k e e p i n g
BUSINESS JOURNAL
b u s i n e s s e s
c o n n e c t e d ™
AUGUST 2019
VOLUME 3 ■ ISSUE X
BREWING
IN PROFILE
UP BUSINESS
Kellie Content finds her dream job as the owner of Koru Yoga Studio in Oakdale.
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NEWS
The Lathrop-Manteca area is seeing a housing boom, which is good news for construction companies.
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PHOTO CONTRIBUTED
Blaker Brewing of Ceres is working on a new location on the Castle Air Force Base in Atwater, expected to open in October.
Blaker Brewing to take flight in Atwater BY ANGELINA MARTIN
L
209 Business Journal
ess than two years after opening its flagship location in Ceres, Blaker Brewing is heading just down the freeway to build a second site in Atwater that will take its beer to new heights. Since growing from a family farm-based operation six miles west of Turlock into the popular taproom on Montclaire Drive in Ceres, Blaker Brewing has attracted visitors from all over the Central Valley who are eager to get a taste of the brewery’s countless craft beers — creations from the minds of founder Tom Lucas and lead brewer Tyler Klaproth. The brewery’s success since opening its doors in January 2018 has led Lucas to expand his operation, tapping the Castle Air Force Base in Atwater as Blaker Brewing’s second location. According to head of marketing Tyler Lucas, Ceres developer Shane
Parsons offered the brewery a location that sits on the grounds of the base, offering enough space for both a satellite taproom and event venue. The new space will be aptly named The Tarmac, and is expected to open sometime this fall, Lucas said. “We’re shooting for October, or late fall to be safe,” Lucas said. “If we can hit that, that’d be awesome. There are a lot of moving parts.” Blaker Brewing’s Ceres taproom is currently brewing about 50 barrels per week, adding up to over 6,000 gallons of beer brewed in a month. This is about double what the brewery was making in 2018, Lucas added, and the business’ success has come from a perfect mixture of a supportive company culture and community support. “Both the people we have working with us and for us as well as the people in the com-
munity make it all work and go around by coming to our taproom,” he said, pointing out that for the sheer volume of beer Blaker Brewing puts out and the amount of work it takes to keep the operation running, the brewery’s staff is small in comparison. “Everybody has to wear multiple hats and everybody’s really bought in to what we’re doing here as a family,” Lucas said. “Without that type of culture, I don’t think we have people willing to go above and beyond…it really makes all the difference in the world.” The brewery’s new, second location on the air force base includes the building that the new taproom will soon call home, and a large, grassy knoll that Blaker Brewing plans to host events on, such as concerts, beer festivals and comedy shows. With the University of California, Merced, and Merced College nearby, the brewery hopes to cater to not just
seasoned beer drinkers, but the younger crowd as well. “We have the opportunity to create those experiences that millennials are looking for, and we really want to cater to that,” Lucas said. “It all depends on what the community wants to see, what we think would be great and finding a perfect combination of both of those things.” While the new location may have more space than the original taproom, it’s the support of the surrounding communities in both Atwater and Ceres that have made the last two years possible for Blaker Brewing. “The Ceres community has been really supportive and nothing but fun, and we wouldn’t be where we’re at without them, so we wanted to go to a place that embellished all of those same qualities and characteristics we love about Ceres,” Lucas said. “Atwater struck a chord for us.”
209 209BUSINESS BUSINESS JOURNAL JOURNAL
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AUGUST 2019
OPINION
Vol. 4 No. 8 ■ August 2019 PUBLISHER
I can’t change the direction of the wind, but I can adjust my sails to always reach my destination.
Hank Vander Veen
GENERAL MANAGER Drew Savage
MANAGING EDITOR Sabra Stafford
NEWSROOM Dennis D. Cruz Kristina Hacker Teresa Hammond Angelina Martin Candy Padilla Vince Rembulat Virginia Still Dennis Wyatt
—Jimmy Dean
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SALES & MARKETING Chris Castro Lorraine Bernaldes Beth Flanagan Dawn Hamilton Corey Rogers Melody Wann Charles Webber Jennifer Webber
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209MAG A Z I N E.CO M
Why a $15 federal minimum wage is just what California’s economy needs It’s time to cut Texas, North Carolina, Nevada, and Colorado down to size. They are among the states that are successful at siphoning jobs from California arguing they are more business friendly as well as being less costly places to conduct business. A big part of that are wages. And while most business that relocate and expand typically pay above the California minimum wage that is now at $12 an hour on the way to $15 by 2022, the $15 benchmark the Golden State is headed is roughly twice the minimum wage of the states that peel off jobs from California. Given that businesses that pay people in the six figures and high five figures typically also need a lot of people on the lower end of the economic scale that are closer to minimum wage, often for what they pay for minimum wage in California they can siphon off from a large pool of minimum workers in other states. Let’s say a Silicon Valley firm that has 1,000 workers relies on 100 workers that they pay minimum wage. Assuming they are not in a California city that has a higher minimum wage than the state that is currently at $12 an hour, if they were in
DENNIS WYATT 209 BUSINESS JOURNAL
Texas they would be paying a minimum wage of $7.25 an hour. That’s $4.75 less per hour per employee. That comes to $3,800 more a day or $197,760 more a year that you have to pay a minimum wage employee in California than in Texas. That in its self may not be enough to lure you to Texas. But higher minimum wage means the cost of everything your higher paid employees pay to live in Texas from dining out and gardening service to haircuts and handymen will go up. That means pressure to raise their pay. Of course, the cost of living in Texas goes up also for teachers, city employees, and other government workers. A parks maintenance worker in Dallas makes $27,160 a year or $13.05 an hour. The average Dallas police officer makes $49,461 a year or $23.70 an hour. If Texas has a $15 an hour minimum wage instead of $7.25 they’d be forced to raise the pay of employees not just to the minimum wage but beyond. Right now, that parks worker is mak-
ing $5.80 more than minimum wage. In a competitive job market the City of Dallas will be forced to sustain that margin. That means a park worker costing $13.05 an hour will cost $20.80 an hour with a $15 minimum wage. The $7.75 difference isn’t all. Payroll costs go up whether it is for Social Security, retirement plan or other government surcharges. Those police officers are also going to have to be paid at least that much more an hour to retain them or to recruit them. Ultimately taxes will have to go up. Given pay and benefits are typically 75 to 80 percent of the cost of a city budget, it will take a big hit in tax increases or massive cuts in government services. Everything will go up — garbage bills, the cost of water, the cost to flush your toilet, the cost of electricity, the cost of food — you name it. Welcome to California. Wages of employees are the biggest budget item for government as well as most businesses. All of a sudden that move or expansion to Texas isn’t that enticing. North Carolina that likes to peel off financial services jobs also has a minimum wage of $7.25 an hour or $7.75 less per hour than where California is headed. When Bank of Amer-
ica abandoned San Francisco years ago as its headquarters they pointed to labor costs as well as the cost of living for their employees being less expensive in North Carolina. Nevada, which out-subsidized California to get the Tesla battery plant and gave away more tax dollars to lure the Raiders, has an $8.25 minimum wage. That is roughly two thirds what California’s minimum wage is and $6.25 less per hour than were California will be at in 2022. You’ve got to wonder how cheap some of those casino hotel room packages won’t be when the thousands of people they hire at minimum wage to run them are making $15 an hour. That’s a $6,250 an hour hit for every 1,000 employees. That’s $50,000 a day or $2.6 million a year per 1,000 employees in just wages alone. Of course, there are other factors that go into making decisions on whether to relocate a business such as state regulations. And while California can define overkill at times with insane redundancy and long drawn out approval processes, other states are starting to play catch up. Housing of course is a big factor. Housing is still easier to SEE WAGE, PAGE 10
