Svbj jul 2018

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Honoring Sherrie Isaac P.3


City of Salinas Employee Raises

Marketing 101 P.6



New Member Profiles


Leadership Monterey County P.9

Centennial Gala Unveiled

by Paul J. Farmer, Chamber CEO This is the sixth article in the “City Budget Crisis” series where we focus on the City of Salinas’s major challenge with an ongoing budget deficit. The present article shares data on compensation increases across all of the City’s departments, as depicted in the chart below. We also share what has happened since our last article appeared. The first five articles in this series, available on the Chamber’s website at, covered the following topics: 1. The ever-increasing cost of the City’s employee benefits and pensions 2. Overtime costs, focusing on the Police and Fire Departments (which together average $5M per year) 3. The Fire Department’s special deal and “binding arbitration” 4. The Fire Department’s compensation for each employee in 2017 5. The Fire Department’s compensation, compared to peer cities

CRISIS - Continued on page 4 (top)

JULY 2018

Green Jobs a Fraction of California Economy

The Chamber will celebrate our centennial year in style at our just-announced gala event on Saturday, October 6. At this special event, we will welcome the inaugural honorees for the Chamber’s new “Legacy of Leadership Award.” As you certainly guessed from the name, this event will honor a select few who have made tremendous impacts to our area. Read on for details about this illustrious group. For more information on the event itself or to buy tickets or sponsorships, please visit the Chamber’s website or call (831) 751-7725. Here are some more details on our first class of honorees.

Ruth Andresen A native of Oklahoma, Ruth came to California to study geology at Stanford University in 1938. Her uncle, a geologist, wanted her to get a degree and return to Oklahoma to join the petroleum geology family business. Then, in 1941, Pearl Harbor was attacked and Stanford officials urged students to graduate if they could, or join the war effort. So that’s what she did: she finished her schooling and joined the Military Geology Unit. Ruth and her colleagues helped craft pre-invasion Ruth Andresen plans for Europe and Asia using National Geographic maps, typewriters, and slide rules. At the end of the war, she returned to Salinas with her husband Norman and started a family. Although she was busy with her three children, she still got involved with educational organizations including the Monterey County Board of Education, which she joined in 1963. Ruth was a pioneering woman leader of the Salinas Valley Chamber of Commerce and many other organizations. Sean D. Tucker Sean is celebrated by his peers, adored by his fans and widely recognized as an aviation legend. He has inspired countless pilots and made millions stand in astonishment with his awe-inspiring, one-of-a-kind power aerobatic performances. In 1997 Tucker established the Tutima Academy of Aviation Safety with the goal of setting the highest standard for aviation safety training. He is also the GALA - Continued on page 4 (bottom)

Sean D. Tucker


Take a Step Toward Better Health Salinas Valley Memorial Healthcare System invites you to join our physicians on a monthly walk and talk that will inspire and inform. Let our unique health and wellness programs connect you with your best life. August 11th; 9-10am Location: Fort Ord National Monument, Badger Hills Trailhead (Across Highway 68 from Toro Café) TOPIC: Healthy kids, healthy future Leader: Lena Malik, MD

September 15; 9-10am

October 6; 9-10am

Location: Fort Ord National Monument, Badger Hills Trailhead (Across Highway 68 from Toro Café) Topic: Lung Cancer Prevention & Screening Leaders: Kelsey Gray, MD & Patrick Griffith, MD

Location: Fort Ord National Monument, Badger Hills Trailhead (Across Highway 68 from Toro Café) Topic: Breast Cancer Awareness Leaders: Amy Stemerman, MD & Bernadette Lucas

For more information and to reserve your spot, call our Health Promotion Department at 831-759-1890.


JULY 2018

Honoring Sherrie Isaac


by Jim Bogart, 2018 Chamber Board Chair (& President, Grower-Shipper Association) It is never easy to write this type of article and I feel like we’ve had to do it too often lately, but we must share the unfortunate news of the unexpected and sudden passing of our dear friend and Past Chamber Board Chair, Sherrie Isaac. Born and raised in Salinas, Sherrie’s devotion to and pride in her hometown was always outstanding. Until her recent retirement, she was a partner with accounting firm Hayashi Wayland. She loved her profession and was proud that some of her clients had worked with her going back to the 1970s. Sherrie joined the Chamber Board in 2012, and served six years. She became the Chair of the Chamber Board in 2014 – only the fifth woman to hold that position. Sherrie supported many local charities with her time and resources, in particular the California Airshow and YoSal, where she served as Treasurer. Our Chamber CEO Paul Farmer had this to say: “I absolutely adored Sherrie and even if she’s no longer here, my love for her will always shine brightly. Sherrie

She was one of the most selfless, caring, witty people I’ve had the pleasure of knowing. She had become a regular traveler with me Jim Bogart on the Chamber’s international trips, where she liked to call me her ‘travel husband.’ Her friends will tell you Sherrie’s hair was always impeccable and her face was always adorned with bright red lipstick. ■

Whenever I think of Sherrie and her warm laugh, it will bring a smile to my face. Isaac

Noble Boss, Membership Director ■ Sydney Allred, Member Services Coordinator ■ Phillip Saldaña, Operations Manager ■ Thom Taft, Finance Manager ■ Paul Farmer, CEO & Chief Member Advocate


of the Board Jim Bogart (Grower-Shipper Association) ■ Past Chair Frank Geisler (Geisler3) ■ Chair-elect John Bailey (Alternative Dispute Resolution) ■ Vice Chair, GRC Kevin Dayton (Labor Issues Solutions) ■ Vice Chair, Finance William J. Hastie (Hastie Financial Group) ■ Vice Chair, Events Julie Ann Lozano (MBS Business Systems)


Berg-James (Noland, Hamerly, Etienne & Hoss) ■ Mark Boos (Girl Scouts of California's Central Coast) ■ Kalah Bumba (Consultant Community/Health) ■ Raymond Costa (RHC Management - McDonald's) ■ John Haupt (Haupt & Associates) ■ Jeff Lamb (Farm Fresh Deli & Café) ■ Adrienne Laurent (Salinas Valley Memorial Healthcare System) ■ Rodney Meeks (Credit Consulting Services) ■ Tom Meyer (1st Capital Bank) ■ Cody Ramsey (Mann Packing) ■ Kristy Santiago (KION TV) ■ Ba Tang (Union Bank)


Kasavan (SPARC)

■ Matt



Sherrie rides a camel in Morocco

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Sherrie Isaac with friends Paul Farmer, Laura Pruneda and Bob Kasavan



➟ CRISIS - Continued from page 1 left In early May, the Salinas City Council passed a raise for the firefighters’ union of approximately 10%. (Councilmember Tony Barrera and Mayor Joe Gunter dissented, arguing that the City could not afford the extra costs). Shortly after this compensation increase was approved, City Manager Ray Corpuz notified all departments that they were to cut costs significantly in order to address the budget shortfalls. The higher compensation levels further exacerbated the challenge of resolving the budget deficit. As readers will see in the accompanying chart, City Employee compensation is set to increase $22.8M over the next three years (and this only accounts for the next one-and-a-half years in the compensation agreement with firefighters). While $22.8M is a big number, the true total is even larger, as there will be further increases to overtime pay and benefits that will accompany these

higher levels of pay. To clarify the information presented in the chart, the City of Salinas negotiates with 11 separate bargaining groups. Aside from the City Manager and City Attorney, all employees fall within one of these groups and some of the groups represent themselves vs. by an organized union. The Chamber’s “City Budget Crisis” series of articles are intended to spark community discussion about these costs. The Chamber Board has discussed and agreed that the current work we are undertaking is vitally important because if the City does not address the root causes of these budgetary challenges, then they inevitably aim to solve the problem by “growing the pie,” which means higher taxes on our local businesses and residents, or by significantly reducing the level of services. ■

➟ GALA - Continued from page 1 right co-founder and president of the California-based non-profit, the Bob Hoover Academy. The Academy facilitates transformative life experiences in education and aviation. It creates opportunities for at-risk and underserved teens to get engaged in STEM education. The program uses aviation as a metaphor for the deeper mission: to capture students’ minds, to focus their energies and to cultivate success in the classroom and in life.

