HomeMy WebLinkAboutCSE-20-74 Green Leaf RedactedApplication Type
Social Equity Criteria
Applicant (Entity) Information
Social Equity Cannabis Business
Permit Application
CSE-20-74
Submitted On: Nov 13, 2020
Applicant
Juliana Ramirez
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:
37412
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?
No
Do you have a membership interest in a cannabis cooperative?
No
Application Type
Proposed Location
Supporting Information
Applicant (Entity) Name:
The Green Leaf Yard LLC
DBA:
--
Physical Address:
4756 E Kings Canyon Rd
City:
Fresno
State:
CA
Zip Code:
93702
Primary Contact Same as Above?
Yes
Primary Contact Name:
Juliana Ramirez
Primary Contact Title:
Managing Member
Primary Contact Phone:
Primary Contact Email:HAS ANY INDIVIDUAL IN THIS APPLICATION APPLIED FOR
ANY OTHER CANNABIS PERMIT IN THE CITY OF FRESNO?:
Yes
Select one or more of the following categories. For each
category, indicate whether you are applying for Adult-Use (“A”)
or/and Medicinal (“M”) or both
Both
Please make one selection for permit type. If making multiple
applications, please submit a new application for each permit
type.
Permit Type
Retail (Storefront)
Business Formation Documentation:
Limited Liability Company
Property Owner Name:
--
Proposed Location Address:
4756 E Kings Canyon Rd
City:
Fresno
State:
CA
Zip Code:
93702
Property Owner Phone:
--
Property Owner Email:
--
Assessor's Parcel Number (APN):
470-092-26
Proposed Location Square Footage:
--
List all fictitious business names the applicant is operating under including the address where each business is located:
--
Pat DeSantis, Trustee
Post Office Box 3377, Fresno, CA 93650 | 559-299-9836 | dpigroupllc@sbcaglobal.net
Date: 01/15/2021
Letter of Intent to Lease Proposed Location: 4736 E. Kings Canyon Rd, Fresno, CA, 93702
Please find summarized below some of the essential terms upon which Green Leaf Yard LLC, a California
Company, willing to enter lease negotiations with Pat DeSantis. “Landlord" for space in the above-referenced
retail location. Obviously, not all of the essential terms required for a lease are contained herein. Additional
items may arise if our discussions continue.
This letter is not intended to bind any of the persons or entities referred to herein to either conduct negotiations
for or enter into a lease. No person or entity referred to in this letter shall have any rights against or obligations
to the other unless and until a fully executed lease has been entered into and delivered to the Tenant.
Tenant: Green Leaf Yard, LLC.
Use of Premises: A Cannabis Retail Store
Premises Location: 4736 E. Kings Canyon Rd, Fresno, CA, 93706
APN # of Location: 470-091-04
Lease Type: Build to Suit
Land Size: 28,019 Sq Ft
Square Footage of Building: 1,500 Sq Ft
Lease Term: Fifteen (15) years
Option Term: 2 - Five (5) year options
Minimum Monthly Base Rent: per month, commencing on the date of construction
completion.
Option Term Rent: Negotiated at market price
CAM, Taxes, & Insurance
Charges (NNN): per Sqft/month, Adjusted annually
Percentage Rent: N/A
Security Deposit: , payable at the time of signing Letter of Intent
Prepaid Rent: Equal to one month’s minimum rent and NNN charges, to be applied
to the first month’s minimum rent and other charges that are due following
the Rent Commencement Date.
Insurance Limits: Per Standard Lease Requirements
Turnover Date of Premises: Nine (9) Months from Lease Execution, or as available
Condition of Premises Landlord agrees to deliver the Premises to the Tenant in “Shell
Condition”.
Improvement Allowance: N/A
Tenant’s Construction: Tenant shall be responsible for the design and construction of enterior of the
building
One Year Exit Option: N/A
Assignment / Subletting:
Signs and Advertising:
Lease Form: Landlord’s Standard Lease Form.
Should the above general understanding meet with your approval, please execute and return a fully
executed copy of this proposal to me and have the Landlord prepare the lease document for Tenant’s
review.
AGREED AND ACCEPTED:
LANDLORD: TENANT:
By: By:
Printed Name: Pat DeSantis
Title: Trustee for DeSantis Family Trust
Printed Name: Juliana Ramirez
Title: CEO
Date: 01/16/2021
Date: 01/15/2021
Phone: (Cel) Phone: Cel
Address: P O Box 3377, Fresno CA 93650 Address: 750 2nd St/ #B6. Orange Cove, CA
Email: Email:
Zoning Inquiry P21-00263
4736 East Kings Canyon Drive
Page 2
January 19, 2021
The subject property is not located within 800 feet of the property boundary of any of the
above-mentioned uses. The subject building meets the separation requirements,
per Section 15-2739.B.1.b of the FMC, for a cannabis retail business.
3. Prior to commencing operations, a cannabis retail business must obtain a Cannabis
Conditional Use Permit from the Planning and Development Department per Section 15-
2739.N of the FMC.
4. No more than 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 5. There are currently no cannabis retail
businesses located in Council District 5. 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.
Cordially,
Marisela Martínez, Planner II
Development Services Division
Planning and Development Department
Green Leaf Yard
1. Business Plan
Owner’s Qualifications
Managing and running a business that deals with the retail sale of cannabis is
unlike most any other retail business. It requires an individual with numerous
skills as it involves both public and private requirements that must constantly be
met; Ms. Juliana Ramirez is one such individual. Her past work experiences have
provided her with the operational skills needed to successfully operate a retail
cannabis dispensary.
For the past seven years Ms. Ramirez has worked at Spacetel, LLC, where she has
risen to the rank of Operations Manager, which responsibilities include the
overseeing of 125 Cricket Wireless locations in California. However, direct
involvement is not just in overseeing retail operations, her contributions to the
daily operation of the company also includes, purchasing, inventory control,
customer service, inside and outside sales, accounting, and warehousing.
At Spacetel she had the responsibility for short/medium term planning and
organization of all resources. This was not limited to simply establishing and
implementing goals and objectives. She was also required to have a strong
knowledge and understanding of financial information technology, as well as the
ability to make reasonable and sound decisions in a high-pressured commercial
driven environment
Ms. Ramirez has a proven track record of developing and implementing business
strategies. Just as important she has a mature approach to setbacks. She has an
awareness of, and sensitivity to, cultural diversity. This awareness and
understanding plays a significant role in her ability of developing and managing
interdisciplinary teams for multi-party projects.
Key skills and competencies:
• Purchasing & Inventory
Control
• Supply Chain
Management
• Analytical Ability
• Entrepreneurial edge for
success
• Performance
Management
• Planning &
Organizational Skills
• Customer Service Driven
• Excellent Interpersonal
Skills
• Problem Solving
Techniques
• Safety Manager
• Strong Communicating
Skills
Green Leaf Yard
After much reflection Ms. Ramirez concluded that she was ready to take the next
step in her career to that of a business owner. She saw opportunity to open her
own business with the help from city of Fresno by having Social Equity program
that help her to have a chance to open dispensary, and she also saw the potential
of this industry growth rapidly and she wants to be part of it.
Ms. Ramirez takes pride in her work and the companies she has worked, with an
entrepreneurial drive for success. A drive that will no doubt continue with Green
Leaf Yard.
Executive Career History
Green Leaf Yard
Budget
Green Leaf Yard
Proof of Capitalization
* See Appendix A on the CCB Guidelines (upload separately into application’s
portal)
Green Leaf Yard
Opening and closing procedures
Hours of Operation:
Sunday - Saturday (7 days a week), 9:00 am – 9:00 pm
Opening Procedures - Upon first arriving at the building in the morning
employees will check for visible signs of robbery or vandalism. If something is
found other place like a broken door lock or window, or the alarm is sounding the
employee or employees will contact police and under no circumstances will they
enter the building.
If no signs of damage have been detected employees will enter the building, turn
off the alarm and lock the door behind them. They will then proceed to turn on all
lights and electronics. Next, they will make a visual inspection of the interior to
ensure that the closing staff has properly performed all their duties.
Product will be removed from its locked cabinet(s) and be put on display. A quick
wipe down of the display cabinets will be made after they are restocked. The
bookkeeper will go over the previous day's receipts and see that they balance out
with the cash drawers and the data from the Point-of-Sales (POS) system. They
will then prepare the cash drawers for the sales associates to be used for that day.
An inventory check will be made to verify that the product sold the night before
are no longer in inventory and have been matched with the previous day’s sales
receipts generated from the POS.
Staff and security will report to their stations and then the doors will be unlocked,
and customers will be permitted to enter.
Closing Procedures - After the final customer has left choosing appliance reports
will be generated and then the point-of-sale system will be shut down. Sales
associates will counter cash drawers and place the cash and receipts in a lock box.
Sales associates well then take the product and place it in a locked cabinet. A
visual walkthrough will be made to ensure that no one, who is not part of the staff
or security, has remained in the building after closing.
Basic general housekeeping is then completed and then a final walkthrough there
verify then all windows and doors are locked. The alarm is armed, and all
employees exit through the main entrance which is then locked behind them by
security guards.
Daily Operations
1.6.1. Day-to-Day Operations
There are few industries as highly regulated as the medical marijuana industry.
One of the most important factors for business in this industry easy be compliant
Green Leaf Yard
with all state regulations. A major part of this compliance falls on the shoulders
how do is working for the various companies within the marijuana industry.
Standard operating procedures, also known as SOPs, help create efficiencies,
maintain compliance, promote transparency, and mitigate risk within the
dispensary, thus helping to ensure it is, and will remain, compliant. Simply put,
SOPs are detailed, written explanations of how everything should be done, or
what process needs to be followed to accurately complete a task.
FIFO (First In, First Out) for inventory accounting will be used in the following
ways:
1. Find all products with the earliest use-by, best before, or expiration dates.
2. Shelves with the products expiring soonest facing out.
3. Newest products will be placed towards the back of the shelves.
The MARIJUANA RETAIL REPORT claims as much as “90% of losses reported
by dispensaries are due to employee theft.” Green Leaf Yard will use the
following measures to help prevent employee theft:
1. Initial background checks.
2. Limited access to inventory stock.
3. Employee identification to enter and exit limited access areas.
4. Record staff as they enter and exit.
5. Alarms, lighting, and video surveillance.
6. Hired security to observe staff and customer behavior inconsistencies.
Some other benefits of dispensary SOPs include:
• Standardize process - Standardize processes so that employees know
exactly what steps to take to execute tasks successfully and compliantly.
• Create consistency - Standardize the workflow so that every product is
handled the same, every customer receives the same experience and every
budtender does their job function the same.
• Streamline onboarding/training - Set clear expectations and save time in
onboarding and training employees. Rather than relying on staff to pass on
process knowledge, every new hire gets consistent, standardized
information.
• Aid in compliance - In a heavily regulated industry, standardizing task
procedures helps the company stay compliant.
Green Leaf Yard
• Empower staff - If they know the how and why of every process in the
store, they can not only do their jobs more efficiently, but can make
educated decisions when necessary.
• Increase efficiency – Green Leaf Yard would operate more efficiently and
there would be a noticeable reduction employee errors, redundancy, fraud,
and waste, thus saving you time and increasing profitability.
Below are just a few areas in which SOP’s play a part in the efficient operation of
the dispensary.
a). Customer Check-In Procedures – Upon entering the store customers will have
their idea is verified by the receptionist. After verification is complete the
customer will be directed to the to the queue of waiting customers and then
directed to the sales floor when is there turn.
PROCESS FOR GREETING CUSTOMERS/PATIENTS
This process starts the moment a customer or patient enters Green Leaf Yard.
1. Customer enters the dispensary.
2. Receptionist verbally greets the customer within 3 seconds.
a) If there is a line to check in say, “Welcome. I’ll be right with you” or
“Hello. Please step in line and I’ll be with you momentarily.”
b) If there is no line, the customer steps up to the Receptionist’s desk for
check in.
CHECK-IN PROCESS USING FLOWHUB GREET APP
This process starts the moment a recreational customer and/or medical patient is
ready to be checked into the dispensary.
1. Customer steps up to Receptionist desk
2. Receptionist verbally greets the customer within 3 seconds, and says, like
“Welcome to Green Leaf Yard. Could I please see your ID and/or med
card?”
a) Recreational Customer hands receptionist their California approved
identification information, like ID or passport.
b) Medicinal Patient hands Receptionist their ID and medical card
3. Receptionist logs into Greet using their Flowhub username/password (if
not already logged in).
4. Receptionist looks at the ID/med card to verify age and authenticity, then
checks the customer in using one of three compliancy approved methods.
5. Scan the ID barcode using the Nug scanner device (recommended) or use
the camera to scan the ID barcode.
a) Hold the Nug 6-8 inches away from the barcode on the bottom of the
back of the ID (look for the 2d/complex barcode).