209 BUSINESS JOURNAL
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IN PROFILE
Hilmar native helps doors look lush BY ANGELINA MARTIN 209 Business Journal
Hilmar resident and hair stylist Melissa Vierra didn’t know when she began making wreaths from artificial succulents some time ago that it would turn into a business venture, but four years later the entrepreneur has a booming enterprise known as Devine Doors. Succulents, the fleshy, green plants that include cactus, jade and aloe, serve as an easy way to add some color to any home, as they don’t require much maintenance. Vierra has taken that ease of care to a new level, using artificial — yet realistic — succulents to create beautiful arrangements like door wreaths, hanging and free-standing baskets, planters, centerpieces, wedding florals and arbor arrangements that add a pop of greenery to a room or venue while lasting forever. “I started doing a few burlap wreaths about four years ago and was bored with that, so I tried making an artificial succulent wreath and my clients absolutely loved them,” Vierra said. “Then, I thought
Taqueria Sonora strives for tasty tacos BY VIRGINIA STILL 209 Business Journal
Taco Tuesday is a real thing around these parts but that is not the only time you can have some tasty tacos. Tacos are served on a daily basis at Taqueria Sonora in Sonora and there are a variety of tacos to choose from including the crispy taco, street taco, or the taco flour tortilla that can be filled with meats like carne asada, carnitas, al pastor, pollo, or pollo
asado. Street tacos are $1 on Taco Tuesday at the Taqueria. Taqueria Sonora owner Sergio Jimenez said that the original family owned business began with a Taqueria Manteca in Manteca over 20 years ago, bringing their family recipes and deliciousness that has made them a go-to taqueria. Several years ago, a few family members took a trip to Black Oak Casino and stirred up an appe-
tite, then they looked for a place that served up good tacos. They were unable to find something to satisfy their taste buds so they decided to bring a taqueria to Sonora. They have done just that, with help from Sonia and Maria Jimenez and Paco Contreras. They have been open now for about six years and have become famous in Sonora for their offerings according to Jimenez. They also do catering SEE TACOS, PAGE 5
PHOTO CONTRIBUTED
Local doors, rooms and venues now have the chance to become home to a pop of color thanks to Hilmar resident Melissa Vierra’s business Devine Doors, which creates home décor from artificial succulents and flowers.
to push myself to what else I could come up with, and that’s when I started making arrangements as well.” Green artificial succulents complimented with contrasting flowers in colors like deep purples and striking oranges, as well as more subdued hues such as soft pinks and baby blues make up Vierra’s
creations, which she both designs herself and takes custom orders for. Vierra sells her wreaths at Rustic Roots in Turlock, as well as at her hair salon, Studio Suite 5 in Hilmar. She also sells through Instagram and Facebook, where she consults clients about SEE WREATH, PAGE 5
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Taqueria Sonora offers breakfast, lunch, and dinner.
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AUGUST 2019
IN PROFILE
Oakdale yoga studio maintains transformation focus BY TERESA HAMMOND 209 Business Journal
A dream which might have once seemed far off, has now become reality for Kellie Content. Following close to one year of teaching at Koru Yoga Studio, Content has now become the owner. “It’s always been a dream of mine to own a yoga studio, because I know what yoga has done for me personally,” the new owner shared. The yoga enthusiast said her love affair with yoga first began during a spring break of college. Feeling a bit too dormant and needing to move, she and her roommate downloaded a yoga app and decided to give it a try. She’s been practicing daily ever since. Her post-college career, however, did not lead her to a yoga mat, other than to teach as a side gig four years ago with Get Fit Modesto and later Get Fit Oakdale, Sukha Modesto and Koru. A traditional 9 to 5 job working with her father was where she found herself. Content explained that
while she loved working with and for her father, her mentor in many ways, the environment and rigid schedule was unfulfilling. In 2018 after reviewing expenses and missed opportunities, Content made the choice to leave her 9 to 5 and earn her living selling essential oils and teaching yoga. “I instantly went from this miserable human being to ‘yes, the world is mine now. What am I going to do with it?’,” she shared. The millennial quickly realized the simplicity of her life worked well with her new career choice, no longer dreading the next day of work, yet rather looking forward to what was to come. “It doesn’t seem like work to me,” the studio owner said of the business and the new career direction. Content also noted her feelings on the importance of listening to client feedback on struggles, as well as desire and needs for their practice. “I finally feel like I have a sense of purpose. I’m SEE YOGA, PAGE 5
VINCE REMBULAT/209 BUSINESS JOURNAL
The Beer Garden at Finley’s Bar & Grill is a relaxing getaway at 10477 S. Airport Way.
Upgrades complete at Finley’s Bar & Grill BY VINCE REMBULAT 209 Business Journal
TERESA HAMMOND/209 BUSINESS JOURNAL
Yoga teacher and now business owner Kellie Content has found her center as she settles in to Koru Yoga Studio continuing the tradition of bringing mindful yoga to the community.
Finley’s Bar & Grill can be considered a hidden treasure. Nestled along a busy corridor in rural Manteca — 10477 S. Airport Way, about a half mile south of French Camp Road — this historic establishment that dates as far back to 1903 offers up good food, a spacious bar with nine different beers on tap, and an inviting outdoor seating area otherwise known as “The Beer Garden.”
Deborah Finley and her husband Mark Uecker have owned and operated Finley’s for the past 26 years. The Beer Garden has also been around for some time but was recently upgraded with a seating capacity of about 20 to go along with a mature green canopy, umbrellas, a water feature and vintagestyle lighting. According to Finley, visitors along with regular patrons alike find The SEE FINLEY’S, PAGE 5
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IN PROFILE
Liquid nitrogen ice cream coming to Turlock BY ANGELINA MARTIN 209 Business Journal
Downtown Turlock’s newest business is an experience in itself as soon as you walk through the doors, from clouds of vapor floating out of bowls where made-to-order ice cream is created, to seating you can swing on while you eat delicious treats. Artificial turf and pulsing, bright lights adorn some walls, while artwork featuring an enormous canvas of roses sits center stage. If it seems random, you’re right — and that’s the point. House of Random will celebrate its grand opening this Friday, joining a booming downtown core in the recently-remodeled building that once housed Rainbow Fabrics. While the space in front of the new ice cream shop will soon house First and Main, a forthcoming restaurant from the owners of Bistro 234, House of Random was created by newlywed couple Berooni Babakolan and Brolin Babela when they noticed there weren’t many options for late night dining in downtown Turlock. “We noticed that Turlock
YOGA
FROM PAGE 4 not necessarily changing the world but I’m helping change somebody one day at a time,” she said. Now with the formalities of the business takeover in place, Content is looking to reach the public and gain a larger audience for all that the studio offers. Updates have been made to the
TACOS
FROM PAGE 3 and have had food trucks at both Ironstone and Black Oak’s Westside Pavilion for their outdoor concerts. “We were looking for some good tacos and we tried some different places and we didn’t like them,” said Jimenez. “So we decided to bring some good tacos here. We are known for a lot of things like our chile rellenos and pastor.” They offer breakfast, lunch, and dinner at Taqueria Sonora and have a variety of combination plates, nachos, burritos, shrimp and all the fixings like rice and beans. Their chips are homemade as well as their assortment of salsas in all heat varieties from hot to hotter to medi-
ANGELINA MARTIN/209 BUSINESS JOURNAL
Brolin Babela and Berooni Babakolan are making liquid nitrogen ice cream.
