209 Business Journal - December 2021 by 209 Multimedia Publications

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BUSINESS JOURNAL

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DECEMBER 2021

VOLUME 6 ■ ISSUE 12

IN PROFILE

Tina Phon has turned her love and hobby of plants into a blooming success at The Lush Studio in Stockton. PAGE 3

NEWS

Dignitaries, community leaders, veterans, shoppers and Walmart associates gathered to witness the grand opening of the Ceres Walmart Supercenter. PAGE 8

DOWNTOWN DECISIONS

City Council may decide future of Main Street and if to spend $800K on downtown plan in January BY DENNIS WYATT

209 Business Journal

t’s the Manteca version of the age-old question of what comes first, the chicken or the egg. And it might be answered for the first time in nearly 60 years of questioning by elected leaders addressing them simultaneously instead of opting for an approach advocated by staff and consultants since 1963 that insisted one had to take a higher priority over the other. The question is whether the bane of central Manteca’s existence since the boom that followed the Korean War — moving through traffic through downtown — should be subservient to desires to transform the character of downtown. Community Services Development Director Chris Erias indicated during Tuesday’s Manteca City Council meeting staff will bring back before elected officials three key questions to answer: Do they want to go ahead and make the Main Street corridor four lanes all the way through downtown? Should the city proceed with traffic signal synchronization on Main Street between Alameda Street and Moffat Boulevard and perhaps as even as far south as

Wetmore Street? Does the council want to spend $800,000 on a specific improvement plan for downtown that includes an environmental review template that would be designed in a manner to have a shelf life longer than the meeting where elected leaders accept a consultant’s work? There is an advantage of answering all three questions at the same time.

Council deciding on Main Street first would create a clear perimeter for downtown plans

By deciding what they want for Main Street based on other pressing community needs before they commission an $800,000 study by a consultant to come up with a recommendation for the corridor that they could reject, the council would be creating perimeters for the specific plan work they can ultimately support and gain community backing to do. As such it would create a clear perimeter for the consultant to work with. It also would mean for the first time in five or more attempts at creating a “vision” for downtown the 900-pound gorilla that some try to ignore will finally be addressed. Traffic flow issues through Central Manteca predate concerns

about “saving” or ‘transforming” downtown. Furthermore, Main Street is a major north-south arterial and Yosemite Avenue is a major east-west arterial and one of three such arterials that actually cross the Union Pacific Railroad tracks. Neither are collector streets. The first volley was a Caltrans pitch in the early 1960s to transform then Highway 120 that is now Yosemite Avenue from Fremont Street to Union Road as a one way for eastbound traffic. The proposal was to send westbound traffic down Center Street. Reconnecting westbound with eastbound traffic west of Union Road was not an issue as the area was farmland. But to make the split would have required removing homes in the neighborhood between Fremont and Cottage. Several years later in the mid1960s the first downtown improvement plan was pursued not by the city but by merchants and property owners. The building of the 120 Bypass took pressure off of Yosemite Avenue. Traffic headed to and from the Bay Area and the Sierra in weekends no longer created colossal traffic snafus on Friday nights and Sunday afternoons. However as Manteca continued growing Yosemite Avenue became a traffic hot spot seven

days a week. That is when the city floated a revised version of the Caltrans’ one-way street plan. It would have used turns at intersections on Yosemite and Center to send through traffic for a block onto Union Road and Fremont Street. There were also other “false starts” on downtown plans the municipal staff is now advocating. In each case the consultants, who had been turned loose with vague generalities of what to accomplish, came back with a plan where there was no buy-in on councils at the time to the biggest solutions that included what a consultant saw as best for Main Street. The city at one point did implement a piecemeal solution to traffic flow through downtown on Main Street. It was in 1992 and ended up being the first of five partial fixes that ultimately were undone or led to what some council members have described as the ultimate fix for the Main Street corridor which is allowing four lanes through the Central district. That initial solution — no left turns from southbound Main to eastbound Yosemite — was a dismal failure. It was removed after two years. It was supposed to improve SEE DOWNTOWN, PAGE 11

209 BUSINESS JOURNAL

DECEMBER 2021

WE’RE IN THIS TOGETHER. At Kaiser Permanente, we don’t see health as an industry. We see it as a cause. And one that we very much believe in. During this extraordinary time we are especially thankful to the heroism of our frontline workers. And, we would like to express our deepest gratitude to all of our outstanding care teams and individuals who deliver on the Kaiser Permanente mission each day to improve the health of our members and the communities we serve. We are here to help you thrive. Learn more at kp.org.

209 BUSINESS JOURNAL

IN PROFILE

The Lush Studio helps freshen up homes BY MARG JACKSON 209 Business Journal

It’s part addiction, part therapy. And it can help transform your home into an indoor oasis, a breath of fresh air. The Lush Studio, a plant and gardening shop along Stockton’s Miracle Mile, specializes in rare and exotic house plants and also carries a full line of gardening items. Owner Tina Phon said the shop originally opened in March 2021 in a small storefront off March Lane. But this fall, they were able to make the move to a much larger venue. “We just relocated to the Miracle Mile and had our grand opening in September,” Phon said of moving to 2218 Pacific Ave., Stockton. “It was a big move.” She said they are “in the heart” of the Miracle Mile and are enjoying the fastpaced, brisk business climate of the area. “I love plants; it was a hobby of mine,” Phon explained. “I was fortunate enough to turn a hobby into a business.” She said that roughly 90 percent of the shop’s plant inventory consists of indoor plants, ranging from such unique items as the tropical plant anthurium – also known as flamingo flower or laceleaf – to a wide selection of begonias, which are always in stock. “Most of our rare plants are imported,” Phon added. “Many of them are hard to find; in the plant community it’s a big thing to have them.” Outdoor plants they offer are mainly cactus and succulents. “They thrive on neglect,” Phon noted of the succulents available, perfect for that person without a green thumb. As for the plants themselves, she said many people got involved in the indoor houseplant routine during the pandemic, when more time was spent at home. “It’s kind of an addiction,” she admitted of keeping your house filled with