Green Leaf Yard
b) Click one of the side buttons on the Nug sled and scan the light over
the barcode.
c) Listen for a beep and look to see that the customer’s information loads
on the screen.
d) You will either see “Welcome Back” if they are a returning customer,
or “New Customer” if they are new.
I. Recreational Customer name, date of birth, and Rec will
automatically populate a new customer profile.
II. Medicinal Patient full name, date of birth, state of residence,
Med ID, and Med ID expiration are required when creating
new Med profiles.
III. Use “Look up customer profile” within Greet to search for an
existing customer profile.
IV. Tap “Look up customer profile.” Select “REC” or “MED.”
Type in at least 3 characters to search for an existing customer.
V. Cross reference the DOB on the customer’s ID to verify it’s the
right profile.
6. Once verified, tap into the customer profile, and select “Check in as REC
Customer” or “Check in as a MED Customer” to add them to the queue.
a) Create a new customer profile manually.
b) Tap the plus sign in the lower right corner of the screen.
c) Tap “Create New Profile Manually.”
I. Recreational: Make sure “REC” is selected. Enter the
customer’s full legal name, state, and date of birth.
II. Medical: Tap “MED,” enter the patient’s full legal name, state
of residence, date of birth, Med ID, and Med ID expiration.
III. Select “Save & Check In.”
7. If the customer has been flagged as a potential risk to your dispensary in
the past, you will be notified on the app.
8. If the customer is new, or information has changed for a returning
customer, edit their profile, and tap “Save.”
9. Add them to loyalty program by adding the customer’s phone number.
10. Add the customer to pre-set customer groups (if applicable).
a) Add “Customer Sources” information (if applicable).
11. Check them in and add them to the queue.
a) Recreational: Tap “Check in as Rec Customer.”
b) Medical: Tap “Check in as Med Customer.”
12. Receptionist will inform the customer to take a seat in the waiting room
until they are called by a Budtender.
b). Location and Procedure for Receiving Deliveries During Operating Hours –
When at all possible deliveries will be received at the back or secondary
entrances. All deliveries our product will be received by the inventory manager
who will to verify the contents and log the contents into the inventory
management system. They received merchandise will then be placed in the
Green Leaf Yard
appropriate location. Having detailed SOP for inventory intake is crucial to
Green Leaf Yard. The company has strict controls for how it manages every stage
of the inventory process for cannabis products and goods. Failing to properly
account for products is a compliance concern and could result in hefty fines or a
revocation of Green Leaf Yard’s license.
This SOP is intended to detail every step in the process from the time inventory
arrives at our dispensary until it is ready to sell. This SOP, to the best of the
owner’s ability, accounts for how inventory comes into the dispensary, and how
to handle inventory from the back-of-house perspective, including who handles
product, how it is handled, what we track, how it’s tagged/labeled, where we track
it, how it’s stored, where it’s stored, who has access to stored product, how
product ends up on the sales floor, and more.
STEPS
*Steps 1-5 MUST be done at the time of delivery
*If the Inventory Lead is unable to begin steps 6+, then product must be stored in
a secure location separate from another inventory.
1. Complete a 5-point manifest compliance check on all products arriving at
your store, comparing the invoice to the manifest.
a) Verify the products and items names/strains, quantities, compliance
information, and Metrc tags.
b) Verify the time window in which the product is being delivered.
c) Verify the courier signature.
d) Verify the license numbers are correct.
e) Sign the manifest after receiving the product into Metrc.
2. Make sure all products are compliant.
a) Green Leaf Yard will post regulations beside this SOP. This includes
an:
b) Insert CA’s MEDICAL compliance regulations for labeling and
packaging.
c) Insert CA’s ADULT-USE compliance regulations for labeling and
packaging.
3. Follow in-store protocol for invoices [this will be detailed further upon
approval of this application]. Save a copy for our records and keep a copy
of the invoice and manifest to facilitate in importing the products. Receive
or reject transferred packages in Metrc. Note: This step is where we will
need to make sure we receive what was ordered and that it is compliant.
a) When the courier/vendor arrives, receive the transporter and product
into the counting room (They must sign into the visitor log and have a
visitor badge before entering any secure area).
b) Make sure the counting area is secure, clear of other products, and
ready to review your incoming product.
Green Leaf Yard
c) Log in to Metrc under the correct license you’re working under, and
verify the order is there to receive (Do not receive it yet!) by clicking
“transfers” at the top of the page, then select the “Incoming” tab, then
select the correct incoming transfer by comparing the manifest
number.
d) Count and check each item off the copy of the invoice. Either you or
the transport driver will also need to check it off the manifest.
4. Do not count cases or boxes, verify that they hold the exact quantity and
correct product that is on the manifest and invoice. Check each individual
product to ensure nothing wrong is mixed in. Match the product name.
5. Ensure that flower has no mold, seeds, seed pods, or bad quality in
general.
a) Match the product and Metrc tag to the manifest. Note: This could be a
production batch/source package instead, seen next to the Metrc tag in
Metrc.
b) Use the compliance regulations listed above to ensure the product is
compliant.
c) Double-check your work to ensure accuracy.
6. Walk the transporter out, take their visitor badge. Ensure they sign out of
the visitor log.
7. Use the invoice and manifest to import the product into Flowhub
8. Print labels/barcodes and add them to every product.
9. As product is barcoded, either put it in the vault (or secure storage area) or
on the sales floor, depending on product availability.
10. Products are now successfully through intake and ready to be moved to the
sales floor and sold.
11. Move the product in Flowhub to the proper room or sales floor (AU or
MED) BEFORE physically moving the product.
12. Using the Flowhub Stash app:
a) Select which inventory item(s) to move by scanning them with the
Nug. (You can also search for the product by category or room.)
b) Select "All Categories" to filter by category.
c) Select "All Rooms" to filter by room.
d) Once you have all the items selected to move, click "Move.”.
e) To change the amount of product you are moving, select "Change,”
adjust the quantity to the correct amount, select “Confirm.”
f) Verify the "Receiving Room" by selecting the "Room" drop-down at
the top of the Nug.
g) Select "Move."
h) Select "Start Another Move" if you would like to move more items.
i) If not using Stash, the package needs to be moved within Flowhub.
j) Log into Flowhub.
k) Go to” Inventory.”
l) Search by product name, package ID, or SKU.
m) Select package.
Green Leaf Yard
n) Click “Move/Transfer”
o) A pop-up window will appear:
I. Select the room to move to.
II. Enter the quantity to move.
III. Click “Save/Close.
EQUIPMENT
• Manifest
• Invoice
• Barcodes
• Barcode printer
• Computer
• Printer/Scanner
• Metrc account and login information
• Flowhub account and login information
• Flowhub Nug with Stash app (if applicable)
DEFINITIONS
• Inventory = the products that you sell in your store
• Intake = the process of receiving products that you ordered in your
physical store
• Metrc = the State’s tracking system used in many legal states
• Stash = a mobile app, on Flowhub’s mobile Nug scanner device, that
allows you to scan barcodes to audit inventory, move inventory between
stores or rooms, and more.
c). Point-of-Sales System – Green Leaf Yard will utilize Flowhub as its point-of
sale system. There will be a total of seven POS systems: two in the check-in area
and five used on the sales floor the owner selected this technology as it is
considered the gold standard cannabis retail management platform for legal
dispensaries in Alaska, Arizona, California, Colorado, Florida, Maine, Maryland,
Massachusetts, Michigan, Missouri, Montana, Nevada, Oklahoma, and Oregon.
Since 2015, Flowhub has innovated how cannabis retailers manage complex
compliance mandates, supply chain data, sales transactions and reporting by
delivering compliance, point of sale, inventory tracking, and business intelligence
data from a single, highly customizable platform.
As such, Green Leaf Yard will use complementary apps and hardware to maintain
continuity. These include Flowhub’s mobile app Stash and mobile Nug scanner
device. Such products allow Green Leaf Yard employees the ability to be more
agile, accessible, and attentive to customers.
Additionally, Metrc is integrated into Green Leaf Yard’s network. It is the state’s
track and trace system used in most legal cannabis markets, and helps cannabis
retailers automate and simplify business operations through technology to keep
companies and government transparent, keep cannabis products off the black
Green Leaf Yard
3 Years estimated retail sales of flower and manufactured products based on
estimated percentage.
f). Delivery service procedures, number of vehicles and product security
To ensure full compliance with all track and trace regulations, and further ensure
the security of assets and safety of all employees, Green Leaf Yard will
implement and enforce the following policies and procedures for shipping and
receiving:
• Product will be packaged in compliance with all regulatory requirements
that identify the contents of each package. Product origin or inventory
numbers, and any and all additional internal, city or state mandated tracking
requirements will apply.
Green Leaf Yard
• Shipments will be scheduled as often as needed to ensure that the supply and
demands of the operators and their clients are met and that:
o The Green Leaf Yard’s policies and procedures are followed to avoid
the transport of excessive amounts of product with a high total value.
o Shipments are scheduled at random times and hours in order to avoid
predictability that can elevate the risk of theft.
o Shipments will be conducted through the use of a licensed, insured and
state authorized transport company or by Green Leaf Yard’s trained
transport personnel, if allowed to do so by the city of Fresno and the
state of California.
o When shipments are scheduled, this information will only be provided to
individuals who occupy a “need to know” position in order to avoid risk
of theft.
• At the time of the shipment:
o Product transportation personnel will notify The Green Leaf Yard
security guard of their impending arrival 5-10 minutes prior to arrival to
the location.
o The Green Leaf Yard on-site security guard will then make the
announcement that no employees are allowed to use their cell phones in
any manner except for that of an emergency until 5 minutes after the
transportation company departs the location, in order to avoid the
sharing of information that might place the transport at risk.
o Transport vehicle will be inspected to ensure that it is empty or contains
no other items than those specified for transport or that other owner’s
products are secured in lockers to guarantee compartmentalization.
o Transportation team members and the vehicle will be logged onto the
site as visiting vendors upon each visit.
o Product to be shipped will be presented to transportation personnel by
the specified employee, or The Green Leaf Yard operations personnel,
for the inspection and sign-over process.
o The Green Leaf Yard security guard or applicable employee will verify
that the shipment paperwork, amount and manifest are in order prior to
allowing transporters to leave the site.
o The Green Leaf Yard security guard will check visually, or by
surveillance camera, that the exterior is clear of threats prior to opening
the gate and allowing the vehicle to exit.
o If the electronic track and trace system is down, all entries must be done
by hand and entered when the system is back up and running.
The transportation company will comply with any and all regulations and
requirements as set forth by the City of Fresno and State of California. The
transportation company will follow any and all track and trace protocols and will
operate within the full scope of the requirements of the city of Fresno. If The
Green Leaf Yard is authorized to perform its own transports, these policies and
Green Leaf Yard
procedures will apply to those activities. The Green Leaf Yard will start with one
vehicle to do the transport.
Transportation personnel will:
• Adhere to all aforementioned policies, procedures and/or protocols.
• Follow the route designated by the Transport Manifest. In the event a
deviation is incurred, the transport personnel will immediately notify The
Green Leaf Yard of this occurrence and its cause and remedy.
• Adhere to all company policies and procedures encompassing the transport
and delivery of product/assets.
• Relinquish product to clients of The Green Leaf Yard and obtain necessary
signatures and confirmations with consistent professionalism, safety, and
effectiveness.
• Return any undelivered product (or refused product) to The Green Leaf
Yard and adhere to all other predetermined arrangements relating to such
occasions.
Product security will be maintained as a priority, and all employees and
contractors will strictly adhere to The Green Leaf Yard policies and procedures or
disciplinary/removal measures will be taken. In compliance with the city of
Fresno requirements, and the state of California, The Green Leaf Yard will
implement the below policies and procedures in order to secure all cannabis
product and ensure that none is lost or diverted to individuals who are not
authorized to possess it, or person/s under the age of 18.
Secured rooms will be built inside the facility with reinforced walls and ceilings
to prevent entry by an intruder. These rooms will incorporate biometric access
controls that prevent unauthorized entry. All product will be stored in these
limited access, locked rooms that are under constant video surveillance. At the
end of each day, all loose product will be inventoried and placed in the secured
rooms until the next day when operations resume.
Employee lockers will be provided in the office and/or reception area, outside the
product storage or sales floor, and employees will be required to store all bags,
containers and oversized or baggy clothing outside the marijuana product areas in
order to prevent theft. Employees will submit to an inspection upon entering the
site in order to prevent the entry of weapons or other prohibited items, and upon
exit in order to prevent the unauthorized removal of marijuana products or other
valuables. A list of items prohibited from removal will be displayed at the
entrance of The Green Leaf Yard and searching area for employees to reference.