is growing — especially downtown Turlock — and what do people do on a Friday or Saturday night? They go out and drink or they go to hookah, and what’s associated with that is food,” Babela said. With unique menu items like soft waffle cones filled with popcorn chicken, cups of Mexican-style corn and even ice cream-stuffed burrito with a cotton candy “tortilla,” House of Random truly lives up to its name while appealing to both late night crowds and families with a sweet tooth. “If you’re on a good level drinking-wise at 11 o’clock at night, what it is that you crave? That’s what we thought about,” Babakolan said. interior space, as well as the addition of things like blankets and bolsters as the class menu expands. “As a studio itself, we still have the name Koru it’s just that we’re shifting from just Power Yoga to more variety of Vinyasa classes, Yin, Restorative, Hatha, maybe some Ashthanga,” she said, “different styles of yoga so it’s more open to the community as a whole.” Traditionally a heated um and mild; all are made from scratch and change on occasion. They have a row of hot sauces that they offer their guests to satisfy any palate. “People love the chili sauce options,” added Jimenez. “One time someone asked us if we had something else besides Tapatio. So we started getting different kinds of sauces and people really enjoy that. They always take pictures of the sauces.” To wash it down they offer an array of beverages including imported and domestic beer, Jarritos, and freshly made agua frescas in watermelon, melon, horchata, and hibiscus in house that change on a regular basis. They also have wine and beer and of course a mouthwatering Michelada made with
House of Random Type of business: Liquid nitrogen ice cream shop Location: 80 S. First St., Turlock Hours: 11 a.m. to 11 p.m. Tuesday through Thursday; 11 a.m. to 2 a.m. Friday and Saturday; 11 a.m. to 11 p.m. Sundays Contact information: 209-277-4040
The true star of the show, however, is House of Random’s liquid nitrogen ice cream. The phenomenon isn’t available anywhere else locally, according to the couple’s research, with the nearest location that offers the distinctive dessert yoga studio, the owner said that will be altered for Yin and Restorative classes, due to the use of props while also possibly appealing to the clientele who does not desire the added heat. Founded as a donation based studio when first opened over a decade ago, Content shared that model will still be obtained. Noting the importance of what “donation base” means,
in Fresno. The ice cream is exactly what it sounds like, taking the typical frosty treat and instead freezing it with liquid nitrogen right in front of customers’ eyes. The result is a smoother-thannormal ice cream that puts on a performance while being made, emitting huge clouds of vapor as the liquid nitrogen works. Babakolan and Babela have put in years of practice and training in order to be certified to make liquid nitrogen ice cream, they said, selling the product at farmers markets and via catering in order to perfect their technique. “Just eating the ice cream is wonderful, but seeing the ice cream being made which is not free. Suggested donation is $15 per class, pre-purchase punch cards are also an option, as well as monthly membership, which is a new option. Persons unable to make the suggested donation are not turned away, yet rather requested to donate what they’re able. “I want people to walk in and feel a sense of weight and relief lifted off of them,” she said of her goal for the
is a show that you’ve got to see at least one time, just to see what it’s all about,” Babela said. “The reaction is very amusing; it’s always people walking past, and then they pause and think, ‘What is this cloud of smoke?” Babakolan added. “There’s a lot of excitement. Then once they actually try the product, that’s when you really win them over.” Using liquid nitrogen to make the ice cream provides a much quicker freezing process, she explained, which eliminates ice crystals that can often give regular ice cream a crunchy texture.
Beer Garden as a relaxing getaway from the hustle and bustle of urban living. “It’s all intimate,” she added. In fact, the decor of The Beer Garden compliments Finley’s Bar & Grill through and through. The upgraded bar with the hanging vintage light fixtures offers up plenty of spirits including craft beers such as DeSchutes, Sierra Nevada, Heretic and Lost Coast Brewery on draft to go along with fine dining.
Back in November, Finley’s Bar & Grill was recognized by E. Clampus Vitus Tuleburg Chapter No. 69 as the “oldest bar in Manteca,” said Uecker, who himself is a Clamper — the oldest fraternal organization dedicated to preserving the heritage of the America West. Finley’s Bar & Grill is open seven days, from 11 a.m. to 10 p.m. on Tuesdays through Fridays, 10 a.m. to 10 p.m. on Saturdays, 10 a.m. to 7 p.m. on Sundays, and 11 a.m. to 7 p.m. on Mondays. For more information, call 983-9493.
studio. “It just feels good on the body, that’s one of those immediate things that you find,” she continued, when asked about her love of yoga. “I’m all over the place, I go a thousand miles a minute. My brain can’t keep up with my mouth, my body can’t keep up with all this stuff. I find that it’s really calming to me.” Content now hopes to spread that love to others and share not just knowledge of the practice but
dispel the myths and stereotypes which may keep people away. “You don’t have to be flexible to do yoga,” she said. “It’s a very personal practice. You work with where you are on your mat, that day, that time.” Koru Yoga Studio is at 809 W. F St., Oakdale and can be found on Social Media as well under the studio name. Class schedules are listed on both social media sites. Additional information on Koru can be found at koruyogaoakdale.com.
WREATH
Vierra ships her creations nationwide, she said, even decorating doors as far as New York. She has some high-profile customers like UFC fighter Urijah Faber, who commissioned Vierra to craft a wreath for his baby’s nursery. Most recently, Devine Doors designed and created the centerpieces and other greenery that can be found in Turlock’s Ten Pin Fun Center. “I love making a new piece for someone and them saying, ‘I trust you,’” she said. The wreaths are available for purchase at Rustic Roots (231 E. Main St., Turlock) and Studio Suite 5 (19947 1st St., Hilmar); Available for order on Instagram (@devinedoors).
FINLEY’S
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DENNIS CRUZ/209 BUSINESS JOURNAL
Taqueria Sonora does catering and have had food trucks at both Ironstone and Black Oak’s Westside Pavilion for their outdoor concerts.
