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SECTION 2. Factual Findings and Conclusions. The City Council finds as follows:
A. The Applicant seeks to establish and operate a Medical Cannabis Dispensary at 8846 Alondra Boulevard (the "Property").
B. The Applicant submitted a complete application including the following required components: Public Notification Map and Mailing List; Business Plan; Operations Plan; Fire Prevention and Suppression Plan; Security Plan; Traffic and Parking Study; Site, Floor, and Elevation Plans; and Photographs of the proposed site.
C. The Property is zoned C-G (General Commercial) with a General Plan Land Use Designation of Commercial.
D. The Property is not located within 600 feet of any parcel containing a school; 300 feet of any parcel containing a religious facility, park (except those designated as primarily a pedestrian walkway rather than for recreational purposes), state- or county -licensed child daycare facility, youth center, or licensed drug or alcohol rehabilitation facility; or 1,000 feet of any parcel upon which a licensed cannabis business is operating.
E. The Property is approximately 5,378 square feet (0.12 acres) in area and is currently developed with a vacant retail commercial building.
F. The Applicant proposes to renovate the existing building to accommodate the proposed Project.
G. The Applicant provided documentation that 75 percent of the applicants and management of the cannabis related business are California residents and have been for at least three years immediately preceding the date of application.
H. The Applicant provided documentation of a 10-year lease with the owner of the property allowing the Applicant to operate a cannabis dispensary on the property.
SECTION 3. Environmental Review. Based on the facts identified in Section 2 of this Resolution, review was conducted in accordance with CEQA Guidelines § 15061 and it was determined that the Project is included in the classes of projects exempt from additional environmental review under CEQA Guidelines § 15301 (Existing Facilities) and § 15302 (Replacement or Reconstruction).
SECTION 4. Notice of Exemption. The City Manager, or designee, is directed to file a Notice of Exemption is accordance with CEQA Guidelines § 15062 and any other applicable law.
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SECTION 5. Conditional Use Permit Findings and Conclusions. The City Council finds as follows:
A. The Project is properly one for which a Conditional Use Permit is authorized by Title 17 of the Bellflower Municipal Code.
The Project is a conditionally permitted use in the C-G (General Commercial) Zone.
B. The Project meets the location restrictions for cannabis -related businesses defined in BMC § 17.90.050,
These uses are allowed in the M-1 (Light Industrial) and C-G (General Commercial) zones and meet the following location restrictions:
1. Beyond 600 feet of any other parcel containing a school, including all public and private preschools, transitional kindergartens, and K-12 schools.
2. Beyond 300 feet of any other parcel containing a religious facility; park (except those designated as primarily a pedestrian walkway rather than for recreational purposes): state- or county -licensed child daycare facility; youth center; or licensed drug or alcohol rehabilitation facility.
3. Beyond 1,000 feet of any other parcel upon which a licensed cannabis business is operating.
C. The Project includes an Operations Plan.
The application includes in Operations Plan containing the content required in chapter 14.12 and 14.16 of the BMC.
D. The Project is necessary or desirable for the development of the community, and is not detrimental to existing uses or to uses specifically permitted in the district in which the site is located.
The Medical Cannabis Regulations allow the City Council to issue a maximum of 12 conditional permits for cannabis -related businesses. The proposed Project would be fully contained within the renovated building. It must be operated in accordance with the Operations and Security Plans submitted with the application and all conditions of approval in this Resolution. The Traffic and Parking Plan submitted with the application and 173
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supplemental information provided by the applicant demonstrates that sufficient parking will be available for the proposed uses. As a result, the Project will not be detrimental to the existing land uses surrounding the Property.
E. The Property is adequate in size and shape to accommodate said use, and for all the yards, setbacks, walls or fences, landscaping, and other features that may be required in order to adjust said use to those existing or possible future uses of land in the neighborhood.
The Property is approximately 5,378 square feet in size, and contains an existing commercial building that will accommodate the proposed medical cannabis dispensary uses.
F. The Property relates to streets and highways property designed and improved so as to carry the type and quantity of traffic generated or to be generated by the proposed use.
The Traffic and Parking Plan submitted with the application demonstrates the proposed uses will not adversely affect traffic conditions in the area.
SECTION 6: Medical Cannabis Business Permit Findings. In accordance with the Medical Cannabis Regulations, the City Council finds the following:
A. Has there been an adequate period of performance by the applicant demonstrating experience for operating a cannabis -related business? Yes. The Applicant is a medical marijuana real estate company with a portfolio of licensed medical marijuana businesses and properties in California. The Applicant has purchased, constructed and operated several medical marijuana facilities in Santa Ana and Orange County.
B. Does the applicant have sufficient key personnel to operate a cannabis - related business to demonstrate effective managerial capacity and control of operations?
Yes. The Applicant has provided information on the proposed management team that demonstrates the capacity to effectively manage and control the operations of the proposed medical cannabis dispensary.
C. Does the applicant have other cannabis -related businesses inside or outside the City's jurisdiction that demonstrate the applicant's competency in operating such businesses?
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Yes. The Applicant is a medical marijuana real estate company with a portfolio of licensed medical marijuana businesses and properties in California. The Applicant has purchased, constructed and operated several medical marijuana facilities in Santa Ana and Orange County.
D. Does the applicant have a reasonable and practical business plan for operating a cannabis -related business within the City's jurisdiction? Yes. A business plan was submitted with the application that includes a schedule for construction, a budget for construction and operation of the proposed business, a pro forma for three years of operation demonstrating the business will be viable and operated in a manner that avoid the creation of any nuisance that will impact neighboring uses.
E. Notwithstanding the BMC's minimum requirements as to permissible locations, is the cannabis facility proposed by the applicant in a location acceptable to the City Council; aesthetically pleasing; and adequate in size? Yes. The medical cannabis dispensary facility is proposed on a site currently occupied by a vacant retail commercial building located in an area containing a mix of commercial and residential uses. The site contains a vacant retail commercial building that will be renovated to accommodate the proposed uses and the proposed renovation of the building and site improvements will improve the aesthetic character of the site.
SECTION 7: Approval. Based on the foregoing, the City Council approves Conditional Use Permit and Medical Cannabis Business Permit Case No. CUP CU-CAN 17-13, subject to the conditions of approval listed in attached Exhibit "A," which is incorporated by reference.
SECTION 8: Reliance On Record. Each and every one of the findings and determinations in this Resolution are based on the competent and substantial evidence, both oral and written, contained in the entire record relating to the project. The findings and determinations constitute the independent findings and determinations of the City Council in all respects and are fully and completely supported by substantial evidence in the record as a whole.
SECTION 9: Limitations. The City Council's analysis and evaluation of the project is based on the best information currently available. It is inevitable that in evaluating a project that absolute and perfect knowledge of all possible aspects of the project will not exist. One of the major limitations on analysis of the project is the City Council's lack of knowledge of future events. In all instances, best efforts have been made to form accurate assumptions. Somewhat related to this are the limitations on the City's ability to solve what are in effect regional, state, and national problems and issues. The City must work within the political framework within which it exists and with the limitations inherent in that framework.
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SECTION 10: Severability. If any part of this Resolution or its application is deemed invalid by a court of competent jurisdiction, the City Council intends that such invalidity will not affect the effectiveness of the remaining provision or application and, to this end, the provisions of this Resolution are severable.
SECTION 11: Preservation. This Resolution does not affect any penalty, forfeiture, or liability incurred before, or preclude prosecution and imposition of penalties for any violation occurring before, this Resolution's effective date. Any such amended part will remain in full force and effect for sustaining action or prosecuting violations occurring before the effective date of this Resolution.
SECTION 12: This Resolution will remain effective until superseded by a subsequent resolution.
SECTION 13: This Resolution is the City Council's final decision and will become effective immediately upon adoption. Any challenge brought to this Resolution must be filed within 90 days pursuant to Code of Civil Procedure § 1094.6.
SECTION 14: The City Clerk is directed to mail a copy of this Resolution to the Applicant and to any other person requesting a copy.
SECTION 15: The Mayor, or presiding officer, is hereby authorized to affix his signature to this Resolution signifying its adoption by the City Council of the City of Bellflower, and the City Clerk, or her duly appointed deputy, is directed to attest thereto.
PASSED, APPROVED, AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF BELLFLOWER THIS 181h DAY OF DECEMBER 2017.
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Ron Schnablegge ayor
Attest:
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Ma ra hiqui, ity Cler
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rl H. Berger„CiVy Attorney
Exhibit A (C194tions of Approval)
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RESOLUTION NO. 17-78 - "EXHIBIT A"
CONDITIONS OF APPROVAL FOR CONDITIONAL USE PERMIT CASE AND CANNABIS BUSINESS PERMIT NO. CUP CU-CAN 17-13
In addition to all applicable provisions of California law and the Bellflower Municipal Code ("BMC"), CalCann Holdings LLC/Bocskor Enterprises. LLC/Aaron Herzberg (the 'Applicant"). agrees that it will comply with the following conditions for the City of Bellflower's approval of a Medical Cannabis Business Permit ("MCBP) and Conditional Use Permit ("CUP') Law Enforcement
I Definitions
Unless the contrary is stated or clearly appears from the context, the following definitions will govern the construction of the words and phrases used in these Standard Conditions of Approval ("SCOA"). Words and phrases undefined in this SCOA have the same meaning as set forth in BMC Chapter 14 04
"Batch" means a specific quantity of cannabis or cannabis product that is intended to have uniform character and quality, within specified limits and is produced according to a single manufacturing order during the same cycle of manufacture "Manager" means an individual who is an employee of a cannabis business and who, directly or indirectly. is engaged in the management of the cannabis business as set forth in an approved Operations Plan.
"On -Site Designated Representative" means a Manager who is designated by the cannabis business to be present, and who is present, at all times during the cannabis business's hours of operation
"Owner" means any individual member of a Cannabis business having more than a ten percent (10%) interest, legal or equitable, or otherwise, in the Cannabis business. "Security Personnel" means any person(s) who perform(s) security related tasks on behalf of the Cannabis business
II General Conditions
1 The cannabis business must be developed and/or used in the manner requested and must be in substantial conformity with the plans as approved by the City's Building official, unless revisions and/or additional conditions are specifically required herein
2. The Applicant and its successors in interest must indemnify. protect, defend (with legal counsel reasonable acceptable to the City) and hold harmless. the City, and any agency or instrumentality thereof. and its elected and appointed officials officers, employees. and agents from and against any and all liabilities claims, actions, causes of action. proceedings, suits, damages, judgments, liens levies. costs and expenses of whatever nature, including reasonable attorney's fees and disbursements (collectively "Claims") arising out of or in any way relating to this project. any discretionary approvals granted by the City related to the development of the project or the environmental review conducted under the California Environmental Quality Act Public Resources Code§ 21000, et seq for the project If the City Attorney is required to enforce any conditions of approval. all costs. including attorney's fees, must be paid for by the Applicant
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3. The Applicant must reimburse the City for all attorney's fees expended by the City that are directly related to the processing of this project The City will not issue a MCBP until all attorneys' fees are paid by the Applicant
4 The Applicant must submit to the City Manager, or designee, a signed copy of these conditions of approval acknowledging acceptance. and compliance with the conditions herein within 30 days from the date of approval by the City Council The conditions of approval must be signed. notarized and returned to the City Manager. or designee, before any plan check submittal or construction permit application or implementation of the requested entitlement
5. This decision is not effective until Applicant acknowledges acceptance of all conditions and any administrative appeal period has lapsed, or a waiver of right to appeal is filed or if there is an appeal until a final decision has been made on the appeal. By use of the entitlements granted by a development application, the Applicant acknowledges agreement with conditions of approval
6 Anything which is not shown on the application/plans. or which is not specifically approved, or which is not incompliance with this section. is not approved Any application and/or plans which are defective as to, without limitation, omission, dimensions, scale, use, colors, materials. encroachments, easements, will render any entitlements null and void.
III Security
7. Cannabis businesses must be equipped with, and at all times be monitored by, a web -based closed-circuit television for security purposes The camera and recording system must be of adequate quality, color rendition and resolution to allow the ready identification of any individual committing a crime anywhere on or adjacent to the Cannabis business The system must be fully functional before processing. cultivating or dispensing of cannabis. The recordings of the monitoring must be maintained for a period of not less than 90 days and must be made available and accessible to the Police Chief and any other City official charged with enforcing the provisions of the BMC immediately upon request for review and copying. without the need for a search warrant, subpoena or court order The cannabis business must also provide the Police Chief with the URL address of any on -site web -based video surveillance to monitor remotely at any time without a warrant subpoena or court order 8 The cannabis business must have a centrally monitored fire and burglar alarm system. This system must be fully functional at all times and before processing, cultivating or dispensing of cannabis at the cannabis business At a minimum. this alarm must cover the perimeter of the cannabis business and must focus on those areas where cannabis is grown, produced. harvested. stored. packaged or dispensed A professional alarm company must monitor this alarm at all times
9 The cannabis business must contain a fireproof safe or a fireproof storage system and all records must be stored in that safe or system
10 Crime Prevention Through Environmental Design (CPTED) Exterior lighting on the cannabis business and parking area lighting for the cannabis business must be balanced. cannot result in glare on adjoining properties. must complement the security systems required above to ensure that all areas of the cannabis business are visible. and must provide increased lighting at all entrances to the cannabis business The lighting required in this subsection must be turned on from dusk to dawn.
11 Cannabis must be stored in buildings that are completely enclosed and in a locked vault or safe. or other secured storage structure, which is bolted to the floor or structure of the cannabis business.
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12 Windows and roof hatches of the cannabis t
bars so as to prevent unauthorized entry. and
released quickly from the inside to allow exit in
applicable Building Code provisions
,usiness must be secured from the inside with
must be equipped with latches that may be
the event of emergency in compliance with all
13.Exterior doors to the cannabis business must remain locked from the outside to prevent unauthorized ingress to the cannabis business Ingress must be allowed by means of a remote release operated from within the cannabis business In all cases, doors must remain operable from the inside to allow egress without the use of a key or special knowledge Access -controlled egress doors must comply with the California Building Code provisions. 14 No person can possess any firearm while in the cannabis business without having first obtained a license from the appropriate state or local agency authorizing the person to be in possession of such firearm
15 Persons possessing a firearm while in the cannabis business must provide the City Manager and Police Chief. 10 days before bringing the firearm onto the Cannabis business, with the following.
a A copy of the license issued to the person by the appropriate state or local agency authorizing him or her to possess such firearm,
b. A copy of his or her law enforcement identification (if he or she is employed by a law enforcement agency) and
c A copy of his or her California Driver's license or California Identification Card 16 There must be at least one Security Personnel on duty in a cannabis business during its hours of operation If the cannabis business has a separate cultivation site. at least one Security Personnel must be present at that Cultivation Site on duty 24 hours a day, seven days a week.
The Security Personnel must provide security inside the cannabis business. along the outside perimeter of the cannabis business, at parking sites immediately adjacent to the cannabis business and used by members of the cannabis business, and at sidewalks adjacent to the cannabis business The cannabis business must employ Security Personnel subject to the following requirements
a All Security Personnel must register and maintain valid registration status with the state of California's Department of Consumer Affairs At no time must any Security Personnel register with the State at any level that is less than that of a proprietary private security officer. Proof of application and registration for all Security Personnel must be maintained by the cannabis business and consist of copies of all relevant documentation including application forms receipts for application fees and live scan fees. and actual proof of registration
b While on duty. all Security Personnel must have a nameplate containing the Security Personnel's full name and the word "SECURITY" printed in bold, capital letters The nameplate must be exhibited prominently on the clothing. at chest level and must be visible and easily read at all times The nameplate must be a minimum of two inches high and four inches wide, with the required information printed in capital letters, at least three- fourths inches high and in a contrasting color. As an alternative to a nameplate. the Security Personnel's name and the word "SECURITY" may be embroidered on the Security Personnel's outermost garment with the required information meeting the above specifications and located at chest level
IV. Operating
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17 The MCBP does not become effective until the permittee pays the annual permit administration fee of $25,000 required by Resolution No 17-45 (adopted August 28. 2017) as adjusted by Section 3 of that Resolution. or as required by any successor resolution.
Except as otherwise provided for Live Scan results, the MCBP is valid for 12 months pursuant to BMC § 14 08 050 The privilege to operate pursuant to a MCBP must be renewed in accordance with BMC § 14,08,060
18 Cannabis cannot be visible with the naked eye from any public or other private property.
19. All areas devoted to dispensing cannabis must be secured from public access by means of a locked gate and any other security measures necessary to prevent unauthorized entry.