Green Leaf Yard
2. Social Policy and Local Enterprise Plan
Commitment to a Living Wage
All employees will be paid an hourly wage that will allow for a proper standard of
living and the ability to support themselves and their families. As illustrated
below this will be based on family-size and the number of individuals working in
the family.
The Green Leaf Yard is committed to meeting all labor regulation requirements
set by the State and Local government. To that end, The Green Leaf Yard will
comply with Wage Order requirements, including but not limited to minimum
wage requirements, overtime wage requirements, meal and rest periods, uniforms
and protective equipment, and posting of the complete order at the premises. The
Green Leaf Yard will also look at the living wage calculation for Fresno County
that can be found in https://livingwage.mit.edu/counties/06019 .
The Green Leaf Yard employees will be entitled to overtime pay at 1.5 times their
regular rate of pay for all work performed in excess of eight hours, up to and
including a 12-hour workday. The Green Leaf Yard employees are also entitled to
1.5 times their regular rate of pay for work performed in the first eight hours
worked on the seventh consecutive day of work in a work week. In addition, The
Green Leaf Yard will comply with California’s employee friendly labor laws,
which allow an employee to earn overtime at 1.5 times their regular rate of pay
once performed in excess of 40 hours in one work week. The Green Leaf Yard
employees will be paid double their regular rate of pay for any work performed in
excess of 12 hours in any workday and for all hours worked in excess of eight on
the seventh consecutive day of work in a work week.
Green Leaf Yard
The Green Leaf Yard will adhere to the Labor Code, which states an employer
must provide a thirty-minute lunch break to any employee who works more than
five hours in one day. A second meal period of the same duration will be provided
for The Green Leaf Yard employees who have worked more than ten hours in one
day. The Green Leaf Yard will permit each employee to take a ten-minute rest
break for each four hours of work completed.
Employee Benefits
In regard to employee benefits we have to look at two areas which are the benefits
provided by the employer as well as the benefits of working at a dispensary.
Like any company the benefits it will offer to its employees will be dependent on
several factors including management level, experience, and tenure. An example
of benefits that might be provided immediately or in the future are as follows:
• 50% to 100% Health Insurance Plans
• 100% Life Insurance Plans
• 401K
• Paid Vacation
• Paid Sick Leave
• Paid Family Leave
• Child Care
• Maternity Leave
The benefits of working at a dispensary include not only discounts on Edibles,
Concentrates, Flower, Topicals, and Ancillary Items, but also the opportunity to
be among the first to try new products. This would pertain strictly to the legal use
or consumption of these products. Green Leaf Yard is in no way advocating the
illegal use of any product by members of its staff.
Employee Education and Training
Having a staff educated in the various aspects of cannabis and the cannabis
industry will make for not only a better customer experience but also the
likelihood other business being cannabis compliant in California.
Educated and trained employees should be able to assist customers in the
following ways by showing or explaining to them the following:
• How Marijuana helps individuals and the power of different cannabinoids
- Some of the primary benefits of cannabinoids and the symptoms that they
can minimize or alleviate include:
a. Pain relief: Many cannabinoids offer an analgesic effect, making
marijuana popular for people who suffer from chronic pain. The
Green Leaf Yard
cannabinoids can be an effective way to control pain, and the pain relief
comes with additional benefits, which may also improve a medical
condition that causes pain.
b. Anti-inflammatory: Inflammation is associated with many
modern medical problems, including Crohn’s disease. By reducing
inflammation in the body, cannabinoids can provide medicinal effects on
those conditions.
c. Antibacterial: Many compounds in marijuana offer an antibacterial effect,
with some working effectively on infections that are often resistant to
antibiotics, such as staph infections.
This offers individuals who are dealing with an infection another treatment
course. Some cannabinoids also offer anti-fungal properties for additional
uses.
d. Sedative: Another group of people who benefit from the effects of some
cannabinoids are those who have sleep issues. Some of the compounds in
cannabis have a sedative effect that can help you fall asleep. Insomnia can
have a major impact on life, so an effective sedative option is a huge
benefit for people who have difficulty sleeping.
e. Nerve and brain cell protection: Many cannabinoids show the potential for
protecting nerves and brain cells. In some cases, cannabinoids may help
grow new brain cells.
f. Antitumor effects: Certain cannabinoids appear to slow or reduce tumor
growth, a huge benefit for people facing a cancer diagnosis. This potential
benefit gives cancer patients another potential tool in fighting the tumors.
Another positive effect for cancer patients is help with vomiting and
nausea often associated with chemotherapy.
g. Antispasmodic: Marijuana is often used to treat disorders that cause
convulsions or spasms, such as epilepsy. Certain cannabinoids seem to
have an antispasmodic effect, which helps reduce or eliminate seizures
caused by epilepsy. This can drastically improve the lives of people
affected by epilepsy, especially those who have frequent seizures. Using
medical marijuana can help those people live a more normal life.
h. Antioxidant: Cannabis seems to have an antioxidant effect on the body,
thanks to certain cannabinoids. Antioxidants help fight free radicals that
can cause damage within the body.
i. Reduce intraocular pressure: Glaucoma patients turn to marijuana for the
reduction in intraocular pressure caused by some cannabinoids. This can
have medicinal benefits for glaucoma.
Green Leaf Yard
j. Antidepressant: While THC can trigger anxiety or paranoia in some
individuals, many other cannabinoids are known for their antidepressant
qualities. Marijuana can help improve and balance your mood. For people
with depression, cannabinoids may provide help for depression.
• All Marijuana products that may be available and how to direct the customer
to use them - all sales associates will be advised on how to use all the products
sold by green leaf yard. In addition, there were also be information packets
today can refer to in order to give the customer the correct and proper
information.
• How to greet customers and speak with them to understand their needs and
recommend the most appropriate marijuana product and dosage to help them
have a positive experience - Getting to know the customer and understanding
what their needs are is the first step first in being able to provide them with the
best possible service. Once it is known what the need of the customer is the
sales associate can then begin to determine what products would best suit the
customer's needs.
Green Leaf Yard would like to make it clear that although the sales associate
can tell the customer the various results of different dosages the sales
associate cannot and will not tell the customer the actual dose is to take;
however, they will point out to the customer the potential problems associated
with excessive use of a specific product or products.
• The main cannabinoids in cannabis (THC, CBD, CBN, etc.) and what each
can do are as follows:
Delta-9-Tetrahydrocannabinol or (THC) is a psychoactive cannabinoid
responsible for many of the effects experienced by the cannabis user. Some of
the more common effects include:
• Mild to moderate pain relief, relaxation, insomnia, and appetite stimulation.
• THC has been demonstrated to have anti-depressant effects.
• The majority of strains range from 12-21% THC with very potent and
carefully prepared strains reaching even higher.
• Average THC potency is about 16-17%
• Recent research that suggests patients with a pre-disposition to schizophrenia
and anxiety disorders should avoid high-THC cannabis.
Cannabidiol or (CBD) occurs in many strains, at low levels, <1%. In rare cases,
CBD can be the dominant cannabinoid, as high as 15% by weight. Popular CBD-
rich strains (>4% CBD) include Sour Tsunami, Harlequin and Cannatonic.
• It can provide relief for chronic pain due to muscle spasticity, convulsions,
and inflammation. Offering relief for patients with MS, Fibromyalgia and
Epilepsy.
Green Leaf Yard
• Some researchers feel it provides effective relief from anxiety- related
disorders.
• CBD has also been shown to inhibit cancer cell growth when injected into
breast and brain tumors in combination with THC.
Cannabinol or (CBN) is an oxidative degradation product of THC. It may result
from improper storage or curing and extensive processing, such as when making
concentrates. It is usually formed when THC is exposed to UV light and oxygen
over time.
• CBN has some psychoactive properties, about 10% of the strength of THC.
• CBN is thought by researchers to enhance the dizziness and disorientation
users of cannabis may experience.
• It may cause feelings of grogginess and has been shown to reduce heart rate.
Cannabichromene or (CBC) is a rare, non-psychoactive cannabinoid, usually
found at low levels (<1%) when present.
• Research conducted has shown CBC has anti-depressant effects, 10x those of
CBD.
• CBC has also been shown to improve the pain-relieving effects of THC.
• Studies have demonstrated that CBC has sedative effects, promoting
relaxation.
Cannabigerol or (CBG) is a non-psychoactive cannabinoid. It is commonly found
in cannabis. CBG-acid is the precursor to both THC-acid and CBD-acid in the
plant usually found at low levels (<1%) when present.
• Researchers have demonstrated both pain relieving and inflammation reducing
effects.
• CBG reduces intraocular pressure, associated with glaucoma.
• CBG has been shown to have antibiotic properties and to inhibit platelet
aggregation, which slows the rate of blood clotting.
How to manage the Point-of-Sale system - The point-of-sale system being used
will provide the company with a significant amount of information that can be
used to monitor sales and other information. It is therefore vital that this system
be used properly in order to ascertain the correct information. For this reason,
employees specifically, sales associates will be trained in the use of the system.
• Modular Training - Modular training offers short and flexible segments of
training instead of an all-day session, giving employees the ability to learn a
little at a time.
Green Leaf Yard
Another step will be the creating a training strategy that will organize the
various aspects of training all employees on the POS system will need.
Forming a training strategy will not only keep the employees focused on the
areas that will be reviewed but will also give a general guideline on what is
expected of the employees to learn. Here are some main topics that might be
discussed:
• General Information: How to turn the equipment on/off, how to log in
with an employee ID, and how to navigate within the POS system.
• Inventory: Where to locate specific products or items within the POS
system.
• Payment: How to process a transaction with various types of payments
such as cash, card, check, EMV, mobile wallets, and other alternative
payments.
• How to process refunds
• Demonstrate Troubleshooting Procedure - Staff will be prepared on and
taught how to handle technical issues that could arise, due to a system
malfunction or human error. Green Leaf Yard knows that having
uneducated employees who do not know how simple tasks such as a
refund or void a payment could cause a backup within the checkout lines
and ultimately lead to frustrated customers. Some important
troubleshooting techniques that employees will be trained on include how
to restart the POS system if it freezes up, what to do if a system crash
happens, and how to void an item.
The Green Leaf Yard also recognizes the value of professional development and
personal growth for employees. First and foremost, employees will be trained on
the policies and procedures of the company. Additionally, The Green Leaf Yard
has submitted an “OSHA Commitment Letter” to the city of Fresno that after one
year in business one supervisor and one employee will attend a 30-hour general
industry training.
The Green Leaf Yard also encourages its employees who are interested in
continuing education and job specific training to research these further and get
approval before signing up for the seminars or courses. As we progress through
the permit application process, we are considering mutually beneficial best
practices for monetary compensation and reimbursement.
Even more, because we are in the business of medicinal and recreational cannabis,
an industry that directly impacts the health and wellbeing of our customers, we
are committed to formalizing Continuing Cannabis Education Program. After
operating for a minimum of one year we intend to conduct a needs assessment
focusing on three levels: organizational, occupational, and individual. We will use
the following rubric to help us develop a program:
1. Needs assessment and learning objectives. This part of the framework
development we will consider what kind of training is needed in our
organization. Once we have determined the training needed, we can set
learning objectives to measure at the end of the training.
Green Leaf Yard
a) Organizational assessment. Here we determine the skills, knowledge,
and abilities our cannabis dispensary needs in order to meet our
strategic objectives. We will consider things such as changing laws,
demographics, and technology trends. Overall, we will look at how the
organization as a whole can handle our weaknesses while promoting
strengths.
b) Occupational (task) assessment. We analyze the specific tasks, skills,
knowledge, and abilities required of our employees to do the jobs
necessary within our dispensaries.
c) Individual assessment. An individual assessment looks at the
performance of an individual employee and determines what training
should be accomplished for that individual.
2. Consideration of learning styles. We will make sure that whether we teach
internally, engage in using outside experts, or leverage the expertise of
existing professional organizations to teach our employees that we cater to
a variety of learning styles to the information is absorbed optimally.
3. Delivery mode. Similar to the previous step we need to consider: What is
the best way to get our message across? Is classroom or web-based
training more appropriate, or should one-on-one mentoring be used?
4. How much money can we allocate to spend on training? We will look
beyond things like the cost of materials, such as the cost of time.
Consideration will also be given to the costs associated with not investing
in training.
5. Timelines. How long will it take to develop the training? Is there a
deadline for training to be completed, and if so, what risk analysis can be
used to determine the consequences of not meeting that deadline? What is
the timeline consideration in terms of when people should take the
training?
6. Communication. How will employees know the training is available to
them? Letting people know when and where the training will take place is
part of communication.
7. Measuring effectiveness. How will we know if your training worked?
What ways will we use to measure this?
Until then, there is already a wealth of information and experience to share
among our existing employees. We are presently discussing coaching and
mentoring implementation: encouraging managers to coach employees on specific
skill areas where they need help, and pair employees with more experienced ones
who can mentor them. The goal is to build confidence, shorten learning curves,
clarify expectations, and boost employee retention rates.