Clamato and other spices. The Jimenez family has lived in Riverbank for over 35 years. “We take pride in what we do,” expressed Jimenez. “That is why if you ask anybody here in Sonora where is the best taqueria
they are going to point you to this spot. People tell us that. We have everybody here at Taqueria Sonora especially on Taco Tuesday. Dollar tacos on Taco Tuesday and everybody gathers here. You’ve got to be here.”
The flavors are made from scratch, with Babakolan and Babela adding in fruits, candies or whatever a customer’s heart desires in order to create the perfect taste. As Stanislaus State graduates, the couple is excited to bring something new and exciting to Turlock, they said. They hope their new downtown shop, with its exciting décor and playground-like seating, can serve as a place where all ages can enjoy some ice cream and have fun while doing so. “Turlock deserves something fun like this,” Babakolan said.
any unique arrangements they’d like. “I was hesitant at first with the demand of it all, but I thought why not give it a try?” Vierra said. “It’s a ton of work — that’s for sure. I feel pretty stretched most days but I do love creating new things.” Purchasing faux succulents for her arrangements is a touch more costly than the real thing, Vierra added, but the payoff is in their longevity. “I have to love my stuff so I can feel good about it going into someone’s home,” she said. “My customers always laugh when I tell them they’ll live forever.”
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AUGUST 2019
NEWS
GROUND ZERO FOR GROWTH Manteca-Lathrop has enough housing units in approval process to add 57,000+ people BY DENNIS WYATT 209 Business Journal
Make no mistake about it. And while growth may not accelerate, given the shortage of approved subdivisions in the greater Bay Area region as well as the infrastructure to serve them, San Joaquin County — particularly Manteca and Lathrop — will continue to either at the current pace or slightly slower. Manteca now has 8,137 housing units in various stages of approval yet to be built. That assumes the 760 homes approved for Villa Ticino West on the southwest corner of Louise Avenue and Airport Way gets scratched for an industrial park of more than 5 million square feet. It also includes a plan for 700 plus homes just to the south of Lovelace Road that is in the process of being submitted to the city. In Lathrop, River Islands alone has just a bit less than 10,000 approved housing units yet to be built. Between River Islands and
Manteca that means there are 18,000 homes in the pipeline that based on a 3.18 person yield per home would generate 57,240 more residents. To put that in perspective Manteca had 56,838 residents in 2002. The 8,137 housing units Manteca has approved or is in the process of doing so that haven’t been built does not reflect the number of homes that could be built on land being proposed for residential use in Manteca’s general plan update that does not currently have a project either approved or in the process of securing approvals. That land could easily yield an additional 5,000 homes. From that perspective the general plan update that Manteca is now pursuing could cast the die for robust growth given that on current yields of 3.18 residents per house the homes in various stages of the approval process could add 25,780 residents to push the city’s population
209 BUSINESS JOURNAL FILE PHOTO
Home construction is booming in the Lathrop-Manteca region.
to almost 110,000. The epicenter for population growth in the Northern San Joaquin Valley is Manteca-Lathrop. In 2018, the two cities added a combined 4,034 residents — 2,759 in Manteca and 1,255 in Lathrop. That compares with Tracy that added 1,968 residents last year and Stockton that grew by 2,508 based on state Department of Finance estimates. Manteca, on its own, was the fastest growing city in the threecounty Northern San Joaquin Valley.
If growth levels flat-lined based on 2018 activity in the 209, Manteca that had a population of 83,781 on Jan. 1, 2019 will top 100,000 residents sometime in 2025. By 2033 Manteca would surpass Tracy as the second largest city in San Joaquin County and as the third largest city in the Northern San Joaquin Valley if the trend holds. Manteca-Lathrop — with a current combined population of 106,000 — would be home to 150,000 plus people by 2030.
Now that the council has given the consultants piecing the general plan update together direction on basic land uses they’d like to see in specific undeveloped areas, they will be able to project the number of homes those areas could yield at buildout. That number will be applied to yield factors in terms of residents for various housing types to determine future impacts on everything from traffic to city services. Although it wouldn’t be cast in stone that land will
actually develop the way the general plan update calls for it to, it sets the stage for developers to submit projects that — once they get entitlements — will continue to fuel growth for decades to come. Growth that some see today as the proverbial runaway train will actually be set on course by the final land use decisions the current council makes for the general plan update. General plans are mandated by state law to serve as blueprints for city growth.
6 hours for food trucks Proposal lauded by city as way to help existing Manteca restaurants BY DENNIS WYATT 209 Business Journal
Food trucks in Manteca could be able to stay in one spot for up to six hours. And according to city staff, it is all part of a plan to boost business at existing restaurants. The Manteca Planning Commission Tuesday on a 3-2 vote with commission members Jeff Zellner and Ron LaFranchi dissenting recommended that the City Council adopt the longer hours as well as new rules for food trucks. Staff had recommended three hours but the panel went with six hours after Commission member Paraminder Sahi expressed concern that the shorter time might be too restrictive. The vote came just hours after two food trucks — that associate planner Adam Paszkowski told the commission are “operating illegally” — spent most of the day as they do every weekday on the southwest corner of Lathrop Road and Airport Way. Not
only are they in violation of the existing city ordinance that says they cannot stay in one spot for more than 10 minutes but they are also violating the basic county health department food truck permit requirement that they operate within 200 feet of a restroom. The lack of enforcement of rules such as those that exist for food trucks unless it is driven by a complaint from the public prompted Commissioner Eric Hayes who supported the new rules to note “you can have all of the rules you want but if they are not going to be enforced none of it matters.” Planning Manager J.D. Hightower noted the push for more liberal time for food trucks came from a recommendation of a council appointed economic development commission that saw food trucks as a way of creating economic activity. Staff cited research in other cities including Alameda near Oakland that indicated food trucks increased business at
brick and mortar restaurants that they were parked near. In the case of Alameda brick and mortar restaurants recorded a 6 percent sales increase between 2012 before a food truck event was started at the South Shore Shopping Center and 2013 when the food truck event was up and running. Zellner questioned the validity of the research presented by staff in terms of how it applied to Manteca and the ordinance changes as presented. Zellner noted the time between 2012 and 2013 was when the state was coming out of a recession and that the increase for brick and mortar restaurants could be more attributable to the improving economy. He also questioned comparing a food truck event as in Alameda to individual food trucks that Manteca is trying to encourage. He added that the dynamics of Alameda — a city that is roughly the same size of Manteca — are not comparable given there are more than a million
209 BUSINESS JOURNAL FILE PHOTO
This is one of two food trucks that a city official said were operating illegally at Airports Way and Louise Avenue ion Tuesday but the city did not cite because they did not receive an official complaint.
consumers within 10 miles or so and that its population base likely doesn’t have extensive commutes as Manteca residents do. “We need to compare applies with apples,” Zellner said. Planning Chair Leonard Smith had no qualms with the research that also included a number of cities larger than Manteca. “Research shows it helps existing restaurants,” Smith said based on creating more
buzz and activity. Smith was disappointed that impacted food truck vendors as well as restaurant owners were not in attendance at Tuesday’s council meeting to provide their input on the proposed rules. Food truck operators and restaurant owners will have the opportunity to weigh in when the proposed ordinance changes go before the City Council in the coming months for possible adoption.