Auto Center in North Salinas, which is now home to Boronda Crossing. The Sammut Brothers participate in many charitable and community efforts in Monterey County and they encourage others to do the same.

Sam Downing Sam worked at Salinas Valley Memorial Hospital from 1972 until his retirement in 2011, serving as President and CEO from 1985 onward. Though he'd been offered a prestigious opportunity in Santa Barbara, he chose instead a small rural hospital in Salinas, where he recognized tremendous potential. Sam's 39+ years of dedication, vision and stewardship helped to shape Salinas Valley Memorial Hospital into the renowned full-service healthcare system it is today. Sam Downing Sam married the love of his life Paula Duke in 1977. The newlyweds honeymooned in Europe and embarked on a lifetime of adventure together. Combining their love of travel and humanitarianism, Sam and Paula traveled on numerous trips around the world with Assist International to provide donated medical equipment, training and supplies to people in need.

Rick Antle In 1982, Rick and his father formed Tanimura & Antle with the Tanimura family. Rick was the President of Tanimura & Antle from its inception in 1982 and CEO since 2003. Rick was a great leader, teacher and friend to so many at Tanimura & Antle and in the produce industry at large. The success of Tanimura & Antle can be attributed to Rick’s dedication and respect for the company’s employees. His achievements include the development of Rick Antle a housing project that provides homes for 800 farmworker employees at Spreckels Crossing. Rick was the embodiment of “larger than life” - he had a big personality and an even bigger heart. He loved and absolutely mastered the art of adventure – on the mountain, the water, the air, and of course on the farm. Skiing, boating, flying and farming took up most of his life, but people always came first. Family, employees and friends regularly describe him as a fun-loving, work-hard-and-play- harder kind of guy. He was thoughtful, magnanimous and a respected mentor.

Tony and Al Sammut Tony and Al Sammut were born in on the island of Malta and moved to the US with their family in 1947. They have achieved great success in the Salinas Valley, starting out with developing small motels in Salinas, including the Tony and Al Sammut Laurel Inn. In 1994, Tony and Al developed Westridge Center in North Salinas. This development brought the community such retail giants as Costco, Walmart, Starbucks, Pet Smart and many others. It was an incredible achievement for two brothers. In 2007, Tony broke ground on a property adjacent to the Salinas

Brigid McGrath Massie Brigid is an award-winning business consultant, author and professional speaker. She has delivered thousands of keynote speeches and management seminars throughout the United States. Brigid has earned Master’s Degrees in Social Work and Business Administration. She was the very first recipient of the Salinas Valley Chamber of Commerce’s “Businesswoman of the Year” award and she was named “One of Five Women in Northern California Who Make a Difference.” Brigid McGrath Brigid McGrath Massie has been an integral force Massie behind the Chamber’s Leadership Salinas Valley program, which began in 1982. Its purpose has been to involve more people in shaping the future of our community and with Brigid’s influence, it has done just that. Over 600 people have graduated from the program and are active leaders in Salinas and the surrounding areas. Having served as the leader and mentor for the program for many years, Brigid has left her mark by cultivating new generations of leadership. ■


JULY 2018

The Salinas Valley Chamber of Commerce Proudly Presents Its

Help the Chamber Help the Community First, we want to say THANK YOU to all of our members! You believe in giving back to our community. And you support the Chamber’s mission of making the Salinas Valley a better place to work and live. The Chamber strives to realize that mission by representing the interests of business with government and leading programs like Local First that help win contracts for local businesses. We also help you network and market your organization. And, the more the merrier… To celebrate our Centennial year this year, we are working on several important initiatives.

One of our goals this year is to bring in 100 new members. CAN YOU HELP?

Centennial Gala & Legacy of Leadership Awards Ceremony Saturday, October 6th, 2018, 6 – 10 p.m. Sherwood Hall Salinas, California

We’re calling this campaign “Mission: Possible.” It’s possible, if you’re able to refer over just one or two new members. Or, you can add a special Chamber overlay to your Facebook profile image, just for the month of July. And if you can help, we’ve got a special thank you:

entry into a raffle for a grand prize of $1000!

Here are some details: • If you use our special Facebook profile picture overlay, you get 1 entry per week (during July) • Get prospective members to join us for special New Members events and earn 1 entry each (1 for you and 1 for the prospective) • For each referral of yours who BECOMES a Chamber member, you will be awarded 2 entries into the drawing. • Special bonuses for referrals who become members at higher levels: • $1250 level earns you 2 additional entries. • $2500 level earns you 4 additional entries. • $5000 level earns you 8 additional entries. • The winner of the $1000 grand prize will chosen by random drawing and announced at our Centennial Gala on October 6. (Need not be present to win). For more details, like “where is this overlay you speak of?” or “What New Members event?”, head on over to this page: And if you’re able to get your friends to join just because you are THAT influential, please tell them to write in your name under “referred by” in the Member Application on our website.

$100 per person

Semi-Formal Attire Suggested 2018 Legacy of Leadership Honorees Sean D. Tucker

Tony and Al Sammut

Sam Downing

Rick Antle

Ruth Andresen

Brigid McGrath Massie



For information regarding sponsorship opportunities and donations for the silent auction, please visit, email or call the Salinas Valley Chamber of Commerce at (831) 751-7725.

This Chamber is comprised of people like you. And we thank you for helping make us stronger, for your organization and our entire community. JULY 2018


Marketing 101

State Legislature Passes Budget On-Time

tips & advice on digital marketing by Phil Fisk, President Coastline Marketing Group

by Monterey County Farm Bureau

Outsource, Automate, or DIY? Outsourcing, automating, and doing it yourself when it comes to marketing are all options you have. So when should you do each of these things? I have found that it’s best to be completely honest with yourself in terms of how much marketing knowledge you have. If you know that you need to do A, B, and C to reach your goals but don’t know the best way to get there, then you need to consider outsourcing. There is nothing wrong with admitting that you don’t know everything there is to marketing. The reality is that the internet has drastically changed the marketing landscape. Additionally, it’s constantly changing because Amazon, Facebook, Google, and everyone else changes their algorithms from time to time. It’s frustrating, but that doesn’t mean that it has to be a reason to not get the job done and done right. Outsource When Needed If you don’t know how to do something and don’t have the time to do it, then it’s best to find someone who can. You may want to delegate to someone on your payroll who does have the knowledge. If you don’t have anyone, then consider hiring a


professional who specializes in those kinds of things. Consider a copywriter for writing your blogs, a videographer to make a marketing video, or a graphic designer to make some new ads for you. Automate the Repetitive Marketing automation is becoming more mainstream. There are software and technology solutions that will automate some of the more repetitive online marketing tasks that you have to do, such as obtaining leads, posting to Facebook, and sending out emails to those who request information. When you find an automation tool, you might be surprised by how much easier it makes it for you to market. DIY When You Have the Time and Knowledge Doing it yourself is a great option to save money on marketing tasks, but only if you know what you’re doing. If you have read a few books, taken some marketing courses, or simply know what works for your business, that’s great. Be sure to follow a marketing plan and do what you have time to do on your own. When you know more about when to outsource, automate, and take the DIY approach, it will help you to stay organized and get everything done properly. Remember, if you can’t do it yourself or don’t know how, it’s best to outsource it to someone who does so you can put your best foot forward in the marketplace.