20. At no time can any cannabis business have any of the following items on the premises' a Any controlled substances other than cannabis,
b Alcoholic beverages or
c Firearms. except in strict compliance with the MCBP along with federal, state and local laws
21 A sign must be posted in a conspicuous place inside the cannabis business advising, in English Spanish, Khmer and Tagalog, the following "The sale and use of cannabis are violations of federal law The use of cannabis may impair a person's ability to operate a motor vehicle or heavy machinery. This facility is registered in accordance with the Bellflower Municipal Code "
22. Each Cannabis business must designate an on -site representative who must be present during all hours of the Cannabis business's operation. The On -Site Designated Representative must meet the following minimum requirements a Be a Manager for the Cannabis business.
b Comply with all applicable laws
c Carry on his or her person, at all times when he or she is functioning as the on -site representative, a valid government issued photo Identification Card or license; d Upon request by the Police Chief or any other City official charged with enforcing the provisions of the BMC produce such photo Identification Card or license for inspection. e Be available at the telephone number identified in the registration as the on -site landline telephone number for the cannabis business,
f Cooperate fully with the Police Chief and any other City official charged with enforcing the provisions of the BMC with any inquiry, inspection, request, or investigation necessary or appropriate to implement the requirements of the BMC or to enforce any other State or local law
g Immediately report to the Police Chief any violations of State or local law or conditions which the On -Site Designated Representative knows, or reasonably should know exist on the cannabis business and at the cannabis business and could result or have resulted in harm or an imminent threat of harm to the health, safety or general welfare of any person or member of the public. and
h Immediately report to the Police Chief the County Health Department, and members of the cannabis business any information indicating that a member experienced an adverse reaction to. or other difficulty related to, any cannabis procured from the cannabis business
V Public Safety and Safety of Cannabis Business
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23 Each cannabis business must operate in a manner such that dispensing cannabis does not adversely affect the health or safety of nearby properties through creation of mold, mildew, dust glare. heat. noise. noxious gasses, odor. smoke, traffic, vibration, or other impacts 24 Each cannabis business must utilize appropriate air purification systems and air scrubbers wherever cannabis is cultivated. processed, manufactured or dispensed so as to prevent the odor of cannabis from emanating beyond the walls of the cannabis business 25 Cultivation of cannabis cannot create hazards due to the use or storage of materials, processes, products or wastes
26 Each and every cannabis business must ensure that it has safe growing facilities, chemicals and fertilizers are properly stored, carbon dioxide levels are tested, areas are properly vented. and mold is tested and controlled for the safety of city personnel and enforcement personnel that may be required to conduct a site visit
VI Property Maintenance
27 The cannabis business must be kept in a clean and safe condition by, at a minimum, performing all of the following tasks.
a Properly remove and store all trash, litter, rubbish and debris on the cannabis business at the end of each business day.
b Properly dispose of all trash, litter. rubbish and debris from the Cannabis business. c. Remove graffiti placed upon the Cannabis business and Cannabis business within forty-eight hours of its occurrence,
d Keep driveways, sidewalks, park strips, fire access roads and streets on or adjacent to the cannabis business clear and clean,
e Provide lighting on the cannabis business to ensure the safety of the public and employees, and
f Otherwise operate in a manner that does not create or result in any significant adverse impacts upon the cannabis business or within 300 feet of the cannabis business Standard Conditions of Approval
28 All concrete and asphalt demolition debris from the site must be recycled 29 Exterior construction activities (grading, framing etc ) is restricted to 7 00 a m to 6.00 p m .
Monday through Friday. and 8 00 a m to 6 00 p m on Saturdays, except that interior building construction activities are not limited in time 30 All construction equipment must be properly muffled to reduce noise levels. Transportation of equipment and materials and operation of heavy grading equipment must also be limited to the hours of 7:00 a.m to 6 00 p m , Monday through Friday. and 8 00 a m to 6 00 p m on Saturdays All equipment staging areas must be sited on the subject property 31 Dust generated by construction activities must be reduced by watering the soil prior to and during grading activities Reclaimed water must be used whenever possible Dirt cannot be hosed into the storm drain system
32 All improvements to the project site must comply with applicable law including. without limitation, the BMC, Fire regulations adopted by the Los Angeles County Consolidated Fire Protection District or the BMC, and all uniform codes including the California Building Code. as adopted by the BMC
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33 The second sheet of the building plans must list these conditions of approval This information must be incorporated into the plans before the first submittal for plan check 34 All work within the public right-of-way including placing and removal of traffic control devices is restricted to the hours between 8 30 a.m. and 3 30 p.m. Monday through Friday. No work requiring continuous inspection or traffic control can be done on Saturday, Sunday. or Holidays unless prior arrangements have been made at least one week in advance with the approval of the Public Works Director,
35 The Applicant. at the Applicant's cost is responsible for the relocation as necessary of any public or private utility or other obstruction to facilitate the construction within the public right- of-way
36 Permits are required for all work within the public right-of-way 37 A Low Impact Development (LID) Plan is required for the project Projects redeveloping more than 50% of the existing site require a General Permit from the State Regional Water Quality Control Board along with an approved WDID number before the City issues a building permit All storm water best management practices as adopted by the City must be implements and maintained during all demolition and construction activities related to the project A copy of the City BMP Certification Form must be copied within the building plans and signed by the Applicant before the City issues building permits. 38 At the time of initial plan check submittal four sets of complete plans and specification along with two sets of structural calculations and any other required supporting documentation must be submitted prior to the commencement of City Plan Check review services. 39 The project site and its immediate surrounding must be maintained neat and clean at all times in compliance with BMC §8.36 030 in order to prevent Public Nuisances The project site and its immediate surrounding must be maintained free from debris and graffiti at all times in compliance BMC Chapter 9 12 The Property owner must remove any debris or graffiti within 24-hours upon notification by the City Litter on the site and any litter scattered nearby the property. the streets. and the sidewalks must be removed daily 40 Per BMC § 17 80 030(F). Development Review approval. or conditional approval of a Development Review application is valid for 12 months after the date of approval, unless a building permit (plan check) application is submitted to the Building Official, or designee, for the project within that 12-month period in which case the approval is valid as long as the plan check or building permits for the project are valid Upon good cause shown. the Planning Director may grant one extension of an approval of not more than 12 months in the aggregate. from the original expiration date.
41. This Permit will terminate and become void unless
a Construction implementing the use authorized by this Permit commences on or before the time limited specified in this permit, and thereafter diligently advanced or if no time is specified on or before one year after the date of this permit was approved
b All uses must be continuously operated for the use permitted If the use ceases to exist for one hundred eighty (180) days or more it will be deemed expired and void
Specific Conditions of Approval
Fire Prevention and Suppression Plan
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42 The permittee must add 2016 California Fire Code to applicable codes section on title sheet 43 The permittee must indicate location of fire extinguishers on floor plan
44. The permittee must submit a Final Fire Prevention and Suppression Plan, prepared by a Fire Protection Engineer, that includes the Statement of Intended Use Information (see, Los Angeles County Consolidated Fire Protection District requirements) and all other information requested by the City's Building Official
45 The permittee must complete and sign provided Los Angeles County Consolidated Fire Protection District Statement of Intended Use (Form C-30) Plan Requirements. The Permittee must.
46. Provide occupancy load calculations based on use of each area of the building. (2016 CBC - 1004)
47. Provide "new wall" section detail
48 Provide fully dimensioned details for existing restrooms, to demonstrate compliance with building code accessibility requirements of California Building Code chapter 11B
49. Provide typical door thresholds detail.
50. Show types and locations of all required signs through the building (2016 CBC - chapter 1 1 B)
51. Provide door schedule, show type of doors. type of hardware and door fire rating.
52. Provide dimensioned door landings details, show maximum allowed slopes and changes of level for landings
53 Provide dimensioned details for sales counter.
54 Refer to recently approved State legislation (AB 1732) regarding required signage for all - gender single user restrooms and revise the accessible restroom signage in accordance with the 2016 CBC and DSA Bulletin 17-01 This image represents the door symbol that is required by CBC 11 B-216.8 to identify an all-gender/unisex single -user toilet facility The symbol must comply with the requirements of CBC 118-703.7 2.6.3. No pictogram, text. or braille is required on the symbol
Note. Designation signs are not required to be provided by the CBC or the 2010 ADAS If provided. a designation sign adjacent to the door must comply with the scoping requirements of CBC 118-216 2, and the technical requirements for raised characters (CBC 1 18-703 2), braille (CBC 118-703 3), visual characters (CBC 118-703 5), and requirements for installation height and location (CBC 11 B-703 4) No pictogram is required Refer to DSA Bulletin 17-01 for further information
5k
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Plumbing/Mechanical/Electrical. The Permittee must,
55 Provide electrical. mechanical and plumbing plans prepared by design professionals. 56 Provide T24 energy compliance documents if any alteration or addition to existing lighting.
HVAC system or building envelope is made
57. Incorporate odor control devices and techniques to ensure that odors from cannabis are not detectable outside of the dispensary, or at adjoining tenant spaces. Show proposed design incorporated into HVAC system, provide cut sheet of devices used. Odor control system must be designed by a registered design professional
Security Plan. The Permittee must
58 Property Lighting
a Provide adequate lighting for all areas of access and exit points, including along the perimeter fence line, and parking lot.
b. Provide exterior lighting per the BMC
59. Access Control
a Provide bars to secure doors on the front access points 60 Guard Force Analysis
a Ensure uniform compliance with current Bureau of Security and Investigative Services (BSIS) standards
61 Electronic Surveillance System and Intrusion Detection System (IDS) a Provide an emergency universal power supply (UPS) in place for backup power.
62. Records and Compliance
a Provide an onsite (24) hour landline telephone number at the premises for receiving complaints and other inquiries regarding the dispensary. Maintain a phone log in the dispensary with a record of all calls.
63. An inspection must be completed before the City issues a certificate of occupancy to verify all equipment and security improvements identified in the security plan are properly installed and operating All corrective actions identified during the inspections must be completed before the City issues a certificate of occupancy
Other Requirements
64. Construction Waste Management Plan
65, All projects valued at $50,000 or greater require an approved C&D Waste Management Plan in accordance with BMC Chapter 15 44 before the City issues building permits. Contact Public Works at (562)-804-1424 x 2233 regarding application submission. review and approval All construction projects that trigger a C&D Waste Management Plan valued at $150.000 or greater require a performance security deposit before the City issues a building permit Pursuant to BMC § 15 44 050 Local Hiring Preference Plan a The Applicant must implement a local preference plan to hire City of Bellflower residents at 200% above the 'Living Wage" for the Federal Poverty Level for a 184
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family of two
66 Contribution to Drug Rehabilitation Program
a The Applicant must make an annual contribution of $5.000 to the City for a Drug Rehabilitation Program. Payment must be made to the City's Finance Director. or designee.
67. Cash Management Plan
68 In addition to any other practices demonstrated in the Operations Plan. a cash management plan is required that must include a kiosk based system at the facility to eliminate the cash transfers between employees and customers The cash management plan must provide for the submission of detailed records of all transactions to the City and comply with all regulations promulgated by the California Bureau of Cannabis Control. when they become effective Dispensary Operations Plan
a This conditional use permit incorporates by reference the Operations Plan as approved by the City Manager. which incorporates the operational standards set forth in BMC § 14 24.020, and the additional conditions necessary to implement the purpose of BMC Title 14 when considering the location and size of the proposed dispensary
69 Dispensary Operational Standards
a When available, the permittee must secure a valid permit from the California Bureau of Cannabis Control
b Hours of operation for access by the public is limited to the hours of 9:00 a m. and 7.00 p m. Monday through Saturday. The cannabis dispensary cannot be open on Sundays
c. Alcohol or tobacco cannot be sold within the cannabis dispensary Smoking, vaporization ingestion or consumption of alcohol, tobacco or cannabis in any form is not allowed on the premises of a dispensary
d. Cannabis products cannot be publicly visible from the exterior of the property Cannabis or cannabis products cannot be stored outside of the dispensary at any time
e. All cannabis and cannabis products sold or otherwise made available at a dispensary must be cultivated. manufactured. and transported by licensed facilities that maintain operations in full conformance with State and local regulations
f Each cannabis dispensary must provide the City Manager or designee with the name and telephone number of an on -site employee or owner to whom emergency notice can be provided The telephone number provided must accept recorded voice messages in the event the contact person does not answer g No person under 21 years of age is allowed on the premises of a cannabis dispensary unless such person possesses a valid identification card issued by the California Department of Health Services A sign must be posted at each entrance to a sales/display area of the dispensary informing patrons of these restrictions
h No person under the age of 21 may be employed at a cannabis dispensary 185
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Each entrance to the cannabis dispensary must be posted with a conspicuous notice stating that smoking. vaping, ingesting, or otherwise consuming cannabis on the premises or in the areas adjacent to the cannabis dispensary is prohibited Entrance into any area of the cannabis dispensary where cannabis products are displayed and/or being offered for sale must be locked at all times with entry strictly controlled A 'buzz -in" electronic/mechanical entry system must be utilized to limit access to such areas and to separate them from the outside and/or any adjacent reception/lobby area. The specifics of such entry system must be defined in the Operations Plan
k Uniformed security personnel must be employed to monitor all entrances and exits of the dispensary and to serve as a visual deterrent to unlawful activities during all hours of operation Every security guard employed by or provided by the dispensary must be currently licensed by the California Bureau of Security & Investigative Services and in possession of a valid "guard card " The number of security personnel must be identified in the Operations Plan.
I All restroom facilities serving the dispensary must remain locked and under the control of management
m All law enforcement personnel seeking admission to the dispensary for the purpose of ascertaining compliance with the standards and regulations of this Code must be given unrestricted access to all areas of the premises at all times during hours of operation Consent to such unrestricted access must be acknowledged by the permittee and included within the Operations Plan. n All interior spaces of the dispensary which are open and accessible to the public (except restrooms). and all entrances and exits to and from the premises, must be monitored by 24-hour video security surveillance of at least HD quality with night vision capability. The video security system must be compatible with software and hardware utilized by the City as determined by the Police Chief and set forth in the Operations Plan Surveillance video must be recorded to a device that is securely located on the premises and all footage must be maintained for a minimum of 90 days The video surveillance system specifications must be set forth in the Operations Plan before the City issues a certificate of occupancy for the cannabis dispensary
o. A professionally installed, maintained and monitored alarm system must be installed, maintained and operational as approved through the Operations Plan p. A valid business license must be obtained as required by the BMC q All food products, food storage facilities, food -related utensils, equipment and materials must be approved, used, managed and handled in accordance with the provisions of the California Retail Food Code (Health & Safety Code § 113700. et seq.) All food products must be protected from contamination at all times, and all food handlers must be clean in good health and free from communicable diseases The Los Angeles County Department of Public Health may inspect the dispensary at any time during business hours to ensure compliance with state and local laws
r A physician is not allowed in the cannabis dispensary at any time for the purpose of evaluating patients to issue a medical cannabis prescription or card 186
City of Bellflower
Resolution No. 17-78 — Exhibit A
s The dispensary must verify that each person possesses a valid identification card before dispensing medical cannabis or medical cannabis products to any person under the age of 21
A valid identification card as defined in Health and Safety Code § 11362.71 and a valid government -issued identification card must be shown by any person 18 years of age or older in order to be allowed on the cannabis dispensary premises
u. A valid identification card under Health and Safety Code § 11362 71 and a valid government -issued identification card must be shown by any person 18 years of age or older before the sale of any medical cannabis. medical cannabis products, or cannabis accessories
NOTICE: THE MCBP DOES NOT BECOME EFFECTIVE UNTIL THE PERMITTEE
COMPLIES WITH ALL CONDITIONS THAT MUST BE COMPLETED BEFORE OPERATIONS COMMENCE. ANY FACILITY THAT COMMENCES OPERATIONS WITHOUT AN
EFFECTIVE MCBP CONSTITUTES AN UNLICENSED CANNABIS FACILITY IN
ACCORDANCE WITH APPLICABLE LAW INCLUDING, WITHOUT LIMITATION, BMC CHAPTER 14.28. VIOLATIONS OF THE BMC MAY RESULT IN CRIMINAL OR CIVIL PENALTIES INCLUDING A PENALTY OF $5,000 PER DAY: ONE YEAR IN JAIL; OR BOTH.
By signing this document. Aaron Herzberg. on behalf of CalCann Holdings LLC/Bocskor Enterprises LLC. certifies that he/she has read. understood, and agrees to the Project Conditions listed in this document
Aaron Herzberg
(-Applicant")
{If Corporation or similar entity, need two officer signatures or evidence that one signature binds the company}
187
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES )SS
CITY OF BELLFLOWER )
I. Mayra Ochiqui, City Clerk of the City of Bellflower, California, do hereby certify under penalty of perjury that the foregoing Resolution No. 17-78 was duly passed, approved, and adopted by the City Council of the City of Bellflower at its Special Meeting of December 18, 2017, by the following vote to wit AYES: Council Members - Santa Ines. Dunton, and
Mayor Schnablegger
NOES: Council Members - Koops
RECUSED: Council Members - Garza
Dated: December 20, 2017
May�a O, iqui, ity Cler
CitV of Bellflower, Califo�i!iia
(SEAL)
188
G1�� of BELLFLO4,4R
ORON'INO 'tpC'iE�+�
Business Name: Bocskor Ente
City of Bellflower
Confirmation of Activation of Cannabis
Business Permit (CBP) and Conditional Use
Permit (CUP) Pursuant to Administrative
Policies and Procedures No. 1 (AP&P No. 1)
s/Calcann Holdings, LLC
Business Address: 8846 Alondra Blvd . Bellflower. CA 90706-4302 CBP No.: Reso 17-78 CUP No. 17-13
CBP Type Dispensary
The following are the requirements to activate the CBP and CUP pursuant to the APBP No.
1. Initial and date before each line item to confirm that these requirements have been met by the cannabis business operator/owner for the applicable permit.
AF 1 Payment of Education Contribution of $5.000 per permit. 3' g110 Receipt No.: 82046 Date Paid 3/19/2018 Amount: $ 5,000.00 AF
2 Prepayment of first month of projected Cannabis tax calculated by the Finance Director based on the permittee's business plan and BMC Chapter 3.37.
Receipt No 82046 Date Paid: 3/19/2018 Amount: $ 7,613.00 1R1,�_ 3 Confirmation that the business has applied for or obtained a building permit for any D'i--)V-►� external or internal improvements at the location designated by the CUP Finance Director's Signature -�
Date Original Form Filed with City Clerk's Office
189
The Citl-, of\Bellflower
ta�rti/ie.c. /�ina.=�.� hlturas.