plants. “But plants are also therapy.” They can add color, help purify the air naturally and there is something both relaxing and rewarding about tending to the greenery and seeing plants grow and thrive. “We also help with plant care; we have soil, fertilizer, watering cans,” Phon added. They offer gifts cards as well and if you purchase a plant and a pot there, they do the potting for you. “We re-stock on new plants every one to two weeks so there is always something new,” Phon said. The more traditional indoor houseplants are always in ample supply, as Phon said she works with local nurseries to make sure she has a variety. With shipping and trucking issues, however, sometimes it is a little harder to get those imported plants. So far, she said, she has been lucky in both areas, able to maintain a wide variety for customers to peruse and choose from as they look to start their indoor hobby or expand it. Phon and her two employees are also willing to share information, as the care needs for plants fluctuates during the year. “They need less care in the winter, less water,” she said. “Plant needs change as the seasons change.” Some people come in to the Pacific Avenue shop with their list already in hand of items they want; others are just “excited to see the variety,” Phon noted. Hours for The Lush Shop are: noon to 6 p.m. Wednesday; 11 a.m. to 5 p.m. Thursday through Saturday; 10 a.m. to 3 p.m. Sunday; closed Monday and Tuesday. For more information, call (209)4510538. Phon said she is excited to be part of the Stockton business scene, especially along the Miracle Mile. “I love the whole vibe,” she said.

PHOTOS CONTRIBUTED

Tina Phon has turned her love and hobby of plants into a blooming success at The Lush Studio in Stockton.

209 BUSINESS JOURNAL

DECEMBER 2021

IN PROFILE

Maternity boutique opens in downtown Turlock BY ANGELINA MARTIN

Magical Mamas

209 Business Journal

When Turlock resident Alannah Ward realized there weren’t many stylish boutique options for pregnant women in town, she decided to jump into action. She opened Magical Mamas in downtown Turlock in November, offering maternity clothing for every occasion as well as fashionable styles for women who aren’t expecting. The new boutique celebrated its grand opening on Nov. 5 and has since provided affordable options for everything from a fancy dinner to the school play. “I was pregnant and couldn’t find anything to wear,” Ward said of what inspired her to open a maternity boutique. In search of a fancy dress to wear out to dinner in Napa, Ward was forced to order clothes online — none of which had her desired fit once she tried them on at home. “I just thought it was so unfortunate that women are pregnant and can’t find

Location: 173 S. Thor St., Turlock Hours: Noon to 5 p.m., Monday through Saturday Contact information: 209-408-4292

clothes because there isn’t really anything local,” Ward said. “Some places have basic things, but it’s not enough.” Ward felt that women who are pregnant deserve to shine in one-of-a-kind pieces as well, she said, and she hopes Magical Mamas can provide a sense of self-worth for them. “With being a mommy, basically you are magical. You stay up late, you’re up all night...There’s this pride of being a mom and you have that pregnancy glow,” Ward said. “Sometimes as women, or as parents I should say, we forget about ourselves and we tend to focus only on our kids.” Magical Mamas offers maternity wear for any oc-

ANGELINA MARTIN/209 BUSINESS JOURNAL

A new maternity boutique, Magical Mamas, recently opened in downtown Turlock and offers clothing for women in all walks of life.

casion as well as options for customers of all shapes, including plus-sized. Shoppers can also choose from accessories like hats, bags and baby accessories.

So far, Ward said she’s felt welcomed as a downtown business owner. Other boutiques have helped her settle in and even offered their advice. She also

works as a home health nurse and is looking to hire employees at Magical Mamas to provide more hours for customers. “I just want every woman

to feel confident in every aspect of their life, so being able to help others feel good is such a good thing,” she said.

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209 BUSINESS JOURNAL

IN PROFILE

Local elected leaders want Manteca in same SJC district as Lathrop BY DENNIS WYATT 209 Business Journal

A San Joaquin County redistricting plan placing Manteca and Lathrop in the same supervisorial district has garnered the unanimous support of the Manteca City Council. The council is sending a letter supporting the option known as “Map B” to the supervisors who will make a final decision next month. Elected leaders liked the idea that Lathrop and Manteca would be in the same district as they share common issues and concerns. By being in one district the two rapidly growing cities wouldn’t have their interests diluted in districts drawn up where the majority of the population is either in Stockton or Tracy-Mountain House. Manteca, under the final maps the supervisors are considering, for the first time in 30 years won’t be split between two supervi-

sorial districts regardless of the final decision. Map B places all of the existing cities of Manteca and Lathrop in the same district (District 3) along with a large swath of the Delta. It also would include French Camp and rural north Manteca south of French Camp Road, and west of Highway 99. Tracy, Mountain House, Ripon, Escalon, and rural south Manteca are in the same district (District 3). Rural Manteca east of Highway 99 and north of Louise Avenue and north of East Highway 120 are combined with eastern San Joaquin County (District 4) that includes rural areas adjacent to Stockton as well as Lodi and northern San Joaquin County. There are a number of advantages to Map B. First and foremost it keeps natural and historic community associations in the same districts — Mountain House and Lath-

IMAGE CONTRIBUTED

The latest restricting plan known as map E keeps Manteca whole and in the same district as Lathrop while combining Ripon and Escalon with Tracy and Mountain House.

rop in District 5 and Manteca-Lathrop-Ripon along with Escalon in District 3. Given that all districts grew but none as fast as the portions of districts in the South County that saw an increase of 50,000 residents between 2011 and 2020 it forced those redistricting to shift emphasis this time around to the Tracy-Lathrop-Manteca area That reflects the fact Tracy and Manteca last year were tied for being the third fastest growing city in