The California State Legislature was ahead of schedule, passing the 2018-19 Budget Act to the Governor for signature or veto, one day before the deadline. The $199.6 billion State Budget articulates a very positive economic outlook, with a projected $9 billion surplus. The Legislature’s budget proposes to direct $16 billion in excess revenue to various reserve funds, and direct greater General Funds towards policy initiatives related to K-12 education ($78 billion--$30 billion more

than during the Great Recession), homelessness ($500 million in grants to local jurisdictions) and boosts funding to the California State University and University of California systems ($344 million one-time to managed increased enrollment). Republican lawmakers have continued to express concern that the proposed budget does not adequately address ongoing pension liabilities and have been frustrated by the attempt to include policy directives in the state budgeting process. ■

CalPERS Funding Gap by Ed Mendel CalPERS faces steep climb to rebuild its funding Last year was one of the best ever for the CalPERS investment fund, a gain of $47 billion that boosted the total to $350 billion. But pension funding only increased from 68 to 71 percent of the projected assets needed to pay future costs. A CalPERS report last week said investments earned 15.7 percent last year, nearly double the 7 percent target. Now after a lengthy bull market experts predict CalPERS returns will average 6.2 percent next decade, then increase to average 7 percent in the long term. That a $47 billion investment gain only makes a small change in pension funding shows the difficulty CalPERS still faces in recovering from a $100 billion investment loss a decade ago, when the funding level nosedived from 101 percent to 61 percent. During the financial crisis and stock market crash, the California Public Employees Retirement System investment fund plunged from about $260 billion in 2007 to $160 billion in 2009. The failure of CalPERS funding to recover to the traditional level of 80 percent or more leaves little cushion to absorb another big investment loss. Experts have told CalPERS that if funding drops below 50 percent, recovery becomes even more difficult if

not impossible. CalPERS is at the mercy of the market. Most of the money needed to pay future pensions, 61 percent, is expected to come from investments. Employers are expected to provide 26 percent of the funding, employees 13 percent. Even if there is another major market crash, CalPERS would be far from danger of running out of money. It paid $21.4 billion in pension benefits last fiscal year, while employers contributed $12.3 billion and employees $4.2 billion. The new report, “A Solid Foundation for the Future,” shows CalPERS no longer has “negative cash flow” requiring the sale of some investments to help pay pensions each year. For two decades, employer-employee contributions and investment income will cover the cost. Three changes are expected to strengthen CalPERS funding. The investment earnings forecast used to discount pension debt was lowered from 7.5 to 7 percent, triggering a local government employer rate increase of about 50 percent for cities over the next seven years. The 3,000 local governments in CalPERS (half are schools) have a range of funding from high to low. The new rates may force some service cuts, employee reductions, tax increases and test the “sustainability” of current pensions. ■

JULY 2018

What Investors Do to Derail Their Goals by Bill Hastie, MBA The field of behavioral finance focuses on the psychological process of how people think about and deal with their money. One example is the herd instinct which leads people to follow popular trends without any deep thought of their own. “Herding” is notorious in the stock market, often as the cause of rallies and sell-offs as investors follow trends of either buying or selling stocks. Behavioral finance believes that the herd instinct is a result of investors’ inability to make rational decisions under emotional strains of anxiety, anger or excitement. Here are three very common financial behaviors that while on the surface seem rational and logical, can often lead to the investor losing their way towards achieving their financial goals. Market timing: Most investors remember the market decline of 2008 and early 2009. It became very common for investors to reach the point of getting out of the market, but the next step was often the fatal one. In droves, investors would say “I am getting out of the market now while it’s so bad, then I will get back in when the market gets better.” On the surface, this seems to make reasonable sense, or does it? Behavioral finance would offer this translation of what investors were really saying – “I am going to sell my investments now while prices are low and I won’t get very much for them, then I will get back into the market when the price for me to repurchase those same investments is much higher.” Diversification: One of the most widely accepted concepts borne out of Modern Portfolio Theory is diversification - the blending together of various investments that perform differently in various markets seeking to reduce overall portfolio risk. For example, an investor with an all-stock portfolio is generally accepting a high degree of investment risk. By diversifying that portfolio by adding bonds (which generally, but not always, will move in opposite directions to stocks), the overall portfolio risk can most often reduced. Some investors apply this concept of diversification to their investment advisor(s). The idea is that by “spreading out their investments” among two or more investment advisors, the investor derives a benefit. But here, too, human nature can drive an investor into taking action that while on the surface sounds rational, can end up being to the investor’s detriment. Perhaps the single greatest potential

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downside of engaging multiple investment Bill Hastie advisors is the lack of a coordinated strategy necessary to achieve the investor’s long term financial goals. When multiple advisors are employed, rarely do those advisors collaborate and develop a coordinated investment strategy which can often result in a loss of consistent and effective investment management. There is no time when an investor needs a coordinated investment strategy more than when they are approaching retirement. This is when investments are, ideally, consolidated – not spread out – in order to maintain management control of the investments. As the investor approaches retirement, they want to adhere to a well-designed retirement income plan and implement a coordinated investment strategy. Losing management control, or not having a coordinated investment strategy at this stage, can act to derail even the best retirement income plan. Risk Management: Managing performance expectations relative to portfolio risk is critical for most investors. Let’s use the salsa analogy to make this point. When making salsa, the various types of peppers provide the lion’s share of the flavor but they can also occasionally burn you. Tomatoes are added to the salsa to help offset the potential to get burned, but also tend to dilute the great flavor potential. In this example, stocks work like peppers and bonds work like tomatoes. In portfolio construction, matching the stock/ bond balance to an investor’s acceptable level of risk is much like making salsa to one’s personal tastes. One cannot expect a salsa that is 80% tomatoes/20% peppers to have the same flavor potential as a salsa with 80% peppers – and the same applies to investment portfolios. Human nature can often drive an investor to want no downside potential from their portfolio, yet demand all the upside of the general stock market. Unreal expectations can lead to a mismatch of acceptable risk and actual overall portfolio risk – and that can also derail an investor’s long-term goals. Bill Hastie, MBA is the Founder of locally-owned Hastie Financial Group. If you would like to discuss your personal or company’s investment needs, please contact Bill at ■

Diamond Gala Friday, SEPT 14, 2018 6-10pm CorraldeTierraCountryClub Strolling Dinner Dancing toThe Money Band Photo Booth Shoe Strut Live Auction Fine Jewelry Raffle