166M Civic ,Prijo Bellflower, CA W', OG
So
T 1 562.804A424 Fax 562.925.W0 www.belltlower.org
March 15, 2018
Bocskor Enterprises/ CalCann Holdings, LLC
Christopher Francy
15 MacArthur Place #2106
Santa Ana, CA 90212
Dear Mr. Francy:
061 OF BELLFLDllz�k
°ROk'rrvo •roof«"
As you probably know, the City Council took action on February 26, 2018 requiring Medical Cannabis Business Permits (MCBP) to be activated not later than March 28, 2018. Your firm was awarded a MCBP on December 18, 2017. In addition to paying the annual permit fee, your firm is required to commence operations within the City not later than March 28, 2018.
Attached is the Administrative Policies and Procedures implementing Bellflower Municipal Code ("BMC") §
14.04.020. It provides the means by which the City will determine whether vnll rnmmo-Ced operations for purposes of activating the MCBP. :wing the documents and be sure to call us if you have
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f City of Bel lower
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166H Civic Center Drive Drive
Bellflower CA. %706
t56218�4-1�24
Policy and Procedure, the City estimated the amount
is
+iR*• DUPLICATE RECEIPT R1fiFi
March 19 2018 Receipt L .: 82846
M01War 11:49 as Register 1.: NO
Applicant- Projected
By: Pates Teraina] ID: T9
Projected Projected One Month
37688
annabis 1 st Year 1 st Year Cannabis Tax
ax Rate Gross Receipts Cannabis Tax Per Permit
TAX PREPAYMENT/DISPENSARY 7613.136
5% $ 1,827.000 $ 91,350 $ 7,613
EDUCATION CONTRIBOTION/PRU6 5086.09
Aitation Program ($5,000 per permit) $ 5,000
$ 12,613
Iota) 12613.80
Check 1 001613
Check Aat—: 12613.6@
Cash. ,da
Ast Tendered: 12613.06
Total Paid..; 12613.68
Change......: ,gg
Paid By.: FWSKOR ENTERPR I SES/CAL CASH HO
� nr►x,s_ I I f
Ron Schnablegger Ray Moron Joan Gran Dan Koops Sonny R. Sanwa Ines .U.n -! 11."1 ••• P)" I -, Ir � (:,,:,,'.a.IIz ".'. (.•..'un/ .11o' o (L.4"nil.%1,141,r 190
CalCann
Bellflower MCBP
March 15, 2018
If you believe that you are currently utilizing the MCBP by commercially operating and can credibly demonstrate that you are conducting business, please call us. We are interested in moving forward as expeditiously as possible.
For any questions or concerns please contact Assistant to the City Manager, Randi Stover at (562) 804-1424, ext. 2278.
Si
3ff Stewart
ity Manager
Honorable Mayor, Mayor Pro Tern, and City Council Members Tae Rhee, Finance Director
[email protected]
[email protected]
Attachment
191
CITY OF BELLFLOWER
ADMINISTRATIVE POLICIES AND PROCEDURES
AP&P NO.: 1
ACTIVATION OF CANNABIS BUSINESS PERMITS AND
CONDITIONAL USE PERMITS FOR CANNABIS BUSINESSES
I. Purpose
This Administrative Policy & Procedure ("AP&P") is adopted pursuant to Bellflower Municipal Code ("BMC") § 14.04.020 for the purpose of determining when a cannabis business "commences operations" for purposes of activating a cannabis business permit ("CBP") pursuant to BMC § 14.08.050 and a conditional use permit pursuant to § 17.94.030.
II. Applicability
This AP&P applies to all CBPs and CUPS awarded to an applicant by the City Council pursuant to BMC Chapters 14.04 and 17.94.
III. Definitions
Unless the contrary is stated or clearly appears from the context, the following definitions govern the construction of the words and phrases used in this AP&P. Words and phrases not given a meaning by this AP&P have the meaning set forth in BMC Chapters 3.37, 14.04 or 17.94 (collectively, the "Cannabis Regulations").
"Cannabis Regulations" means BMC Chapters 3.37, 14.04 and 17.94, as applicable. Cannabis Regulations also includes all resolutions adopted by the City Council to implement the BMC including, without limitation, Resolution No. 18-05 adopted on February 26, 2018. "Commencing Operations" means a permittee has (1) paid its initial Education Contribution; (2) pre -paid one month of cannabis tax as calculated pursuant to a permittee's business plan (as submitted with its CBP application) and BMC Chapter 3.37 (if the information contained in a plan is insufficient for the tax prepayment calculation, then the calculation will be made with supplemental information received from the permittee); and (3) filed a building permit application with the City for tenant (or owner) improvements. "Education Contribution" means the annual $5,000 contribution required by the Cannabis Regulations for a Drug Rehabilitation Program identified by the City Council by minute order or resolution.
"Permittee" means a person awarded a CBP and CUP by the City Council pursuant to the Cannabis Regulations.
192
CITY OF BELLFLOWER
ADMINISTRATIVE POLICIES AND PROCEDURES
AP&P NO.: 1
IV. Overview
This AP&P is intended to implement the City Council's — and voter's — intent to collect tax revenue from cannabis businesses. Nothing in this AP&P is intended to, nor does it, contravene any part of the Cannabis Regulations.
V. Methodology
To activate a CBP and CUP, a permittee must commence operations in accordance with the Cannabis Regulations and this AP&P. In addition to any other requirement of applicable law, a permittcc must take the following actions to evidence activation of its CBP and CUP:
1. Pay its Education Contribution to the Finance Director, or designee.
Pre -pay its first month of anticipated cannabis tax to the Finance Director, or designee.
The total pre -payment of cannabis tax will be calculated by the Finance Director, or designee, based upon the permittee's business plan (if necessary, with supplemental information received from the permittee) and BMC Chapter 3.37. Such pre -paid cannabis tax will be credited against the total amount owed to the City that must be paid in accordance with BMC Chapter 3.37.
3. Provide evidence to the Finance Director, or designee, that it applied for — or obtained — a building permit from the City required for any external or internal improvements at the location designated by its CUP.
The Finance Director, or designee, will memorialize the activation of the CBP and CUP on a form approved by the City Manager and file such form with the City Clerk's office.
APPROVED:
APPROVED AS TO
Origination: 3/ 14/2018
LILY MWIUGY
193
CITY OF BELLFLOWER
RESOLUTION NO. 17-78
A RESOLUTION APPROVING CONDITIONAL USE PERMIT
NO. CUP CU-CAN 17-13 AND APPROVING A MEDICIAL CANNABIS
BUSINESS PERMIT TO OPERATE A MEDICAL CANNABIS DISPENSARY AT 8846 ALONDRA BOULEVARD; APPLICANT: AARON HERZBERG
(REPRESENTING CALCANN HOLDINGS, LLC/BOCSKOR ENTERPRISES, LLC)
THE CITY COUNCIL RESOLVES AS FOLLOWS:
SECTION 1. Recitals. The City Council finds and declares as follows.
A. On September 27, 2017, Mr. Aaron Herzberg, representing CalCann Holdings, LLC/Bocskor Enterprises, LLC (the "Applicant"), filed an application seeking approval of a Conditional Use Permit at 8846 Alondra Boulevard for medical cannabis operations. Additionally, the Applicant seeks a Medical Cannabis Business Permit to operate a Medical Cannabis Dispensary (collectively, the "Project").
B. The application was reviewed by the City for, in part, consistency with the General Plan and conformity with the Bellflower Municipal Code ("BMC") including, without limitation, BMC Title 14, BMC Chapter 17.94, Resolution No. 17-44 (adopted August 14, 2017), and Resolution No. 17-65 (adopted October 9, 2017) (collectively, the "Medical Cannabis Regulations").
C. Notice of Public Hearings before the City Council was duly given and published in the time, form, and manner as required by law.
D. Preliminary review was conducted of the Project in compliance with the California Environmental Quality Act (Public Resources Code §§ 21000, et seq., "CEQA"), the regulations promulgated thereunder (14 Cal. Code of Regulations §§15000, et seq., the "CEQA Guidelines"), and the City's Environmental Guidelines.
E. On December 18, 2017, the City Council held a public hearing to receive public testimony and other evidence regarding the application including, without limitation, information provided to the City Council by the Applicant.
F. The City Council considered the information provided by City staff, public testimony, and the Applicant. This Resolution, and its findings, are made based upon the evidence presented to the City Council at its December 18, 2017 hearing including, without limitation, the staff report.
194
Notice of Exemption
To: Office of Planning and Research
P.O. Box 3044, Room 113
Sacramento, CA 95812-3044
County Clerk
County of. Los Angeles
12400 Imperial Highway
Norwalk, Ca 90650
From: (Public Agency): City of Bellflower
16600 Civic Center Drive
Bellflower, CA 90706
Project Title: CalCann Holdings, LLC, Bocksor Enterprises, LLC (Address)
Project Applicant: Aaron Herzberg, Christopher Francy, Christopher Bowen, Jose Castro Project Location - Specific:
8846 Alondra Boulevard
Appendix E
Project Location - City: Bellflower Project Location - County: Los Angeles Description of Nature, Purpose and Beneficiaries of Project:
Approve CUP/Approve Medical Cannabis Business Permit to operate a 1,447-square foot medical cannabis dispensary in an existing commercial building.
Name of Public Agency Approving Project: City of Bellflower Planning Department Name of Person or Agency Carrying Out Project: Chris Hampson Exempt Status. (check one):
❑ Ministerial (Sec. 21080(b)(1); 15268);
❑ Declared Emergency (Sec. 21080(b)(3); 15269(a));
❑ Emergency Project (Sec. 21080(b)(4); 15269(b)(c));
17 Categorical Exemption. State type and section number: Section 15301 and Section 15302 ❑ Statutory Exemptions. State code number:
Reasons why project is exempt:
In accordance with the California Environmental Quality Act (Cal. Pub. Res. Code §§ 21000, et seq.; 'CEQA") and CEQA regulations (Cal. Code Regs. tit. 14, §§ 15000, et seq.) the City has determined this project, meets the definition for classes of projects exempt from the provisions of CEQA under Section 15301, Existing Facilities, and Section 15302, Replacement or Reconstruction.
Lead Agency Chris Ham son
P (805) 367-5720
Contact Person: Area Code/Telephone/Extension:.
If filed by applicant:
1. Attach certified document of exemption finding.
2. Has a Notice of Exemption been filed by the public agency approving the project?, ❑ Yes ❑ No Signature: _ April 10, 2018 Contract Planner
9 Date: Title:
E Signed by Lead Agency ❑ Signed by Applicant
Authority cited Sections 21083 and 21110, Public Resources Code. Date Received for filing at OPR Reference Sections 21108. 21152. and 21152 1, Public Resources Code.
ORIGINAL FILED
APR 10 2018
ft'�".rd I I
LOS ANGELES, COUNTY CLERK
Print Form
195
Exhibit A: Proprietor Sheet
PROPRIETOR INFORMATION
Provide the following information for each proprietor (defined as any person with a financial interest in the business.) Each proprietor is to receive all notices. If a mailing address is not supplied, notices will be sent to the business address.
Use additional sheets if necessary:
Proprietor Name: Norman Yousif
Telephone (Day/Night): (619) 955-9433
Mailing Address:
Email: [email protected]
Citv:
% of Ownership: 75%
Pro rietor Name: Darline Yousif
Telephone (Day/Night): 619 792-6219
Mailing Address:
Email: [email protected]
City:
% of Ownership: 20%
Proprietor Name: Sean Maddocks
Telephone (Day/Night): (949) 291-0587
Mailing Address:
Email: [email protected]
Citv:
I % of Ownership: 5%
Proprietor Name: Telephone (Day/Night):
Mailing Address: Email:
Citv: State: Zip: % of Ownership:
Proprietor Name: Telephone (Day/Night):
Mailing Address: Email:
City: State: Zip: % of Ownership:
Proprietor Name: Telephone (Day/Night):
Mailing Address: Email:
City: State: Zip: % of Ownership:
Proprietor Name: Telephone (Day/Night):
Mailinq Address: Email:
Citv: State: Zip: % of Ownership:
Have any of the proprietors previously been issued a Cannabis -Related Business Permit that has been suspended or revoked? If so, provide the dates of the suspension period or revocation date:
None of the proprietors have previously been issued a Cannabis -Related Business Permit that has been suspended or revoked.
None of the proprietors are or have previously been the defendant in any current or past criminal or civil enforcement action.
No proprietor or the current property owner were/are involved/affiliated with any illegal cannabis operation Provide documentation demonstrating that 75 percent of the proprietors and managers of the cannabis related business are California residents and have been for at least 3 years immediately preceding the date of this application. 196
ft
UP
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OTC is familiar with large-scale commercial construction, project management and operational planning as evidenced by the successful launches of all OTC stores throughout the last seven (7) years. OTC has partnered with leading contractors, designers and other third -party vendors in the industry to develop and implement development plans with efficiency and actualize those plans in a way that prevents delays in operational commencement. With the understanding that the city of Bellflower is looking for best -in -class operators, OTC is utilizing its extensive experience in obtaining permits to provide a realistic and conservative timeline for this process and will also work with a local contractor to ensure timely completion of all steps necessary to become operational.
4.A.I. PROPOSED CONSTRUCTION AND IMPROVEMENTS
The proposed property is located at 8846 Alondra Blvd, Bellflower, CA 90706, a standalone retail storefront that can accommodate high volumes of customers with efficiency and discretion. The property exterior and interior have been well - maintained, and we are looking to preserve as much of the existing infrastructure as possible to minimize the timeline for tenant improvements. The project is meticulously planned to blend seamlessly with the existing layout and character of the surrounding environment, leveraging sustainable practices throughout the construction process. The following describes the major elements of our proposed construction and development of this lot:
1) Site Preparation — Initial efforts focus on assessing the site's existing status including the stucco fagade, window, sidewalks, parking lot, roofing, and exterior lighting, aiming to identify potential improvement opportunities for this infrastructure.
2) Exterior Walls and Roof — Fixing any cracks or structural issues in the stucco fagade, repairing or replacing roofing where needed, installing EnviroFilm on all exterior glass; More detail is provided below under Exterior Improvements. 3) Parking Lot Development — Filling any significant cracks in the parking lot and restriping all parking spaces in front of and in the rear of the building, installing bollards.
4) Interior Work-— Interior work includes new casework, milling, epoxy floors, installation of living walls, eco- friendly/LED lighting installation and other design elements to create a warm and inviting environment. Additional interior work includes mechanical and electrical work for the odor control system, which includes energy efficient heating, ventilation, air-conditioning complemented by activated carbon filters installed on all intakes and exhausts for the facility, and ADA-compliant plumbing work to ensure we have an accessible restroom onsite. We also install low - drip irrigation for exterior drought -tolerant landscaping as well as waterwise fixtures for all interior faucets, toilets and other water sources. More detail is provided below under Interior Improvements. 5) Signage — Outfitting the building's frontage above the main entrance with OTC's trademark logo and soft lighting. 6) External Features — Exterior sustainability-focused implementations such as bicycle parking and vehicle charging stations.
7) Final Inspection and Cleanup — Concluding with a comprehensive inspection to ensure all standards are met, followed by a cleanup that adheres to sustainable waste management practices.
Our typical timeline for construction and improvements allocates approximately two (2) months for planning and permitting processes with another four to five (4-5) months to complete the remaining site work and tenant improvements contemplated by our retail operations. The proposed transformation of the existing building formerly occupied as a hair salon and private investment office into our state-of-the-art retail storefront will be executed in alignment with the City's General Plan and associated aesthetic guidelines promulgated in the local zoning code and other applicable sections of the Bellflower Municipal Code (BMC). We apply an incomparable level of dedication to designing our facilities, spanning across the entire premises, the building itself, the interior, signage and overall aesthetic theme. Each community has its own design guidelines and priorities with respect to neighborhood compatibility, and we carefully research each location to ensure we are blending with the community's overall aesthetic.
4. BUSINESS PLAN
UUN
Brand Style Guide: Our facility's Design Concept is rooted in a carefully crafted style guide that includes, logos, colorways, fonts, and l� APB THE (gam • photographic inspiration for various aspects of the overall Off The Charts brand. These thematic principles help us guide various aspects . .. of our business consortium's overall development, such as the facility aesthetic, digital and print marketing materials, consumer education materials, web design, events, community outreach notifications and various other elements.
Exterior Improvements: Our architectural design is grounded in the intent to transform a basic commercial building shell in an existing shopping center into a symbol of the OTC brand and Bellflower community. Our exterior improvements serve to blend our brand with modern, urban elements to personify the hardworking nature of Los Angeles. We aim to preserve the existing stucco shell of the but rehabilitate any portions of the fagade where cracks or other structural deficiencies are detected. Three large window panels composed of glass run long the building's frontage and frame the main entrance with a door that opens into the facility's luxurious interior. As guests approach the building they will observe the frontage fagade, which features the signature OTC logo in black and snow white and the signature symbol of the upwardsloping arrow, framed by Emerald Green on one side and Frozen Berries on the other. The windows are reflective and opaque to ensure that no cannabis or any other aspect of our operations are visible from outside the facility. Parking lot improvements such as repaving, restriping and updated ADA parking are implemented to improve the condition, appearance and functionality of the parking lot. Safety measures such as enhanced lighting complement the urban elements of the building architecture while making the parking lot easier to navigate. We are in discussions with local artists to paint a mural on the side of the building facing westbound traffic from Alondra Blvd that celebrates Bellflower and its local culture. We are committed to extending exterior improvements of the property beyond our premises to rehabilitate the entire area, including neighboring businesses. The goal is to adorn the neighboring commercial building with similar fagade improvements and we are in discussions with the property owner about how we can execute this initiative. At its core, OTC's Bellflower facility is designed to create the feeling of a modern center of commerce at a key intersection on the Alondra corridor that hopefully catalyzes further development of this important main thoroughfare. The renderings provided below depict proposed exterior improvements.