California among jurisdictions with 30,000 or more residents. Lathrop was the second fastest growing city in the state overall while Ripon was the sixth fastest growing among smaller jurisdictions. Mountain House, if it were incorporated, would have made the top 10 in terms of percentage of growth. The Map B would place 151,997 people in District 3 and 157,226 in District 5. District 3 anchored by Manteca-Lathrop-Ripon

in the B map would have 38.7 percent of its residents classified as Hispanic/Latino, 30.7 percent as white, 6.1 percent as Black or African American, 17.9 percent as Asian, 0.8 percent as Native Hawaiian and Pacific Islander and 0.7 percent as some other race. That compares to the proposed District 5 with Tracy and Mountain House with 37.7 percent Hispanic or Latino, 33.4 percent white, 5.1 percent Black or African American, 22 percent

Merced County agriculture sees increase in value Dairy continues dominance as county’s top commodity BY ANGELINA MARTIN 209 Business Journal

Merced County agriculture pulled in nearly $3.5 billion of gross production value last year according to a report released last month, up $240 million from 2019 thanks to a wide variety of successful commodities ranging from crops to livestock. The Merced County Department of Agriculture report was released last month and reflects a gross value of $3,401,610,000 for the area’s agriculture commodities, up 7% from the previous year’s total. The report also summarizes the county’s total acreage and top-producing commodities. Though the report does show an increase in gross value for agriculture, Mer-

ced County Agricultural Commissioner David Robinson said it’s not necessarily indicative of farmers’ profits — or losses. The report reflects an increase thanks to higher agriculture prices, he said, which farmers also experienced when paying for tools, fuel, protective equipment and more in order to produce their commodities. “Farmers’ costs went up during COVID,” Robinson said. “They could have made less money this year even though the crop report shows an increase in value.” The report is generated annually as part of state law, with legislators utilizing the document when deciding on regulations. Realtors, bankers and pro-

spective incoming farmers are all interested in the data, Robinson said, but it also allows counties to see where they rank compared to their neighbors. The top 10 commodities in Merced County in 2020 were: dairy, almonds, chickens, sweet potatoes, cattle/calves, tomatoes, corn (silage), miscellaneous vegetables, nursery products and eggs. Milk continues to be Merced County’s leading commodity with an overall gross value of $1,050,940,000. Production of the region’s milk increased by 15% in 2020, and its price increased by $2.30 since last year. Almonds held steady as the second leading commodity with a

gross production value of $470,603,000, which is a 12% increase from 2019. Acreage increased to 103,277, but value prices are down 26% from 2019. Chickens rose to the number three position with a gross production value of $318,522,000 for 2020. Number of heads increased by 10,421,512 from 2019 and increased $0.03 per value unit. Although the value and production of milk increased in 2020, cattle and calves moved down two spots to number five with a gross production value of $262,187,000 — a decrease of 13% from 2019. Herd size increased by 62,684, but CWT value decreased by 23%. “Dairy is so variable, and

it has a tough time with production costs. Their value can go way down and they lose a whole lot of money,” Robinson said. “Dairy numbers were up this year, but does that mean the dairymen made good money? Not necessarily.” The miscellaneous vegetable category moved up three spots to the eighth place. The acreage remained about the same, but the overall value increased by $34,302,000 from 2019. Sweet potatoes moved up to the number four commodity in Merced County, bringing in $269,895,000 for the value total. Production in 2020 increased by 107 cartons per acre and the industry saw prices remain consistent from 2019. Pima cotton decreased by 6,098 acres, but remained in the thirteenth

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Asian, 0.7 percent Native Hawaiian or Pacific Islander and 0.6 percent some other race. Currently Manteca is divided by Yosemite Avenue with those to the north in District 3 and those to the south in District 5. Lathrop, prior to 2010, had all its population in District 3. Since then River Islands home building started and there are now 6,000 residents of that city living in District 5. spot commodity. The price rose to $616.90 per 500-pound bale, which is a 13% increase from 2019. According to Robinson, drought has already made an impact on the most recent 2020 report and its effects will surely be visible in the next report containing data from 2021. In 2020, the amount of field crop acreage dropped along with precipitation numbers as farmers diverted water to more valuable crops. “That matches up with what we hear and expect; if you have a limited amount of water and you have almonds and field crops, you’re going to divert your water to the higher value crop,” Robinson said. “We are seeing field crop acreages start to fall, and it will be interesting to see in the 2021 report if that trend continues. I expect that it will.” To view the 2020 agricultural report, visit www. mercedfarmbureau.org.

209 BUSINESS JOURNAL

DECEMBER 2021

NEWS

PHOTO CONTRIBUTED

TRC California offers vehicle manufacturers, suppliers and innovators a range of specialized test facilities that replicate real-world highway, rural and urban driving scenarios.

Auto testing center opens in Merced County STAFF REPORTS 209 Business Journal

The recent completion of the Transportation Research Center automotive research and testing complex is already drawing attention to Merced County from auto manufacturers. Construction of a 2.2-mile oval test track, a one-mile city course and two large vehicle dynamics areas, has transformed a portion of the former Castle Airforce Base into a world-class testing facility. With these latest developments – phase one of a long-term expansion plan – TRC California offers vehicle manufacturers, suppliers and innovators a range of specialized test facilities that replicate realworld highway, rural and urban driving scenarios. These improvements allow for the safe testing and refinement of autonomous vehicle technologies and other ad-

The future of transportation is being developed in our backyards and it’s bringing an important boost in job growth and economic development for our entire region. vanced vehicle systems. Construction of the 225-acre site began in May 2021 when Merced County officials entered into a long-term management agreement for the facility with TRC, an Ohio-based leader in automotive testing and innovation. The expansion project cost $2.1 million. “These improvements have already sparked increased interest from automotive innovators on the West Coast and

beyond who are coming here to Merced County to perfect their advanced technologies,” said Daron McDaniel, Chairman of the Merced County Board of Supervisors, whose district includes TRC California and the Castle Commerce Center. “The future of transportation is being developed in our backyards and it’s bringing an important boost in job growth and economic development for our entire region.” Brett Roubinek, president and CEO of

TRC Inc., said: “This is just the beginning of our plans to partner with Merced County in transforming TRC California to become a comprehensive, one-stop shop for automotive technology and mobility innovators. With its close proximity to Silicon Valley, the San Francisco Bay area and all of the West Coast’s technology centers, TRC California is fast becoming the go-to site for transportation innovators to test and affirm their world-changing technologies.” With phase one expansion projects completed, TRC California’s facilities and specialist staffing will continue to expand as TRC Inc. completes the build-out of additional testing capabilities and services, especially those geared toward research on electrification and autonomous and connected vehicles.