Although he did not vote for the ordinance changes due to reservations with impacts on existing restaurants LaFranchini was pleased staff had dropped that language would have allowed food trucks to stay in one spot from 7 a.m. to 9 p.m. He had argued at a previous commission meeting that would have created de facto “permanent restaurants”. LaFranchini had expressed concern allowing single food SEE FOOD, PAGE 10
“Family-owned” means: thousands in a Any business in which two or more Fortune 500 family members operate the company, and the majority of ownership orcompany control
small businesses are run by a husband and wife
209 BUSINESS JOURNAL
7
BUILDING YOUR BUSINESS lies within a family.
Are family businesses successful?
19%
78%
60%
Family-owned businesses employ
28.8 million small businesses in the US - 19% are family-owned.
60% of the US workforce and create 78% of all new jobs.
64%
Family businesses generate
GDP
Family-owned businesses range in size Challenges family-owned businesses face
AT WORK
“My partner and I own a service business we’ve been trying to sell for some time. We finally found a buyer, but the process just seems to be taking forever. The buyer’s attorney seems to be taking a long time to review our attorney’s draft documents, and our attorney doesn’t seem to want to push things as fast as we want him to. We’ve explained to him that ‘time kills deals,’ and we’re really worried that the deal will fall apart if pressure isn’t constantly being applied to get things done. Do you agree, or are we missing something here?” You are right, of course, about time killing deals. But pushing things faster than they’re able to go can kill deals just as easily. I assume you are selling the assets of your service business, as that’s how most of these transactions are structured. An asset-sale transaction has a lot of moving parts that all have to synchronize before a closing can take place. For example: —Your landlord will need to consent to the buyer’s assuming your existing lease of your business premises, and he probably will want to see financial statements and other documentation for peace of mind that the buyer’s credit risk is the same or better than yours. —You will have to get consent from any leasing companies from which you lease equipment. —If your business is a franchise, you will have to get the franchisor’s consent. —Your accountant and the buyer’s accountant will have to agree on allocating portions of the purchase price to specific asset categories for tax purposes. These things can’t be done in a day or two. In my experience, it generally
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Family businesses can range from
1.2 million
Four secrets to getting deals done
FEBRUAR
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takes four to six weeks from the date you and the buyer initially agree on the purchase price to close a sale of business assets. Pushing any faster than that can be very counterproductive. If there is a real urgency in closing your deal by a specific date, by all means you should communicate this to your attorney so he can communicate it to the buyer’s attorney. That may help move things along. If there is no such urgency, however, I would advise you to cool your jets and let your attorney and the buyer’s attorney work through the details at a reasonable pace. Here are four rules I live by when it comes to getting deals done. Rule No. 1: Deals always go more smoothly when the attorneys work together as a team. Contrary to popular opinion, this is one arena in which you and your attorneys should not be aggressive or adversarial. It’s the buyer’s money, after all, and he should have sufficient time to understand what he is signing and the obligations he is assuming. By pushing him too hard to close quickly, you will get him (and his attorney) very nervous. The buyer will begin to suspect there are skeletons in this business’s closet and will conduct his due diligence with an electron microscope instead of a magnifying glass. His attorney will start worrying about his malpractice liability and will be sure to get his back up, raising unnecessary issues and nitpicking the documents in an effort
to slow things down and protect his client. Rule No. 2: If the other side asks for something reasonable that doesn’t hurt you in any way, don’t waste time arguing about it. Say yes, and move on. You want to get closure as soon as possible so you and the buyer can focus on getting all the closing paperwork pulled together. If you are still negotiating the business deal at the closing table, something has gone seriously wrong. Rule No. 3: If the other side asks for something unreasonable or something that does hurt you, then ask why it’s needed. Don’t say no automatically when the other side asks for something you can’t say yes to. Instead, ask why. A lot of times, the other side really doesn’t care too strongly about the point and will drop it. Even if it doesn’t, once you understand fully the other side’s concern, you will find there’s usually a compromise position that will satisfy that concern without hurting you. But don’t be a wuss. If the other side’s position doesn’t make sense, say so. Rule No. 4: Never try to close a deal in August. A lot of people try to get deals done in August because they figure everyone will have more time to focus on the details, but in my experience that never happens. No sooner has one player returned from vacation than another one leaves on vacation. If you can’t get the deal closed by the end of July, schedule the closing for sometime after Labor Day, and head for the beach. Everyone will appreciate that you are not trying to disrupt their precious time off, and that goodwill will pay dividends when negotiations resume.
family-owned small businesses are run by a husband and wife
of family businesses The Family Business survive the transition
30%
survive the transition from second to third generation.
12%19%
Successes and Obstacles from first to second Mom and Pop Shop
2 people to
thousands in a Fortune 500 company
generation ownership.
28.8 million small businesses in the US - 19% are family-owned.
Mom and Pop Shop
47%
of family businesses remain in the family over 60 years.
13%
“Family-owned” means:
30%
Any business in which two or more family members operate the company, and the majority of ownership or control lies within a family.
of family business owners expecting to
Challenges family-owned retire in five years DO businesses NOTface have a successor. of family businesses survive the transition from first to second generation ownership.
How do family businesses survive? 47% 13% Mom and Pop Shop
of family businesses remain in the family over 60 years.
Are family businesses successful?
78%
60%
survive the transition from second to third generation.
12%
of family business owners expecting to retire in five years DO NOT have a successor.
Good governance - 94% of How do family businesses survive?
family-owned firms are controlled Good governance - 94% of by supervisory or advisory boards. family-owned firms are controlled
Family-owned businesses employ 60% of the US workforce and create 78% of all new jobs.
by supervisory or advisory boards.
Focus on the next generation -
Over 40% of companies Focus on the next generation - included
64%
Family businesses generate
GDP
younger family members on boards
and committees to nurture business Over 40% of companies included
64%
and management skills.
of Gross Domestic Product (GDP)
younger family members on boards Customer and employee-oriented and committees to nurture 74% of business family-owned firms report and management skills.stronger values and culture.
Family-owned businesses range in size
WorkCustomer with a SCORE mentor to helpand employee-oriented make your family business a success.
Family businesses can range from
1.2 million family-owned small businesses are run by a husband and wife
74% of family-owned firms report
2 people to thousands in a
stronger values and culture.
Fortune 500 company
19%
www.score.org Sources:
28.8 million small businesses in the US - 19% are family-owned.
https ://www.inc.com /e ncyclope dia/fam ily- owne d- bus ine ss e s .htm l http://s mallbus ine ss .chron.com /familyowne d- corporation- 8 1466.htm l https ://www.statisticbrain.com /fam ily- owne d- bus ine ss - statistics /
Work with a SCORE mentor to help make your family business a success. Challenges family-owned https :// hbr.org/2015/0 4/ le ade rs hip- le ss ons - f rom -gre at- family- bus ine ss e s https ://www.s ba.gov/s ite s /de fault/fi le s /advocacy/SB- FAQ- 2 016_WEB.pdf http://www.fam ilybus ine ss ce nte r.com /re s ource s /fam ily- bus ine ss - facts /
https ://www.forbe s .com /s ite s /aile ron/2 013/07/31/the - facts - of - fam ily- bus ine ss / https :// hbr.org/2014/0 4/ge ne ration- to- ge ne ration- how-to- s ave - the - family- bus ine ss
businesses face
30%
of family businesses survive the transition from first to second generation ownership.