Green Leaf Yard
Hiring Policies per Section 9 -3316 Fresno Municipal
Code
According to a study by The Urban Institute in the past decade, overall, the
employment rates among low-income parents have risen dramatically. This is
particularly true for single mothers, especially those who had previously been on
welfare. However, employment rates for most groups of less-educated men have
declined in this same period. Further, despite increases in employment rates, the
annual earnings and income of many individuals remain quite low.
Several factors appear to limit the earnings of low-income adults, including:
(1) a lack of basic skills and credentials;
(2) a lack of access to quality jobs that provide opportunities for advancement;
(3) limited access to key work supports innovative employment approaches and
programs such as childcare and transportation; and
(4) severe or multiple barriers to employment, including physical or mental health
problems, domestic and substance abuse, criminal history, or other crises that
cause individuals to be unable to find or keep jobs.
Green Leaf Yard will also focus on the hiring of veterans, as they we contribute
greatly to the success of the company due to the following reasons:
Natural Leadership - Military members are trained to be leaders from the day
they enter service. In a variety of high-pressure situations, they were required to
make decisions fast and for the benefit of their mission. Therefore, if your firm is
fast-paced and high-pressure, a veteran employee would be an ideal fit.
Strong Work Ethic - Laziness does not cut it in the military, so those returning
won’t think twice about putting in the extra effort to get the job done. Veterans
are also accustomed to working long and unconventional hours — perfect for
companies that regularly deal with last-minute deadlines and quick turnaround
projects.
Education & Training - To make finding a career easier upon returning
stateside, many veterans complete special training or education courses that focus
on a specific skill set, usually technology. This additional education means
employers can obtain highly knowledgeable employees without paying for
training.
Paid Relocation - When a new employee has to relocate for his or her job, the
company is often responsible for moving expenses. Veterans who move for a job
get their expenses covered by a government relocation assistance program –
potentially saving the employer thousands of dollars.
Green Leaf Yard
Tax Credits - Perhaps the biggest financial perk of hiring a veteran — aside from
the profit their efficiency will bring — is the tax credit provided to employers.
Companies that hire short- or long-term unemployed veterans may receive a
Returning Heroes Tax Credit, while those that employ veterans with service-
related disabilities may receive a Wounded Warriors Tax Credit. Both credits can
dramatically reduce the taxes paid on salaries, saving employers anywhere
between per hire.
Job applicants convicted of cannabis related misdemeanors will also be
considered for employment. Excluding a person convicted of a crime from
consideration for a current job opening could be considered discrimination due to
the Enforcement Guidance on the Consideration of Arrest and Conviction
Records within the Equal Employment Opportunity Commission.
In addition to these risks, Green Leaf Yard realizes that there are actually a
handful of benefits to hiring felons. In fact, The National Hire Ex-Felons
Campaign was literally designed to tell employers the benefits of doing so. Here
are a few examples:
1. The Department of Labor offers tax breaks for companies that hire felons
through the Work Opportunity Tax Credit Program. This tax credit can
apply to you if you hire “an individual who was convicted of a felony and
who is hired not more than one year after the conviction or release from
prison.”
2. Many felons are on probation and have to be accountable to their
Probation Officer for landing and holding onto their job. They will be
grateful to you for providing them the opportunity and work hard to keep
their position so as not to violate their parole.
3. When taken into consideration how many ex-felons make up the American
population, many major cities are made up of more ex-felons than not. The
crimes many of these individuals make are based on not knowing any
better due to growing up in bad neighborhoods or poor parenting.
Individuals currently unemployed are another segment of individuals who will be
considered for employment. According to Deloitte, hiring the long-term
unemployed can prove to be a business advantage. Rather than unqualified, the
long-term unemployed are under-accessed, and evidence suggests that companies
who hire long-term unemployed workers have a more reliable and loyal
workforce with higher retention rates.
In addition to the benefits of hiring unemployed individuals Green Leaf Yard will
also benefit from hiring individuals on public assistance. the benefits would come
by way of tax credits issued through The Work Opportunity Tax Credit (WOTC),
which is a federal tax credit that the government provides to private-sector
Green Leaf Yard
businesses for hiring individuals from nine target groups that have historically
faced significant barriers to employment. Generally speaking, 1/3 of the annual
hours worked will be done so by employees categorized under the following
classifications:
• Annual family income below 80% AMI
• Convicted for a cannabis related crime that could have been prosecuted as
a misdemeanor or citation under current State law
• Lived in a low to moderate income census tract in the city for a minimum
of three (3) years
• Veteran
• Former foster home youth who was in foster care as a minor
• Unemployed
• Receiving public assistance.
•
The Green Leaf Yard’s goal is to hire and retain 100% of its employees from the
city of Fresno. Additionally, the dispensary will comply with Social Policy
Section 9-3316 (b) (1) of the Fresno Municipal Code (FMC) that was mentioned
above.
In short, the Code requires that cannabis dispensaries must hire individuals who
are among the disparate populations listed. These individuals must be hired for a
minimum one-third (1/3) of the total annual work hours performed at the
business. To that end, Green Leaf Yard has conducted research on the best way to
advertise employment opportunities with the dispensary. A 2017 study conducted
by the Pew Research Center found that a digital divide still exists with lower
income citizens. An article published in the center’s electronic newsletter states:
Roughly three-in-ten adults with household incomes below $30,000 a year (29%)
do not own a smartphone. More than four-in-ten do not have home broadband
services (44%) or a traditional computer (46%). And a majority of lower-income
Americans are not tablet owners. By comparison, each of these technologies is
nearly ubiquitous among adults in households earning $100,000 or more a year.
Because of this, Green Leaf Yard will do more than simply rely on digital
advertisements on platforms including jobs@fresno.gov, Indeed, LinkedIn,
Monster, and Craig’s List.
Green Leaf Yard will use a more conventional advertising approach by creating
and disseminating posters and flyers advertising job opportunities with the
dispensary. These materials will be distributed to:
• The Fresno County Department of Social Services to advertise available
positions to their social workers. In turn, the social workers will
communicate this information with their clients.
Green Leaf Yard
This familiarity with the city will help with a better customer experience and the
ability to hire individuals that will meet the qualifications set forth in section 2.4
above.
Employee Titles and Responsibilities
A business is only as good as the individuals it employees. Green Leaf Yard will
make every effort to ensure that it hires only those individuals committed to the
success of Green Leaf Yard as well as the satisfaction of the customer. Ideal total
employees to make Green Leaf Yard success will be 19 employees which
includes:
1 - General Manager
5 - Sales Associates/Budtender
2 - Inventory Manager
2 - Security Guards
2 - Receptionists
1 - Compliance/Operation manager
1 - Driver
1 - Education Manager
1- Human Resources Manager
1- Bookkeeper
1 - Marketing Manager
1 - Brand Ambassador
The employees and their responsibilities are as follows:
General Manager - This individual will be in charge of the day-to-day operations
of Green Leaf Yard.
Key responsibilities:
• Developing standard operating procedures for various dispensary
functions, including inventory, education, and security
• Managing dispensary staff, including interviewing, hiring, onboarding,
conducting performance evaluations, training, and education
• Creating a dispensary schedule and ensuring proper staffing at all times
• Partnering with the dispensary compliance officer to ensure compliance in
inventory management, cash management, reporting, and regulatory
protocols
• Facility management, including scheduling any necessary repairs
• Building and maintaining relationships with vendors
• Spearheading marketing initiatives to drive dispensary sales
Sales Associate/Budtender - Budtenders are, by far, the most consumer-facing
role on a dispensary team. This individual will act as the in-house experts for
most every customer who enters Green Leaf Yard.
Green Leaf Yard
Key responsibilities:
• Providing service to dispensary customers, including educating consumers
on various strains, products, consumption methods, and medical marijuana
(when applicable)
• Handling cash payments and entering transactions into dispensary POS
systems
• Maintaining the appearance of the retail sales floor, including
merchandising, restocking inventory, and cleaning sales area
• Continuing cannabis education and maintaining up-to-date product
knowledge
• Meeting retail sales quotas
Inventory Manager - This hire will take charge of receiving, stocking,
distributing, and tracking inventory. They ensure every product that comes
through the doors is properly accounted for and reported.
Key responsibilities:
• Managing all tasks related to receiving, stocking, distributing, and
reporting cannabis products, both recreational and medical marijuana
(when applicable)
• Reporting all necessary inventory and product information in compliance
with state laws and regulations
• Controlling inventory levels and ensuring adequate stock of products
• Complying with all documented security procedures to safeguard
inventory
• Managing relationships with suppliers
• Performing regular inventory audits and reconciling inventory information
• Managing seed to sale tracking
• Managing product returns when applicable
Security Guards – These individuals will provide protection and security for
staff, customers, product, and the business in general, including the property.
Key responsibilities:
• Ensuring the safety of staff, customers, products, and assets at all times
• Monitoring security cameras to detect any potential threats or criminal
activity
• Regularly patrol the premises (including sales floor, reception area, and
perimeter) to deter any potential threats or criminal activity
• Preventing customers or other unauthorized individuals from entering
restricted areas
Green Leaf Yard
• Investigating any potential threats or criminal activity and taking
appropriate action
• Reporting any security issues to dispensary management when necessary
• Enforcing order, safety, and security within the dispensary at all times
Receptionist/Greeter – This is a key position as it is a potential customer’s first
introduction to Green Leaf Yard.
Key responsibilities:
• Greet customers when they enter the dispensary
• Checking and scanning customer IDs and ensuring all customers are of
legal years of age before entering the dispensary
• Answering phones and fielding calls to appropriate dispensary staff
members
• Tracking the daily flow of customers into the dispensary and, if
applicable, entering into dispensary compliance software
• Gathering customer contact information for dispensary loyalty programs
and documenting medical records, if applicable
Compliance/Operations Manager – This individual will ensure that Green Leaf
Yard has the proper right certifications and licenses and is maintaining proper
financial records to submitting inventory and seed-to-sale tracking information to
the necessary authorities.
Green Leaf Yard The compliance officer/operations manager is responsible for
making sure the dispensary stays compliant with all local and state laws and
regulations. They are also responsible for staying on top of any changes to
applicable laws and adjusting dispensary policies and procedures accordingly.
Key responsibilities:
• Ensuring compliance with local, state, and federal laws and regulations
• Developing, implementing, and managing compliance programs across all
departments, including finance, marketing, inventory, reporting, and
security
• Staying on top of changes in local, state, and federal laws and regulations
and adjusting compliance practices accordingly
• Maintaining proper licensure at the local, state, and federal level
• Training all staff members on proper compliance
• Regularly sourcing new technology to aid compliance measures within the
dispensary
• Performing regular audits to ensure all dispensary operations are fully
compliant
Green Leaf Yard
Driver – This individual will be responsible for the proper delivery or pick-up of
products and/or supplies from customers or suppliers. They will often be
responsible for handling large quantities of both product and cash.
Education Officer – This individual will be responsible for managing the process
of educating staff and developing training materials on products, medical
cannabis, consumption methods, and general cannabis knowledge.
Human Resources Manager - This individual will be responsible for hiring new
staff members, running background checks, facilitating trainings, maintaining HR
paperwork, payroll, and managing benefit programs. .
Bookkeeper - This individual will be responsible for maintaining financial
records for the dispensary managing AR/AP and managing financial reporting.
Marketing Manager - This individual will be responsible for developing and
implementing the various marketing strategies that would be used throughout the
year.
Brand Ambassador - This individual will be responsible for helping to build the
company brand. They will work closely with the marketing manager helping to
develop marketing and branding strategies, as well as helping to identify the
dispensary’s target market and also its target customer demographics.
If there are cannabis influencers in your city, partnering with them for influencer
marketing campaigns—and essentially making them a brand ambassador for your
dispensary—can help drive people into your dispensary. Just be prepared to spend
a good chunk of your budget; influencers (especially influencers with a large,
engaged following) typically charge a hefty fee for sponsored posts.
Labor Agreement
The advantages of a labor union to workers are reasonably self-evident in terms of
shorter workweeks, greater job security, improved working conditions, and better
salaries. However, unions have some surprising benefits for employers as well.
They revolve around productivity, profitability, efficiency and overall stability.
Standardized Wages
The contracts entered into between unions and management usually stipulate the
salaries to be received by different types of workers. The wages are set according
to the type of job performed, the amount of time the employee has been with the
company, and any other factors that are agreed to at the bargaining table.
Contracts, known as collective bargaining agreements, also lay out the details of
salary increases, and the types of benefits employees will receive, such as health
insurance and vacation time.