209 BUSINESS JOURNAL

OPINION

Vol. 6 No. 12 ■ December 2021

Success is the result of perfection, hard work, learning from failure, loyalty, and persistence.

PUBLISHER Hank Vander Veen

EDITOR Sabra Stafford

NEWSROOM Jeff Benziger Dale Butler Jason Campbell Kristina Hacker Teresa Hammond Angelina Martin Pawan Naidu Virginia Still Dennis Wyatt

CREATIVE DIRECTOR

—Colin Powell

Harold L. George

GRAPHIC DESIGNER Sharon Hoffman

SALES & MARKETING Chris Castro Beth Flanagan Karen Olsen Corey Rogers Melody Wann Charles Webber

DIGITAL

Frankie Tovar Rich Matheson

Time management for solo consultants To advertise in 209 Business Journal, call Manteca • 209.249.3500 Oakdale • 209.847.3021 Turlock • 209.634.9141 209 Business Journal is published monthly 122 S. Third Ave • Oakdale, CA 95361 Information: sstafford@209magazine.com 209businessjournal.com The Oakdale Leader USPS No 178-680 Is published weekly by 209 Multimedia, 122 S. Third Ave. Oakdale, Ca 95361 ©Copyright 2021. 209 Business Journal All rights reserved. Reproduction in whole or in part of any text, photograph or illustration without written permission from the publisher of 209 Business Journal is strictly prohibited. The opinions expressed in 209 Business Journal are those of the authors and do not necessarily reflect the view of 209 Business Journal management or owner. 209 Business Journal assumes no responsibility and makes no recommendation for claims made by advertisers and shall not be liable for any damages incurred.

209MAG A Z I N E.CO M

“I have a one-person management consulting practice. I’m doing extremely well since my expertise is in great demand. Maybe a little too well. “I’m deluged with phone calls and e-mails — 40 or more each day, every single one of which must be responded to. “I want to give my clients the best and most responsive service I possibly can, but it’s getting a bit overwhelming now and I don’t want to hire people. “Since it seems you operate the same way I do, do you have any good suggestions as to how I can keep everybody happy and still stay sane?” My answer can be summed up in two words: “not really.” After 36 years of practicing law, more than 20 of those as a lone wolf working out of a home office in bunny slippers and a bathrobe, I can tell you one thing about time management: once you reach a certain point, it becomes nearly impossible to pull off. It becomes a little bit like that Abe Lincoln quote: you can keep all of the people happy some of the time, you can keep some of the people happy all of the time, but you can’t keep all of the people happy all of the time. Like any solo professional, I can’t answer every e-mail and voice message in real time. While I can certainly work on several projects si-

CLIFF ENNICO CREATORS SYNDICATE

multaneously, I can only work on one thing at any specific moment in time. Multitasking is a myth (especially for those of us with Y chromosomes). There are no unimportant clients, and sometimes the most urgent matter isn’t the most important thing you should be doing at a particular moment. Having said that, here are some time management principles I currently use to keep things under control. None of these are perfect, but at least they will keep you from committing malpractice or ticking off an important client (or worse, your spouse). “Segment” Your Work Day. Block off certain times each day when you don’t answer emails or voice messages. For me those times are 8 a.m. to 11 a.m., and again from 2 p.m. to 4 p.m. During those blocks of time I am drafting contracts and correspondence, or writing books and articles. If it’s right before a big closing, I can be interrupted for messages relating to that transaction, but nothing else. When you start your day, pick one of the proj-

ects on your “to do” list, start it and finish it before you even think about e-mails and voicemails. Don’t fall into the trap of spending so much time each day answering voice messages and e-mails that the only time available to do “real work” is evenings and weekends. That is the road to serfdom. “Triaging” Your e-Mail Inbox. E-mail is the biggest enemy of successful time management. You have no control over your inbox, and people expect instantaneous responses to their messages. Each time you open your inbox, take a quick look at all of the new messages — don’t start answering them yet — and do “triage” (from an old French word meaning “to divide into three”), tagging them as either “should be answered immediately,” “should be answered eventually,” and “should not be answered ever.” Everybody has their own triage method: here’s mine. When I open my inbox, I first delete all of the obvious junk messages. I don’t even look at them. The really weird ones I mark as “spam” so I never see them again. Next, I look for messages relating to projects I am currently working on for clients. I answer these quickly, in a sentence or two, if I can. If I can’t I ask to

schedule a phone call to discuss the subject of the email. I don’t like engaging in long winded e-mail exchanges with clients and other attorneys — on the rare occasion where I have to do that, I make sure to charge for my time. Finally, I look for messages relating to new projects or clients. I give priority to (1) new projects requested by existing or former clients, (2) new projects requested by new clients that are relatively easy for me to do and will generate significant revenue, (3) opportunities for speaking engagements and writing projects (preferably with compensation) that will help me promote all the things I do, and (4) questions I can answer in this column. That leaves all the rest of the voice-mails and e-mails, which generally consist of: 0 requests for free legal advice; and 0 requests for services I cannot render because I don’t know the area of law, the reward just isn’t there, or because I’m not admitted to practice where the sender is located. If I have time, I may refer one or two of these folks to other attorneys (especially those in the second group), but mostly I just discard them, secure in the knowledge there will be more in my inbox tomorrow.

209 BUSINESS JOURNAL

DECEMBER 2021

NEWS

Old Walmart may remain vacant for a while

Reuse plan includes posting of a $25,000 maintenance bond BY JEFF BENZIGER 209 Business Journal

JEFF BENZIGER/209 BUSINESS JOURNAL

Dignitaries, community leaders, veterans, shoppers and Walmart associates gathered to witness the grand opening of the Ceres Walmart Supercenter.