Tickets $100 Eventbrite &


Green Jobs a Fraction of California Economy by Center for Jobs and the Economy

As part of its ongoing research and analysis of trends and policies affecting the California economy, the California Center for Jobs and the Economy issued a new report today assessing the extent to which the state has transitioned to a Green Economy and concluding that green job “growth” to date is largely due to reclassification of existing jobs and the miscounting of temporary construction and other indirect jobs. California now has more than 17 million nonfarm jobs. Of that, the report’s preliminary estimates are that only 171,300 are new direct green jobs, just one percent of total jobs. If existing jobs reclassified as “green” in other studies are taken into account, that number jumps to 361,300 jobs. At best, combined new and reclassified green jobs still represent 2.2 percent of the state economy. It is important to note that most green jobs being “created” are in large part existing jobs that have been reclassified as “green” based on a variety of inconsistent definitions and do not represent true job creation or economic growth. Not only does this re-classification give a false impression of actual green job growth, it raises concerns about the ability of the state’s current policy reliance on development of a Green Economy to create jobs necessary to sustain California’s future economy. Moreover, many of the jobs counted as “green” in prior studies are lower-wage and short-term construction jobs, not well-paying sustainable middle-class jobs on which a future Green Economy would need to be built. As state policymakers continue their attempts to transform the California economy most notably through energy policy, a transition reliant on these short-term and lower-wage jobs will have a significant long-term impact, especially as these policies affect higherwage manufacturing and other traditional middle-class jobs. Future reports from the Center will further investigate these wage issues. While state policies may serve to launch a green industry, employers will still need to operate at profit levels allowing their continuance and growth, and they face many of the same competitive challenges as employers providing the other 98 percent of the state’s jobs already face. The report contains examples of the failures that occur when policy promises for green jobs do not deal with these


constraints as well. By failing to address these competitive factors, the broader range of the job benefits from state policies has followed two courses: green jobs for those activities that have no choice but to be in California and greener pasture jobs where operating costs have driven these jobs to other states and nations. The new report, “California Green Jobs: An Updated Review,” also, for the first time, seeks to define what a “green job” is and the economic significance these jobs play in the current and future economy. This report represents the first phase in a major research project by the Center for Jobs and the Economy and builds off of previous Center reports on the issue from 2016 and 2015. Key Findings Reclassification of existing jobs and inconsistent definition of “green jobs” overstates reality of Green Economy. Efforts to quantify green jobs began to support various recent policy initiatives. The state passed its landmark greenhouse gas reduction legislation in 2006; the California Employment Development Department began their efforts to quantify green jobs in 2008. Various federal, state and non-profit organizations have attempted to quantify green jobs, but with no consistent definition or metrics. Some estimates include reclassification of existing jobs, which leads to overestimating net job gain as a result of new state policy. Additionally, several green job estimates include clean energy jobs from nuclear and natural gas, industries inconsistent with the state’s current approach in its aggressive move toward an all-electric economy. Most “green job” definitions rely heavily on reclassification of existing jobs. Beyond a lack of consistency, most

studies seeking to define the Green Economy have simply reclassified existing jobs with a “green” nexus, which has significantly inflated the number of green jobs. Long-standing jobs such as park workers, environmental regulators, garbage workers, public transit and water and sewer treatment are included in the totals. For example, of the total 107,300 green Government jobs estimated in the Center’s report for 2016, only 200 are new jobs. The remaining 107,100 jobs are the result of reclassification. This reclassification gives a false narrative about green job growth, providing state policymakers with an inaccurate estimate of true green job growth and the strength and viability of the Green Economy. Accuracy is particularly relevant on decision-making for policies moving forward. Current “green jobs” are just two percent of total nonfarm jobs in California. Based on preliminary estimates by the Center, there were 171,300 green/clean energy jobs in California in 2016. If existing government and other jobs reclassified as green/clean energy jobs are included, the total jumps to 361,300. Combined net and reclassified jobs represents 2.2 percent of the 17 million total jobs in 2016. The total number of new direct jobs that can be directly connected to current state policies represent only 1.0 percent of total jobs in 2016. Move away from certain clean energy programs will further reduce green job estimates. Most current green job calculations include natural gas and other “clean energy” jobs that are no longer included in the regulations promoting a renewable Green Economy. For example, some current green job quantifications include a “clean energy” definition that includes nuclear, natural gas and

For additional information and graphs please visit:

hydroelectric. State policy is rapidly moving away from these “clean energy” sources, which we project will result in a rapid reduction of the green jobs associated with these industries. In the Legislature, efforts to mandate all homes stop using natural gas and use only electricity would result in the loss of green jobs associated with the advanced natural gas industry while increasing the cost of housing by at least $7,200 per home. On the regulatory front, earlier this year, the California Public Utilities Commission attempted to impose a moratorium on new commercial and industrial natural gas connections in the Los Angeles region. Again, these policies will directly reduce the number of green jobs currently counted from the natural gas/clean energy industry. The current Green Economy is overreliant on temporary construction jobs and is unsustainable for future middle-class growth. Most prior attempts to quantify green jobs in California include large segments from temporary jobs that may last a matter of weeks or several months, especially lower-wage service and short-term construction jobs. In reports that track this data, temporary jobs make up more than half of the total jobs. Some prior reports count a job as “green” if a worker spends as little as 25 percent of their time on the defined activities (California Employment Development Department, California’s Green Economy, Summary of Survey Results, October, 2010). As demonstrated in the table to the left, construction alone constitutes one-third to nearly one-half of the clean energy estimates, reflecting the fact that most of the indicated jobs in this period came from construction of generating plants and associated infrastructure to comply with the state’s Renewable Portfolio Standard, along with installation services related to solar panels, charging stations, building efficiency measures, and similar components. These are primarily temporary jobs resulting from the expenditure for (often heavily subsidized) green investment, rather than the development of permanent jobs capable of providing longer-term economic benefits from state policies. Additional analysis of wages will be presented in a future report. ■

JULY 2018

Leadership Monterey County by Kimbley Craig, CEO, Monterey County Business Council

Recently, the participants of Leadership Monterey County gathered for its “Government and Law Day,” which provided participants a forum to discuss political challenges with local elected officials. During its day, the class met with Supervisor Mary Adams and Supervisor John Phillips. Supervisor Adams was elected in 2016 after a 14-year tenure as CEO of United Way of Monterey County. Supervisor Adams discussed her views on building sustainable communities. Supervisor Phillips shared his history of public service including time as Assistant District Attorney in charge of the Salinas office and his service on the Monterey Superior Court Bench for 21 years. Both discussed issues pertaining to Monterey County--including the comprehensive approach to homelessness, unexpected natural disasters, the County’s budget deficit, and issues within their respective districts. During a working lunch, Monterey County District Attorney Dean Flippo gave an overview of the DA’s office, which has a staff of 155 people, including 55 attorneys. The DA’s office has jurisdiction over the entire county and deal with common issues like workers compensation, real estate, auto and healthcare fraud. They also run the largest truancy program in the state, seeing over 7,000 youth in their case load.

Next, Commander John Murray of the Salinas Police Department gave an overview of the different gangs in the city and how his team is working to reduce gang presence in the city. He shared that gang activity is not as prevalent as sometimes seen in media reports, with approximately less than 2% of the population in Salinas being involved in gang activity. The class also spent time with Salinas Police Chief Adele Fresé and Assistant Chief Manuel Martinez. Chief Fresé shared the work she has done in her first 18 months in her role. She spoke about the Community Alliance for Safety and Peace. This program positions the City of Salinas as a leader in reducing crime by making enforcement JULY 2018

part of a bigger, more integrated strategy of Prevention, Kimbley Craig Intervention, Enforcement and Re-entry services. She also touched on the need for School Resource Officers in our schools, and her disappointment that the Salinas Union High School District Trustees opted not to have them on campus. There is still nearly $2 million dollars in unspent federal grant money for the program, so it is still an option for schools who do want SRO’s on campus. The program is thriving in the Santa Rita School District, where two officers are building trust and good relationships with children.