4. BUSINESS PLAN
111 CHARS
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Interior Improvements: OTC's exterior design concept rooted in urban modernity is counterbalanced by the artful, vibrant oasis created by the interior design to create a spa -like interior that embraces the natural ethos of the OTC brand and our commitment to wellness. The design concept is grounded in the idea of cannabis as a natural elixir and the ability of nature to provide remedies for modem and traditional stresses and ailments. The transition from the facility exterior through the Main Entrance and into the Retail Floor symbolizes an escape from the day-to-day stresses of urban life into nature. The thematic commitment to nature is further reflected throughout the Retail Floor where concrete flooring runs continuously under the hand -built wood display cases. The incorporation of natural woods throughout the interior shelving and fixtures serves as a tribute to our health and wellness themes. The Retail Floor is composed of one long flower bar that houses our Point of Sales (POS) systems as well as some of our high -end product displays. The layout of the Retail Floor creates a natural flow to the interior space that invites guests to meander the entirety of the space. The Retail Floor is anchored by two juxtaposing green feature walls, each of which incorporates additional natural wood product shelving. The interior is also landscaped with a living wall and potted plants incorporated into the natural shelving and hanging from the ceiling. In addition to natural finishes for all the display cases, fixtures and shelving, the interior seamlessly integrates recessed lighting and two custom, oversized hanging LED light fixtures that are meant to emulate solar radiance over each of the hemispheres within the space. Use of LED lighting and other natural finishes allows us to not only express our natural environment design concept, but sustainable materials also allow us to adhere to our commitment to sustainability. OTC's interior design endeavors to bring the soothing elements of nature inside and create a spa -like environment that allows guests to engage with cannabis and its responsible usage in a stress -free natural setting. Imbuing the design with natural elements helps destigmatize cannabis use and remind guests of its origins as a natural, herbal remedy that has been employed to further health and wellness for centuries. Grounding the design in greenery, landscaping, natural woods and stones serves to symbolize the herbal and medicinal nature of cannabis, reminding guests of the healing ability of nature and our natural environment. The renderings provided below depict proposed interior improvements.
4. BUSINESS PLAN
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4.A.II. PROPOSED TIMELINE FOR COMPLETION
The following schedule provides a detailed timeline for becoming operational, including initial entitlement, permitting for tenant improvements, completion of tenant improvements, inspections and eventually opening for business:
3/29/26 Submit State License Application: Submit applications to DCC for Type 10 Storefront Retailer Licenses; we apply our experience and apply for state licensing prior to application submission in accordance with the city's application guidelines.
3/31/26 Cannabis -Related Business Permit Application Submission: OTC submits a completed Cannabis -Related Business Permit (CBP) and Conditional Use Permit (CUP) application to the City of Bellflower City Clerk's Office, including all required documentation, application fees, and proof of an existing Conditional Use Permit (CUP) for the proposed site.
4/30/26 - 5/15/26 Application Completeness Review: The City Manager, or designee, reviews OTC's application for completeness and verifies eligibility under Bellflower's cannabis regulations. During this review, the City may request supplemental documentation, which OTC will provide within seven (7) business days. 6/6/26 - 6/20/26 Closed -Bid for CBP: Per Section 14(F) of Resolution No. 26-05, OTC submits the required sealed bid demonstrating compliance with the City's cannabis regulations and including a guaranteed minimum per -month tax revenue payment to the City.
4. BUSINESS PLAN
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6/21/26 - 7/6/26 Applicant Review Preparation: The City anonymizes submissions and prepares the sealed bids and supporting materials for consideration by the City Council. OTC may be required to provide additional clarification or participate in a presentation before City decision makers as part of the dispensary selection process. 7/17/26 - 8/8/26 City Council Public Hearing and CBP Determination: The City Manager schedules a public hearing before the Bellflower City Council. The Council reviews the application, considers public testimony, and determines whether to issue OTC a Cannabis -Related Business Permit. Upon approval, OTC executes the required acknowledgement of acceptance of the conditions of approval and the Cannabis -Related Business Permit becomes effective. 8/9/26 Building Permit Process to Begin: OTC makes appointment with the Planning Department and the Building & Safety Division to submit full set of Tenant Improvement (TI) plans, including Mechanical, Electrical and Plumbing (MEP) plans if necessary, and other required documents to begin permitting. 9/9/26 Building Permit Approval: OTC receives and responds to comments, if any and completes all necessary follow up to receive approval on TI plans and obtain a Building Permit. 9/10/26-12/31/26 Construction Timeline: Site Renovation: Contractor begins process of tenant improvements for the overall site, including Mechanical (HVAC + Odor Control); Electrical (Lighting); Plumbing (Restrooms + ADA Upgrade); Landscaping; and general interior and exterior architectural upgrades. 9/10/26 Receive State Licensure: OTC receives Type 10 License from Department of Cannabis Control. 9/10/26-12/31/26 Construction Timeline: Interior Improvement Work: Contractor begins 45 to 60-day process of construction for tenant improvements — minor tenant improvements required such as casework, milling, display, and decorative features, such as live plants.
9/10/26-12/31/26 Construction Timeline: Exterior Improvement Work: Contractor to begin hardscaping, parking lot paving and striping, landscaping, exterior painting to reflect OTC branding as displayed in renderings, ADA accessibility upgrades as well as other exterior and customer access enhancements to the site. 9/10/26-12/31/26 Employee Recruitment: Conduct ongoing employee recruitment and interviews of employees during build -out so training can begin upon completion of facility improvements. 9/10/26-12/31/26 HVAC/Odor Control Install: Odor Control equipment installed by registered professional; install in accordance with approved MEPs.
1/3/27—1/14/27 Mechanical, Plumbing, Fire, Electrical Inspection: Engage City inspectors to sign off on any electrical, mechanical, fire or plumbing alterations.
1/3/27—1/14/27 Security System Installation: OTC works with Alert360 to ensure proper installation of Security cameras, biometric/RFID locks, safe, monitoring servers, alarm system and other security measures included in site security plan.
1/3/27—1/14/27 Retail Floor Preparation: Install millwork, product shelving, POS systems, stage educational materials, prepare interior lighting.
4. BUSINESS PLAN
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1/3/27—1/14/27 Overall Facility Preparation: Set up fixtures and equipment in Lobby, install vault and cash storage equipment, install lockers, procure and install equipment, and test ADA-compliant restrooms. 1/14/27—1/28/27 Employee Onboarding and Training: Onboarding training modules with all employees, distribute Employee Handbook. Trainings include emergency preparedness, security procedures, real-time customer simulations, inventory management, opening and closing procedures, delivery protocols and stocking procedures. 1/15/27—1/22/27 Final Inspection for Certificate of Occupancy: Coordinate inspectors for final site inspection and approval of improvements; code compliance checks.
1/15/27—1/22/27 Final Approval Received from Bellflower: Final approval granted from Bellflower to begin licensed -compliant commercial cannabis operations.
1/23/27—1/30/27 First Deliveries of Cannabis Goods: Receive orders of cannabis goods, fill storage rooms with inventory, stage samples on Retail Floor. Continue training on inventory and stocking in preparation for opening. 1/31/27 Open House- City Staff and Neighbors (Soft Opening): OTC to hold Open House and Soft Opening for City staff and neighbors to discuss start of operations and address any lingering operational concerns from City staff or neighbors.
2/4/27 Commence Operations: Begin retail sales and delivery of cannabis goods to customers as a fully licensed and compliant Retail Cannabis Business in Bellflower.
Off The Charts (OTC) has developed a startup budget and projections that are conservatively drafted from a financial resources perspective for its proposed Bellflower storefront and delivery service. These projections are based on financial data we have accrued at OTC's other licensed businesses focusing on businesses in the Southern California area that have similar demographics, including the neighboring City of Artesia where we have been operating for a little over two (2) years. The budget has been constructed to anticipate all capital expenditures and ensure that we have sufficient liquid assets to cover per -operational costs and six (6) to twelve (12) months of operating expenses. OTC has secured start-up capital costs and capital reserves that cover six (6) to twelve (12) months of operating expenses, which includes a three month startup budget and an overall Profit and Loss Statement demonstrating profitability over the first twelve (12) months of operations. The overall Startup Budget also incorporates a 20% contingency to total just under $1.9M (the "Startup Budget"). Approximately $640K of the Startup Budget is reserved for site renovation and construction. Another large portion of the budget goes toward staff compensation and benefits, which includes generous compensation packages during training, and benefits available upon hire. The remainder of the Budget is allocated to marketing, professional fees and pre- launch community engagement efforts that allow OTC to establish itself as a valued member of the Bellflower community.
The following provides a more nuanced explanation of various budgeted expenses of OTC's Startup Budget for our Bellflower project.
Construction: OTC has allocated an ample portion of its Startup Budget to Interior and Exterior Renovations. Interior renovations and improvements for the prospective facility interior allocate approximately $250/ft2 (1,447ft total estimated site square footage), which exceeds the average cost per square foot ($150/sq ft) OTC has expended on other retail locations.
Further, we are proud to commit $170K to exterior renovations, which include fagade enhancements for our entire building, mural installation, exterior lighting, and landscaping installations and/or improvements. We view our commitment to renovating our site as a good faith effort towards cohesion with Bellflower's commercial design guidelines, aesthetic enhancement of the neighborhood and community immersion.
Operations: OTC's Startup Budget allocates approximately $390K of non -compensation based operating costs to cover the first three months of operations until the business generates sufficient cash flow to remain financially stable over the first six (6) to twelve (12) months of operations. Non -compensation operating costs during the first three months of operations
4. BUSINESS PLAN
A'
sw
are projected to be around $130K per month, which includes rent ($6.5K/month) and a $15K budget for utilities that covers both pre -operational and our first three months of utility fees. Startup costs for operations also include $35K for initial community engagement expenditures built into our Miscellaneous Operating costs, which allows us to deliver on our community benefit initiatives during startup and before OTC reaches profitability.
Maintenance: While we expect to have few maintenance costs during the first months of operations, our overall facility budget allocates $30K for maintenance related expenses in Year 1, $7.5K of which is incorporated into our Budget's Miscellaneous Operating Costs, which increases to $53.7K in Year 2 (See Profit & Loss Statement above).
Employee Compensation: The Budget includes 3-months of staff compensation and extends to compensation for training.
OTC provides generous Compensation and Benefit packages, which include starting wages that are 10% higher than the Los Angeles County minimum wage, and 200% of the federal poverty level for a family of two. Overall staff compensation during Startup amounts to nearly $270K in compensation and benefit expenses. We are proud to provide generous wage and benefits packages to local employees from Bellflower and surrounding areas.
Equipment Costs: Startup costs for equipment include fixtures, security equipment, and electronic devices for POS, inventory control and handheld customer scanners. Overall, we anticipate around $97K for equipment costs, which is based on equipment costs between $80K and $109K for our Bell Gardens and Artesia facilities. Some equipment, such as the vault and odor control system (HVAC + Filters), is included in construction budgeting. An additional $130K has been allocated to Equipment Costs under our shelving and millwork outlined in Building Improvements.
Property Lease: OTC's Bellflower Lease rate is $6,000/mth with triple Net, which totals to about $6.5K/mth. The expected costs include a Lease Deposit ($1 OK), option rent during the application review period at $1.5K/mth (5mths), and a construction holding rate of $3K/mth (5mths) until we are issued a Certificate of Occupancy. Accounting for ten (10) months before operations begin and the first three months of operations, our total Lease expenses amount to $53,000.
Security Equipment and Staff. Security Equipment accounts for $35K of our total budget, including cameras, monitors, motion sensors, and access cards. Security staff is approximately $75K, which is detailed under our Operating Expenses.
City and State Fees: The Start Up budget allocates $138,400 to licensing and permit fees, which include City (Application + Licensing fees = $33,589; LiveScan (0) _ $300) and State licensing fees (License = $36,000) and local building permit fees ($25,000). We have consulted the fees posted on the Bellflower Planning Division's website and have spoken with local contractors to get informed bids and quotes from local tradesmen.
Utility Costs: Utility costs allocate $15K to Utilities, which includes a generous allocation of $1,000/mth to account for construction and our first three months of operations.
Product Purchases: Our Startup Budget also includes $200K for our initial inventory purchase. Existing vendor relationships allows OTC to get much of our initial inventory on terms, which allows us to allocate more funds to facility renovations and community benefits efforts.
Miscellaneous Costs: Additional Startup costs include a $45K budget for marketing and advertising that allows us to host promotional events in addition to traditional advertising methods, such as Weedmaps and Leafly. We have also set aside $40K in consulting fees to account for our staff recruitment program, which allows us to attract a diverse pool of local employees. Recruitment includes training and educational seminars that provide prospective employees with valuable insight into OTC's operations and educates them on the science of cannabis wellness and the importance of community integration. We have included $42K in professional expenses for architects, designers, and marketing consultants to help express our brand identity in a way that complements the unique culture of Bellflower.
OTC is confident our Startup Budget accurately reflects the expected costs to develop the Bellflower facility. We have constructed a generous budget for facility upgrades and community benefit initiatives that will enable us to have an immediate impact on the
4. BUSINESS PLAN
'NMI*
BELLFLOWER START UP BUDGET
Total Cost
Itemization
Classification
Tenant
Improvement
&FeesCapital
Start Up CostsLS19,500
PREMISES LEASE
S53,Ixx)
LEASE DEPosrr+HOLDING COSTS
$33.500
S33 500
3-MoNTH'S LEASE
S L9,500
BUILDING IMPROVEMENTS
S375,0(x)
MECHANICAL/ELECTRICAL
S35,000
S35,000
HVAC- ODOR CONTROL
S30,000
S30,000
VAULT ROOM & PRODUCT STORAGE
S25.000
S25 000
FLOORING
S30,000
S30,000
DOORS/WINDOWS INTER1OR
S25 000
S25 000
FDITuREs/MmL.wORK
SI30,000
S130,000
LIGIrr ING
S20 000
S20 000
PLUMBING / ADA REsmooM
S 15,000
S15,000
DRYwA1L / FINISHING WORK
S65 000
S65 000
EQUIPMENT (INTERIOR)
S97,474
ART & DECOR
S25,otx)
S25,000
POINT OF SALE
SUM)
SR 000
PHONES
S974
S974
HARDWARE / COmPUTERS
$6 000
S6 000
SEcuRrrr HARDWARE
S35.000
S35,000
INTERIORFURNTIURE
S22.500
S22 500
IMPROVEMENTS EXTERIOR
S170,SD0
SIGNAGE
S7,500
$7 500
SIDING +PAINT
S100,000
S100,000
BOLLARDS / ADA
S 15,000
S 15,000
MURAL
S10,0110
S10000
LANDSCAPING
S38,000
S38,000
LEGAL & PROFESSIONAL
S82 000
ARCHITECT / INTERIOR DEsi(A FR
S30.(88)
S30,000
CONSULTING
S40 000
S40 000
ACCOUNTANT
S5,000
S5,0W
BRANDING / DESIGN
S7,000
S 7,000
FEES & LICENSING
S138,400
CITY SuBMIssm FEE
S33,589
S33,589
BACKGROIiND FEES + LIVE SCAN
S300
S300
ZONING VERIFICATION
SO
SO
BULLDiNG PER.WTS
S25 000
S25 000
STATE LICENSE
S36,000
S36,000
OTHER LICENSES M1SC.
S21011
S21 01
BANKING
S20.(")
$20,000
PRINTING
S2,500
52,500
OPERATING EXPENSES 3 MTHS
S636 970
PAYROLL
Management Salary
S71 409
S71 409
Hourly Wa es
$119,449
S119,449
Taxes Insurance & Benefits
S61 112
S61 112
I%vF-NTORY
$200,000
S200,000
MARKETING
S45,000
S45,000
UTILITIES
S15,000
S 15,000
SECURITY
S75,000
S75,000
MLSC. OPERATING Cows
S50 000
S50 000
TOTAL COST
S1,553,344
S538,000
1 $358,8741
S656,470
BtJDCFT OTAI. COSTS + 20% CONTINGENCY)
$i 864 013
4. BUSINESS PLAN
�w �'yEIF IF
rr- ;LIN
l
•� },
THREE YEAR PRO FORMA i
We have developed a three (3) year pro forma
with conservative revenue projections that reflect
local demographics and operational experience
at other licensed facilities. We have primarily
used averaged sales data from our Vista location
as we feel the retail storefront -to -population ratio
provides comparable averages for the number of
licenses Bellflower is granting per capita and the
OTC BELLFLOWER CITY REVENUE
PROJECTIONS
DaLY
MONTHLY
YEARLY
Transactions .
•
. • : • r
Price/Transaction
Gross Revenue • •.
•.
®• . • • -
Revenue COGS
.
overall population of Bellflower and surrounding Los Angeles County communities. We have also incorporated data from our facility in the neighboring City of Artesia because while Bellflower's population is nearly 5x Artesia's population, we feel that there are comparable socioeconomic statuses between these two communities along with core values and beliefs/attitudes about regulated cannabis.
Bellflower's most recently available population data from the United States Census Bureau is 75,716 (V2024), while Vista's most recently available population data from the United States Census Bureau is 99,322 (V2024). We have therefore based projections on 25% fewer daily transactions than Vista due to Bellflower having a population that is roughly 75% of Vista's population. Our projected average transaction price for the Bellflower location is about $13 less than the average transaction price we are currently evidencing at our other locations, which despite a —24% increase in Median Household income in Bellflower is based on declining averages across our other locations as well as our expectation that purchasing behavior in Bellflower will be influenced by the overall market saturation of surrounding communities.
OTC's projections and assumptions consider the retailer location and overall population demographics within Bellflower, which include roughly 62% of individuals aged 20-65 and a median household income of $78,722.Our conservative average ticket price accounts for OTC's promise of providing affordable product options to its consumer base while still offering the most sought-after brands and products in the industry. Increases in price per transaction and transactions per day account for increased revenue projections in Years 2 and 3 (7%).