Supercenter opens with large celebration BY JEFF BENZIGER 209 Business Journal

A large crowd gathered at the Walmart Supercenter to mark the grand opening of a project that finally became a reality after being in the works for over 14 years. The Supercenter is the first building of the 26-acre Mitchell Ranch Shopping Center which holds the promise of new stores and restaurants. The project was held up since it was proposed in 2007 by a series of legal challenges from a group calling itself Citizens for Ceres and attorney Brett Jolley, notorious for suing Walmart projects up and down California. The project was first proposed by the Florida-based Regency Realty Group but then the Walmart Corporation bought the site. Citizens for Ceres eventually lost all their appeals. The 8 a.m. ceremony included the singing of the National Anthem and raising of the American flag by Ceres military veterans and a blessing by a priest from the St. Jude’s Catholic Church located across the street. The new Supercenter is a sprawling 1 8 7 , 0 0 0 -s q u a r e - f o o t store with an expanded selection of groceries. Included are a Dunkin’ Donuts shop, drive-thru pharmacy, deli and a bakery. The new store offers clothing, cosmetics, gardening supplies, a full pharmacy capable of delivering vaccinations and a prototype vision center. Also available is online grocery service with a covered customer pickup area on the east side of the building. About a quarter of the Supercenter’s employee force will be dedicated to fulfilling online shopping orders placed online. Approximately 219 employees from the existing store at Hatch and Mitchell were transferred to

the new store at Service and Mitchell. Additional employees were hired to expand the total number of associates to 430. “They’ve worked diligently for the last six weeks getting fixtures set, stocking the merchandise and getting it ready for you guys to shop,” Supercenter store manager Alma Valadez told the crowd. “They are very excited to show you what they accomplished.” The ceremony included Valadez presenting ceremonial checks worth $8,000 to a number of community groups inside and outside of Ceres. Lucas Elementary School, which is located right behind the new Supercenter, received a $1,500 grant. The Stanislaus County STARs were presented $2,500 for crime prevention programs and the Stanislaus County Sheriff’s Department received $750. Students at Richard Moon Primary School in Waterford received $2,500 and the Soroptimist International of Turlock received a $750 grant. Walmart Plus members will have access to designated checkout lines. “No other stores have that,” said Valadez. It will also have a larger assortment of Hispanic products. “There are a lot of different options you’ll see here compared to other stores,” Valadez said. Representatives of a number of elected officials spoke. Lisa Mantarro Moore, a Ceres resident representing state Assemblyman Adam Gray called the opening of the store “a really big moment.” She noted how the sun broke through the gloomy week of fog “which speaks to this project.” Councilwoman Linda Ryno said prior to being elected to the Ceres City Council she worked as a Planning Department

staff member with the city of Ceres. “I was there from the very beginning when Walmart approached the city and we as staff people and most of the community wanted the Walmart here,” said Ryno. “There was a faction that didn’t. I’m happy to say that Walmart persevered and we’re here today and I’m even more happy to say that I’ve got my credit card and I’m ready to shop.” Ceres Mayor Javier Lopez said the grand opening was “a great moment for the entire community.” He pointed out that the giant balloons number 1983 for the new store number was actually the year he was born. “Congratulations on opening your new store,” said the mayor. “You’ve chosen a perfect location. The city of Ceres welcomes you and wishes your business unending success from the grand opening date to many years of operations.” Besides the Walmart Supercenter, plans call for 10 other retail shops totaling 114,162 square feet, including three other major tenants and four smaller shops as well as a stand-alone retail building and two to three new restaurants. The construction of the Supercenter prompted the city to place two temporary signal lights at the Mitchell/Highway 99 interchange. The temporary signals – installed at Walmart’s expense – will be in service until the new interchange is modified. Opening the new Supercenter creates a vacancy at its old store at Hatch and Mitchell roads. The Ceres Walmart Supercenter will be open daily from 6 a.m. to 11 p.m. The stores may be reached at 209-538-1743.

City officials admit it may be a while before the now-vacant Walmart store building at Hatch and Mitchell roads finds another use. Friday’s opening of the new Walmart Supercenter at Service and Mitchell roads means yet another vacant store – this one at Ceres’ most travelled and visible intersection. As a condition of approval when the city approved the new store in September 2011, Walmart agreed to a “Reuse Strategic Plan,” which calls for Walmart to post a $25,000 maintenance bonds to keep the building free from blight as well as incentives for the corporation to quickly find new uses for the old building. “I think all options are on the table,” said Christopher Hoem, the city’s Community Development Director. “We’re most interested in having it sell for a retail use. We’re looking at anything that will provide amenities or business to our local economy.” Walmart has not indicated to the city of any potential specific users. “They have said that they’re working on it and that they had a potential tenant in mind they were working with that has backed out,” said Hoem. “I’m still trying to find out who that is. I don’t know who they’re planning on bringing in and I don’t when but I do know they’re working on it in good faith. It’s an important thing for the city to have that building used for commercial purposes.” Steve Hallam, the city’s Economic Development Manager, doesn’t think finding a new use will be as difficult as it has been to fill the larger vacant stores on Hatch Road. “I haven’t gotten the impression that they’re inclined to just sit on it like so many Walmart stores that have closed or other box stores have closed,” said Hallam. The reuse plan places more pressure on Walmart to re-tenant the building, said Hallam. According to Hallam, the bonds say: “Hey, Walmart, this isn’t just like every other store where you can just walk away and hope for the best on a future tenant. You need to be actively involved in marketing it.” Before he left, then City Manager Tom Westbrook had suggested that the former Walmart building would be perfect as a membership-only Sam’s Club warehouse. “From where their other stores are in the Central Valley, I could argue a case,” said Hallam. The nearest Sam’s Clubs are located in Fresno and Sacramento. The reuse plan indicates that the old Walmart building would provide an excellent opportunity for a big-box user or be subdivided to create smaller spaces. The Mitchell Corridor Specific Plan allows a wide range of office and commercial uses as of right, such as department stores, furniture stores, hardware stores, sporting goods stores, banks, medical clinics, and restaurants. Recreational uses such as a bowling alley or movie theater are also permitted through the Conditional Use Permit (CUP) process. The goal of the plan is to have the building in a new use within 18 months. But that could be a tall order given the changes in online shopping habits. The reality is that in the age of Amazon

