educating customers and training staff on how to best
share information with customers to ensure a safe, comfortable experience for all Fresno
Compassion’s patrons.
Fresno Compassion seeks to serve the local connoisseurs and the canna-curious: both markets that
require exceptional attention to the education of staff to create a safe and memorable experience.
Employees will be trained in the art of discerning the level of service that will provide the best
experience for the patron, whether focused on the desired experience, scientific explanation of the
endocannabinoid system, environmental sustainability or minority ownership through the Preferred
Vendor program, or simply on price point. In all cases, employees will provide a nuanced perspective
that ensures the patron understands the potency, absorption time, and effects of the products they
choose.
As part of their mandatory training, all customer-facing employees will be trained to disseminate an
extensive knowledge base of cannabis-related information including the following:
●Preferred Vendor Program:Seeking to support conscious consumer decisions, FCA staff will
emphasize Preferred Vendor brands and products that: are grown by small cannabis
cultivators; contribute to economies in areas affected by poverty; that are sustainably
produced; or that contribute to social equity through minority ownership.
●Variety of Products:FCA employees will be trained to provide a breadth of knowledge akin to
the level of knowledge wine enthusiasts are accustomed to receiving from professional and
dedicated sommeliers. Employees will become versed in the story behind each product,
including the source, the unique qualities, the best method of administration, typical effects and
absorption time, unique set of benefits, and nuanced techniques on how to maintain consistent
dosage of each product offered at the Dispensary.
●Potency and Effects:All dispensary employees will be equipped with expertise on how to
properly gauge a customer’s tolerance based on prior history of cannabis use, and will be
advised to tell new users to “start low and slow”— an industry adage used to encourage
consumers to start with a low dosage and to slowly increase intake for maximum efficacy and
minimal risk of negative experiences. This promotes responsible use.
For patrons interested in a deep understanding of the cannabis experience, FCA employees will be
prepared to discuss:
●Fundamental understanding of cannabis, including:
○The endocannabinoid system
○Cannabinoids, terpenes, and their different impacts, including an understanding of THC
and CBD potency and ratios; and
○Cannabinoid and terpene profiles of different strains, and how to interpret their typical
effects;
●The safe use of cannabis in order to ensure responsible consumption;
○Basic drug interactions with cannabis;
○Basic self-titration practices;
7
○Developments in the field of the medical use of cannabis;
○The efficacy of different products; and
○Other topics to be determined by the COO-Dispensary.
In order to attain the highest standards of customer education, FCA will attain Patient-Focused
Certification through the Americans for Safe Access PFC program. PFC is based on the American
Herbal Pharmacopoeia (AHP) Cannabis Monograph and the American Herbal Products Association
(AHPA), both recognized in the legislation and regulations of multiple states as standard-setting
documents for the cannabis industry.
Through PFC training, all staff will receive PFC’s evidence-based education on cannabis effects and
operations. While PFC emphasizes the medicinal effects of cannabis, all of FCA’s cannabis
customers will benefit from service providers with this thorough foundation in cannabis science and
standards.
New Customer Consultations:All new patrons will be offered a confidential consultation during their
initial intake, where a trained budtender will ask the patron questions about their consumption
including their familiarity/experience with cannabis and what, if any, medical conditions may interact
with their administration of cannabis.
During this consultation, patrons will be given the opportunity to ask any questions related to
cannabis consumption and cannabis products. At each subsequent visit, budtenders will be available
to conduct one-on-one consultations with patrons upon request and will be able to add notes about
the customer’s experience with prior purchases in order to offer increasingly well-informed
recommendations over time.
Printed Materials:Fresno Compassion will have the following printed materials consistently available
to customers and employees for the purposes of consumer education around cannabis, best
practices and understanding applicable laws, and will add to the printed resources available as
needed or requested:
●Fact Sheet - CA Department of Public Health: What’s Legal for Adult Use
●Fact Sheet - CA Department of Public Health: Adult-Use Penalties
●Fact Sheet - CA Department of Public Health: Responsible Use
●Fact Sheet - CA Department of Public Health: Pregnant & Breastfeeding Women
●Fact Sheet - CA Department of Public Health: Youth
●Fact Sheet - CA Department of Public Health: Parents & Mentors
●Helpful Information - Americans for Safe Access: California Legal Information
●Helpful Information - Americans for Safe Access: Federal Marijuana Law
●Helpful Information - Americans for Safe Access: Becoming a Patient in California
●CA DMV - California DUI Fact Sheet
Consumer Education Practices - Signs and material: Our facility will display a health warning sign
similar to the sample below in a conspicuous location at eye height at the point-of-sale counter. The
sign shall be approved by the marketing department and in a font that it is easily readable to
customers.