Current sales trends at our Vista retail storefront are showing average transaction prices of close to $75/transaction with over 1,000 average daily sales transactions. We are confident that our Bellflower projections are relatively conservative and that our revenue potential could exceed our projections and approach our Vista location's numbers, which generates $15M+ in annual revenue. We are hopeful that we attain these higher revenue numbers as they would significantly increase funding for our city contributions and community benefits initiatives, which are partly based on a percentage of gross revenue.
However, our business experience has taught us the importance of modeling a business on conservative estimates to ensure the business can be profitable and sustain itself if the market begins to decline or becomes saturated.
Retailer Revenue Summary and Pro Forma: The pro
forma includes projections for operations, maintenance, compensation of employees, utility costs and other
operational costs. The above chart provides an
overview of OTC's expected monthly and annual Gross
Margin for its retailer revenue sources as partial
assumptions for the pro forma. While these revenues
may vary over time depending on market forces, we are
confident the below projections reflect a conservative
estimate of the company's overall Gross Margin. As
used below, the gross margin is the overall revenue
RETAIL SALES PERCENTAGE
PRODUCTESTIMATED
EoiBLES26.8%
$224,316
$2,691,792
FLOWER22.4%
$187 488
$2 249 856
PRE-ROLLS19.5%
$163 215
$1 958 580
CARTRIDGE 14.8%
5.5%
$123,876
$1 486,512
$46 035
$552,420
4.6%
$38,502
$462,024
•• I %
$26 784
$321408
2.1 %
1.1%
1 $17 577
1 $9,207
837 000
$210 924
1 $110,484
10 044 000
decreased by the Costs of Goods Sold (COGS).
Additional assumptions in our pro forma include, 5% annual wage increases, 1.0% of Gross Revenue allocated to community benefits initiatives and 2% dedicated to the city through its our City Contribution Commitment, and variation in the cost of goods sold that approximately correlates to 3% increase reflective of modeled inflation. Our rent is based on
4. BUSINESS PLAN
j%. Lim F�;�4
our $6,000/mth rate in Bellflower and triple net fees, which totals to around $6,500/mth. Our current model provides for 100% funding based on financial contributions of Owner Norman Yousif.
The following pages provide a detailed overview of OTC's 3-year financial projections. This includes a three-year cash flow statement, profit and loss statement, as well as a balance sheet. The projections include a one-year ramp up period that projects the first quarter of operations at around 25% of our projected revenue upon full scaling. The ramp up period includes 50% growth from Q1 to Q2, 33% growth from Q2 to Q3, and 25% growth from Q3 to Q4, before reaching full scalability in Year 2 of operations. These financial summaries, coupled with the above revenue projections and the startup budget analysis provided above in Section A.2., combine to show the overall financial feasibility of OTC's retail operations and overall business model.
Cash Flow Assumptions YEAR 1 YEAR 2 YEAR 3
Maintenance Ca ex (%Sales) 0.50%
0.50%
Cash Flow Statement
Net Income
$556,983
$12269,414
$1,409,267
Depreciation & Impairment
—
—
--
Amortization
—
—
Chan es in Working Capital
j$629,445)
($1,057 62C
($1,140,508)
Cash Provided by Operating Activities
($72,462)
$211,795
$268,759
Ca ex for Dispensary
($1,257,559)
—
--
Ca ex for Maintenance
—
$53,735)
($57,497)
Acquisitions
—
—
—
Cash Used in Investing Activities
($1,257,559)
($53,735)
($57,497)
Increase Decrease Long -Term Debt
Sale (Repurchase) of Common Shares $1,864,013 — —
Discretionary Cash Distributions — ($141,182) ($179,155) Cash Provided/Used by Financinq Activities $1,864,013 ($141.182) ($179,155) Increase/Decrease in Cash & Equivalents $533,992 $16,877 $32,107 Beginning Balance Cash & Equivalents $0 $533,992 $550,869
4. BUSINESS PLAN
PROFIT
*8.5% Fee based on 8.5% City Tax for Adult -Use Retail Cannabis.
4. BUSINESS PLAN
I
Balance Sheet YEAR 1 YEAR 2 YEAR 3
Current Assets
Cash & Equivalents
$533,992
$550,869
5582,977
Receivables
$773,388
$1,182,179
$1,264,931
Inventory
$878,850
$1,343,385
$1,437,422
Total Current Assets
$2,186,230
$3,076,433
$3,285,330
Property & E ui ment, Net
$1,257,559
$1,311,294
$1,368,791
Intangibles & Other, Net
—
$72,462
$1,850
Total Assets
$3,443,789
$4,460,189
$4,655,971
Current Liabilities
Accounts Payable
$1,022,793
$1,467,944
$1,561,845
Accruals
—
—
-
Total Current Liabilities
$1,022,793
$1,467,944
$1,561,845
Lon -Term Debt
Total Liabilities $1,022,793 $1,467,944 $1,561,845
Investors' Equity
Common Shares
$1,864,013 $1,864,013
$1,864,013
Retained Earnings
$556,983 $1,128,232
$1,230,112
Total ISEauitv
$2,420,996 $2,992,245
$3,094,125
TOTAL LIABILITIES & EQUITY
$3,443,789 $4,460,189
$4,655,971
4. BUSINESS PLAN
.rs ,...
r
The budget analysis suggests that OTC needs $1,864,013 for our proposed retailer, which includes startup funding, capital for three (3) months of operating costs ($$1,553344), and a 20% contingency for unforeseen costs or extenuating circumstances. OTC is procuring this capital through Owner Norman Yousi£ Norman evidences over $5.9M in liquid assets, which far exceeds the total required startup funding of $1.86M. We have attached the following Bank Statement from Norman's OTC Holdings Inc. bank account with DAMA Financial bank account below to provide evidence of sufficient capital for startup and three months of operations:
01C Holdings Inc
771 Jama&a Rd $358
El Cajon, California 92019
(819) 955.9433
AccountNa-
monthly statartlant
ACTIVITY -[';-CRY
Statomert Month
Fetrrary 2026
lama
Date
Description
Debit
Amount
Credit
Amount
Fee
Balance
,12/012025
Mnwhiy Ma-wenarre Fee
$400.00
$0 W
$0.00
$6,136465.02
02/022026
A= Funding Ashs Trurd LLC
$100,000.00
$0.00
$0.00
$6,036.465.02
02/022026
Dist Ashs First LLC
$0.00
S36,000.00
S0.00
$6,071,465.02
02/022026
February 2026 Rent 5242 Van Nuys LLC
$0.00
S20.000.00
SO.00
S6.091,465.02
02/022025
Management Van Nuys Management LLC
$0,00
$50.000 00
S0.o0
$6,141.465.02
02JO22026
Dist SurvivarMedz A Cooperative Corporation
$0.00
$12.000,00
$0.00
$6.153,465.02
OZ M26
February 2026 Rent Corona WelYless LLC
$0.00
$24,113.80
MOO
$6,177,678.82
02X22026
02/022026
February 2026 Rent PRIME REAL ESTATE GROUP LLC
$24,113.80
50.00 S30.00
$6,163.435.02
OTC Michigan Payment Henrrrlops Hokings LLC
$11,919.53
$0.00
$0.00
$6,141,515.49
02M3,02028
ACH NATIONAL RETAIL 973.43&6101 National Video
$29-95
60-00
$0.00
$6.141,485 54
02/03r2M
ACH NATIONAL RETAIL 973-438-6101 National Video
$19.95
$0.00
$0.00
$6,141.465.59
02A=26
ACH NATIONAL RETAIL 973-438-6101 National Video
$104.90
$0.00
$0.00
$6.141.360.69
02/032026
AactFunding Happy Port Industries -- - - - -
$13.000,00
$0.00
S0.00
S6.128.360.69
021032026
Acct Funding Ashs Third LLC
$500.00
$0.00
$(L00
$6,127,660.119 i
02/032026
OTC Sama Ana February 2026 Option Rent Warner Avarua
Group LLC
$5.000 00
$O 00
530 0Q
$6,122830 69
02/1032028
OTC San Pablo February 2028 Rent Hill Sietchley Partners $2,5w.00
$0.00
S30.00
$6.120.300.09
02/032026
OTC San Jose February 2025 Rent Julo Ces Hernandez Cruz $2,500.00
$0.00
$30.00
$6,117.770.69
Q=a025
Owed for Depoeft NYRN Management LLC
$0.00
$10,000.00
SOAO
$6,127.770.69
02/032026
OTC Perris Feb 2026 Rent Harley Krox Hold,n93 LLC
$10,000.00
$0.00
530.00
$6,117.740.69
02AXM28
Acct Funding Corona Wellness LLC
$1.500.00
SO.00
80.00 S6.116.240-89
02/032025
Oxnard Rent. Prop Tax, $1350 Electrician Next Gen Enterprises LLc
$34.914.00
60.00 $0.00
$5,081.326.69
02032028
OTC Culver City February 2026 Rant Magdi Mekari LLC
S8,00o.00
S0.00
80.00 $8.075,326.69
021032026
OTC Hemet February 2026 Rent Hemet Partners LLC
64,000.00
$0.00
$0.00
1$6,071 326 89
02/0,52026
Check 1118 OTC Santa Ana Phase 2 Fee CITY OF SANTA ANA
$14,802.00
$0.00
$0.00
$5,056 524.09
02/052026
0131 FUND SWITCH COMMERCE 209284 Switch Commerce
$0.00
$1,686.60
$0.00
$6,058,211.19
0210SM26
02A)5t2028
Add Funding Ashs Third LLC
%At = VISION TECH USA Vision Ted+
$71.000,00
S460.00
$0.00
60.00 $0.00
SO.00
S5,987.211.19
$5,986 731 19
02292026
Owed 'or OTC SS Vista Invoices Otc Van Nuys
$5,066.95
$0.00
$0.00
$5,981,664.24
02/092025
Legal Cunt,n Sharnmam
S10,000.00
$0.00
$30.00
$5,971.634.24
02X92028
OTTC C Lynwood Feo 2026 Rent Halt Portion Lynwood Ventres $5.051.88
60.00 $0.00
$5,966.5a2.36
Your client account is maintained at FIRST OPTION BANK (member FDIC) and serviced by Dama, as Agent of FIRST OPTION BANK
4. BUSINESS PLAN
I r ,Ff t
02123/2026
PAYMENTS FRANCHISE TAX BO 125489188 PM Franchj ;c
$492 00
SO.00
---
$0.00
$6.0' 8.219.45
Tax Board
02123/2026
PAYMENTS FRANCHISE TAX BO 125489213 PM Franchise
$1 232.55
SO.00
$0.00
$6,016,986.90
Tax Board
02123/2026
PAYMENTS FRANCHISE TAX BO 125489231 PM Franchise
$136.15
SO.00
$0.00
$6,016.850.75
Tax Board
02123/2026
PAYMENTS FRANCHISE TAX BO 125489239 PM Franchise
$58.90
$0.00
$0.00
$6,016,791.85
Tax Board
02'23/2026
PAYMENTS FRANCHISE TAX BO 125489246 PM Franchise
$23.54
$0.00
$0.00
$6,0' 6,768.31
Tax Board
0212412026
Check 1121 OTC Bell Gardens -Comm Ben Fee City of Bel
$100.000.00
SO.00
$0.00
$5.9' 6,768.31
Gardens
02124i2026
OTC Moreno Valley Rent 221 to 321 DSD Note ,nves'ors L_C $4,000.00
SO.00
$30.00
$5.9' 2.738.31
0212412026
Owed for CB Payment OTC Be I Gardens LLC
$0.00
S92.000.00
$0.00
$6.004,738.31
02124/2026
Acc1 Funding Otc Bell Gardens LLC
$5,000.00
$0.00
$0.00
$5.999,738.31
02125/2026
UTILITY HELIX WATER DIST 8762118 Helix Water Cistrict
$908.24
SO.00
$0.00
S5.998.830.07
02125/2026
0000008 HONOR CAPITAL -ET ETI Financial
$942.07
$0.00
$0.00
$5,997.888.00
02'25l2026
CDTFA EPMT CA CEPT TAX FEE 23710043 Califorria
$33.691.88
$0.00
$0.00
$5,964,196.12
Department of Tax and Fee Administration
02125/2026
CDTFA EPMT CA CEPT TAX FEE 23847514 Cahforria
$46,777 22
S0 00
$0 00
SS, 917,419 90
Department of I ax and Fee Admrrnstation
02125/2026
Escrow -NE Fidelity National Title Company
$612,022.55
SO 00
$30,00
$5,305,366 35
02125/2026
Acct Funding Ashs Third LLC
$13,000.00
$0.00
$0.00
$5,292,366.35
02'2512026
OTC Ohio LLC Retainer Fee Ice Miller LLP OH IOLTA
$7,500.00
SO.00
$0.00
$5,284.866.35
02125/2026
1512 Hemet 1800 San Pablo Matthew Jones
$3,312.00
$0.00
$0.00
$5.281.554.35
02126/2026
Transfer Norman Ycu3if
$300,000.00
$0.00
$30.00
$4,981.524.35
02/27/2026
Ext Trnsf- JPMorgar Chase -JP Morqar Chase
$1.574.84
SO.00
$0.00
S4.979,949-51
02127/2026
UTILITY HELIX WATER DIST 9418800 Helix Water Cistrict
$21.10
$0.00
SO.00
S4,979,928.41
Fidelity National Title Company Fidelity
0227/2026
Natonal Title Company
$0.30
$612,022.55
$0.00
$5,591.950.96
02127/2026
February 27 2026 / Outbound Wire Return /mm
$10.00
$0.00
$0.00
$5.591.940.96
BALANCE ACTIVITY
Beginning Baance
S6,136.865.02
Total Credit
S996,022.85
Total Debit
$1.540,216.91
Total fees
$730.00
Closing Balance
$5.591,940.96
NSA ACTIVI7v
Month -to -Date Total $0.00
Year•to Date Total S0.00
IN CASE OF ERRORS OR QUESTIONS ABOUT YOUR ELECTRONIC FUNDS TRANSFER Email us at ClienlSuccess@ Da-naFinancial.corr, telephone us at 1-877-401-3262 (DAMA) o- write us at Dama Financial P.O. Box 57--0. South San Francisco. CA 940E3 as soon as you can if you think an eror has occurred with respect to your Account. We will alow you to report an errcr unh sixty (60) days after the earlier o' (i) the date you electronically access an Account statement cr a transaction history where the error could be viewed or (ii) the date we sent you the FIRST wniten transaction history in which the error appearec In your error report, rou will need to tell us
Your client account is maintained at FIRST OPTION 3ANK (member FDIC) and serviced by Dama, as Agent of FIRST OPTION BANK.
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BALANCE ACTIVITY
NSW ACTIVITY
Month -to -Date Total $0.00
i Year -to -Date Total $0.00
IN CASE OF ERRORS OR QUESTIONS ABOUT YOUR ELECTRONIC FUNDS 7RANSFEP Email us at [email protected], telephone us at 1-877-401-3262 (DAMA) o, write us at Dama Financial P.O. Box 5730. South San Francisco, CA 940E3 as soon as you can if you think an eror has occarred with respect to your Account. We will a low you to report an error unti sixty (60) days after the earlier o' (i) the date you electronically access an Account statement cr a transaction history wnere the error could be viewed or (ii) the date we sent you the FIRST written transaction history in which the error appearec In your error report. /ou will need to tell us
Your client account is maintained at FIRST OPTION BANK (member FDIC) and serviced by Dama. as Agent of FIRST OPTION BANK.
4. BUSINESS PLAN
02r23/2026 PAYMENTS FRANCHISE TAX BO 1254891
88 PM Franchise
$492.00
$0.00
$0.00
$6,018,219.45
Tax Board
PAYMENTS FRANCHISE TAX BO 125489213 PM Franchise
02r23/2026
Tax Board
$t 232.55
$0.00
$0.00
$6,016,986.90
PAYMENTS FRANCHISE TAX BO 125489231 PM Franchise
02123/2026
Tax Board
$136.15
$0.00
$0.00
$6,016.850.75
02123/2026
PAYMENTS FRANCHISE TAX BO 125489239 PM Franchise
g58.90
$0.00
$0.00
$6,016,791.85
Tax Board
02123/2026
PAYMENTS FRANCHISE TAX BO 125489246 PM Franchise
$23.54
$0.00
$0.00
$6,016,768.31
Tax Board
02124/2026
Check 1121 OTC Bell Gardens -Comm Ben Fee City of Bell
$100 000 00
$0.00
$0.00
$5,916,768.31
Gardens
02124l2026
OTC Moreno Valley Rent 221 to 321 DSD Note .nvesrors LLC $4,000.00
$0.00
$30.00
$5,912,738.31
02124/2026
Owed for CB Payment OTC Be I Gardens LLC
$0.00
$92,000.00
$0.00
$6,004,738.31
02124/2026
Acct Fundiny Olc Bell Gardens LLC
$5,000.00
$0.00
$0.00
$5,999.738.31
02125/2026
UTILITY HELIX WATER DIST 8762118 Helix Water Cistrict
$908.24
$0.00
$0.00
$5.998.830.07
02125/2026
O000008 HONOR CAPITAL -ET ETI Financial
$942.07
$33 691.88
$0.00
$0.00
$0.00
$5,997,888.00
02125l2026
CDTFA EPMT CA CEPT TAX FEE 23710043 Califorria
$0.00
$5,964.196.12
Department of Tax and Fee Administration
02'25/2026
CDTFA EPMT CA CEPT TAX FEE 23847514 Califorria
$46.777 22
$Q 00
$0 00
$5.91 7,418 90
Uepartment of Tax and Fee Administration
02'25/2026
Escrow -NE Fidelity National Title Company
$6' 2.022 55
$0 00
$30.00
$5,305,366 35
02125/2026
Acct Funding Ashs Third LLC
$13,000.00
$0.00
$0.00
$5,292.366.35
02'25/2026
OTC Ohio LLC Retainer Fee Ice Miller LLP OH IOLTA
$7,500.00
$0.00
$0.00
$5,284.866.35
02125/2026
1512 Hemet 1800 San Pablo Matthew Jones
$3.312.00
$0.00
$0.00
$5,281.554.35
02126/2026
Transfer Norman Ycusd
$300,0011.00
$0.00
$30.00
$4,981,524.35
02.'27/2026
Ext Trnsh JPMorgan Chase -JP Morgar Chase
$1.574.84
50.00 $0.00
$4,979.949.51
02127/2026
UTILITY HELIX WATER DIST 9418800 Helix Water District
$21.10
$0.00
$0.00
$4,979.928.41
02'27/2026
-Fidelity National Title Company Fidelity
$Q00
$612.022.55
$0.00
$5,591.950.96
Natonal Title Company
02'27/2026
February 27 2026 /Outbound Wire Return
$10.00
$0.00
$0.00
$5,591,940.96
Beginning Balance
$6.136,865.02
Total Credit
$996,022.85
Tutal Debit
$1,540.216.91
Total lees
$730.00
Closing Balance
$5,591,940.96
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OTC implements comprehensive nuisance mitigation policies, protocols, and design features to ensure that our neighbors and the surrounding community do not experience any adverse impacts stemming from our operations. We understand the sensitive nature of commercial cannabis and the need for discretion for the greater community, and we intend to build connections in the community and facilitate an open dialogue with residents regarding our operations within Bellflower.