BY JEFF BENZIGER/209 BUSINESS JOURNAL

The old Walmart store at Hatch and Mitchell now sits vacant following the grand opening of the new Walmart Supercenter less than two miles to the south.

online business, filling large vacant retail spaces has become a difficult task for owners and city officials. “From an economic development standpoint, large retail space or big box stores seem to be on a holding pattern right now in the current economy,” said Hallam. Fresh in their mind is the example of how the closed Kmart store was unable to attract a new retailer after three years of collecting cobwebs. A developer recently won approval to turn the old Kmart into a Public Storage while adding new business skirted around the property that includes a new Quik Stop, Dutch Bros coffee shop and Raising Cane’s Chicken and potentially a new quick lube service. Many in Ceres have clamored for recreational businesses which could fit inside the old Walmart building. Converting the building into a bowling alley and arcade might prove economically impossible given that the Ten Pin Fun Center opened in north Turlock just six miles away. The Turlock facility was approved in 2010 but didn’t open until 2019 because of funding difficulties. Hallam said in his eight years with the city he’s never been approached by anyone interested in opening a recreational facility or movie theater in Ceres. In 2011, some expressed concerns that Walmart will not allow competitors like Target or WinCo to use its building. Walmart representative Amelia Neufeld said selling the building to competitors would present an unfair advantage against Walmart. “We don’t feel believe we should be obligated to subsidize our competitors’ entry in the marketplace,” said Neufeld. “Our current store and the land it sits on is worth millions of dollars and utilizing our existing building at a much lower cost than having a ground-up development would offer them an unfair competitive advantage.” Mike Lyions, the city attorney at the time said the city could not legally force Walmart to offer the building to direct competitors like Target, warehouse clubs, pharmacies, and grocery stores (such as Raley’s, Food 4 Less, and Save Mart). A decade ago Walmart store representatives pointed out that nationwide vacated stores have been filled by such companies as Kohl’s, Petco, OSH, Ross, Pier 1 Imports, PetSmart, Sears, Lowe’s, Dick’s Sporting Goods, Bed Bath & Beyond, Hobby Lobby, Marshalls, Macy’s, Office Depot, Fry’s, JoAnn, BevMo!, Dillards, T.J. Maxx and Cost Plus World Market.

209 BUSINESS JOURNAL

NEWS

Use social media effectively to grow your business

Small businesses around the world know that social media is here to stay. But that doesn’t mean businesses have had the chance to put in the time or effort necessary to cultivate a proper presence on the right networks. There are many advantages to cultivating your brand on social media. It can help improve your brand’s social customer service, allow you to communicate with customers and prospects on a new level, help engage and reach new audiences, build authority and drive traffic to your website. In short, creating a practical social media strategy can drive growth for your small business by fostering lasting and loyal relationships with prospects and customers. Here are a few ways businesses can make sure they effectively using social media to grow their business:

CHOOSE THE RIGHT NETWORK

Social media has exploded since they came into our lives in the mid-2000s, and there are thousands of networks dedicated to anything from connecting old classmates to advancing a

business. So, with all these options, how does a business pick the right ones? The advice from most experts is to join the most popular, and choosing the right ones comes down to your audience and your goals. Here’s some information to help get you started: Facebook: the largest platform, has 2.89 billion active monthly users, and the site is ideal for businesses that want to generate leads and build relationships. If you’re a beginner to the network, check out this guide to advertising on Facebook. Pinterest: the photo sharing site, is a fantastic platform for businesses with visual appeal (think restaurants, fashion, art, travel, and weddings). It’s more for social discovery than social networking, and is great for driving sales because so many users look to the site to plan purchases. Instagram: Instagram was so successful that just 2 years after launching it was bought by Facebook, in 2012. Its success is rooted in staying true to its original goal - allowing users to post photos and videos from their mobile.

PAWAN NAIDU 209 BUSINESS JOURNAL

The creation of Instagram Stories (an idea stolen from Snapchat!) featuring content that expires in 24 hours has enabled it to amass nearly 1 billion global users.

SET A GOAL

Being active on social media has a number of benefits for your business, and there are many things you can accomplish with a social presence. This includes performing customer service, engaging customers, generating leads, expanding your audience, driving sales, increasing web traffic, gaining valuable insights and feedback and much more. But in order to achieve these with any measure of success, you must have a goal to work towards because you’ll need to take steps to create a social media strategy and get there. Your techniques for driving sales, for instance, will

be different from your approach to improve your customer service offering. So, it’s important to know what you want to accomplish.

COME UP WITH A STRATEGY

Once you know what you want to achieve, you have to come up with a plan to get there. Start by designating the person or people who will be part of the social media team, and break up their roles and responsibilities so everybody knows what’s expected and when. You should also decide on your posting frequency, and create a content calendar that will help you plan posts and don’t miss days. This approach to scheduling is a big part of your strategy and there are great social media calendar templates you can use that lay out.