To wrap up the day, the participants headed to Monterey City Hall. Hans Uslar the Acting City Manager of Monterey kicked off the visit by providing an overview of the history of the City of Monterey, and the role that City Managers play in the structure of local governments in Monterey County. Next a panel discussion was held with Salinas Mayor Joe Gunter, King City Mayor Mike LeBarre, Sand City Mayor Mary Ann Carbone and Vice Mayor of Monterey, Timothy Barrett. Each were given an opportunity to talk about how their cities are addressing issues such as homelessness, economic development and the how they are addressing the Cannabis industry in their communities. ■


Who Should Be Your Trustee? by Robert Simpson Noland, Hamerly, Etienne & Hoss 2. The trustee is impeccably honest and trustworthy. Preferably, the trustee is educated and sophisticated about money management. Ideally, the trustee is financially abundant and so unlikely to misuse or “borrow” money from the trust. The trustee has no drug, alcohol or gambling problems, no criminal record and no domineering spouse/partner who might interfere with the trust administration. 3. The trustee is able to read and understand the trust, your financial statements, and other important documents. 4. The trustee is organized and good with numbers. The trustee is willing to set up an adequate filing system. 5. The trustee is willing to consult with an attorney and a CPA to ensure that actions taken are correct and appropriate, and he/she is willing to ask for help and follow direction. 6. The trustee has a good relationship with the trust beneficiaries and no history of family conflicts that might erupt after the death. 7. The trustee does not procrastinate unnecessarily. The trustee is not over-extended with work or family obligations and he/she has sufficient time to devote to the trust administration. You will greatly increase the chances of a smooth trust administration after your death if you select a trustee with these traits. If you cannot identify anyone with these traits, there are trust companies and professional fiduciaries available to serve as your trustee. Also, make sure to re-evaluate your choice for trustee every few years as circumstances change. Mr. Simpson is an attorney with Noland, Hamerly, Etienne & Hoss. His practice focus is estate planning, probate, trust and administration and litigation, conservatorships and business matters. Contact ■


Photo by Batista Moon Studio

Selecting a trustee is arguably the most important decision you will make in creating a trust. Many people appoint their oldest child, or all of their children jointly, as trustee without giving it much thought. However, choosing a trustee should be well thought-out, not merely a reflexive exercise. Unlike an executor under a will, a trustee of a living trust does not by default report to the probate court (in most cases). With such broad power, an irresponsible trustee can do a lot of damage before the beneficiaries discover the damage and hold the trustee accountable by filing a lawsuit. Selecting the right trustee requires you to understand what a trustee does. A trustee’s duties include 1) locating, identifying, and securing all of the trust’s assets, 2) valuing those assets through appraisals or other means, 3) changing title to the assets, 4) selling assets, 5) complying with the law regarding various notice requirements, 6) following the terms of the trust when dealing with debts, taxes, and distributing the trust, distributing and/or disposing of furniture and other household items, and 7) keeping a detailed records of all transactions to account for all of the trustee’s actions. The above list of trustee duties is not exhaustive, but makes it clear that handling the administration of a trust after a death (or during a person’s incapacity) is a big job requiring certain attributes and skills. Consider the following when identifying who will serve as your trustee: 1. The trustee is local. If not local, he/ she is willing to make as many trips as necessary to complete the trust administration.

Photo by Batista Moon Studios

L to R: Charles T. Chrietzberg Jr.; President, CEO MCB, Kathy Torres, VP MCB, Jennifer and Fabrice Roux, Carmel Valley Chophouse, Clarissa Rowe, VP Community Relations Officer, MCB Stephanie Chrietzberg, SVP MCB

13762 Center Street Carmel Valley, CA 93924 (831) 659-5886

Fabrice and I are forever grateful for the support Monterey County Bank has given us. To believe in a dream as big as ours and not doubt us every step of the way is what has made it all possible. We know how rare it is for a bank to take risks with a business. Kathy has been our cheerleader, coach and guardian angel in bringing these businesses to life. None of our success would be possible without MCB .

Jennifer and Fabrice Roux, Owners, Carmel Valley Chophouse

Call Monterey County Bank Today! Monterey (831) 649-4600 Pacific Grove (831) 655-4300 Carmel Rancho (831) 625-4300 Salinas (831) 422-4600

$5,000,000 SBA Loan Limit

The Oldest Locally Owned, Locally Managed Bank in Monterey County - OVER 40 YEARS!

The Leading SBA Lender in Monterey County Member F.D.I.C. ⬧ Equal Housing Lender

JULY 2018

Does Housing Inequality Cause Economic Inequality? Program Manager, Monterey Bay Procurement Technical Assistance Center (PTAC) The Monterey Bay PTAC seeks an experienced government contracting professional to assume the role of Program Manager to provide administrative and procurement technical assistance to businesses in Central and Northern California that want to market and sell their products and/or services to Federal, State and Local Government agencies.

More information is available at:

For further inquiries, contact Kimbley Craig:







The Monterey Bay PTAC and this position are funded in part through a cooperative agreement from the Department of Defense (DoD) through a program that is administered by the Defense Logistics Agency (DLA). Funding is also provided by the Monterey County Business Council, the County of Monterey, the City of Salinas, and in-kind support. The Monterey County Business Council is an Equal Employment Opportunity Employer.


For additional information visit:

Job Posting - Full Time Program Management Position

T FOR 90 Y

JULY 2018

home tripled in real dollar terms, according to their analysis. Housing now represents a huge share of America’s total consumption, comprising roughly 40 percent of the U.S. total capital stock, and two-thirds of the wealth held by the middle class. What Albouy and Zabek find is a clear U-shaped pattern in housing inequality (measured in terms of housing values) over this 80-year period. Housing inequality was high in 1930 at the onset of the Depression. It then declined, alongside income inequality, during the Great Compression and suburban boom of the 1950s and 1960s. It started to creep back up again after the 1970s. There was a huge spike by the 1990s, followed by a leveling off in 2000, and then another significant spike by 2012, in the wake of the recovery from the economic crisis of 2008 and the accelerating back-to-the-city movement. By 2012, the level of housing inequality in the U.S. looked much the same as it did in the ’30s. Now as then, the most expensive 20 percent of owner-occupied homes account for more than half of total U.S. housing value. Rents show a different pattern. Rent inequality—or the gap between the cost of rent for some relative than others— was high in the 1930s, then declined dramatically until around 1960. Starting in about 1980, it began to increase gradually, but much less than housing inequality (based on owner-occupied homes) or income inequality. And much of this small rise in rental inequality seems to stem from expensive rental units in very expensive cities. The study suggests this less severe pattern of rent inequality may be the result of measures like rent control and other affordable housing programs to assist lowerincome renters, especially in expensive cities such as New York and San Francisco. That said, there also is an additional and potentially large wealth gap between owners and renters. Homeowners are able to basically lock in their housing costs after purchasing their home, and benefit from the appreciation of their properties thereafter. Renters, on the other hand, see rents increase in line with the market, and sometimes faster. This threatens their ability to maintain shelter, while they accumulate no equity in the place where they live. ■