OTC's mission is to provide an education -oriented retail experience geared towards fostering awareness of the wellness - enhancing properties and responsible usage of cannabis, as well as stringent control over the products we offer. We strive to integrate our store into the community versus having the community adapt to our store's presence. Community safety and responsible business practices should be prioritized over profits and longevity over short-term success, and our team has first-hand experience assimilating a cannabis business into new neighborhoods. We are aware that residents may have concerns that the business will negatively impact their community, and we have thus developed our Good Neighbor Policy, which incorporates the following plans to ingratiate ourselves with our new neighbors while meeting and exceeding all operational requirements promulgated by the Bellflower Municipal Code (BMC) and the Medicinal and Adult Use Cannabis Regulation and Safety Act (MAUCRSA).
OTC prioritizes prevention strategies over reactive responses by preventing issues throughout our operations; this same approach applies to all our neighborhood compatibility and community integration efforts. The content in this section directly addresses our Good Neighbor Policy and outlines how we actively prevent and respond to potential neighborhood impacts. Our owners are heavily involved with the businesses' community outreach efforts so they can stay in touch with the local community and ensure OTC publicly addresses any complaints if they arise. Owners are also actively involved in our community benefits initiatives, which allows them to engage with the community and ensure that our neighbors and the community know who we are and feel comfortable directly communicating with us if an issue arises. Furthermore, OTC hosts and attends community outreach events as an opportunity to speak with neighbors and local citizens about how we can best serve the community's needs and alleviate apprehensions surrounding our operations. Community assimilation allows OTC to have a direct link to Bellflower's community members, which will enable them to not only be accessible but also to be proactive in addressing any hints of complaints or dissatisfaction with the way OTC's operations are being conducted. The following neighborhood compatibility efforts emphasize a proactive approach to engaging with the neighborhood we seek to integrate into and the larger community in the City of Bellflower. 1 4.E.I. POLICIES AND MEASURES TO PROTECT ADJACENT USES We have identified risk factors such as noise, light, odor, loitering, littering, public consumption, vehicle, and pedestrian traffic and other derivatives of public nuisance and have developed a series of preventive measures that deter the occurrence of these adverse public nuisance events, in order to protect adjacent businesses, neighbors, and the community at large from any potential impact. Any occurrence that triggers a complaint is documented as a non-conformance of our Good Neighbor Policy. We conduct investigations to determine how preventive actions failed, and we correct future measures to prevent future complaints. Potential risk factors for negative community impact and our respective strategies to mitigate these nuisance sources are described below:
Noise: One of our main neighborhood compatibility goals is to preserve a peaceful, quiet environment outside our facility.
Security personnel are trained to detect and monitor individuals or groups of individuals that carry on and pose a threat of excessive noise to neighbors and the surrounding community; this includes constant observation of the facility perimeter for groups larger than two individuals. Security personnel quickly travel to the noise source, calmly ask any excessively loud individuals to quiet their voices, and ensure neighbors are not disturbed. Security personnel are trained to detect signs of intoxication, which could lead to an individual's lack of control over voice or tone. We prevent lines or other potentially large gatherings outside the facility through efficient management of the Lobby and efforts made by Cannabis Specialists to limit transaction times and shorten intervals, so customer noise levels do not build up. We respond to noise complaints by communicating with the complainant to obtain information about the source of the complaint, determining the source of the excessive noise, taking action to prevent the source from occurring again, analyzing how the preventive action failed to stop the excessive noise and working to develop new protocols that prevent, rectify, and resolve this type of noise occurrence moving forward. Daily exterior inspections reinforce our patron conduct policy, which prevents excessive noise from our customers or employees. Customers are instructed through posted signage to respect adjacent businesses and properties by
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being quiet when leaving the premises. Dual pane windows are incorporated into our design as an additional safeguard to mitigate any potential noise or odor from passively escaping into the public. Security personnel roam the property routinely to listen for excessive noise on the premises.
Light: We implement a Lighting Plan that balances perimeter security with neighborhood compatibility to illuminate our premises, detect security threats, and prevent light pollution that could trigger a complaint by one or more neighbors. We work with our designers and engineers to develop a photometric plan that ensures sustained security lighting while limiting footcandle or lumen impact on the surrounding area. Daily inspection procedures include inspections for burnt -out bulbs and lighting deficiencies in the parking lot, paths of travel, and building entrances to ensure that these areas are illuminated during all hours of darkness and that there are no flickering bulbs that could cause light pollution. We then confirm that lights are directed downward with the capability of providing the average horizontal illumination of one -foot candle. Our interior and exterior lighting scheme is designed to mitigate light pollution on our surrounding neighbors while facilitating safety and security on the premises during operational and non -operational hours. Daily inspections help us uphold these facility maintenance standards and design principles.
Odor: We proactively address odor by implementing an Odor Control Plan (OCP) that includes outfitting the facility with odor control equipment, upholding a prohibition of onsite consumption of cannabis, alcohol, and tobacco, executing regular maintenance activities that exceed minimum requirements of manufacturers or ANSI standards and other cultural controls to prevent the drift of cannabis odors offsite. OTC implements an OCP that incorporates industry -best practices, such as Merv-13 activated carbon filters utilized in mobile units throughout the facility, all in a negatively pressurized environment.
We incorporate odor -scrubbing vegetation such as the golden pathos and living walls with eucalyptus, which further aid our ability to scrub volatile organic compounds from the facility. Our progressive OCP and partnership with an industrial hygienist have allowed us to design OCPs at all OTC facilities, including our consumption lounges, that have never received an odor complaint. For more information see below under S.L. Odor Control Plan within 5.OPERATIONS PLAN.
Vehicle and Pedestrian Traffic (Parking Problems): We have identified risk factors for customer vehicles, third -party vendor vehicles, and pedestrians that may result in neighborhood compatibility non-conformance and subsequent security threats. Our commercial vehicles and incoming shipments may share the same parking area as our patrons during high traffic times, which introduces potential risks such as traffic congestion, pedestrian safety hazards, and disruption of access for adjacent businesses. Without proper mitigation, overlapping use of the parking area could create conflicts between delivery logistics and routine customer activity. To mitigate these concerns and ensure safety and neighborhood compatibility, security personnel patrol the parking lot to ensure incoming shipments, company vehicles and customers are not inhibiting traffic for neighboring business' vehicles, commercial vehicles or pedestrian traffic. We will allocate one Security Guard as a Parking Attendant during high -traffic hours of operation to ensure there are no parking problems and to direct patrons to and from spots to avoid congestion and traffic accidents within the parking lot. We coordinate incoming or outgoing shipments of cannabis goods, equipment, and non -cannabis business materials when customer traffic is expected to be the lowest to avoid excessive vehicle traffic. We proactively address delivery -related vehicle traffic by coordinating delivery schedules ahead of time and always secure incoming deliveries in the restricted area of the parking lot. Security personnel observe all customers exiting the facility as they leave the premises to either their vehicle or a public transportation stop.
They ensure that all pedestrians use sidewalks, adhering to proper rights of way, and that no loitering occurs. Security personnel monitor the parking lot and the off-street parking areas within 50 feet of the premises and adjacent properties to ensure these areas are cleared of employees and their vehicles one half hour after closing. We prevent impaired driving and customer behavior that could lead to excessive traffic, accidents, or other traffic concerns. Signage is prominently posted to inform customers of the potential for cannabis to impair drivers.
Robbery, Attempted Robbery, and Theft: Our facility features various systems and protocols to prevent robbery, attempted robbery, and theft. Our alarm and remote monitoring system is installed and managed by Alert 360 and features intrusion detection, ceiling -mounted motion detection, wall -mounted motion detection, strobe/horns, and various other systems that transmit notifications to Alert 360 and law enforcement immediately upon being triggered, regardless if it occurs during operational or non -operational hours. Bollards are affixed in various places throughout all sides of the building to prevent robbery through vehicular intrusion, which has been an increasingly common method throughout California in recent months. Video surveillance also captures footage within 50' of the building at a minimum and is regularly viewed to detect patterns in certain individuals entering or remaining about the premises. Security personnel also conduct roving
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patrols of the facility regularly to observe individuals that may be casing the facility in preparation for a robbery; any individuals who are regularly present on the property but are not related to our business' activity are immediately confronted and asked to leave the premises if they are not related to the operation. Burglary training provided to staff is designed to eliminate direct conflict with suspects, making various mental notes and observations while facilitating rapid suspect departure. Mental notes include descriptive features and distinguishing marks on the suspect(s), including clothing, hair color, eye color, scars, tattoos, etc. Staff is trained to handle high -stress situations by prioritizing staff and customer safety over money and merchandise. Employees are shown locations of silent alarms and panic buttons but are always instructed to comply with demands and alert robbers/burglars of potential escalation factors. OTC employs a no -chase policy and trains staff to enforce minimum contact protocol with robbers. Robbery management training aims to teach de-escalation techniques and emphasize customer and staff safety. Staff must remain as calm as possible — refraining from spreading panic and following directions as swiftly as possible. Crime scene preservation (such as items, entryways, and control systems accessed and utilized by suspects), cooperation with law enforcement, alarm activation, and maintaining confidentiality of occurrences are additional training concepts. Such protocols are in effect to protect staff, security, and the general public from harm, including bodily injury or death. In addition to training for security and safety, all staff completes the following courses: FEMA IS-906: Workplace Security Awareness, FEMA IS-907: Active Shooter, and FEMA IS-912:
Retail Security Awareness. Management also completes FEMA IS-37.19: Managerial Safety and Health. OTC's burglary and robbery protocols focus on protecting assets, preventing unauthorized entry, and deterring crime from the outset. All OTC employees are trained to deter these crimes and respond during the commission of these crimes to maximize safety.
Vandalism and Graffiti: Vandalism, including graffiti, property damage, and other activities that can compromise our facility's aesthetics or functionality, are strictly prohibited. We take a multimodal proactive approach to ensure our property and associated areas, parking lots, sidewalks, and alleys are maintained in an attractive condition and kept free of obstruction, trash, litter, debris, and graffiti at all times. First, we treat our building's exterior with a siloxane-based anti - graffiti coating, a protective barrier that not only resists paint but also allows for easy removal of graffiti without damaging the underlying surface. This treatment enhances the building's resilience against vandalism, preserving the aesthetic integrity of the structure over time. We also implement daily exterior inspections including a property -wide search for graffiti and property damage at least twice daily and immediately after receiving a complaint. Daily exterior inspection protocols for graffiti include observing all surfaces on our facility and neighboring structures to detect any graffiti or derogatory markings.
The parking lot as well as the eastern fagade facing Alondra Blvd are identified as high -risk areas for graffiti, vandalism and trash accumulation and are the primary focus of our daily exterior inspections. Any evidence of vandalism is immediately photographed for our internal records, reported to the Los Angeles County Sheriffs Department (LACSD), and remedied as needed, such as painting over graffiti on the building and replacing any damaged elements on the property.
Our video surveillance system functions 24 hours a day, seven days a week, and has sufficient clarity to capture any perpetrators who have committed vandalism; any footage of enacted or attempted vandalism is immediately provided to LACSD upon discovery. Security personnel are stationed overnight to patrol the property and prevent vandalism unless we determine an alternate arrangement other than 24-hour in -person monitoring.
Litter and Urban Blight: The property is located in a busy commercial area and has the potential for high foot traffic considering its proximity to neighboring businesses. This presents a heightened risk for litter and urban blight due to the nature of the business and the surrounding area. Our vigilant management, staff, and security personnel are thoroughly trained to proactively identify and promptly address any refuse in this area, as well as throughout our property and adjacent properties. We are particularly vigilant in promptly removing items that could tarnish the community's perception of our industry, such as discarded cannabis packaging and containers from alcohol or tobacco products. This meticulous approach to maintaining cleanliness not only embodies our dedication to corporate responsibility but also reinforces our role as an active participant in safeguarding the local environment from pollution and neglect.
Waste: A robust waste management plan is paramount in ensuring deteriorated, expired, damaged or otherwise defective cannabis is properly disposed of and effectively separated from viable product. Our team has researched industry best practices to develop operations that are compliant with the most stringent waste standards for licensed cannabis businesses.
OTC's non -Cannabis waste is gathered, stored, and disposed of in accordance with BMC in its entirety. Further, OTC adheres to Mandatory Commercial Recycling and Mandatory Commercial Organics Recycling for Organizations and Multi - Family Households recycling requirements. Recyclable materials include bottles/cans, paper/cardboard, scrap metal,
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electronics, toner/printer cartridges, and miscellaneous recyclables. OTC's Waste Management Plan contains the following core principles and initiatives: (1) OTC designates products for waste when they are within 14 days of their expiration date, when their packaging becomes compromised, or if contamination, adulteration or other quality nonconformance are identified internally or through recall; (2) Deteriorated or contaminated product can negatively impact quality assurance outcomes for the rest of our inventoried product and thus must be disposed of quickly and efficiently within the scope of local and state compliance; (3) OTC obtains all required permits, licenses, or other clearances and complying with all orders, laws, regulations, or other requirements of other regulatory agencies, including, but not limited to, local health agencies, the Regional Water Quality Control Boards, air quality management districts or air pollution control districts, local land use authorities, and fire authorities; (4) The sale of cannabis waste is prohibited; (5) All cannabis waste is stored in a secured waste receptacle contained in the Storage Room and transported to secure waste enclosures on the premises exterior for pick up and disposal (for purposes of this section, "secure waste receptacle" and "secure waste area" means that physical access to the receptacle or area is restricted to the permittee, employees of the permittee, or by the local agency or local agency franchised or contracted waste hauler only. Public access to the designated receptacle or area is strictly prohibited); (6) Cannabis waste is weighed and rendered unusable and unrecognizable on camera prior to disposal; and (7) OTC maintains accurate and comprehensive records onsite regarding cannabis waste that accounts for, reconciles, and provides evidence of, all activity related to the generation and disposal or deposition of cannabis waste.
Loitering: Our policies for neighborhood compatibility prevent individuals from delaying or lingering on the premises without a lawful purpose if they are not conducting any activity relating to our daily operations. Security personnel patrolling the facility's exterior are trained to detect and monitor individuals who are delaying or loitering and posing a threat to neighbors and the surrounding community within at least 100' of the facility; this includes constant observation of the facility perimeter for groups larger than two individuals. The alleyway and parking lot on the east side of our proposed premises to our proposed premises and the storefronts of neighboring businesses within a 100' radius are areas of heightened priority for security personnel to prevent loitering. We also integrate advanced "mosquito" technology around our premises.
By emitting a specialized high -frequency sound, which is only detectable to individuals approximately 25 years and younger, unauthorized gatherings are subtly deterred, significantly enhancing the safety and tranquility of the surrounding community without any discomfort. We post appropriate signage at multiple points throughout the facility exterior to reinforce that loitering, vandalism, and criminal activity are not permitted. Signage reinforces this prohibition by communicating that loitering, cannabis consumption, or any other activity that could lead to a disturbance on the premises is never allowed. Our daily inspection of the facility exterior includes confirmation that signage is intact and legible, so loitering prohibitions are consistently enforced. These measures alleviate loitering and delaying concerns that may contribute to accumulating trash, graffiti, or other public nuisances on our facility's exterior.
Transient activity: Transient activity and homelessness are ongoing issues in the City of Bellflower and the broader Southeast Los Angeles region. According to the 2025 Greater Los Angeles Homeless Count, the SPA of East LA district, which includes Bellflower reported 4778 reported individuals experiencing homelessness, an approximate 19% decrease from the 2024 point -in -time count. While significant improvement has been made to shelter homeless individuals in the region, unsheltered populations in small, dense communities like Bellflower continue to present unique pressures on public infrastructure, housing resources, and community safety. Our Neighborhood Compatibility Plan is designed to support the continued downward trend of homelessness and transient activity in our neighborhood by ensuring our staff and security personnel promptly and effectively handle any transient activity or signs of homelessness that may occur on or surrounding our premises. Our security personnel are trained to patrol the property and detect transient individuals attempting to settle on the property. Transient activity can often be confused with loitering, with a primary distinction being the presence of materials that could constitute the attempted development of a temporary residence, such as a tent, shopping cart, and other materials. Security personnel patrolling the property must report the presence of these items and any other occurrences that could lead to transient activity and temporary settlements in or around the premises to management and the LACSD and the Los Angeles County Fire Department (LACFD), who can be dispatched to investigate the matter further. While OTC is committed to preventing the occurrence of public nuisances related to these individuals, we empathize with Bellflower's transient and unhoused population. We plan to collaborate with regional homeless outreach and intervention programs such as the Los Angeles Homeless Services Authority (LAHSA) and the Bellflower Enforcement and Safety Team (B.E.A.S. T.), a focused team of public safety, maintenance and community services personnel dedicated to supporting community safety, maintaining clean and well -maintained public spaces and connecting individuals experiencing homelessness with available
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services. We will refer non -emergency incidents to local outreach providers, support community -led initiatives aimed at homelessness prevention, and share relevant contact information and referral materials with our employees to facilitate informed and humane responses when assistance is needed.