Green Leaf Yard
The standardization of wage and benefit packages greatly simplifies the overall
task of managing a company's payroll. Rather than continually negotiating
salaries with individual employees throughout the year, the collective bargaining
agreement does the work for the firm. Workers do not have to ask the boss for a
raise, and supervisors do not have to take time away from their tasks to handle
worker requests.
Reduced Turnover
Employers tend to encourage a low turnover rate to avoid the disruption and
expense of having to hire and train new replacement employees. A unionized
workplace may find it has a lower turnover rate than its nonunionized
counterparts.
Workers who belong to a union often feel that they have numerous advantages
over other workers, so they may be content to stay with their current employer to
continue to enjoy those advantages. Worker longevity brings stability to both
employees and the company they work for.
Improving Worker Productivity
According to the nonprofit organization, Jobs with Justice (JWJ), unionized
operations see a considerable bump in overall productivity, partly as a fringe
benefit of reduced worker turnover. The most experienced workers stay on the job
and avoid newbie mistakes that lower productivity.
For example, JWJ notes that union organization in the hospital sector led to a 16
percent productivity increase, while unionized manufacturing plants saw a 19 to
24 percent improvement, and construction sector productivity increased 17 to 38
percent.
Safety and Compliance
Unionized workers have considerable leverage to influence working conditions
under potentially dangerous circumstances. Unions typically emphasize keeping
workers healthy and injury-free. This can mean a lower rate of injury,
absenteeism, and workers' compensation.
The enhanced safety is a boon for workers, obviously, but also benefits the
employer. Companies benefit by improving their reputation regarding injuries and
worker safety and avoiding fines, lawsuits and increased regulatory oversight that
can result from safety mishaps. The Guardian reports that some union workplaces
have a 50 percent lower injury rate than industry norms.
Formalizing Employer-Employee Communications
Green Leaf Yard
Union agreements can establish formal lines of communication between workers
and management that offer an effective, two-way street for raising issues and
solving problems.
SmartAsset, a financial services organization, notes that consistent
communication allows worker grievances to quickly and effectively be aired and
resolved before becoming festering problems that can affect workplace morale
and productivity. Conversely, managers dealing with someone they deem a
problem employee are provided clear guidelines for articulating the problem,
communicating solutions, and disciplining the employee.
The Green Leaf Yard will not disrupt efforts made by a credible labor
organization to communicate with, attempt to organize, and represent our
employees as required by California law.
The Green Leaf Yard will agree to allow a credible labor organization access at
reasonable times to meet with employees to discuss their right to representation,
employment rights under state law, and terms and conditions of employment.
The Green Leaf Yard is in fact already in communication with the labor union,
the United Food and Commercial Workers Union, UFCW 8-Golden State, and
ready to submit a completed and signed agreement within 30 days after we have
reached 5 or more employees, to show that we are committed in allowing our
employees to be unionized. A signed agreement copy is available for review at the
end of Section 2.
Workforce
2.8.1. Commitment for 30% of employees to be local hires
The Green Leaf Yard is committed to creating new jobs and prioritizing the hiring
of local individuals - at least 30% of employees will be local hires. These new
hires will be current residents of Fresno and will not have established residency
after the submission of an application.
Every effort will be made to see that individuals who are residing in, or will be
residing in the City of Fresno, within one year of their application will be given
preferential treatment with regards to hiring; provided they are qualified for the
employment position in which they have applied.
Green Leaf Yard
your products and procedures within the industry. It will also look to provide
assistance to those individuals looking to make a career change within the
company.
Benefits
• Increased Productivity and Efficiency - This is one of the strongest
reasons to invest in continuing education. It is a simple concept: the more
a person becomes skilled at their job, the more work that can be done in
less time. This can create a cascading effect for your organization where
efficiencies gained in one area or department can inform and positively
affect other business segments. This Gartner Research study asserts that
for every 1 hours spent on employee training; 5 hours of productivity are
saved per year.
• Employee Retention - Millennials are now the largest generational group
in the U.S. workforce, at about 1-in-3. A recent Gallup Research report on
Millennials makes a fantastic point:
Millennials are not pursuing job satisfaction — they are pursuing development.
Most millennials don’t care about the bells and whistles found in many
workplaces today — the Ping-Pong tables, fancy latte machines and free food that
companies offer to try to create job satisfaction. Giving out toys and entitlements
is a leadership mistake, and worse, it’s condescending. Purpose and development
drive this generation.
Showing ALL employees that we are willing to invest in them with continuing
education and professional development programs is an effective way to improve
employee retention, especially with the generation shift in workforce that we are
experiencing.
• Cross-training and Coverage - Another effective means of using training
to improve your organization is through the lens of cross-training. Making
sure that roles in the company have at least one "backup person" will
make Green Leaf Yard much more resistant to delays in tasks and
projects.
Cross-training of our employees also can help employees themselves
move up their career path. Acting as an "understudy" in a role in your
organization is a great way to facilitate promotions and role changes,
which both make positive impacts on overall organizational morale.
Job shadowing is an effective method for cross-training because it benefits
both parties. Cross-training can help a trainer better understand their own
role by going through the process of explaining it. The trainee may offer
suggestions from outside the role that could improve effectiveness.
Green Leaf Yard
• Reduced Costs - Besides increasing productivity, increased job
proficiency through continuing education can also lead to reduced costs.
This can be realized through multiple scenarios:
o Reduced downtime (fewer problems)
o Fewer mistakes that require redone work
o Less employee turnover
o Can get more work down with the same number of employees
• Passion and Purpose - Fostering a culture of continuous learning and
professional development is a critical piece in demonstrating to our
employees that we at Green Leaf Yard recognize them as people with
hopes, dreams, and convictions. Per a Gallup Research report, “For
millennials, work must have meaning. They want to work for
organizations with a mission and a purpose.”
A learning and development culture will encourage our employees to get better
which will in turn make your organization better. A learning and development
culture promotes growth, awareness, and an opportunity to focus on learning and
developing the strengths of our employees.We will look to form a relationship
with one or more of the following schools with regards to starting an
apprenticeship program.
• California State University-Fresno - Full-time enrollment: 18,993
• Fresno City College - Full-time enrollment: 12,994
• Fresno Pacific University - Full-time enrollment: 3,083
• Heald College-Fresno - Full-time enrollment: 2,199
• UEI College-Fresno - Full-time enrollment: 925
• San Joaquin Valley College-Fresno - Full-time enrollment: 848
Green Leaf Yard will also look to provide educational assistance to those
individuals which it already employs. This may include educating this staff on
your products and procedures within the industry. It will also look to provide
assistance to those individuals looking to make a career change within the
company.
2.8.3. Commitment to pay a living wage to its employees.
As mentioned in section 2.1 Green Leaf Yard is committed to providing its
employees with a fair wage that will allow them to support themselves and their
families. Green Leaf Yard understands that the positive mentality of the employee
will translate to a positive experience for the customer.
Green Leaf Yard understands the providing living wage will result in less stress
for their employee and in turn will make for a more productive employee does
increasing the company’s probability for a strong bottom line.
Green Leaf Yard
Opponents to living wage policies argue that raising wages will result in fewer
jobs for low wage workers. If employers are forced to pay higher wages then they
will decrease the number of jobs to avoid cutting into their profits. The result
would be fewer workers with an increased workload. However, the evidence
indicates that this is not the case. The Economic Policy Institute’s extensive
research on living wage policies shows that living wage ordinances have no real
impact on the number of jobs. Living wage policies also produce the following
employer benefits:
• Businesses will see a decrease in employee turnover - Employees that are
paid a living wage feel that their work is valued and are less likely to leave
that position. When employees are paid low wages, the cost of not
showing up for work is much less than if they were earning higher wages.
A decrease in employee turnover benefits employers by cutting
recruitment costs. The cost of constantly recruiting, hiring and training
new employees exceeds the cost of paying current employees a living
wage.
United for a Fair Economy’s report on businesses and living wages
estimates that turnover costs an employer at least 150% of the employee’s
base salary. For example, it costs $28,500 to replace an employee that
earns $15,000 a year, when a $2 wage increase would only cost the
employer $4,160 per year.
• Higher wages attract more qualified and productive workers - By offering
a living wage, employers will be able to recruit more qualified employees.
In the end this will result in increased productivity and efficiency.
• Business productivity will benefit from improved employee morale - If
employees feel that they are valued and fairly compensated for their work,
then everyone benefits. Businesses will benefit from increased
productivity from employees that show up and work hard.
• Employers find that paying a living wage results in increased efficiency
and productivity.
Local officials worry that a living wage policy will scare off current and new
businesses. It’s important to remember that there are many factors that businesses
consider when choosing a location. While wage standards are an important factor,
the condition of the marketplace and the welfare of the local population are far
more important. Businesses avoid moving into blighted and poverty-stricken
neighborhoods. Policies that deliver living wages directly address poverty and
underemployment issues and create a more desirable business environment.
Green Leaf Yard recognizes that providing living wage will result in less stress
for their employee and in turn will make for a more productive employee does
increasing the company’s probability for a strong bottom line.
__________________________________________________________________________
Labor Peace Agreement Page 1
Labor Peace Agreement
(“the Company") and the United Food and
Commercial Workers Union Local 8-Golden State ("the Union") hereby agree to the
following terms:
1.Neutrality and Non-Disparagement. The Company agrees to take a neutral
approach to unionization of workers, meaning that the Company, which also includes
any managers, agents, and representatives, will neither help nor hinder the Union’s
organizing effort, including making any statement or taking any action that directly or
indirectly indicates or implies any opposition to workers selecting the Union as their
collective bargaining representative, or directly or indirectly supporting or assisting in
any way any person or group who may oppose the Union. This includes the Company
refraining from making negative comments or otherwise demean by word or action the
Union, Union representatives, or unionization. The Union agrees to refrain from
exercising its rights to picket, handbill, boycott, work stop- page nor engage in any
other economic interference against the Company's facilities or operations; however, if
the Company recognizes another union as the bargaining representative of any
workers, the union's obligation will automatically cease to apply to those workers'
facilities or operations.
2.Bargaining Unit. The Union will notify the company of the facilities and/or
operations for which the union seeks to invoke this agreement's unionization process
and, in this notice, the Union will designate the bargaining unit. The Union will invoke
this agreement’s unionization process for any of the Company’s employees no more
than 1 (once) per Quarter. If the unit of employees to be covered by this Agreement is
one in the exclusive jurisdiction of the California Agricultural Labor Relations Act, the
Parties will meet within ten days of such knowledge and modify the Agreement to
comply with that law as mandated by its terms.
3.Access. The Company grants the Union and its Union representatives access onto
the Company's premises during working hours to speak with bargaining unit
employees for any duration during any non-working time, including meal periods and
rest breaks. The Company will cooperate with the Union in making arrangements to
permit these conversations to be held in areas where the employees will be able to
speak to the Union representatives without monitoring by the Company. If the
Company believes that the Union’s access on the premises is disrupting operations, it
may discuss the issue with the Union.
Green Leaf Yard Inc
__________________________________________________________________________
Labor Peace Agreement Page 2
4.Meeting. At the Union’s request, the Company will conduct a meeting on a
mutually agreeable date(s) and time(s) with all of the bargaining unit employees on
Company time. At the meeting, the Company will tell the employees that it is neutral,
does not object to their talking to and supporting the Union, and will negotiate a
collective bargaining agreement (CBA) with the Union if a majority of the bargaining
unit employees designate the Union as their collective bargaining representative.
Union representatives will attend the meeting and, after the Company has introduced
them and left the meeting, the Union representatives will talk with the employees about
the Union. The Union will request this meeting no more than once per Quarter.
5.Contact information. At the Union’s request, the Company shall furnish to the
Union the names, job classifications, home addresses, cell phone numbers, home
phone numbers and email addresses, if known, of the bargaining unit employees
(collectively, "contact information"). The Company further agrees thereafter to provide
updated worker contact information, as reasonably requested by the Union.
6.Recognition. When a majority of bargaining unit employees designates the Union
as their collective bargaining representative, the Company will recognize the Union as
the exclusive representative of the bargaining unit, provided that the Union may assign
jurisdiction and representation rights to any of its affiliates. At ei ther party’s request, a
neutral third party may confirm majority authorization. The Company and the Union will
comply with all requirements necessary to obtain certification of the Union as the
exclusive bargaining representative of these employees.
7.Elections. The Company waives the right under the National Labor Relations Act to
file any petition with the National Labor Relations Board for any election in any
bargaining unit subject to this agreement by itself or as part of a larger unit, and agrees
to refrain from directly or indirectly supporting any such petition. If any election petition
is filed, the Company agrees that, a t the Union’s request, the Company will enter into a
full consent election agreement under Section 102.62(c) of the NLRB’s Rules an d
Regulations under the terms the union determines. The Company waives the right to
file any unfair labor practice charge related to or based on this agreement, the Union’s
demand for recognition under this agreement, the Union’s election, or any other mat ter
related thereto, and further agrees to refrain from directly or indirectly assisting with or
supporting any such unfair labor practice charge. As long as the Company and the
Union have complied with Arbitrator’s orders as described below.