A growing body of research suggests that inequality in the value of Americans’ homes is a major factor—perhaps the key factor—in the country’s economic divides. Economic inequality is one of the most significant issues facing cities and entire nations today. But a mounting body of research suggests that housing inequality may well be the biggest contributor to our economic divides. Thomas Piketty’s influential book, Capital in the TwentyFirst Century, put economic inequality— and specifically, wealth inequality—front and center in the global conversation. But research by Matthew Rognlie found that housing inequality (that is, how much more expensive some houses are than others) is the key factor in rising wealth. Rognlie’s research documented that the share of wealth or capital income derived from housing has grown significantly since around 1950, and substantially more than for other forms of capital. In other words, those uber-expensive penthouses, luxury townhomes, and other real estate holdings in superstar cities like London and New York amount to a “physical manifestation” of Piketty’s insights into wealth inequality, as Felix Salmon so aptly puts it. More recent research on this topic by urban economists David Albouyand Mike Zabek documents the surge in housing inequality in the United States. Their study, published as a National Bureau of Economic Research working paper, charts the rise in housing inequality across the U.S. from the onset of the Great Depression in 1930 through the great suburban boom of the 1950s, 1960s, and 1970s, to the more recent back-to-the-city movement, the 2008 economic crash, and the subsequent recovery, up to 2012. They use data from the U.S. Census on both homeowners and renters. Over the period studied, the share of owner-occupied housing rose from less than half (45 percent) to nearly two-thirds (65 percent), although it has leveled off somewhat since then. The median cost of a


by Richard Florida,

Client Focused. Relationship Driven. A Tradition of Excellence Since 1928 Agriculture Law Business & Taxation Construction Creditor’s Rights Estate Planning Labor & Employment Litigation Personal Injury Public Agencies Real Estate & Land Use

333 Salinas Street Salinas, CA 93901 831.424.1414 470 Camino El Estero Monterey, CA 93940 831.373.3622



The Salinas Valley Chamber of Commerce encourages you to shop and dine at local businesses. For every $100 spent at locally owned businesses, $73 stays in the community.

Let’s keep the Salinas Valley strong – shop at these member businesses. AAA NCNU

Daniel Insurance Agency Inc

Liz Pacheco Insurance Agency

Alliant Insurance Services

Farmers Insurance - Christian Corzo

McSherry & Hudson

Allstate - Thom Insurance & Financial Services

Farmers Insurance - Matthew Jones ce=GMB&utm_medium=Local

Pan American Underwriters

Aon Risk Solutions Barlocker Insurance Agency Brent Eastman Insurance Services Cecilia Kennedy Insurance Services (831) 261-1779 Central California Alliance for Health

Contreras Insurance Agency

Farmers Insurance– Michael Medina

Pierson & Associates Insurance Services Prudential Insurance Lisa Johnson reqid=131659

Farmers Insurance District Office– State Farm Insurance– Gabriela Jeremy Connally Ruvalcaba -locator/ca/salinas/jeremy-connally State Farm Insurance - J Stretch HUB International Insurance Services Insurance & Financial Services Leavitt Central Coast Insurance

A Special Thanks to Our Strategic Partners and Stakeholder Members


JULY 2018

New Member Profiles Escape Room Salinas We offer a sixty minute, adrenaline fueled adventure, powered by ingenuity and out-of-the-box thinking. You need to find keys, solve puzzles, and use elements of the room to be able to escape! With 5 (soon to be 6) rooms to choose from, we have something for everyone. • 831-998-7017

Express Private Security Express Private Security operates under the idea of creating an ongoing business relationship with clients to better understand their needs while employing the best security officers with great customer service skills and dedication. Our staff’s dedication consists of a range of security needs from standing guards, vehicle patrol, record keeping, and armed guards trained in a variety of skills to best fit our client’s needs. We provide security to private events, weddings, quinceañeras, construction sites and cites, etc. PPO Lic 119951 • 408-912-4464

Maslyn Electric Joel Maslyn has balanced both a technical career in the Silicon Valley and a local electrical company. He established Maslyn Electric in 2004. Over the years he has acquired experience in delivering quality service and managing projects, which he implements at Maslyn Electric. He and his team will break down your request and provide a clear statement of work. They provide their clients with options for long-term and short-term solutions, as well as offer practical expert advice. Maslyn Electric provides a certified Veteran Owned Small Business option for government contracting. (831) 443-4773 •

Monterey Bay Community Power Monterey Bay Community Power is a Community Choice Energy agency established by local communities to source carbon-free electricity for Monterey, San Benito and Santa Cruz counties while retaining PG&E’s traditional role delivering power and maintaining electric infrastructure. As a locally controlled not-for-profit, MBCP is not taxpayer funded and supports Tri-County economic vitality by providing cleaner energy at a lower cost, supporting low-income rate payers, and funding local renewable energy projects. For more information, visit

Rollick's Specialty Coffee Rollick's has been serving specialty coffee since 2003. We offer a wide variety of hot and cold drinks, sweets and healthy snacks, an attentive staff and quality drinks. We take pride in our coffee and our customers! Come visit us at 210 Main St., Salinas (831) 422-1760 •

JULY 2018

PageOneDesign PageOneDesign is a full-service graphic design studio located on the California Central Coast. We specialize in creative services for small businesses and non-profit organizations. PageOneDesign’s team has the expertise to design branding materials suited to your unique business— giving it the competitive edge needed for continued growth and success. We meet client deadlines and stay on budget. Call now for a complimentary design consultation. • (831) 917-2118

Perfectly Pressed Juice Bar At Perfectly Pressed Juice Bar, we believe that great nutrition has the ability to transform your life. Whether you are looking to lose weight, increase energy, or simply look and feel better, we have a juice for you. If you have questions about any ailment, we are happy to provide information and juice recommendations that may help. Here at Perfectly Pressed, we are serving up health, one delicious juice at a time. Visit our headquarters location at 961 West Alisal St., Salinas (831) 975-5961 •

Teddy Bears with Heart Teddy Bears with Heart donates teddy bears to hospitals, first responders, and agencies that work with children in crisis, the forgotten elderly, and the terminally ill. E bring them a little comfort in times of crisis and loneliness. We are 100% donation and volunteer based. We accept donations of new teddy bears. We have many donation drop-off locations, just check our website to find a location near you. We happily accept money donations. Please mail checks to P.O. Box 923 Seaside, or drop off at 1335 Dayton St. Unit E, Salinas, • 831-915-1112 •

Trio Petroleum Trio Petroleum LLC is a small, independent, oil and gas exploration and production company formed in 1983 and located in Bakersfield, California. Current operations are principally in California, and focused within petroleum-rich areas such as the San Joaquin and Salinas Valleys and Los Angeles Basin. Trio possesses a highly skilled team of professionals that enable the Company to generate prospects, lease lands, drill wells, and economically produce oil that is discovered. (661) 324-3911

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Salinas Valley Chamber of Commerce @SalinasChamber Salinas Valley Chamber of Commerce


Maple Park Old-World Mediterranean


Look What We Found! We’ve started preparing for the Chamber’s 100 year anniversary this year. Check out what we’ve found in our vault! Some History of Monterey County On September 9, 1850, California became the State of California with twenty-seven counties. Monterey County was one of the original 27 counties. Not long after the legislature adopted its first statute creating counties, new statutes were adopted changing some county names. Branciforte was changed to Santa Cruz, Colusi was changed to Colusa, and Yola was changed to Yolo. Monterey County was named for the Bay of Monterey. The word itself is composed of the Spanish words monte and rey, and literally means “king of the forest.” Over the years, Monterey County’s boundaries with San Benito County and San Luis Obispo County have changed several times. Monterey County is bordered by San Luis Obispo County (south), Kings County (southeast), Fresno County (southeast), San Benito County (east), and Santa Cruz County (north).