Possible Narcotic Activity: Narcotic activity is an immense threat to our daily operations, and we have a zero -tolerance policy for any narcotic activity occurring on or around our premises. Security personnel are trained to detect the signs of narcotic activity, which could include but are not limited to the presence of small plastic bags strewn about the property, gatherings of two or more individuals who appear to be negotiating, unusual vehicles parked alongside each other, individuals who are loitering and making numerous phone calls, and various other indicators of possible narcotic activity.
Any detection of suspected narcotic activity is immediately reported to the Los Angeles County Sheriffs Department (LACSD), and we provide any recordings of suspected narcotic activity during non -operational hours to the LACSD upon request. Any discovered narcotic waste will be reported to the police and, if necessary, picked up and disposed of in accordance with biohazardous waste procedures.
Public Consumption and Patron Conduct: We promote the responsible purveying of cannabis products by upholding a prohibition on public consumption of cannabis, alcohol, and tobacco, among other nuisance mitigation strategies.
Management carefully monitors patrons to identify behaviors that suggest intoxication or impairment. Cannabis impairment can be subtler than alcohol intoxication, but there are telltale signs that staff are trained to recognize. We use the mnemonic device SCAB, which stands for Speech, Coordination, Appearance, and Behavior; any individual who exhibits intoxication traits related to speech, coordination, appearance, and behavior is prohibited from entering our facility. Suspicious/bizarre behavior is reported to security personnel and handled appropriately. If the store encounters a belligerent or otherwise high - risk customer, security personnel ask the customer to leave the premises and make all reasonable efforts to ensure the customer does not drive intoxicated. If the situation escalates, local law enforcement is contacted for assistance.
Landscaping: We inspect the facility exterior for grass, weeds, and foliage within 50' of the building that may lead to the harborage of pests, any food or water supply outside of the facility that could attract and support a pest population, check all of the pavement on the premises and ensure it is well -maintained, arrange to have any cracks in the pavement repaired, check that all dumpsters are closed and close any open dumpsters. The proposed landscaping will include California native, drought -tolerant plants indigenous to Los Angeles County. Drought -tolerant flora ensures low -maintenance landscaping by avoiding many weed species and seasonal browning endemic to grasses and non -indigenous species. Moreover, by committing to drought -tolerant landscaping, we avoid overgrown bushes and shrubbery that could enable persons to conceal themselves or use landscaping features as a hiding place.
Social Media Monitoring: Using social media as a tool to monitor and respond to complaints is essential for maintaining customer and community satisfaction and safeguarding our brand's reputation as a corporate citizen in the City of Bellflower.
We first set up social media monitoring tools like Hootsuite, Sprout Social, or Mention to keep tabs on real-time brand mentions across various social networks. Monitoring direct mentions of our brand and relevant hashtags, product names, and common misspellings is essential to capture the full spectrum of customer and community sentiment. Social Media platforms to be monitored include Instagram, Facebook, Tik Tok, Nextdoor and X (formerly Twitter). Next, we implement our social media response plan, which involves clear and streamlined guidelines for responding to customer feedback, including setting a tone of voice, response time targets, and escalation paths for more serious issues. We train employees to ensure they are equipped with customer service and crisis management skills, enabling them to engage with customers effectively and empathetically. We respond promptly to complaints to show that feedback is valued. We also analyze customer feedback for insights, tracking sentiment over time to identify possible complaint trends, which can inform product improvements, service enhancements, and community engagement. Moreover, by turning complaints into opportunities to demonstrate our commitment to customers and the community, we can build a stronger, more positive reputation that embodies trust and compassion.
4.E.H. PROACTIVE NEIGHBORHOOD ENGAGEMENT
Our first steps towards addressing and responding to complaints involve community outreach to understand local beliefs and concerns about our operations. This begins prior to and continues throughout the permitting process, which allows us to communicate directly with the city and engaged citizens to address any concerns prior to opening the business.
Community -facing events like our Open House, Cannabis Selection Committee Interviews, City Council hearings and other
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events help us further understand community values and how to implement a Neighborhood Compatibility Plan that upholds these values and focuses on prevention of adverse community impacts. Our experience is that the community's most concerned and conscientious members make their concerns heard during this process; OTC prides itself in collaborating with concerned community members to adapt our proposed plans to best acclimate to the surrounding community.
Bellflower is characterized by its dense residential neighborhoods, multicultural vibrancy, and a strong sense of community rooted in family values and civic pride, and we are very fortunate to have the opportunity to integrate our business model into an established business community. To cement our commitment to bolstering the City's financial health, public safety, and overall civic success, we have undertaken various initiatives to integrate with the Bellflower community and ensure that we are prepared to offer the best possible contributions to the local business landscape and the community overall. We have developed numerous strategies for community outreach across the 30+ different jurisdictions in which we operate, especially in nearby communities like Artesia and Cudahy whose demographics, attitudes and beliefs have some commonality with those of Bellflower. While each jurisdiction is unique regarding core values, beliefs, and attitudes, we are intimately familiar with the requirements of being a good neighbor and a positive contributor to public safety, health, and welfare, given the sensitive nature of our business. Below are some of the strategies that we have implemented elsewhere and plan to implement in Bellflower to get to know the community, understand the community's needs, and specifically tailor our Neighborhood Compatibility Plan to ensure continuous and sustained growth in Bellflower:
Good Neighbor Policy. As referenced throughout this plan, our Good Neighbor Policy comprises the foundation of our Neighborhood Compatibility Plan. The Good Neighbor Policy outlines a series of core principles that guide our strategies for precenting nuisance and negative impact in the community. While they may vary for each community based on local values, we typically ensure that the Good Neighbor Policy is framed around: (1) Commitment to Safety and Harmony; (2) Building Relationships in the Community; (3) Ownership and Management Accountability; (4) Maintaining Discretion in our Operations; and (5) Supporting the Local Economy. Each of these overall core principles is then delineated into a series of specific strategies that we implement, many of which are described throughout this plan. The Good Neighbor Policy is physical document that is posted in our Lobby and on the Retail Floor to demonstrate our commitment to this important aspect of commercial cannabis operations. The Good Neighbor Policy is also included in our Employee Handbook and we allocate a specific employee training module to the Good Neighbor Policy to ensure all employees understand their responsibilities for helping OTC be a good neighbor. Any violation of Good Neighbor Policy statutes, such as onsite consumption by an employee during their break, is grounds for termination. We audit the Good Neighbor Policy annually but also conduct a Corrective Action Preventive Action (CAPA) investigation for any violations of the Good Neighbor Policy in real time.
OTC Open House. OTC hosts an Open House for every new business we open. The primary function of the Open House is to get to know our neighbors, community members, regulators, local business owners, and all the people who have helped make Bellflower the highly regarded community it has become. We provide a tour of the facility and the overall property, walk attendees through all the neighborhood compatibility strategies listed in this plan, and solicit feedback regarding the community's concerns about our operations and how we can best fit into the local landscape. The Open House has proven to be an excellent conduit for forging strong relationships with our community members in all jurisdictions we operate in.
Industry Experience and Ownership Accountability: Perhaps the most critical aspect of our ability to avoid becoming a nuisance or having negative impacts on our neighbors and the surrounding community in Bellflower is our track record of community integration across our 27 operational locations. Some of OTC's facilities require a heightened level of diligence in neighborhood compatibility, such as our consumption lounges in Palm Springs and West Hollywood that are subject to more cumbersome odor control and mitigation requirements, or our flagship location Vista that can that see over 2,000 customers daily (2.38 customers/minute) during periods of high traffic. In operating these facilities, we have never received a complaint or compliance violation from any local resident or government agency, which is a testament to the effectiveness of our neighborhood compatibility measures. However, we never get complacent and still strive to improve our operations to prevent negative impacts at all costs. Through the development and operation of these vastly different locations, we have gained substantial experience while learning that communication and transparency are the most important aspects of preventing negative impacts. The CRO is on the front lines of community support, but our husband -and -wife owners Norman and Darline Yousif get involved if warranted regarding a critical incident or serious concern, and they hold themselves accountable as upstanding business owners rather than deflecting responsibility and claiming to be infallible.
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Community Relations Officer & Complaint Response: Upon commencement of operations, OTC handles complaints regarding noise, light, odor, vehicle, and pedestrian traffic immediately through the Community Relations Officer (CRO), the facility's direct link to the community. We send an Introductory Letter along with a "Frequently Asked Questions" document about what we are doing to mitigate negative impacts to the local community and other aspects of how we run our business to all neighbors within 300' of the facility per the City's public notification requirements. We include the CRO's phone number, email and other applicable contact information in the Introductory Letter and instruct our neighbors to contact the CRO with any concerns or if they experience any issues related to our operations. The CRO's contact information is also posted at the facility and made available to anyone who accesses the premises. The CRO attends relevant City and community meetings and acts as the facility's voice in the community. They participate in neighborhood committees and work with neighbors to avoid potential problems. They also take part in quarterly meetings with the City Manager and any interested parties to discuss costs, benefits, and concerns of the community. We provide the CRO's contact information to law enforcement, and they maintain open lines of communication with city administrators, media, and concerned citizens to handle OTC's community affairs. They spearhead OTC's community outreach and coordinate participation in community events and charitable efforts. The CRO represents the facility at industry conventions and educational seminars. The CRO works with the facility to ensure operations correspond to the adopted ethos of OTC as a good neighbor to the community and a value-added partner to the city. The CRO also keeps detailed logs of citizen and community feedback concerning operations to ensure OTC's position as a valued community member.
Contributions to Drug Rehabilitation Program: As part of our effort to proactively engage the community and make a positive impact in Bellflower, we look to partner with local organizations who are making a difference, particularly in the realm of drug treatment, prevention and rehabilitation given the nature of our business. To that end, we are committing to an annual contribution of $5,000 to a local Drug Rehabilitation Program in the City of Bellflower in compliance with City regulations. We have initially chosen the Little House Recovery Home, located at 9718 Harvard St Bellflower, CA 90706.
We will continually look for additional ways to work with Little House Recovery Home on an ongoing basis in addition to the $5,000 annual contributions. If at any point we decide to make contributions to a different organization, we will notify the City prior to doing so. Our hope is that this contribution exemplifies our Good Neighbor Policy, not just to our immediate neighbors but to all community members across Bellflower.
OTC employees are an extension of our family and their growth is integral to our company's overall success. When we began building out our labor, employment, and human resources programs, we conducted an extensive comparative analysis of some of the most successful companies in the nation that exemplified innovation and forward -thinking business practices.
We found that the most successful companies are the ones that provide: (1) Competitive compensation and benefits packages; (2) Comprehensive training programs; (3) Opportunities for skill enhancement both in and out of the workplace; (4) An emphasis on the onboarding process where the provided tools facilitate success from day one; and (5) An open- minded, communicative environment where employees genuinely enjoy coming to work. With this insight, we have crafted policies and procedures to cater to the unique needs of the cannabis industry, setting new standards for labor and employment practices within our sector. Our industry -leading Compensation Plan exceeds local requirements in Los Angeles County and is geared towards collectively improving socioeconomic status for our staff and workforce development outcomes in Bellflower. We also offer one of the industry's most expansive benefits packages to date, which includes typical benefits such as health and dental insurance along with other unique benefits such as bonuses, retirement plans, employee assistance programs and other offerings that are designed to improve our employees' quality of life. Employee training and continuing education helps our employees grow as professionals and as individuals, preparing them for advancement in the cannabis industry with our company or in other roles across different professional sectors. We foster an environment where employees genuinely enjoy coming to work every day, and a significant part of that is because they know they are being taken care of.
The following provides more detail about our Compensation Plan, benefits, and other ways in which we go above and beyond for our staff.,
4.F.I. PAY STANDARDS
OTC is committed to providing employees with wages above 200 percent the federal poverty level for a family of two. With financial empowerment being a core principle of our labor and employment practices, we are confident this commitment
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will allow us to make an immediate economic impact in Bellflower. The following outlines how we develop our compensation plan and continually ensure our employees are generously compensated.
Methodology: We use a variety of sources to develop our compensation package and demonstrate our commitment to improving our workforce's socioeconomic status in Bellflower. First, we consult the 2026 Poverty Guidelines provided by the US Department of Health and Human Services, which identifies the federal poverty level as $21,640 for a family of two household. We have also researched requirements promulgated by the Los Angeles County Department of Consumer & Business Affairs (LADCBA) to determine the minimum wage in Los Angeles County. By July 1, 2026, LADBCA will impose a minimum wage of $18.47/hr in Los Angeles County. In addition to the US Department of Health and Human Services and LADBCA, we consult other tools such as the MIT Living Wage Calculator, which has become an increasingly implemented guide for governments and third -party consultants in analyzing cannabis businesses throughout the state, such as HdL Consulting, and informs our compensation packages across all our businesses. We have also consulted the State of California's Employment Development Department's (EDD) data index, which provides amalgamated employment data across all areas of the state for different positions, wages and other economic and employment conditions. We used the comparison of "Cashiers" (MSA Code 042020; SOC Code 42-2011) for entry-level employee comparison, and "First Line Supervisors of Retail Sales Workers" (MSA Code 042020; SOC Code 41-1011) for mid -level employee comparisons. These data sources collectively provide a baseline for analysis of the job market in Bellflower, allowing us to create a compensation package that meets and exceeds the socioeconomic needs of the community.
Exceeding Minimum Rage: As stated above, OTC's compensation plan includes starting hourly wages and salaries that compensate employees over 200% of the federal poverty level for a family of two, which equates to $21/hr for hourly employees and a minimum of $43,680 for salaried employees. We reconcile employees' compensation biweekly to ensure that tips and gratuities are factored in and redistributed to the staff so that this $21 /hr wage is consistently upheld. In addition to exceeding 200% of the federal minimum wage for a family of two, this wage is nearly 14% higher than the local minimum wage. Beyond base compensation, current employees are provided a range of opportunities for raises, comprehensive benefit plans that allow them and their families to create benefit packages that meet their specific needs; these benefits are described throughout the rest of this plan. We are committed to monitoring changes to the Federal Poverty Level and Los Angeles County minimum wage through LADBCA updates over time to ensure our compensation package continues to exceed the minimum wages and requirements.
Bonuses: OTC is deeply committed to our employees and believes all staff should be provided opportunities for advancement within our company. These opportunities not only bolster our employees' overall career trajectories but also allow them heightened pay well beyond the standard of minimum wage in Los Angeles County. Hourly employees earn up to $500 monthly based on sales performance, while salaried employees can earn $10,000-15,000 in performance -based bonuses annually. We have promoted various employees to higher -ranking positions since commencing operations at our existing facilities throughout California, and we continually look to promote internally rather than hire outside the organization for leadership positions. All staff members are considered for raises and promotions during yearly reviews based on performance, competency, training, continued education, and employment tenure. Raises and promotions awarded to staff with anniversary dates that fall before yearly reviews receive back pay. Staff must have worked in their current position/pay rate for at least six months during performance reviews to qualify for a performance -based promotion or raise.
OTC has had a voluntary attrition of less than ten percent (10%) since opening its Vista location in 2019, which we believe results from our commitment to competitive wages, ongoing training and development, and career advancement opportunities for all employees.
Retirement Plan (401,K): OTC offers employees a 401K retirement savings plan. The Vanguard Simple 401k for small business allows OTC to match staff contributions dollar -for -dollar up to 6% of staff compensation.
4.F.II. LOCAL HIRING
OTC is committed to local hiring in Bellflower that consolidates job opportunities in Bellflower. Local outreach efforts are executed to improve economic outcomes for members of disenfranchised and targeted communities. Our primary goals concerning local outreach are to work with local employment agencies, host outreach and hiring events, sponsor training for local equity individuals, focus on local hiring and internally promoting, and maintain beneficial relations with employees. Other actions intended to benefit the local workforce include, but are not limited to, the Training and
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Development Program outlined in 4.E.IV. Additional Benefits: Employee Training and Continuing Education and the comprehensive employee benefits packages outlined in 4.E.III. Benefits Standards and Practices. These strategies have proven to be effective in our 30+ other cannabis businesses, and our expansive local network in Los Angeles County allows us to actualize this strategy in Bellflower.
High -Paying Jobs for Bellflower Residents: Local hiring is imperative to OTC's overall goals as a business in every jurisdiction we operate. We have vast experience working with the community to source qualified candidates from different walks of life, and we are applying this experience to bolster Bellflower's local economy through job creation. Our commitment to local hiring at all locations has been rewarded by our fantastic staff and their ability to connect to local clients and the greater communities we serve. More than 90% of the staff at our flagship location in Vista are local residents, and we maintain a minimum of roughly 70% of the local workforce at all other locations. We are upholding our reputation as a business that provides meaningful opportunities for local residents and contributes to the City's diverse economic base by striving to maintain no less than 80% of payroll hours being performed at the business by City of Bellflower residents, with the goal of consistently increasing this percentage over time. We seek out team members from non-traditional sources to ensure employees continue to diversify our retail locations. We also have a pool of candidates from our existing stores throughout Los Angeles County who may be partial to relocating once the Bellflower facility is operational and who also have friends and family members in the area with interests in working in Bellflower.