8.Bargaining. No later than 90 days from the date of recognition (or 45 days from a
request by the Un- ion to bargain a successor contract for a contract with an
impending expiration date), the parties will begin good faith bargaining for a CBA
covering the bargaining unit. This timeline can be extended through mutual agreement
by both parties. If the Union and Company are unable to agree to a collective
bargaining agreement within 120 days of commencement of negotiations, the parties
agree that either the Company or the Union may require that all open provisions and
issues be submitted to final and binding interest arbitration per the subsection titled
herein "Arbitration." The arbitrator shall be guided by the:
__________________________________________________________________________
Labor Peace Agreement Page 3
(i)Company's size, type of business, and financial ability;
(ii)The employees' ability to sustain themselves, their families and
dependents on the wages, hours, and benefits they earn from the Company, and the
living wage for their family size and region, as indicated in the MIT Living Wage
Calculator (http://livingwage.mit.edu/)
9.Arbitration. The parties agree that final and binding arbitration will be the exclusive
remedy for any alleged violations of this Agreement and any dispute or claim arising
from or relating to the interpretation or application of any provision of this Agreement.
Unless they promptly agree on an arbitrator, the parties will proceed to expedited
arbitration using the American Arbitration Association’s rules and procedures. The
arbitrator is authorized to compel the attendance of witnesses and the production of
documents at the arbitration hearing, and to award appropriate monetary, injunctive
and declaratory relief. The parties agree not to challenge the arbitrator’s decision in
court and consent to the entry of the arbitrator’s award as the order of judgment of a
United States District Court, without notice. Company waives the right to challenge any
aspect of this agreement before the NLRB, any other state or federal government
agency, or any court.
10.Successorship, affiliated companies and subcontractors . This agreement will
be binding on the parties’ successors and assigns, including all purchasers of the
Company’s assets or business, and in the event of a merger. This agreement is also
binding on any and all corporations, partnerships, organizations and sole
proprietorships affiliated with or related to the Company’s business activities. If the
Company intends to subcontract any work performed by bargaining unit employees,
the Company agrees to require the subcontractor in writing, to comply with this
agreement. Should the company be subject to a complete sale of the stock, the
purchaser shall comply with this agreement and any labor peace agreement(s) which
are applicable. Upon completion of the transfer of all of the stock, the company shall
be relieved of its obligations under this agreement.
11.Severability. If any provision of this Agreement is held illegal, void or invalid
under any applicable law, the parties will meet and confer to amend the provision to
make it legal, valid and binding, and the remaining provisions of this Agreement will
remain binding and enforceable according to their terms and the parties’ intent.
12.Term of Agreement. The term of this agreement is one (1) year from the date
of this agreement. The term will renew for additional 1-year terms unless and until
either party gives the other written notice no sooner than 60 days and no later than 30
days prior to the expiration.
13.Confidentiality. The Company and Union agree that all terms and conditions of
this agreement are confidential and proprietary between the parties and shall not be
disclosed to anyone else, except as may be necessary to effectuate this agreement,
as required by law or court order, or as mutually agreed upon in writing prior to
disclosure.
Green Leaf Yard
3. NEIGHBORHOOD COMPATIBILTY PLAN
Describe how the CCB will proactively address and
respond to complaints.
Being part of the community is important for any business and a dispensary is no
different. If one incident would happen that jeopardizes the company’s
relationship with the community that incident will be handled immediately, and
every effort will be made to see that it was a similar incident will never happen
again.
Signage will be placed in and around the property advising customers to be
respectable of there is living or working around the dispensary. Daily inspections
of the premises both inside and out will be made to ensure that no litter has
accumulated outside the premises. There also be checks to see the new
automobiles have been illegally parked or are in some way blocking traffic.
Lighting used during evening operating hours will be typical of any business that
operates after sundown. The issue of lighting is not expected to be a problem.
However, should it in fact become an issue at some point measures will be taken
to find a solution to the problem.
Every effort will also be made to see that pedestrian traffic does not have a
negative effect on those individuals walking past the dispensary. the check-in
process will play a pivotal role in saying that there is a smooth flow of customers
Green Leaf Yard and not having to wait outside.
Should it be impossible to completely avoid such an incident every effort will
then be made to reduce the impact on the community. This will include working
with the local community to develop a reasonable solution that is acceptable to all
parties involved.
The Green Leaf Yard’s Company’s Community Engagement Strategy (“CES”)
objectives are to establish a process by which the community, including its
residents and businesses, can express themselves regarding our operations; to
inform the community about marijuana and developments; and to ensure that our
approach genuinely reflects the community’s needs.
We will proactively complete our outreach efforts through follow-up
correspondence to community stakeholders, informing them that Green Leaf Yard
and its management team have received their concerns. We will then work to
develop procedures and/or programs in response to the concerns raised.
Responding to Complaints
Any complaints that are caused by cannabis activities (odor, light, noise, litter,
vehicles and pedestrian traffic) will be documented on a form or in a manner
prescribed by the Store Manager. Completed forms will be forwarded to the
Green Leaf Yard
Record Keeping Manager. The form or documentation will contain, at a
minimum:
1. The date and time of complaint
2. The name of the employee reporting the problem
3. The name and contact information of the person who noticed the violation
or complaint, if not an employee, if he or she chooses to disclose that
information
4. The date, time, and frequency of the complaint.
5. The distance from the building that the complaint identifies.
6. The outcome of the inspection of the incident.
7. The nature and date of any corrective action that was taken in the course
of the inspection
Resolution
A complaint is considered resolved when:
1. The Store Manager confirms that the issue has been effectively inspected
and any necessary corrective actions have been taken.
2. The equipment maintenance log and complaint response documentation is
complete and filed.
3. Any official enforcement action is completed or resolved to the
satisfaction of the agency or department initiating the action, if applicable.
Mandatory Notification
The Store Manager will notify the executive staff of the company on any citation,
notice, warning or other official communication alleging a nuisance activity or
other violations related to the facility within 24 hours of learning of or receiving
such communication.
Describe how the CCB will be managed to avoid
becoming a nuisance or having impacts on its neighbors
and the surrounding community.
Green Leaf Yard will take a proactive approach on those items’ that may have a
negative impact on neighbors as well as the surrounding community. This
includes training the staff on communicating with the customer the importance of
proper behavior once they leave the dispensary, and how much that behavior
would be greatly appreciated by Green Leaf Yard.
Management but also look to be part of any civic association in the neighborhood
and attend meetings to learn of any issues caused by Green Leaf Yard and how to
rectify them. Management would also attend such meetings to see what Green
Leaf Yard can do to help the community prosper in a positive way.
Green Leaf Yard
The Green Leaf Yard is committed to mitigating any nuisances or negative
impacts that may result from the addition of our business. Because our operations
are conducted within the premise, noise outside of the facility will not be an issue.
We will follow a comprehensive security plan for the premises, including
advanced security technologies that guard against un-permitted entry. The
building will feature security cameras covering each entrance and much of the
interior. The exterior of the premises will also be under surveillance, providing
added security to the surrounding area.
The Green Leaf Yard facility plans to be mindful of the Fresno community in
terms of culture and customs, noise and visual blight, and concerns such as traffic,
pollution and other interactions.
Proposed Ways to Impose Positive Impacts Within the Surrounding Communities
Green Leaf Yard, through its dispensary, plans on creating new jobs and
prioritizing the hiring of local individuals. Our goal is two-fold as economic
development will occur from new job creation as well as programs aimed at
supporting other local businesses. We also intend on educating the city of Fresno
and its surrounding communities on marijuana, the local and state Adult-Use
Marijuana related laws and regulations, through hosting and/or attending local
events and reaching out to local organizations to educate the community on the
benefits of marijuana.
Green Leaf Yard has devised a strategic Local Community Engagement and
Outreach Strategy and shall implement it through the following:
1. General Educational Advocacy
2. Mutually Beneficial Supplemental Partnerships
3. Local Hiring
4. Working with Local Leadership
5. Coordination with Local Law Enforcement
GENERAL EDUCATION ADVOCACY
The Green Leaf Yard will create public awareness for our dispensary by offering
free workshops and seminars to potential customers and the general public on
topics related to cannabis as well as legal and policy updates. By embedding
ourselves into the fabric of the community, our dispensary will emerge as a
touchstone for information related to the cannabis industry.
Below is a sample of the types of educational materials The Green Leaf Yard
intends on distributing:
• Factsheets utilizing photographic examples with associated
descriptions, charts and graphs that discuss topics pertaining to the
consumption of cannabis.
Green Leaf Yard
• Brochures explaining cannabis strains, the potential palliative benefits
of those strains, and an overview of the array of cannabis products
available. The dispensary’s contact information, website and direct
contact email for the Community Liaison and Store Manager will also
be provided.
• The Community Liaison will compose an instructional guide on test
dosing distinguishing by the type of cannabis to be consumed by the
customer. The instructional guide will include directions on how to
keep a cannabis logbook allowing the customer to generate anecdotal
evidence on what type, stain and strength works best for them.
Cannabis Education
Educating customers on the different strains of Tetrahydrocannabinol (THC) is
extremely important so that the individual may choose a specific product that
complements their lifestyle. The General Manager and Sales Representative will
be responsible for ensuring that each customer receives the most accurate up-to-
date information regarding the use, variety of strains, application and possible
side effects of cannabis and cannabis products. This will be executed with
Cannabis Education materials such as educational handouts, cannabis products,
methods of administration & effects, logbook (for customer to track systems and
effects) and more.
The Green Leaf Yard will also create a website that will allow individuals to have
access to cannabis education as well as helpful information on how to get
involved with the cannabis program. We will utilize the website for educational
purposes maintaining a weekly blog with the latest news regarding cannabis
health, technology, updates to state and federal laws, links to noteworthy
scientific articles, and customer testimonials. The website will include a
designated portal where members of the community are encouraged to leave
feedback and ask questions. The main purpose of the “listening corner” is to listen
and find new ways for The Green Leaf Yard to engage with the community. We
will be able to post real time responses to queries and encourage an open dialogue
between all participants on the website.
MUTUALLY BENEFICIAL SUPPLEMENTAL PARTNERSHIPS
An important element of The Green Leaf Yard’s community-centered approach is
the assistance the dispensary will offer to customers in finding services to handle
other aspects of their physical, mental and emotional wellbeing. Acting as a
facilitator, we will build strategic partnerships with ancillary local business
owners and organizations to help improve the quality of life for our customers. A
key component of this outreach initiative will be educating our partners on the
palliative benefits and legal limitations of cannabis.
The Green Leaf Yard’s CES encompasses non-cannabis businesses to enhance a
customer’s overall wellness and lifestyle. We will encourage local ancillary
Green Leaf Yard
businesses to leave informational materials and flyers about our products and/or
services, which we will showcase,
at the dispensary. The Green Leaf Yard will also host days where local vendors
can come and demonstrate lifestyle related services such as the following:
• Nutrition
• Yoga Studios
• Local Arts Events/Projects
• Massage
• Local Food
This type of strategic collaboration with non-cannabis providers will ensure The
Green Leaf Yard offers a unique resource marketplace in order to fulfill our
community-centered mission of helping individuals improve or enhance their
quality of life.
LOCAL HIRING
We are committed to making The Green Leaf Yard a source of economic stimulus
for the city and county as a whole. From initial build-out of the facility to the
implementation of our community development initiatives, we intend to contract,
buy, and hire locally, taking advantage of local recruitment resources to offer
employment. We will advertise available positions by coordinating through the
community organizations we will support.
We believe that initial day-to-day operations will add approximately eight full-
time employment opportunities in the city’s economy. The dispensary will
contribute directly to the revitalization of its immediate neighborhood by
funneling an influx of visitors from in and around the vicinity of the facility
bringing incremental business to shops, restaurants, and other services in the area.
To fulfill our goal to support local businesses, we will focus at every opportunity
to reach out to the local hiring organizations/companies for employment both as
employees but also in the contracting of projects throughout the process. We will
work closely with local, regional and statewide agencies for guidance on how to
best serve this community. We will utilize ongoing outreach including supporting
local and regional job fairs to build our staffing plan to be representative of the
community we serve.
WORKING WITH LOCAL LEADERSHIP
Applicant intends to develop and maintain relationships with local leadership in
order to ensure we are supporting the community through the development of our
dispensary in a matter the community needs.