13%
of family businesses remain in the family over 60 years.
12%
survive the transition from second to third generation.
47%
of family business owners expecting to retire in five years DO NOT have a successor.
Mom and Pop Shop
www.score.org
Sources: How do family businesses survive?
h tt p s : //www. i n c .co m /e n cyc l o p e d i a /fa m i l y- ow n e d - bu s i n e ss e s . h t m l h tt p : //s ma l l b u sGood i n e ss .ch ro n- .co mof /fa mi l yow n e d- co rp o rat i o n - 8 1 4 6 6 . h tm l governance 94% family-owned firms are controlled
h tt p s : //www. stby atsupervisory i sti c braori n .co m /fa m i l y- ow n e d- b u s i n e ss - st at i st i cs / advisory boards. h tt p s : // h b r.o rg /2015/0 4/ l e a d e r s h i p- l e ss o n s - f ro m -g re at- fa mi l y- bu s i n e ss e s Focus on the inext h tt p s : //www. s ba .gov/s te sgeneration /d e fa u l-t /fi l e s /a d vo c a cy/S B - FAQ- 2 016 _ W EB . pd f Over 40% of companies included h tt p : //www.fa m ilybu s i nmembers e ss ceon n te r.co m /re s o u rce s /fa m i l y- b u s i n e ss - fa ct s / younger family boards and committees to nurture business
h tt p s : //www.foand r bmanagement e s .co m /s i te s /a i l e ro n /2 01 3/07/3 1 /t h e - fa c t s - o f - fam i l y- b u s i n e ss / skills.
h tt p s : // h b r.o rg /2014/0 4/g e n e rat i o n - to - ge n e rat i o n - h ow-to - s ave - t h e - fa mi l y- bu s i n e ss Customer and employee-oriented -
74% of family-owned firms report stronger values and culture.
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209 BUSINESS JOURNAL
8
AUGUST 2019
NEWS
Turlock draws stiff competition for cannabis dispensaries City selects top four candidates BY ANGELINA MARTIN 209 Business Journal
After receiving over 30 proposals from candidates vying for a spot as one of Turlock’s four future dispensaries, City staff this week announced the retail cannabis businesses they’ve invited to operate in town. Following the City Council’s approval of a cannabis pilot program in May, a June meeting at City Hall saw over 70 interested parties convene to hear more information on the selection and application process for opening a commercial cannabis business in Turlock, whether it be retail, manufacturing, testing or distribution. The City then accepted 40 Request for Qualifications packets from commercial cannabis stakeholders, 32 of which were proposals for retail
dispensary locations. Last week, a panel consisting of City Manager Bob Lawton, Assistant to the City Manager for Economic Development and Housing Maryn Pitt and Director of Municipal Services Michael Cooke interviewed each of the 32 dispensary respondents in addition to evaluating and scoring each respondent’s RFQ proposal, ultimately selecting four companies that will be able to apply to operate within City limits: Firehouse, Evergreen, Perfect Union and MedMen. The sheer volume of original respondents made the selection process difficult, City Attorney Doug White said, as a majority of candidates were well-qualified. However, this led the panel to select a top four that is the best of the best, White explained, with each com-
pany ranking as the number one dispensary in their respective markets. “Frankly, the whole top 10 was pretty amazing,” White said. “The competition is stiff when you get 32 people who apply…anyone who hasn’t had significant cannabis experience beforehand, it was going to be almost impossible to make the cut just because of the level of competition. I’ve never seen anything like it.” The City of Turlock is the 10th city White has helped develop a cannabis ordinance for. Companies who have been approved in other towns, like JDI Farms which operates in Patterson, Empire and Oakdale, came up short in Turlock, finishing behind the selected companies that have anywhere from $10 million to $100 million in their bank accounts, according
I thought going into this Turlock would be severely disadvantaged…but it had the opposite effect. This is probably three times more competitive than the Modesto process…people who were approved in Modesto weren’t even in our top 10. —Turlock City Attorney Doug White
to White. Of the four selected companies, Firehouse is the only locally-owned dispensary conglomerate, operating Patient Care First in Ceres, Phenos in Modesto and Flavors in Riverbank. The stores are the topproducing locations in Stanislaus County, which helped their standings in the competitive interview process, White said. The dispensaries that came in fifth through 10th will be next in line if one
of the top four is disqualified or withdraws from the process. “It’s unlikely,” White said. “They’ve fought so hard for this.” Evergreen is the number one producing cannabis retail business in Washington and a store in Turlock would be not only their first venture into the California market, but would likely also become their headquarters for the state. The company has an “outdoorsy, REI,” vibe to it,
White said, contributing to the interviewing panel’s goal of appealing to different demographics with each unique dispensary. Perfect Union has dispensaries in areas like Lake Tahoe, Morro Bay and Sacramento and is a company that has been operating for much longer than many of the other candidates, White explained. White described MedMen as the “Apple store” of dispensaries. MedMen operates SEE CANNABIS, PAGE 9
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CANNABIS
FROM PAGE A8
stores across the United States and has more of a corporate look than other dispensaries. The panel thought MedMen would bring something unique to Turlock that can’t be found in other towns thanks to its sleek appearance. White was surprised at not only the number of proposals the City received, but the sheer caliber of the interested candidates. While several locally-owned dispensaries weren’t chosen, White explained that the selected candidates were simply too experienced, too knowledgeable and too reliable to pass up. Developing a cannabis pilot program much later than other cities actually gave Turlock an advantage, he added, with a list of already-established candidates to choose from. “I thought going into this Turlock would be severely disadvantaged…but
it had the opposite effect,” he said. “This is probably three times more competitive than the Modesto process…people who were approved in Modesto weren’t even in our top 10.” Potential locations that the four dispensaries included in their RFQs were Lander Avenue and West Main Street, to name two, though official locations will be included in each business’ forthcoming application. While downtown dispensary zoning was recently approved by the Planning Commission, the City Council has yet to take action on the item. If approved, White said it’s likely at least one of the dispensaries will attempt to set up shop downtown. “Ideally, I think if you’re going to have four and if they can find the right building and right parking situation, it would be at an appropriate place to put it,” White said. White advised anyone worried about out-oftowners establishing cannabis businesses in Turlock to think about quality.
“I think you always are conscious of the fact there may be backlash. I don’t see anybody saying let’s not have Target or Costco in town…this isn’t just your ordinary business. The amount of money people have to be willing to invest to be able to be legally compliant and stay legally compliant makes it almost unattainable for most folks, and there’s a barrier of entry for people who have never been in the business before,” White said. “There’s a benefit of having people who are number one in every place they’ve been, who have operated for years on end.” Next, the four selected candidates will submit applications for Conditional Use Permits to operate their dispensaries in Turlock and create development agreements with the City, which have to be approved by the Planning Commission before going before the City Council. White has stated previously that he expects Turlock’s first dispensaries to be open by January.