This 1856 map shows Monterey County before Salinas was incorporated or laid out as a township. The map mostly shows the California townships where a mission resided at the time.


201 East Acacia Street, Salinas • 4 Bed, 4 Bath • $999,000

Lifestyle. Connection. Trust. With Concierge Service.

LuAnn Meador 831 601-6355 CalDRE #01984843

Ocean Ave, Car mel-by -t he-Sea

N ew Leasing Oppor tunities ... for local independent retailers & restaurateurs with bold ideas. | 831.625.1414 | 831.915.3638 mobile | Leasing Broker, BRE# 00911993

JULY 2018

Chamber Ambassador

Mitul Patel

Mitul and his wife, Sonali moved to Salinas in 2016 from Vallejo, CA when an opportunity came along for them to open a hotel. Mitul has been a part of the hospitality industry all his life. While he was growing up, his parents managed a small hotel and taught him how to operate and manage it. Together, Mitul and Sonali manage the Laurel Inn. At their hotel, they offer an affordable place to stay for families, friends, and business

professionals visiting Salinas. They also offer several meeting room spaces for corporate events, trainings, and depositions. During Mitul’s free time, he volunteers as an Ambassador for the Salinas Valley Chamber of Commerce. He likes being an Ambassador, because it gives him a chance to meet new people. As a hobby, he likes to watch and play sports. Mitul and Sonali are seen here taking a photo on their road trip to Shoshone Falls in Idaho. ■ If you need any hospitality accommodations, or a meeting room, please feel free to email or call Mitul at: or (831) 449-2474.

Monte Bella Inclusionary Housing Lottery The City of Salinas conducted an Inclusionary Housing Program Lottery for the Tierra at Monte Bella development. In accordance with the City’s Inclusionary Housing Ordinance (No. 2178), Century Communities, the developer, will provide nine Inclusionary low-income detached single-family residences for first-time homebuyers within the 85-unit development. The initial Inclusionary sales prices range from $191,350 (3 bedroom) to

$206,700 (4 bedroom). Thirty eligible applicants were invited to the Lottery. The first nine Lottery applicants that were selected will get the first option to purchase an Inclusionary unit. ■

Look who is frying up this Summer Bagel Corner has added fryers. Now you can have fries with the Award Winning Hamburger! Fish & Chips, Calamari (Fridays) and More!

Bagel Corner 818 Park Row, Salinas (831) 771-8670

Helping Independent Businesses Full Bookkeeping Services

20 Years’ Experience Linda St. John (831) 272-3459

St. John's Administrative Services

• Daily Transactions • Financial Records & Reports • Banking • • Credit Card Reconciliations • Accounts Payables & Receivables • JULY 2018

Pastability's 11 West Acacia Salinas (831) 998-7715

Luigi's Italian 346 Alta Street Gonzales (831) 675-7800

Gino’s 1410 S. Main St Salinas (831) 422-1814


Focus on Non-Profits Monterey Zoo Salinas and Monterey Communities are fast achieving their first zoological property where families can spend fun, safe, educational and quality time together. Formerly known as “Wild Things” for over 20 years, Monterey Zoo’s animal trainer Charlie Sammut strives to achieve a goal that will benefit the animals. He made his living in film and television, but now he focuses on managing and operating the Monterey Zoo. The community and visitors who come to our area help support the

zoo, so it can stay open for everyone to enjoy. The Board of Directors for this non-profit effort hopes the zoo will contribute greatly to addressing youth, drug and gang issues that continue to have a negative influence on all residents and businesses in our communities. To do this, Monterey Zoo Youth Programs will offer kids an alternative place to spend their time and energy, while learning how to be productive and caring stewards to our planet. Originally, the property was designed to house Sammut’s animals that were not being filmed on movie sets. The transformation into a world class zoological experience is being accomplished as economically and efficiently as possible, but there are still great strides to make. Funding of course is the highest hurdle. Dependent solely on donations from individual and business sponsors, all animals are achieving much larger and mentally

stimulating zoological exhibits, while new barriers will one day afford families the ability to roam the property freely for hours. New improvements will enable staff to concentrate on youth programs. Help is needed to help Monterey Zoo reach its ultimate goal. Private and business sponsorship opportunities are available and needed to help finish this project. ■

For more information, please call the Monterey Zoo at 831.455-3180 and/or visit

Non-Profit Calendar July 6

& 7:

The Wizard of Oz 7pm 320 Main Street, Salinas Non-Profit: ARIEL Theatrical 831-775-0976 •

July 7:

"Coco in the Vines" meet the author who inspired Disney's Blockbuster "Coco" 5-8pm 1972 Hobson Rd, Greenfield Non-Profit: Foundation for Monterey County Free Libraries 831-424-3564 •

July 10:

Workshop: Growing Leaders Within Your Nonprofit 1:30 - 4:30pm 945 S. Main Street, Suite 2018, Salinas Non-Profit: Community Foundation for Monterey County 831-375-9712 •

July 11:

SVBWN/PWN July Joint Mixer Boots and Bling 5:30-7:30pm Clubhouse in Meadows on Mtn. Quail Road Non-Profit: Salinas Valley Business Womens Network 831-261-1779 •


July 13:

California Rodeo Carnival presented by Smoot Chiropractic 3pm-11pm • 295 Sun Way, Salinas Non-Profit: California Rodeo Inc. 831-775-3100 •

July 14:

California Rodeo's Kiddie Kapers Parade presented by Sakata Seeds America 6:30pm • Old Town Salinas (Salinas High to Steinbeck Ctr.) Non-Profit: California Rodeo Inc. 831-775-3100 •

July 14:

California Rodeo's Colmo del Rodeo Parade presented by Star Market 8:00pm • Old Town Salinas (Salinas High to Steinbeck Ctr.) Non-Profit: California Rodeo Inc. 831-775-3100 •

July 18:

California Rodeo's Cowboy Shoot Out Golf Tournament presented by Hastie Financial 8am • 475 San Juan Grade Road, Salinas Non-Profit: California Rodeo Inc. 831-775-3100 •

July 18:

Big Week Professional Bull Riding presented by Salinas Valley Ford 5pm gates/7pm show • 1034 N. Main St, Salinas Non-Profit: California Rodeo Inc. 831-775-3100 •

July 19

& 20:

July 20

& 21:

July 21

& 22:

California Rodeo Salinas - Rodeo 4pm gates; 6pm show • 1034 N. Main St, Salinas Non-Profit: California Rodeo Inc. 831-775-3100 •

Disney's Winnie the Pooh KIDS 7pm • 320 Main Street, Salinas Non-Profit: ARIEL Theatrical 831-775-0976 • California Rodeo Salinas - Rodeo 10am gates; 1:15pm show 1034 N. Main St, Salinas Non-Profit: California Rodeo Inc. 831-775-3100 •

Aug 7:

LEAD Institute Information Session 9- 10am • 2354 Garden Road, Monterey Non-Profit: Community Foundation for Monterey County 831-375-9712 •

Aug 10:

Pause and Connect: A Morning for Nonprofit Executives 9am-12pm 1636 Ercia Street, Salinas Non-Profit: Community Foundation for Monterey County 831-375-9712 •

JULY 2018

Chamber Events Boardwalk Sub Shop celebrates opening their new location in Salinas (their second in the tri-county area)

Dr. Mulé and team keep your teeth clean and healthy at their new location at 130 E Romie Ln, Suite D

Incotec’s top management flew in from Europe to celebrate 50 years of growth and innovation

Advanced Solutions from f your y locally owned business neighbors. Interactive Touch Display p y Simply p y touch a TRUTOUCH H display p y and experience p an incredible p presentation platform.