8
Youth and Cannabis: What You Should Know;It is illegal for anyone under 21 to smoke,
consume, buy or possess cannabis (marijuana, weed, pot). If you are caught in possession of
cannabis you will be required to complete drug education or counseling and community service
(unless you have a current qualifying physician's recommendation or a valid county-issued
medical marijuana identification card).
Cannabis can affect your health:
●Like cigarettes, smoking cannabis is harmful to your lungs.
●Edibles may have higher concentrations of tetrahydrocannabinol (THC). If you eat too
much, too fast you are at higher risk for poisoning.
●Using cannabis regularly in your teens and early 20s may lead to physical changes in
your brain.
●Cannabis may impact your educational and professional goals and how successful you
are in life.
Responsible Use of Cannabis:It is legal for adults 21 or older to possess and consume
cannabis (marijuana, weed, pot) in California. Sale of cannabis from licensed retail outlets will
become legal January 1, 2018. You can also use cannabis if you are 18 or older and have a
current qualifying physician's recommendation or a valid county-issued medical marijuana
identification card. Using cannabis can be risky, depending on how you use and what you do
afterward. If you are thinking about using, be safe. Here are some things you should know to
help you avoid harming yourself and others:
●Driving under the influence of cannabis is illegal and increases your risk of getting into a
car crash.
●If you smoke or vape cannabis, you may feel the effects right away, but it can take
between 30 minutes and two hours to feel the effects of edibles. If you eat too much, too
fast you are at higher risk for poisoning.
●Cannabis affects children more strongly than adults. Children are at higher risk for
poisoning from cannabis, especially with edibles.
●Protect your children and pets. Store all cannabis products in a locked area. Make sure
children cannot see or reach the locked area.
●If you are pregnant or breastfeeding, or plan to become pregnant soon, you should not
use cannabis.
10
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
George Boyadjian
Fresno Compassion Association
Owner
2329 E. Ashlan Ave Fresno, CA 93726/559-917-5336
Nov 12,2020
PLANNING AND DEVELOPMENT DEPARTMENT
2600 Fresno Street • Third Floor Jennifer K. Clark, AICP, Director
Fresno, California 93721-3604
(559) 621-8277 FAX (559) 498-1026
January 26, 2021 Please reply to:
Marisela Martínez
(559) 621-8038
Geaorge Boyadjian
Fresno Compassion Association
2410 E. Ashlan Ave
Fresno, CA 93726
staff@420college.org
Dear Applicant:
SUBJECT: ZONING INQUIRY NUMBER P21-00428 REQUESTING INFORMATION
REGARDING CANNABIS RETAIL FOR PROPERTY LOCATED AT 2410
EAST ASHLAN AVENUE (APN 436-032-24)
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 CC/cz*, which is one of the allowable zone districts
for cannabis retail businesses. Development standards of the CC/cz zone district
are available in Sections 15-1203, 15-1204, and 15-1205 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.
*See attached Ordinance Bill No. 93-44 for conditions of zoning attached to the
subject property. Please note that one of the conditions of zoning prohibit the
operation of a business between the hours of 9 p.m. and 6 a.m.
Zoning Inquiry P21-00428
2410 East Ashlan Avenue
Page 2
January 26, 2021
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.
Although the subject property is located within 800 feet of an elementary school
(Pyle Elementary School), the tenant space within the existing multi-tenant retail
building (see Exhibit A), located at 2410 East Ashlan Avenue on the subject
property is not located within 800 feet of the property boundary of any of the
above-mentioned uses. The subject tenant space 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 two cannabis retail businesses may be located in any one Council
District. If more than 14 are ever authorized by Council (more than two per
Council District), they shall be dispersed evenly by Council District.
The subject property is in Council District 7. There are currently no cannabis
retail businesses located in Council District 7. 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 559-621-8038 or at
Marisela.Martinez@fresno.gov.
Zoning Inquiry P21-00428
2410 East Ashlan Avenue
Page 3
January 26, 2021
Cordially,
Marisela Martínez, Planner II
Development Services Division
Planning and Development Department
Enclosure: Exhibit A – Aerial showing location of 2410 East Ashlan Avenue
Ordinance Bill No. 93-44