COORDINATION WITH LOCAL LAW ENFORCEMENT
The Green Leaf Yard’s Management will participate in an ongoing dialogue with
local law enforcement to ensure that there are no instances of concern and to
Green Leaf Yard
develop an anti-abuse campaign. Local police and fire personnel will be invited to
the facilities for regular updates and tours to ensure our facility is not vulnerable
to break-ins and community residents are secure. The facility will perform regular
outreach to community watch groups to apprise them of activities taking place at
The Green Leaf Yard to address any questions or concerns they may have about
keeping cannabis safe and properly stored and out of the hands of children.
We will also work with local law enforcement to host a “take-back day” and set
up a drug box drop-off station to provide residents with a safe place to properly
dispose of expired or cannabis or unneeded prescription drugs. Programs such as
these are important for the community as a whole; to prevent prescription drugs
from winding up in the community’s drinking water or in the hands of children or
other unintended users.
Describe odor mitigation practices
Green Leaf Yard will take the following measures and practices in relation to
odor mitigation.
1. Odor Emission Information
a. Floor Plan – A detailed floor plan indicating what activities are taking
place at a given location.
b. Specific Odor Causing Activities – Listing of potential activities that
might be contributing to the problem.
c. Phases of Odor Causing Activities - How long does it last, does it
occur at specific times or on specific days.
2. Odor Mitigation Practices
a. Administrative Controls
i. Procedural activities: Building management responsibilities
(e.g., isolating odor-emitting activities from other areas of the
buildings through closing doors and windows).
ii. Staff training procedures: The in-person training of staff,
including the importance of closing doors and windows and
ensuring exhaust and filtration systems are running as required.
iii. Recordkeeping Systems and Forms: A description of the
records that will be maintained such as records of purchases of
replacement carbon filters, performed maintenance tracking,
documentation, and notification of malfunctions, scheduled and
Green Leaf Yard
performed training sessions, and monitoring of administrative
and engineering controls.
b. Engineering Controls
i. See to it that engineering controls are sufficient to effectively
mitigate odors for all odor sources.
ii. Controls are consistent with accepted and available industry-
specific best control technologies designed to effectively
mitigate odors for all odor sources.
iii. Controls have been reviewed and certified by a Professional
Engineer or Certified Industrial Hygienist as sufficient to
effectively mitigate odors for all odor sources.
iv. Controls have been implemented effectively mitigate odors for
all odor sources.
In addition to that, The Green Leaf Yard will take extreme measures to eliminate
all odor emitting from the facility during operations. The multiple layers of odor
control that the dispensary will install will be more than sufficient to mitigate all
odors produced. These include, redundant carbon filtration located throughout the
facility, odor ionization technology and employee standard operating procedures.
We will take active measures to eliminate any cannabis odor that may possibly
emanate from the Facility to mitigate disturbances to local businesses and
residents. There are several industry best-practices that we will install into our
Facility to ensure that the air poses zero health risks to any employee or visitor, or
the surrounding businesses.
The following pages describe our hardware and systems, procedural activities,
staff training processes and how we will keep records of all aspects of our odor
control policy.
Polarized Filters with Activated Carbon Inserts
We will be using polarized media filters with activated carbon insert pads to
provide a medical-grade air quality to the Facility. Polarized media filters utilize
electromagnetic polarization to maximize the collection of dust and pollutants in
the air, which
increases the effectiveness of air filtration and odor control. The carbon pads
provide an additional layer of odor removal, providing maximum efficiency and
benefit.
Upgrading filters are relatively inexpensive, and the costs are heavily offset by the
reduced labor and cost of replacing those filters less frequently. These
Green Leaf Yard
technologies are utilized by hospitals, laboratories and other clean facilities
around the world and are an excellent option for cannabis facilities.
Carbon Scrubbers
We will use activated carbon scrubbers in the storage rooms where the highest
concentration of products is located. These types of filters use pelletized granule
carbon to remove odor, dust, and pollutants from the air and can be used as a
standing unit in a space or as an exhaust filter. Just like the carbon in the air filters
mentioned previously, these pellets remove dust, odor, and other pollutants
through the air as it passes through the filter.
Ozone Generators
Ozone generators use ultraviolet bulbs or corona discharge (an electrical
discharge) to produce ozone gas that works on a molecular level to eliminate
virtually all odor, molds, mildews and bacteria - we will use these in the waste
area and storage room. Ozone can be used safely and efficiently by utilizing
generators that fit directly into your exhaust lines. This is one of the most
effective methods for removing odors in the exhaust system.
Any air that is emitted from the facility is dual-filtered through HEPA and
charcoal filters to ensure clean, odor-free air. The Green Leaf Yard will ensure
that no airborne emissions will be produced that are readily detectable off-site
without instruments by the average person, or that cause any damage to human
health, animals, vegetation, or property. In addition, The Green Leaf Yard will
adhere to the following standards regarding emissions in the City of Fresno:
• Visible emissions will not exceed the rules and regulations of the City
of Fresno Air Quality Management District.
• No emission of odorous gases or other odorous matter will be
produced in such quantities as to be readily detectable off-site by the
average person.
• No activities will produce electrical disturbance that affects the
operations at any point of any equipment other than that of the creator
of such disturbance.
• No humidity, heat or cold will be produced that is perceptible without
instruments by the average person off-site.
• No bright or flashing lights will be visible off-site.
• No security bars will be installed on the exterior of windows or doors
of structures in the industrial zoning districts.
Circulation fans
Air circulators and air cannons move air indoors and outdoors for a variety of
tasks, such as cooling workers, animals, and equipment, drying surfaces, and
exchanging stale air with fresh air. They have a motor-operated fan blade that
turns to move air. Air circulator fans and air cannons can be wall mounted, ceiling
mounted, or floor standing.
Green Leaf Yard
Air Quality Enhancing Plants
Researcher has been studying the effects of plants on air quality for about twenty
years and their research confirms, common house plants are natural air purifiers.
The following plants are documented as being especially good at improving
indoor air quality and will be used within the interior design of The Green Leaf
Yard facilities:
• Aloe Vera
• Bamboo Palm
• Peace Lily
• Spider Plant
• Parlor Palm
• Gerbera Daisy
Cleaning and Sanitation
Strict cleaning and sanitizing procedures are part of the standard operating
procedures for all operations in the Dispensary Facility. Product-contact surfaces
will be cleaned before and after operations and between shift changes.
Additionally, surfaces are cleaned after contact with potentially hazardous items.
Employees must wash their hands with warm water and antibacterial soap after
eating or using the restroom before returning to operational areas.
Operational areas will be easy to clean and maintain by using appropriate, durable
finishes for each functional space; careful detailing of finishes to avoid hard-to-
clean crevices; adequate and appropriately located maintenance spaces; and
incorporation of antimicrobial surfaces.
Maintaining Reports
An electronic platform will be maintained for the following information sets:
1. Daily values for odor within the storage room, dispatch room and outside
the building at the front door and rear doors.
2. Maintenance schedules.
3. Staff training schedules
4. Logged issues.
Identify potential sources of odor.
Identifying the actual source and location of an odor is not as easy as it may seem.
The first step to try and isolate the area in which the odor seems to be coming and
see if the source can be found in the immediate area. If not, the next step would be
to try and identify the odor and then extend the search parameters until the source
of the odor has been identified or has weakened when the radius extends past a
certain area. Most of the source of odor from dispensary are comes from products
itself, either from the flowers or manufacture products. It’s a part of employee’s
training to understand and knowledgeable regarding the cannabis odor. Here’s
Green Leaf Yard
the information regarding the varieties and intensity of odor in cannabis plants
and products.
Specific Odor Emitting Activities
1. Live plants emit natural odors, which increase throughout the life cycle of
the plant.
2. Mature cannabis plants emit odors during the process of being cut for
harvest.
3. Trimming, curing, cooking, extracting, and packaging cannabis causes
odors to be emitted.
4. Stored cannabis may emit odors if it is not tightly sealed, or if the storage
containers are opened for any reason.
Intensity of Odor Emitting Activities
Stage/Activity Odor Level
Plants Prior to Flowering Low
Flowering plants High
Harvesting High
Curing High
Trimming High
Packaging Medium
Storage Low
Odor control devices and techniques
To ensure that odors do not extend past property limits Green Leaf Yard will
utilize a number of devices, as well as employing various techniques to keep the
potential issue of unwanted odors in check.
Green Leaf Yard
High efficiency carbon filtration and air purification units will be installed
throughout the facility. These units will be changed out and maintained on a fixed
schedule. The filtration and purification units will minimize potential sources of
odor while also cleaning the area of harmful spores, mold, and dust.
The carbon filtration units fight odor with 60 lbs. of carbon and industrial grade
hardware that keeps air moving through the filters. The units use standard high
efficiency particulate air (HEPA) filters across the HVAC equipment.
Physical Measures
The Store Manager is responsible for ensuring the equipment related to the odor
control system is functioning properly on a day-to-day basis.
Negative Air Pressure
A Combination of intake fans and exhaust fans are used continuously to create
negative air pressure inside the main perimeter the building. This results in air
being pulled in through any openings and cracks around the building, rather than
positive pressure, which would push potentially odorous air outward.
● The primary intake fans are 12” Max Fans (Model EL 012-E201), which
will bring outside air into the facility through MERV 11 filters.
● Five (5) internal room-to-room circulation fans move air throughout the
facility. The proposed air movement fans are 8” Max Fans (Model EL
012-E201).
Exhaust
Air exits the individual rooms and the facility through separate exhaust fans of
sufficient capacity to ventilate the entire interior. In the main area inside the
perimeter of the building, the exhaust fans have a higher capacity than the intake
fans, creating negative air pressure. This prevents odor-containing air from exiting
the building through cracks or doors.
The storage rooms are designed with positive pressure, such that insects, molds,
bacterial and fungal spores are deterred from entering rooms where product
quality could be negatively affected. The intake fans in these rooms have a higher
capacity than the outtake fans to create positive air pressure.
Filtration
All air leaving the building and the cannabis product-containing rooms passes
through an activated charcoal filter [or receives ozone or other equivalent
treatment]. The filtration system uses thirteen (13) 12” Uvonair fans to scrub air
before it is released from the facility.
Doors and Windows
All exterior doors and windows remain closed when not in use, and no windows
are used for routine ventilation. This prevents accidental or unnecessary odor
emissions. Similarly, interior doors to areas used for processing, and storing
cannabis remain closed when not in use.
Green Leaf Yard
Internal doors will be equipped with spring-loaded auto-closing systems so they
cannot inadvertently be left open.
Describe all proposed staff odor training and system
maintenance.
A rigorous staff training program has been created for The Green Leaf Yard to
ensure that all staff are sufficiently trained in all aspects of the business
operations, particularly product handling and odor control. Staff training will be
comprehensive and, specifically, for odor management will include understanding
of the odor management system, basic maintenance and product handling to
reduce odor output. The Green Leaf Yard will require all retail (delivery)
employees to undergo a course in "Cannabis Odor Control" in which they will
learn the following:
• How different odor control tools, equipment and products work
• Safety concerns related to odor control
• Mastering effective odor controlstrategies
• Odor system maintenance
• Maintaining records for the Odor Management System
• Strategies to actively reduce odor
• Reporting issues to management
Odor Management Services
The Green Leaf Yard will retain the services of a 3rd party odor management
professional. This professional will perform inspections to identify sanitation,
structural, and storage efficiency options and make recommendations to The
Green Leaf Yard for any adjustments or improvements.
System Maintenance Schedule
The equipment used for odor mitigation will be inspected on a schedule
determined by the Facilities Manager, consistent with manufacturer’s guidelines,
and/or whenever personnel or visitors detect a problem with odor control. The
Store Manager is responsible for developing a reminder protocol to ensure
activities are carried out in a timely manner. Equipment to be inspected will
include:
Equipment Responsible Personnel Frequency
Exhaust fans in work areas Facilities Manager or trained designee Weekly
Exhaust fans outside work
areas
Facilities Manager or trained designee Weekly
Green Leaf Yard
Ozone generator Facilities Manager or trained designee Weekly
Ventilation ducting Facilities Manager or trained designee Monthly
Activated charcoal filter Facilities Manager or trained designee Every 6 months
Equipment Maintenance Log
The Facilities Manager or a trained designee will maintain an equipment
maintenance log for all equipment related to odor control. The log will be
maintained according to the Record Keeping Plan. See Appendix A for the Odor
Control Equipment Maintenance Log. At a minimum, logs will contain:
1. Specific identification of the equipment inspected using the code on the
floor plan;
2. The date of the inspection;
3. The name of the personnel conducting the inspection;
4. Clear notes about the condition of the equipment; and
5. What action, if any, the inspector carries out to correct or report a
malfunction.
Green Leaf Yard
Appendix A
Odor Control Equipment Maintenance Log
Maintenance Frequencies (equipment code)
Weekly: Exhaust fans (EF), ozone generator (OG) Monthly: Ventilation
(Vent)
Twice yearly: Activated
charcoal filter (ACF)
Attachments
Calendar showing maintenance schedule
Map showing all equipment locations with code labels
Date Equip.