From large copiers to small laser printers!

Document Solutions with leading edge technology for your growing office needs. 

Air Print Wireless

Scan Solutions

Montage Wellness Center sets the gold standard for fitness gyms in our area

Windsor Gardens Rehab Center of Salinas dedicates a wing of their facility to honor Mary Robins for her contributions

JULY 2018

Phone 831-759-8760 540 Work St. Suite E, Salinas, CA 93901 Call us to schedule a no obligation presentation in your office or our showroom.


Well Sharing Agreement

Member News Rancho Cielo

by Patrick Casey There is an old expression in the West that “Whiskey is for drinking and water is for fighting.” Water rights have been the primary driving (and limiting) factor to the development of the West. As the West was settled, homeowners, farmers and ranchers realized the benefits of sharing a well as opposed to each drilling their own well. This is as true today as it was 100 years ago. When people agree to share a well, it is a very good idea to enter into a written agreement to memorialize the terms and conditions of sharing the well. There is no standard form of well sharing agreement because each situation is unique. However, most well sharing agreements address some essential issues, such as: who gets to use the well; how much water they get to use; for what purpose; how the well maintenance and repair costs are allocated among the users; whether the right to use the well is perpetual or limited in time; the parties’ obligations to drill a new well if the current well goes dry or becomes unusable; whether a party can use well water on some other property; and whether the well rights are transferable to third parties. Most well sharing agreements distinguish between shared costs versus individual user costs. For example, the parties will typically share the well maintenance and repair costs based upon some formula or allocation (such as the amount of water used

each month or quarter). However, it is customary that each individual user is solely responsible for all costs to transport the water (including installing, maintaining and repairing all water lines) from the well to their respective parcel. Depending on the situation, the well sharing agreement may also address: whether one or more parties have to pay a charge for the water; will there be sub-meters to measure each individual’s usage; whether a party can allow lessees or tenants to use the water; establishing a management committee for use, maintenance and repair of the well; and dispute resolution procedures (such as mediation or arbitration). Well sharing agreements very significantly between domestic use (for homes) versus agricultural use. A domestic well sharing agreement may allocate the well costs evenly among the total number of homeowners while an agricultural well sharing agreement will usually allocate the cost based on usage. An agricultural well sharing agreement may also establish priorities between different users, such that if there is a water shortage some users get priority over other users. This would not happen with a residential well agreement. A written well sharing agreement signed by all the parties is critical to ensure that everyone understands their rights, duties and obligations for the well and use of the water. The parties will count on that agreement to insure a reliable water source for their home, business, ranch or fields. ■ This article is written by Patrick Casey, who is a business attorney with the JRG Attorneys At Law firm in Monterey. You may reach the author at (831) 269-7114 or at


This year, Rancho Cielo has graduated 45 new diplomas into our local economy. Most of these graduates would not have been able to earn their diploma without the opportunity offered to them by Rancho Cielo. Rancho Cielo 2018 Drummond Culinary Academy 25 of those also graduates welcome classmates earned Culinary Certificates. While some of them lack transportation to get to the Peninsula reliably right now, several are available to work. To discuss your needs and get a potential recommendation, please call Program Director Mark Bruszer or Chef EJ Jimenez at 831-444-3533. Likewise, we have 10 trained solar installers. Call Irene Mancera 831-444-3533 for a recommendation.

Paraiso Vineyards Acclaimed Paraiso Vineyards, located on the Smith Family Wines home estate, has been named Vineyard of the Year for 2018 by the California State Fair. This honor is awarded annually to a vineyard that has produced superior quality grapes over several growing seasons and whose harvests have contributed to the making of wines that have performed well commercially and been well received by wine connoisseurs. Built on a foundation that dates back to 1973, the company’s cool-climate vineyard has had great relationships with Hess, Francis Ford Coppola, Jackson Family, Delicato Family, Morgan and many other brands.

Costa Awards Scholarships Salinas Valley Chamber board member Raymond Costa owns 10 area McDonald’s. Costa shared his story with 13 employees who were awarded $56,250 in scholarships from the Raymond H. Costa Family Scholarship Fund of the Community Foundation for Monterey County (CFMC). Since creating his fund in 2017, Costa has awarded $108,000. The Community Foundation for Monterey County manages 50 scholarships funds, awarding $1.3M annually for the benefit of more than 375 students. Learn more at Greg Costa, Andrea Maldonado, Raymond Costa

JULY 2018

July / August 2018 Jul




Connect at Lunch - Pizza Factory 2-1pm • 926 S. Main St., Salinas

Food and Wine Festival's Annual Chamber Mixer

5:30-7pm Farmers Union Pour House, 217 Main St.


GRC Meeting Learn about Parking in Oldtown


Member Orientation at MY Chevrolet


16 Jul

16 Jul

19 Jul

23 Aug

1:30am-1pm • Chamber Office

4:30-5:30pm MY Chevrolet upstairs, 444 Auto Center Cir.

RAM Rodeo Mixer

5:30-7pm My Dodge Jeep RAM, 600 Auto Center Cir.

Ribbon Cutting - Treehouse Mortgage Group 5-6:30pm • 44 E. Romie Ln.

Ambassador Committee Meeting 12-1pm • Chamber Office


Ribbon Cutting Community Homeless Solutions


Connect at Lunch - The Growers Pub






3-6pm • 299 Twelfth Street Ste., Marina 12-1pm • 227 Monterey St.


Government Relations Committee (GRC) Meeting 11:30am-1pm • Chamber Office

Future Commuter Train Tour with TAMC

7:15am-12pm • Salinas Amtrak, 3 Station Pl, Salinas

JULY 2018

Rodney Meeks



R a b o b a n k A m e r i c a . c o m /G r o w Personal Banking



Business Banking


Home Lending


Food & Agriculture

Capitola-Santa Cruz 3555 Clares Street, Suite X (831) 475-5412

King City 532 Broadway (831) 385-4144

Seaside 1658 Fremont Blvd. (831) 394-6900

Castroville 10601 Merritt Street (831) 633-3302

Monterey 439 Alvarado Street (831) 242-2000

Soledad 2149 H. De La Rosa Sr. Street (831) 678-7338

Gilroy 805 First Street (408) 842-1938

Pacific Grove 561 Lighthouse Avenue (831) 649-5010

Watsonville 1915 Main Street (831) 768-2668

Gonzales 400 Alta Street (831) 675-3637

Salinas Main 301 Main Street (831) 737-1213

Hollister 1730 Airline Highway, Suite 310 (831) 638-4861

Salinas Westridge 1285 North Davis Road (831) 784-7700

JULY 2018