ACTIVELY ENGAGE YOUR AUDIENCE IN RELEVANT WAYS

Although content is supremely important on social media, it’s not enough to just post your content and walk away. You have to create content that excites and

entertains to connect and drive engagement. That way you can foster the relationships you want to build and gain the trust of your audience. There are many ways you can engage your audience: Comment and share on posts, post polls and surveys, address complaints, share relevant information and much more. Watch the right metrics to monitor your progress Your brand capabilities and social media goals will determine the metrics that matter and it’s important to measure these to ensure you’re on the right track. For instance, if you want to increase site traffic, then pay attention to the amount of referral traffic coming from social. There are many resources you can rely on for metrics, including Google Analytics, Facebook Analytics and page insights, Sprout Social, LinkedIn company pages report, Keyhole, Twitter analytics and keyword reports, Buffer, and BuzzSumo

209 BUSINESS JOURNAL

DECEMBER 2021

NEWS

Report: Economic recovery continues in Valley

Interest rates could impact local rebound BY ANGELINA MARTIN 209 Business Journal

Unlike the unpredictability of the coronavirus, economic recovery in the midst of the pandemic is steady and continues to improve throughout the Central Valley according to a report released recently by Stanislaus State. The university published its biannual San Joaquin Valley Business Forecast on Monday, which is produced by Foster Farms Endowed Professor of Business Economics Gökçe Soydemir and details the region’s economic outlook for the upcoming year. This is the fourth forecast Soydemir has released since the pandemic began; he first called the global spread of COVID-19 a “Black Swan” in June 2020 due to the pandemic’s rare and devastating nature, noting then that wearing masks would be critical to the region’s ability to bounce back from a statewide shutdown. “It’s definitely been an experience,” Soydemir said of forecasting the region’s economy during such a turbulent time. “It’s uncharted waters, right? Nobody knows what’s go-

ing to happen, so it’s hard to navigate. But there are certain indicators you can count on.” The new report shows that while recovery from the brunt of the pandemic is well underway, falling interest rates, easy monetary policy and low tax rates are reversing course as COVID booster vaccines are administered and oral medications for the virus make headway. Just how those key indicators impact the San Joaquin Valley depends on how quickly and how high interest rates rise, Soydemir said. “The Federal Reserve has signaled no rate hikes in 2022, so if it sticks to that, it’s good,” Soydemir said. “One of the criticisms faced in the last recession, in 2008, was that interest rates increased too quickly, and that puts a lot of pressure on the construction housing sector.” According to the report, home values in the Valley registered a 14.43% increase in the second quarter of 2021, and building permits increased at a “phenomenal” rate of 35.65%. The report points out that this is similar to

the pace observed in 2018, reflecting the supply side trying to catch up with excess demand caused by a shortage of inventory. Because of the extension of the Biden administration’s relief package and the Federal Reserve’s continued deployed tools to mitigate the negative effects of the pandemic, there were basically no foreclosures in 2021, comparable to 2020. Freddie Mac 30year rates continued to fall in the third quarter of 2021 after the Federal Reserve’s signal of no rate hikes. Every category of employment in the Valley continued to recover, with the exception of government employment. Total employment grew in all counties, except Kings County, in 2021 and Merced County employment grew at a rate of 3.56%, the fastest of the Valley’s eight counties. In Stanislaus County, total employment grew at the third-fastest rate of 3.04%. Retail trade, at an average annual rate of 5.93%, was the fastest-growing category of employment in 2021, followed by trade, transportation and utilities employment growing at 5.56%.

PHOTO CONTRIBUTED

According to the report, home values in the Valley registered a 14.43% increase in the second quarter of 2021, and building permits increased at a “phenomenal” rate of 35.65%

When it comes to banks, Valley bank deposits and net loans/leases increased significantly, but the increase in net loans and leases lagged behind the increase in bank deposits. This discrepancy indicates community banks extended fewer loans in 2021, Soydemir said. Valley residents are also starting to see the impact of “enormous liquidity injections” into the economy as part of the nation’s pan-

demic response, the report states, manifesting as high inflation rates which are also impacted by high oil prices and high labor costs. In 2021, the average yearly inflation was 3.66%, well above the long-term benchmark of 2.34%. The economic expert added that those who are concerned about the economy would do best to keep an eye on interest rates, increase cash holdings and refinance while those rates

remain low. “Inflation is a global phenomenon. We don’t see that only in the U.S., you see it all around the world,” Soydemir said. “It’s clearly because of the pandemic since these are rates of inflation never seen before, particularly in the Valley.” To view the San Joaquin Valley Business Forecast in its entirety, visit csustan. edu/sjvbf.

Governor Newsom Doubles Down on Ending Organized Retail Crime Rings STAFF REPORTS 209 Business Journal

In response to a recent increase in organized retail theft activities across the state, Governor Gavin Newsom has directed the California Highway Patrol (CHP) to increase their presence near major retail sites and announced a proposed increase in the 2022-2023 state budget to combat retail theft. “The level of organized retail theft we are seeing is simply unacceptable,” said Governor Newsom. “Businesses and cus-

tomers should feel safe while doing their holiday shopping. That’s why California is substantially increasing CHP’s presence, especially near retail areas, and will be investing even more to aggressively curb retail crime. As a small business owner myself, I am resolved to holding these criminals accountable and protecting our local businesses.” Since the weekend’s string of robberies, the administration has coordinated with local mayors, police departments and retailers to address the increase in felony

theft. The state has increased the California Highway Patrol presence in highlytrafficked shopping areas. Saturation patrols will continue through the holiday season to assist allied partners in the apprehension of criminals as well as to improve public safety. Addressing retail crime and safety has been a top priority for the Newsom Administration. In July, Governor Newsom joined law enforcement leaders and Big 13 mayors to reestablish CHP’s Organized Retail Crime Task Force. Since its incep-

tion, the Task Force has held 773 investigations, leading to the arrests of 240 individuals and over $18.9 million in stolen merchandise recovered. The Organized Retail Crime Task Force is responsible for collaborating with allied law enforcement agencies and district attorneys to identify and prosecute organized theft rings, recover lost merchandise, collaborate with the retail industry to reduce theft and improve safety for shoppers.