9
Mobile precheck program coming to Modesto airport STAFF REPORTS 209 Business Journal
The IdentoGo TSA PreCheck Mobile RV will be coming to the Modesto City County Airport from Aug. 12 through Aug. 16. TSA PreCheck is an expedited screening program that enables identified low-risk air travelers to enjoy a smart and efficient screening experience. For TSA PreCheck travelers, there is no need to remove shoes, 3-1-1 liquids, laptops, light outerwear or belts. TSA PreCheck has more than 450 lanes at more than 200 U.S. airports. Once approved, travel-
ers will receive a Known Traveler Number, which can be added to a travelers airline profile and reservations, and will have the opportunity to utilize TSA PreCheck lanes at select security checkpoints when flying on over 50 carriers that currently participate in TSA PreCheck. Appointments are limited and are available on a first come, first serve basis, so register as soon as possible. To complete the application process, you will need to bring documentation proving identity and citizenship status. If you have a valid
U.S. passport, that is all you need for ID! You will finish the process onsite by providing your fingerprints for a background check. The application fee is $85 and can be paid by credit card, money order, company check, or certified/cashier’s check. Cash and personal checks are not accepted. To participate in this local enrollment event, make sure to complete the online application; for appointment location choose “RV Pop-Up: Modesto City County Airport.” Applications are available at https://www. identogo.com/precheck.
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FOOD
FROM PAGE 6 trucks to operate throughout commercial areas in the city at locations where they had secured permission from property owners and obtained a municipal permit would “clutter” Manteca and lead to garbage and trash issues that led to the city adopting the current ordinance with a 10-minute limit for a food truck to operate in one place. That said LaFranchini was impressed with the “food truck court” in downtown Modesto near the transit center. Multiple food trucks park in one location where there is a portable bathroom as well as wash station in addition to having tables and even shade structures. He made a pitch to have such an option built into the ordinance that would require a conditional use permit submission by a property owner. He envisioned food truck courts being created in commercial and industrial park zones. His idea was not incorporated into the recommendation to the City Council. Wendy Benavides, a resident and former downtown business owner, was the only member of the public present for the meeting. While she made it clear she usually wasn’t against
the idea of food trucks, she was concerned the city in encouraging more food trucks would do damage to struggling small restaurants in Manteca. She noted that while Manteca had a strong lunch base 20 plus years ago that packed delis and small restaurants, the changing dynamics of employment in Manteca along with half the workforce commuting out of town has reduced the daytime customer base. Benavides believes if more food trucks start operating and just peel away a small number of customers it could create irreparable financial losses and force the closure of small businesses. Sahi expressed concern about how much faith the city would be able to have in food trucks not just collecting the correct sales tax for Manteca — it has a higher rate than some nearby jurisdictions due to the half cent Measure M public safety tax — but whether food trucks operating in multipole jurisdictions would make sure to report to state authorities the correct percentage of sales tax they collect that Manteca is entitled to receive. The ordinance language that the commission is recommending the council adopt allows food trucks in commercial zones as long as they are not within 150 feet of a building housing
a restaurant. They can also operate in industrial zones. In both cases, though, they would need to secure a city permit. The new rules being considered exclude sidewalk vendors such as a pushcart for a hot dog vendor or a pedal-driven cart such as those that appear in neighborhoods selling frozen treats. Other proposed rules for food trucks include: prohibiting mobile food vendor vehicles (food trucks, ice cream trucks, and canteen trucks) from operating “within the public right-ofway or on any city property except in the event of a street closure for a special event allowed by the city.” The Parks & Recreation Department has the authority to establish rules and regulations for mobile food vendors wishing to operate within city parks. No more than two mobile food vendor vehicles may operate at any one location unless a temporary use permit has been issued. Mobile food vendor vehicles shall be clean and in good repair and not have any peeling, dents, rust, scratches or missing components that are discernible at a distance of 5 feet or more. They cannot block a lawfully placed signage of another business, impede ingress or egress from another
AUGUST 2019
WAGE
FROM PAGE 2 build and less expensive to own or rent in most other states. But a big surge in minimum wage in states like Alabama that also mirror Texas and North Carolina with $7.25 an hour minimum wage will receive nice rent jolts as well as higher prices thanks to the impact of wages more than doubling for a large chunk of the workforce and the price increase tsunami it will trigger in all sectors from retail, services, construction, transportation, manufacturing and even government slamming housing. This originally was going to be a column against a one size fits all states minimum wage push that is being pursued on the federal level. The cost of living is business, or be located with any clear visibility triangle. Signs shall be limited to those attached to the exterior or interior of a mobile food vendor vehicle plus one temporary free-standing sign. That free-standing sign may not be placed more than 2 feet beyond the food vendor and have two faces with the sign being no taller than four feet wide than three feet and require a
higher in New York and California as opposed to Texas and North Carolina. A sane argument not many people buy is that federal income taxes should be indexed and adjusted according to a state’s overall cost of living given making $15 an hour in California doesn’t allow you to rent anything much more than a room in a house but it gets you into an apartment in Alabama where the average one bedroom unit rent in a city the same size of Manteca goes for less than half of what it does here. Although there are solid arguments against minimum wage hikes based on the fact they do cost jobs and their ultimate impact is erased due to it pushing up the cost of goods and services over the years, if you are a Californian and are against the federal minimum wage hike to $15 an hour you need to be a city-issued portable sign permit. The name of the business, the commissary (where the vehicle is housed) address, and phone number must be displayed on the passenger side of the vehicle and clearly visible at a distance of 10 feet. Areas around the food vehicle must be kept neat and orderly at all times. Once a vehicle is parked and in operation it is the vendors’ respon-
tad selfish and embrace it instead. Let Texas and North Carolina lose a large part of their competitive edge and being places of relatively low cost for living thanks to an act of Congress. Go ahead and feel the “Bern” given it was Senator Bernie Sanders who first had the courage to make a $15 an hour federal minimum wage a major national taking point. While it would be nice for people practice what they preach — ask his campaign workers what is meant by that — a $15 federal minimum wage would benefit California by helping it become more competitive for business. That, in turn, will benefit all California workers. Let Congress make California more competitive by making the rest of the nation more like California. sibility for cleanliness of the area — not less than 50 feet from all parts of the vehicle — regardless of the occurrence or source of waste in the area. They must provide a trash receptacle for public use that is sufficient and suitable to contain all the trash the operation generates. All waste must be removed before a mobile food vendor vehicle departs from a location.