Code
Room/
Location
Check
if
Normal
Describe
Problem
(use as many
rows as needed)
Describe Action Check
when
Fixed
Submit a copy of this completed form to the Store Manager and the Record Keeper.
Green Leaf Yard
Describe the waste management plan
The waste management procedures for The Green Leaf Yard are as follows:
Employees need to identify the types of waste before the waste to be disposed and
stored;
A, Waste Generation
The Green Leaf Yard will generate waste from the following waste streams:
• Hazardous Waste
• Universal Waste
• Recyclable materials with and without THC contaminants
• Solid Waste
B. Waste Streams
Identify Waste Streams
The first step in preparing any waste management plan is to identify, characterize,
and profile the particular streams of waste generated at the subject facility.
Hazardous waste includes the subcategory universal waste such as batteries, light
bulbs, and electronic materials.
Understanding what types of waste will be generated, and in what quantities or
volumes, is crucial. These factors determine how the waste management plan will
be structured and whether any special permitting or notification is required.
Ultimately, Green Leaf Yard is responsible for determining whether its waste is
hazardous. As a rule of thumb, waste is considered hazardous until proven non-
hazardous, and most generators follow this definition to reduce liability.
Each hazardous waste stream requires a profile outlining physical and chemical
characteristics (i.e., physical state, flashpoint, BTU value, etc.) to determine
proper disposal methods. Green Leaf Yard will hire third-party consultants or
waste service providers to assist with the complexities of waste identification,
characterization, and profiling.
Proper identification is critical because treating hazardous waste as non-hazardous
is a serious violation under Environmental Protection Agency and local
enforcement regulations. Improper disposal also violates the federal Toxic
Substances Control Act (TSCA).
In the commercial cannabis industry, common streams of waste include but are
not limited to:
Green Leaf Yard
• Expired or recalled product (flower, edibles, topicals, tinctures, vapes,
etc.); considered non-hazardous.
• Plant material from cultivation (flower, stalks, leaves, root balls); non-
hazardous.
• Process liquids from extraction or distillation (ethanol, acetone, etc.);
hazardous.
• Contaminated lab debris (gloves and wipes with solvent residues);
hazardous.
• Disposable vape pens with internal lithium-ion batteries; universal waste.
• High-intensity discharge (HID) lamps with ballasts; universal waste.
Waste Disposal:
The Green Leaf Yard will identify and separate all organic waste (as defined by
Public Resource Code (PRC) § 42649.8(c)) from hazardous waste as defined by
PRC § 40141 generated in the process of cannabis manufacture for the purposes
of potential organic waste recycling as set forth in PRC § 42649.81(a)(3) and
commercial hazardous waste disposal set forth in California Health and Safety
Code § 25117.
All cannabis waste will be removed from its packaging (if applicable) and
rendered unrecognizable and unusable prior to disposal. Glass cartridges
containing the oil used for pens will be separated from the battery storage
compartment.
Storage
Once waste streams have been identified, Green Leaf Yard will determine where
they will be accumulated and stored. This accumulation will be done in either a
main waste storage area or a satellite collection area.
Main storage will be somewhat centrally located, accessible, and constructed with
durable finishes. The main waste storage area should have a secondary
containment system to contain potential leaks or spills. Specific to the cannabis
industry, the main waste storage area should be in a secured, limited-access area,
on the licensed premises, and under video surveillance.
The most notable regulations for non-hazardous cannabis waste removal are:
• Waste must be stored in a secure, limited-access area on the licensed
premises, preferably under constant video surveillance.
• The waste must be weighed and tracked both on-site and at its destination.
• The waste must be rendered “unrecognizable and unusable” on-site prior
to removal.
Green Leaf Yard
Cannabis and related product waste will be collected periodically during the day
and placed in a locked waste container. This waste will then be collected by
license third party waste management service permitted to collect waste for a
marijuana-based business.
Waste Hauling Agency:
The Green Leaf Yard will hire and use a 3rd party waste hauling company, which
handles organic waste and hazardous waste. If necessary, Green Leaf Yard will
use other approved waste hauling companies for its hazardous and commercial
solid waste as mandated by applicable Public Resources and California Health
and Safety codes. We will maintain and provide to the California Department of
Public Health (CDPH) all relevant business information regarding the approved
hauling company including business name, address, contact person, phone
number, and documentation evidencing subscription to a waste collection service.
We will never be engaged in self-hauling of cannabis waste of any kind.
The transfer of all waste bins from the secure area will be overseen by an
appointed track- and-trace system trained employee. The appointed employee will
be responsible for overseeing the physical transfer of waste to the approved waste
hauling company, collect a copy of the certified weight ticket or receipt from
them to keep on file, and record the transaction in the track-and-trace system.
Green Leaf Yard
7 COMMUNITY BENEFITS AND INVESTMENTS PLAN
Criteria required in Phase II
7.1 Benefits to the Community
As a member of the community Green Leaf Yard is committed to making a
positive influence whenever possible. This might possibly include being involved
in community activities such as fundraisers, neighborhood cleanups and other
events design to improve the community or help those living in living within the
community.
The cannabis industry was created by a social grassroots movement — and at a
time when consumers are increasingly putting pressure on companies to focus on
their social impact. Because of this, the cannabis industry as an opportunity to act
as the poster child for what capitalism could look like.
Simultaneously, on the national level, consumers want to see the businesses and
brands they support do the right thing on their behalf and the world in which they
live. This isn’t true just in the cannabis industry, where consumers have been
criminalized and often violently arrested for decades, but across all industries.
This is evidenced by a 2019 survey of 420 consumers in the U.S. that found
"fewer people (44%) say price is among the most important attributes of a
company compared to environmentally friendly business practices (71%), social
responsibility (68%), and giving back to the local community (68%)."
Even though a Social Responsibility Plan is a mandate of the application process,
it is for these reasons The Green Leaf Yard had already positioned itself to step
forward and do its part in addressing some of the biggest social issues facing
Californians, and the city of Fresno in particular. The issues taking center stage
include income inequality, diversity, and the environment.
CHARITABLE CONTRIBUTIONS
The Green Leaf Yard will work to identify local charitable
organizations/programs to partner with in order to address the community’s
needs. As part of our core values, we will continually reach out to the local and
regional leadership for areas to support the community goals.
According to the August 26, 2020 Fresno Bee:
“Total homelessness in Fresno and Madera grew from 2,508 people in 2019 to
3,641 people in 2020, according to results from January’s point-in-time count —
three months before the coronavirus pandemic hit the central San Joaquin Valley
and devastated the national economy.”
Because she is a resident and soon to be a business owner in the city of Fresno,
Ms. Ramirez wants to help the municipality aid and combat its growing
population of hungry and homeless citizens.
Green Leaf Yard
• Be mindful of the Fresno community in terms of culture and customs, noise
and visual blight, and concerns such as traffic, pollution, and other
interactions
• Support the Lincoln Training Center’s mission that states it "turns disabilities
and disadvantages into possibilities through employment, independence, and
community participation."
• Consider sponsoring community activities and contributing to local causes.
• Protect the environment, both locally and globally, by setting goals for
becoming "green," avoiding the use of toxic chemicals whenever possible, and
learn where our products and materials come from and how they are produced
Lastly, The Green Leaf Yard also plans to participate in charitable work and/or
deliver contributions to the following non-profits of Fresno:
• Lincoln Training Center - 2350 W. Shaw Ave. #135k, Fresno, CA 93711 -
provide the Community Based Integration Program, Customized
Employment, and Disabled Veterans Workforce Program
• Valley Dream Center - 1835 N. Winery Ave., Fresno, CA 93703 - provides
programs that offer a pathway out of homelessness, addiction, hunger, and
poverty for those in need
• Poverello House - 412 F St., Fresno, CA 93706 - provides meals, social
services, and temporary shelter for those in need
• Veterans - The Green Leaf Yard will also have a Veteran Discount Program,
which will provide 10% off all purchases for veterans.
7.1.1 Providing funding for or hosting expungement clinics or
outreach services.
On November 9, 2016, the law related to marijuana offenses changed. Simple
possession (less than an ounce) of marijuana for adults 21 years and older became
legal. Also, for many people, possession of marijuana for sale, possession of
marijuana for cultivation, and sales of marijuana became misdemeanors.
For people with certain prior convictions or when the offenses involved
“aggravating” factors, these offenses became wobblers (meaning they could be
charged either as a felony or as a misdemeanor).
If one has a conviction that occurred before November 9, 2016 for the following
crimes:
• Possession under Health and Safety Code section 11357
• Cultivation under Health and Safety Code section 11358
• Possession for sale under Health and Safety Code section 11359
• Unlawful transport under Health and Safety Code section 11360
Green Leaf Yard
One can apply with the Petition/Application (Form CR-400PDF) and the Proof of
Service for Petition/Application (Form CR-401PDF). If the conviction for
marijuana possession (Health and Safety Code section 11357) was dismissed, you
may ask the court to seal your records with the same forms.
Automatic destruction of marijuana-related arrest and conviction record
Courts are now required to clean up many marijuana-related arrest and conviction
records automatically, without a petition. Therefore, it may not be necessary for
one to file for this type of relief.
Green Leaf Yard will look to provide funding for individuals convicted
misdemeanor crimes involving marijuana.
Another area in which Green Leaf Yard is looking to assist is in the area of the
homeless within the city of Fresno. This year’s snapshot of homelessness
indicated there were 3,641 homeless people, including 960 in shelters. That
compares to 2,508 homeless people — 439 in shelters — in 2019. This translates
into a 45% increase from 2019 to 2020.
Green Leaf Yard’s management and staff understand the importance of a quality
of life that is rewarding and believes that no individual should have to worry
about where they might be sleeping on any given night, or if they are protected
from the elements.
Green Leaf Yard will work with various organizations that help to provide such
necessities as shelter, food, clothing, and other items to those homeless or other
individuals in similar circumstances that just need a helping hand to get back on
their feet, or even a brief moment of not having to worry and being able to rest
their minds even if for a night or two.
7.1.2 Incorporating an environmentally sustainable business
model including energy efficient buildings and vehicles.
The Green Leaf Yard plans to incorporate an environmentally sustainable
business model by using green environmental technology on the premises and
creating an energy efficient building.
To create a healthier and cleaner community, The Green Leaf Yard will recycle
all applicable items and attempt to eliminate waste as much as possible and lower
waste disposal costs. The Green Leaf Yard will plan to use biodegradable, instead
of packaging material and product in paper or plastic.
Green Leaf Yard
• Blood then carries the chemical to the brain and other organs throughout
the body.
• User generally feels the effects after 30 to 60 minutes, including changes
in mood, impaired body movement, difficulty with thinking and
• problem solving, and impaired memory.
• When marijuana users begin using as teenagers, long-term effects can
include reductions in thinking, memory, and learning functions.
Licensed dispensaries and retail cannabis stores must check IDs to ensure
consumers are 21 or older. In some states the age is 18 for licensed medical
marijuana dispensaries. They use cameras and track-and-trace software to prevent
diversion to illegal jurisdictions.
Sales tax revenue is often earmarked for youth prevention programs. And as the
price of legal, regulated cannabis falls in the years after the opening of a state’s
retail market, so may the profit motive to sell it illicitly.
Teen use—as shown by more than a dozen papers and national self-reported
youth health surveys—is not directly impacted by the opening of cannabis
dispensaries.
Despite these positive reports Green Leaf Yard will also be making a commitment
to educate young people on the dangers of cannabis and other drugs, both legal
and illegal. The company will make available literature from such notable
organizations as:
• The National Institute on Drug Abuse
• US Department of Human Services
• American Medical Association
• Journal of the American Academy of Child & Adolescent Psychiatry
• Partnership for Drug Free /Kids.
Green Leaf Yard will look to work with one or more of the following
organizations:
Let’s Talk Cannabis - Youth and Cannabis: What You Should Know. It is illegal
for anyone under 21 to smoke, consume, buy or possess cannabis (marijuana,
weed, pot).
Bigger Choices Campaign - Bigger Choices is a marijuana use prevention
campaign developed by the Los Angeles County Department of Public Health to
inform with facts and create a dialog with and among teens.
Above the Influence - Above the Influence is a movement empowering young
people to recognize and face the influences around them, including the pressure to
abuse drugs and alcohol.
Green Leaf Yard
Still Blowing Smoke - Still Blowing Smoke is a campaign addressing the issue of
vaping and e-cigarettes sales.
Marijuana Fact Check - Marijuana Fact Check is a resource for parents and
teens to find health information specifically related to marijuana.
Flavors Hook Kids - Flavors Hook Kids is the largest effort to date targeting
flavored tobacco products in the country.
Information will be made available to neighborhood schools and religious
organizations free of charge for distribution to kids, as well as parents.