keeping businesses connected™ 209BUSINESSJOURNAL.COM

209 BUSINESS JOURNAL

ACCOLADES

PROMOTIONS, APPOINTMENTS, HONORS, ETC. Oakdale resident named to dairy board

The Dairy Council of California welcomes CEO of Crystal Creamery, Dennis Roberts of Oakdale, as one of five new board members committed to elevating the health of children and families through nutrition. Appointed by California Department of Food and Agriculture Secretary Karen Ross, Roberts brings more than 20 years of experience to the board, Dennis Roberts previously serving as EVP/GM North America of Regal Springs Trading and vice president of fluid sales, and vice president of sales and marketing for Foster Farms Dairy. As a board member, Roberts will help Dairy Council of California, a nutrition education organization, advance its cause of elevating the health of children and families in California through the pursuit of lifelong healthy eating habits. “For more than 100 years, Dairy Council of California has educated and empowered healthier children, families and communities through its free, science-based nutrition resources,” said Tammy Anderson-Wise, CEO of Dairy Council of California. “While nutrition education continues to fuel our work, we also lead and collaborate on issues that impact health

DOWNTOWN

FROM PAGE 1

traffic flow and encourage more people to shop downtown. It did neither. It did, however, create a situation where there were two to three accidents a month as numerous drivers re-

outcomes related to nutrition like supporting food access and finding solutions to achieve health equity. Roberts, along with our other new board members, will be instrumental in guiding us as we move forward.” Other new board members include Domenic Carinalli of Sebastopol, Cheryl Fiello of Claremont, Patrick Schallberger of Carlsbad and Hem Shah of Fullerton. Together, these five individuals bring a unique combination of expertise and knowledge to Dairy Council of California’s board, providing invaluable insight to help propel the organization forward. Dairy Council of California leads the effort to advance the Let’s Eat Healthy movement, which invites multisector coordination, collaboration and co-creation to elevate community health through nutrition education and finds ways to make nutritious foods accessible and affordable to all. For more information and to join the movement, visit HealthyEating.org/Join. For over a century, Dairy Council of California has empowered stakeholders, including educators, health professionals and community leaders, to elevate the health of children and families through the pursuit of lifelong healthy eating habits. Funded by California’s dairy farm families and local milk processors and under the guidance of California Department of Food and Agriculture, Dairy Council of California’s free science-based nutrition education resources, Mobile Dairy Classroom assemblies, training programs and online resources educate millions of

fused to comply with the no left turn ban.

Narrowing Main Street traffic flow created response issues for Manteca Ambulance

Progression from that 1992 improvement led to a consultant — after two different travel lane con-

figurations implemented in between — in 2002 to come up with the landscape bulb-outs. The intent — according to the consultant — was to slow down traffic in a bid to get motorists stuck in traffic to look in store windows and plant the seed they needed to detour and shop

students and families in California and throughout the United States. Learn more at HealhyEating.org.

Lathrop City Clerk Vargas earns certification as Master Municipal Clerk

As Lathrop’s city clerk, Teresa Vargas is the voice that residents recognize during council meetings recording the roll call votes as well as reading agenda items and ordinances as they come up. But what they don’t see is the tireless hours that Vargas puts in helping ensure that Lathrop is operating as effectively and efficiently as possible – in addition to all of the hours that she has accumulated seeking the various certifications necessary Teresa Vargas for her role. And now Vargas has earned the highest certification possible for those serving in that capacity. Vargas, who has been with the City of Lathrop for 16 years, recently earned her Master Municipal Clerk certification from the International Institute of Municipal Clerks – available only to those that have completed “demanding educational requirements and who have a record of significant contributions to their local government, their community and state. In the eyes of Lathrop City Manager in downtown. Within a year most of the bulb-outs in the 100 blocks were yanked out. The impeding of right turn movements created massive traffic tie ups and increased the response times from the Manteca Ambulance headquarters during medical emergencies

Steve Salvatore, Vargas is emblematic of what has made the city a great place to live. “The City of Lathrop strives each day to provide the residents with the highest quality of municipal services possible. The City cherishes its well-earned reputation for fiscal stewardship, its inventory of high-quality recreational facilities, and perhaps most importantly, our small but hard-working team of civil servants,” Salvatore said. “There could not be a better example of an exemplary City Clerk than Teresa Vargas, MMC. “We are very fortunate to have her here in Lathrop and the City is a demonstratively better place to live and work as a result of her efforts.” The organization that provides the certification that Vargas received – The International Institute of Municipal Clerks – was founded in 1947 and has 14,000 members throughout the United States, Canada, and 15 other counties. The IIMC exists, according to its mission statement, to “enhance the educational opportunities and professional development” of its members. “In light of the speed and drastic nature of change these days, lifelong learning is not only desirable, it is necessary for all in local government to keep pace with the growing demands and changing needs of the citizens we serve,” the International Institute of Municipal Clerks wrote in a release announcing Vargas’ accomplishment. “Your city can take immense pride in Teresa’s educational accomplishments and achievement of this milestone.”

to calls south of the train tracks and even west of Main Street. There were also multiple collisions between vehicles and the bulb-outs. The council in 2016 directed the remaining bulbouts be removed and traffic flow be increased through downtown on Main Street

by adding more lanes. Since then city senior management, including part of the current leadership, has tried to convince councils essentially they had no idea of what they were doing, that they weren’t traffic experts, and that it would hurt downtown’s future prospects.

Make your mark. Some businesses are content to have no other online presence than a Facebook page, and never think of how that looks to customers. While Facebook is a wonderful complement to a company website, it is by no means a realistic replacement. And not everybody has a Facebook account anymore.

Web Design 209MULTIMEDIA.COM

209 BUSINESS JOURNAL

DECEMBER 2021

WATER

AIR

To protect wildlife for future generations, you have to think inside the box.

WELCOME TO THE PORT OF TOMORROW. Surrounding the Port, perched high above the ground, are numerous boxes that our local owl species call home. Students and the community follow the owl families on hidden cameras as their eggs hatch and their young learn to y. We aﬀectionately refer to the owls as our “air force” because they provide essential rodent control. And with 96% occupancy, the owl box program has been an ov overwhelming success— a success we look to repeat as we explore new ways to preserve the Port’s vital wildlife.

WILDLIFE

SOIL + SEDIMENTS

COMMUNITY ENGAGEMENT

SUSTAINABILITY