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866.844.7500 • www.ovcb.com Oak Valley’s Mike Garcia, Commercial Banking Market Manager, 343.7607, with Dean and Amanda Brewer of Brewer Family Dentistry
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“The Oak Valley team has been great to us. They made our entire loan process seamless and delivered outstanding results. Their personal attention to our needs and business are invaluable.” - Dean Brewer, DDS, and Amanda Brewer, DDS, Brewer Family Dentistry
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ACCOLADES
PROMOTIONS, APPOINTMENTS, HONORS, ETC. Center Appliance marks 70 years
sured by factors such as patient outcomes. “High Performing” is the highest rating U.S. News awards for those types of care. For the 2019-20 ratings, U.S. News evaluated more than 4,500 medical centers nationwide in nine procedures and conditions. Less than a third of all hospitals received any high-performing rating, and only 57 earned this rating in all nine Procedures & Conditions. The state and metro area rankings recognize hospitals that received high performing ratings across multiple areas of care. “For 30 years, U.S. News has strived to make hospital quality more transparent to healthcare consumers nationwide,” said Ben Harder, managing editor and chief of health analysis at U.S. News. “By providing the most comprehensive data available on nearly every hospital across the United States, we give patients, families and physicians information to support their search for the best care across a range of procedures, conditions and specialties.”
Dennis Wallace foundation donates to Ripon PD Explorers
For 70 years, Center Appliance has been a fixture in the Manteca community. The local business featuring such brands as GE Appliances, Amana, KitchenAid, Maytag and Whirlpool celebrated a milestone of 70 years in business on Aug.7. Center Appliance is still a family-owned business with two locations – the other one is at 205 E. 11th St., Tracy – offering experience personalized one-on-one service not available from the big box stores. The business was founded in August 1949 by Frank Fiore in downtown Manteca along Center Street. “That’s where we got our name,” said Victor Fiore. He along with his siblings, Frank Jr., Emmy Esteves, and Cathy Hastings, currently handle the family business. This is the third location in Manteca for Center Appliance. The original business moved out of downtown to North Main Street near Lathrop Road in 1979.
U.S. News & World Report names Doctors Medical Center high performing hospital Doctors Medical Center has been recognized as a High Performing Hospital for 2019-20 by U.S. News & World Report. The annual Procedures & Conditions ratings, now in their 5th year, are designed to assist patients and their doctors in making informed decisions about where to receive care for common conditions and elective procedures. These ratings extend the U.S. News mission of providing consumers with patient decision support beyond the Best Hospitals rankings, which are geared toward complex specialty care. Doctors Medical Center earned “High Performing” ratings for Chronic Obstructive Pulmonary Disease and Heart Failure, in recognition of care that was significantly better than the national average, as mea-
The memory of Dennis Wallace continues to shine bright. At a recent Ripon City Council meeting, Dave Wallace, who is the brother of the fallen Stanislaus County Sheriff’s deputy, and others from the Dennis Wallace Memorial Foundation presented a $500 donation to the Ripon Police Department’s Explorer Program. “Dennis loved to support the youth programs,” said Dave Wallace. The Explorers provide an opportunity for those ages 14 to 21 to learn, first hand, about the functions of the local police department. The donation here was made possible by the Dennis Wallace Memorial Golf Tournament. “We’ve given $5,500 to youth programs in memory of Dennis,” Dave Wallace said. The funds will be used to further the explorer program, including training and participation in explorer competitions, according to police. Ripon Police Department Explorers learn about law-enforcement careers by shadowing officers on patrol and other duties, and providing parking and traffic control at special events throughout the year. Deputy Wallace was killed in the line of duty on Nov. 13, 2016 while investigating a suspicious vehicle. He was a 20-year veteran of the Stanislaus County Sheriff’s Department, working in the DARE program. The third annual Dennis Wallace Memorial Golf Tournament is scheduled for Monday, Aug. 19, at the Oakdale Golf and Country Club. The event will again include a four-per-
son scramble golf format with food and drinks as well as the dinner to follow, consisting of a silent auction, raffle, awards reception and more. The shotgun start is set for 11 a.m., with registration beginning at 9 a.m. For more information, click on to www. denniwallacegolf.com.
Community Hospice awarded Palliative Care Certification Community Hospice, the oldest nonprofit hospice organization serving the Central Valley, was recently awarded Palliative Care Certification and Hospice Reaccreditation from the Community Health Accreditation Partner. CHAP is the leading national accrediting agency nationally for hospice and home health organizations. CHAP Certification/Accreditation demonstrates that Community Hospice meets the industry’s highest nationally recognized standards in palliative and hospice care. Community Hospice is surveyed every three years to maintain hospice reaccreditation. Palliative Care Certification is awarded to palliative care providers who meet standards of excellence and is also awarded for three years. In early June, CHAP completed Community Hospice’s hospice reaccreditation and the first CHAP survey for their palliative care program. “We are pleased to award Palliative Care Certification to Community Hospice as well as continued Accreditation of the hospice,” said Barbara A. McCann, President and CEO of Community Health Accreditation Partner. “These achievements recognize Community Hospice’s commitment to quality care and to the community. The team has successfully extended their services by offering palliative care that has met national standards of excellence – the first hospice organization to do so in California under CHAP.” The purpose of CHAP is to objectively validate the excellence of community healthcare practice through consistent measurement of the delivery of quality services. CHAP assesses all areas of an organization including management, quality, patient outcomes, resources and long-term viability. “We are very proud to receive this highest recognition as it confirms the exceptional quality care, services and support that our staff and volunteers provide our patients
and families every day,” said C. DeSha McLeod, Community Hospice President/ CEO. “It is a great accomplishment to receive our hospice accreditation and we are thrilled to have the first palliative care program certified by CHAP in California. I congratulate all of our employees and share my gratitude for their dedication and hard work throughout this process. Our Community Hospice family should feel a great sense of pride in achieving this recognition and success.” Community Hospice is a nonprofit, community-based hospice agency, serving the Central Valley since 1979. Community Hospice provides compassionate and quality care, education and support to terminally ill patients and their families, regardless of the ability to pay. Care extends to over 250 patients every day in private homes, skilled nursing facilities and at the 16-room Alexander Cohen Hospice House. Community Hospice also provides bereavement and grief support to anyone in the community. For more information call (209) 578-6300 or visit www.hospiceheart.org.
E&J Brandy Named Official Spirits Partner of BIG3 E&J Brandy, the world’s most popular American brandy, announced today its official partnership with BIG3, the premier worldwide 3-on-3 basketball league founded by producer, actor and music legend, Ice Cube, and entertainment executive, Jeff Kwatinetz. “BIG3 basketball is bringing the fire and intensity on the court, and we only want to be associated with the best off the court, so we’re excited to have E&J Brandy as our partner for the 2019 season to help bring our fan experience to the next level,” said Ice Cube. “Both BIG3 and E&J Brandy are game-changers in their respective fields, so this collaboration was a no-brainer.” E&J Brandy brings a classic touch to BIG3’s lively twist on basketball and will continue to cultivate a new generation of brandy drinkers as BIG3’s exclusive spirit for the remainder of the 2019 season. “We’re thrilled to be named the official spirit of BIG3 in its third season, and look forward to a long-term partnership,” said Britt West, Vice President General Manager at E&J Gallo. “E&J Brandy is an iconic brand and we’re excited to partner with some of basketball’s most iconic legends.”
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AUGUST 2019
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