Outreach Strategies: We work with local community organizations and other non -profits that offer employment services to execute our local hiring initiatives. OTC strategizes with local employment agencies to help source qualified Bellflower residents. We are replicating our work with cannabis -specific employment agencies such as Vangst, FlowerHire, Glassdoor, Careers in Cannabis, and Talent Acquisition Specialists to ensure we source qualified individuals with cannabis experience.
Beyond these efforts, we feature job listings at local community centers, community colleges, vocational schools, local publications, and other locations Bellflower residents frequent. We advertise open positions on Indeed, Glassdoor, ZipRecruiter, Monster, Hired, and other websites and job databases that have recently gained popularity. Finally, our Community Relations Officer will mobilize their network of residents, professionals, and other individuals to provide us with an even larger pool of candidates with experience in the industry and similar core values, beliefs, and attitudes about cannabis. Job postings are made public for a minimum of 30 days, and posts only include qualifications and skills necessary for the job using inclusive, unbiased, ungendered language. Eligible candidates are driven to learn about cannabis and committed to providing the highest level of customer service. All postings issued by OTC highlight diversity and encourage everyone, regardless of race, color, religion, national origin, ancestry, sex, disability, or age, to apply for employment. OTC adopts and builds upon targeted hiring methods to institute inclusive hiring practices that seek qualified employees from and advertise positions to veterans, seniors, women, and disproportionately impacted communities. Through specifically targeted relationships with local vendors and service providers, retail cannabis training programs for residents, and equal opportunity initiatives, OTC is vigilant and confident in its ability to attract local hires and achieve our local hiring objectives for Bellflower.
4.F.IH. BENEFITS STANDARDS AND PRACTICES
Our staff is afforded one of the most expansive benefits packages offered in the cannabis industry to date, reflecting our dedication to fostering a thriving and holistic workplace environment. Salaried employees are eligible for benefits after 30 days of employment, and hourly employees are eligible after 60 days of employment, and these benefits can be accessed as needed on a continual basis as part of employment. The following summarizes each of the traditional offerings contained within our benefits package, such as health and dental insurance, along with some additional, more innovative benefit offerings like wellness reimbursements.
Health Insurance: Employees who work 30 or more hours per week are eligible for group healthcare benefits. OTC offers its employees a variety of coverage options, which include extended coverage of children, spouses and dependents. Below is a sample breakdown of our plan offerings and OTC contributions.
Salary Employees
Silver 70 HMO 1800/55: -OTC contribution towards employee: 60% -OTC contribution towards dependent: 30%
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Gold 80 HMO 250/45: -OTC contribution towards employee: 60% -OTC contribution towards dependent: 30%
Blue Shield Silver PPO 70 2250/50 (buy -up: employee pays difference from Kaiser to Blue Shield PPO) • OTC contribution: 60% of base plan Kaiser Permanente Silver 70 HMO 1650-55 Alt (employee) • OTC contribution: 30% of base plan Kaiser Permanente Silver 70 HMO 1650-55 Alt (dependent) Delta Dental PPO Premier Enhanced 1800
VSP (Vision):
Hourly Employees
Silver 70 HMO 1800/55:
Gold 80 HMO 250/45:
-OTC contribution towards employee: 60%
-OTC contribution towards dependent: 30%
-OTC contribution towards employee: 60%
-OTC contribution towards dependent: 30%
-OTC contribution towards employee: 50%
-OTC contribution towards dependent: 20%
-OTC contribution towards employee: 50%
-OTC contribution towards dependent: 20%
Blue Shield Silver PPO 70 2250/50 (buy -up: employee pays difference from KP base plan for BS PPO) • OTC contribution: 50% of base plan Kaiser Permanente Silver 70 HMO 1650-55 Alt (employee) • OTC contribution: 20% of base plan Kaiser Permanente Silver 70 HMO 1650-55 Alt (dependent) Delta Dental PPO Premier Enhanced 1800
VSP (Vision)
-OTC contribution towards employee: 50%
-OTC contribution towards dependent: 20%
-OTC contribution towards employee: 50%
-OTC contribution towards dependent: 20%
CA Disability Insurance: The Employment Development Department (EDD) administers state Disability Insurance (SDI); this provides benefits when staff can't work due to illness/injury that is not work related. Benefits are based on earnings, and the first seven days of an employee's claim is a waiting period during which no benefits are payable. Employees can get claim forms from their doctor or any office of the EDD by phone, letter, or in person. The 7-day waiting period is waived when someone who already served the waiting period for the initial disability benefits claim files a second benefits claim for the same or related condition within 60 days after the first period of disability.
CA State Paid Family Leave Insurance: Paid Family Leave (PFL) is a state -sponsored insurance program that provides employees with partial wage replacement for up to six (6) weeks in any twelve-month period while absent from work for a seriously ill or injured family member. Eligible employees must apply directly with the California EDD to receive benefits.
OTC does not distribute PFL benefits to employees. Whenever employees can foresee the need for time off, they must also provide advance notice to OTC's management in writing and request time off.
Workers' Compensation: OTC provides insurance coverage for employees for work -related injuries. Employees receive notice at the time of hire with the name of the workers' compensation carrier in writing and any changes thereafter. Workers' Compensation leave runs concurrently with FMLA and CFRA for the first 12 weeks of time off.
Social Security: Employees are covered under provisions of federal social security law. Social security benefits supplement employees' family retirement income and provide disability and survivors' benefits. The wage deduction for social security taxes is matched by OTC. The total contribution by an employee and OTC is credited to employees' social security account.
Detailed information about social security benefits can be obtained from the Social Security Administration.
Vacation Pay: Vacation time allows employees to rest, relax and pursue special interests. OTC provides Paid Vacation Leave to show appreciation for employee loyalty and continued service. Forty hours of annual vacation pay is available to
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employees (from date of hire) and becomes available after an employee has worked full-time for one year. Vacation requests are approved on a first -come, first -served basis, as well as length of employment, frequency of vacation requests, and only if the time off does not interfere with the normal business operations of OTC.
Employees become eligible for 120 hours of paid leave after 5 years of service. Further, all staff are provided paid time off or overtime for prescribed company holidays each year.
Employees are encouraged to use all vacation during the 12-month period after it has been earned. Every effort is made to grant an employee their vacation at the time they desire. However, vacations cannot interfere with OTC's operation and, therefore, written requests for vacation time off must be submitted to an employee's supervisor for approval at least seven days in advance, when feasible. The amount of time requested cannot exceed the accrued amount. If any conflicts arise in requests for vacation time, preference is given to employees with the most seniority and/or the last time vacation was taken. Vacation requests involving travel must be submitted for approval prior to booking travel, i.e., requesting vacation with the stipulation that travel arrangements have been made does not guarantee the time off request and may result in disciplinary action if the request cannot be granted and the time off is taken. Employees may not "cash out" vacation time while employed, nor can employees be paid vacation time as an additional paycheck in lieu of using vacation time. If an employee is on an approved leave of absence of less than five (5) days, the employee's vacation eligibility is not affected. If a paid holiday occurs during an employee's scheduled vacation, the employee receives holiday pay for that day, and the employee shall not be charged for a vacation day on the day the holiday is observed.
Sick Pay: Paid Sick Leave provides employees with a measure of wage/salary continuation when they are absent from work.
Paid Sick Leave may be used for employee illness or injury, as well as the diagnosis, care, treatment of an existing health condition, or preventive care for themselves or a family member. Paid sick leave is available if an employee or a member of the employee's family has been the victim of a crime and the employee needs to take time off to attend judicial proceedings relating to the crime. Employees who are victims of domestic violence, sexual assault or stalking may also use paid sick leave time. Employees can use available Sick Leave in the event of the death of an immediate family member or the family of a spouse. Paid Sick Leave cannot be used for non -health -related matters such as tardiness, to extend a vacation or for absences of non-scheduled workdays. Requests for use of sick leave benefits can only be for a day on which an employee is scheduled to work or when they are called to report to work. Employees accrue Sick Leave on their first day of employment and can use Sick Leave after working at least 30 days. Paid Sick Leave is credited to employee banks of time based on employee classification, which relates to an employee's hourly commitment.
Holiday Pay: OTC observes Thanksgiving and Christmas and is closed on those days. If an employee's regularly scheduled workday falls on one of these holidays, the employee is paid at their hourly rate. If the schedule changes from week to week, holiday pay for these holidays is determined based on whether the employee worked the same day of the week for the four weeks leading up to the holiday. In addition, the stores close at 8 pm on Thanksgiving Eve, Christmas Eve, and July 0. If an employee's regularly scheduled workday falls on one of these days, scheduled hours are adjusted according to the needs
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of the store. All non-exempt staff who work any of the following holidays are paid at time and one-half: New Year's Day, President's Day, Easter, Memorial Day, Independence Day, Labor Day and Veterans Day. To qualify for holiday pay, an employee must work the employee's regular schedule the day immediately before and after the holiday. Approved excused absences; use of Sick Pay or other types of time off protected by law are considered exceptions to this policy. Exempt staff who work the whole week are paid their regular salary. For example, if Christmas Day occurs on a Saturday, the holiday is generally observed on the preceding Friday. If Christmas Day occurs on a Sunday, it is generally observed the following Monday. An employee may take time off to observe the employee's religious holidays. If available, a full day of unused vacation may be used for this purpose, otherwise time off is without pay. An employee must notify their supervisor at least five (5) days in advance. Part-time employees are eligible to receive holiday pay only for holidays on which they normally would be scheduled to work and only for their regularly scheduled hours. An employee is not eligible to receive holiday pay when the employee is on a leave of absence. Holiday pay is not considered "hours worked" when computing overtime pay.
Unemployment Insurance: OTC pays unemployment insurance taxes on behalf of employees to state and federal governments. These taxes fund payment of unemployment insurance benefits to employees eligible to receive them.
Maternity Program: OTC endorses a healthy work/life balance and quality time with family. We want to provide as much coverage as possible by allowing eligible employees time to adjust to their new life and bond with their children. Eligible employees are categorized as primary caregivers who have been with OTC for at least six (6) months prior to leave and are welcoming a new child to their family either through birth or adoption. Together with the state of California, OTC offers the following Maternity Leave Program:
1) Primary Caregiver Leave: for up to 12 weeks of paid leave. OTC will supplement California Paid Family Leave so that eligible employees are paid 100 percent of wages for up to 12 weeks. a. California Paid Family Leave (PFL):
i. In the state of California, Paid Family Leave provides up to eight weeks of partial wage replacement benefits to bond with a new child.
ii. Provides approximately 60 to 70 percent of your wages during your leave. b. OTC Paid Family Leave:
i. OTC will pay up to 40% of wages for the first 8 weeks of leave. Following that, OTC will ensure you receive 100 percent of your wages for the remaining 4 weeks. 2) Flexible Options: Employees can choose when to take their Parental Leave - either in one continuous period or split into two periods within 12 months of birth or adoption. a. Employees must notify their manager and the Human Resources Department as soon as possible, ideally at least 6 weeks prior to the start of leave.
3) Ramp Back Program: With this program, staff can ease back to work with up to 2 weeks of flexible time. a. Employees coordinate directly with their manager & the Human Resources Department to discuss an appropriate ramp back schedule for the first two weeks back at work.
Family and Medical Leave (FMLA) and California Family Rights Act: This leave section is to comply with both the federal Family and Medical Leave provisions (FMLA) and the California Family Rights Act (CFRA) provisions, where applicable.
These leaves run concurrently unless prohibited by law. These two laws provide a leave of absence for the birth, adoption or foster care placement of an employee's child, or the care of an employee's child, adult child who is incapable of self -care, child of same -sex spouses, parent, spouse, same -sex spouses, registered domestic partner (CFRA) with a serious illness/health condition, or the employee's serious illness/health condition that makes the employee unable to perform their duties.
Employees who have completed at least one year of employment and have worked at least 1,250 hours in the previous twelve (12) months who are employed at a worksite where OTC maintains on the payroll (as of the date of the leave request), at least 50 part- or full-time employees within 75 miles (measured in road miles) of the worksite where the employee requesting the leave is employed, may submit a written request for a family and medical leave of absence, without pay, for any length of time up to a maximum of twelve (12) workweeks in a 12- month period. The written request must be submitted to the HR department or to the employee's direct supervisor to turn into HR. The 12-month period is measured backward from the date an employee uses any family and medical leave. There is no carryover of unused leave from one 12-month period to the
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next 12-month period. If the need for a family and medical leave of absence is foreseeable, employees must submit their request at least thirty (30) days in advance. We normally grant requests for family and medical leave based on the facts and circumstances surrounding each request. If granted, employees are given written notice designating the leave as a family and medical leave of absence, as well as notice of their rights and obligations during the leave. Requests for family medical leave to care for a child, parent, or spouse with a serious illness/health condition, or an employee with a serious illness/health condition, must be accompanied by a health provider's written statement that certifies the need for the leave and estimates the length of time the employee is unable to work due to the serious illness/healthcondition. Although OTC cannot guarantee reinstatement in all cases, employees on family medical leave who return to work immediately following the end of an approved leave are returned to the same job they held immediately prior to their leave or, if that position has been eliminated, a comparable position, if one is available. If such a position is not available, then the employee is entitled to a position for which they are qualified.
Employees with a serious illness/health condition must present a healthcare provider's written release to their manager or provide the release to the employee's direct supervisor, verifying that they can safely perform their duties before they are allowed to return to work. OTC attempts to work with the employee to provide reasonable accommodation, as applicable. FMLA leave to care for a service member might include care of a grandparent, grandchild, sibling or parent -in-law and the employee could apply for PFL benefits. Under CFRA and FMLA regulations, employees may use protected leave to care for a seriously ill family member, including someone who stood in loco parentis to the employee. FMLA/CFRA will cover an employee's leave only under this circumstance if the person is a grandparent, grandchild, sibling or parent -in-law.
For employees on family and medical leave for the employee's own illness/injury, OTC may require use of and integrate any sick or vacation pay into SDI. Employees out on baby bonding leave may be required to use sick leave or vacation time to supplement PFL. Once an employee begins receiving benefits from a disability leave plan, such as state disability, or a disability benefit offered by OTC (such as a long-term disability plan), they are not required to use their sick leave and/or vacation time while on an FMLA/CFRA leave; however, may elect to use sick leave, and/or vacation time to supplement their disability benefits if they request the use of these paid time options and/or the long term disability leave plan does not provide them with complete wage replacement (e.g. if the plan only pays an employee 2/3 of their wages).
Additional Forms ofLeave: We offer an extensive profile of leave to our employees to accommodate all potential scenarios in which they may need support. The following types of leave are available: (1) Worker's Compensation Leave; (2) Service Member Family and Medical Leave; (3) Pregnancy Disability Leave; (4) Personal Leave; (5) Bereavement Leave; (6) Military Leave; (7) Spouse Military Leave; (8) California Emergency Duty Leave; (9) California Civil Air Patrol Employment Protection Act; (10) California Crime Victim Leave; (11) California Domestic Violence and Sexual Assault Victims and Stalking Leave; (12) California Organ and Bone Marrow Donor Leave; (13) Subpoenas/Witness Duty Leave; (14) Time Off to Vote; (15) Time Off for Religious Reasons; (16) School Appearance Leave; (17) Family School Partnership Leave; and (18) Alcohol and Drug Rehabilitation Leave.
Re -integration after Leave: OTC recognizes the need to provide transitional work to employees who are unable to perform duties due to non -occupational or occupational injury/illness as soon as the treating physician deems it medically feasible. The Early Return to Work Program applies to all staff with modified work duties resulting from occupational injury. The number of available transitional work positions may be limited. The ability to participate in the program depends on the nature of the job, types, duration of any restrictions, and OTC's ability to provide such work. 1) Employees on leaves of absence more than thirty (30) days must provide written certification to Human Resources from their physician every thirty (30) days to support their continued disability. 2) Request for an extension of a leave of absence must be made in writing prior to the expiration date of original leave, and when appropriate, must be accompanied by a provider's written statement that certifies the extension need. 3) Failure to return to work on the first workday without having contacted OTC about the need for additional time, following the expiration of an approved leave of absence may be considered a voluntarytermination. 4) OTC works with the employee to provide reasonable accommodation, as applicable. A doctor's note must be provided to the immediate manager to begin the interactive process and to consider what type of accommodation would be suitable. 5) Eligibility for continued coverage under OTC's group insurance plans is determined based on the type of leave. Details are explained to eligible employees at the time of leave. 6) Employees must make arrangements with OTC to pre -pay their share of the first month's group insurance (or if enrolled
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in supplemental plans) premiums before going on any leave of absence which are longer than a pay period. Payment for additional months must be received by the first of the month. Failure to pay the share of the premium may result in loss of coverage. Certain types of leaves preclude cancellation of coverage, even if premiums are not paid by the employee.
Employees who fail to return to work at the end of an approved leave of absence may be required to reimburse OTC for group insurance premiums paid by OTC while the employee was on leave. 7) Employees on leave of absence may be subject to lay off on the same basis as employees who are actively at work. 8) OTC may hold in abeyance or proceed with any counseling, performance review or disciplinary action, including discharge, that was contemplated prior to any employee's request for or receipt of a leave of absence or that has come to OTC's attention during the leave. If any action is held in abeyance during the leave of absence, OTC reserves the right to proceed with the action upon the employee's return.
9) Requesting or receiving a leave of absence in no way relieves employees of their obligation while on the job to perform their job responsibilities capably and up to OTC's expectations and to observe all OTC rules, policies and procedures. 10) Employees on leave of absence must communicate with OTC on a regular basis, at least once a month, regarding their status and anticipated return to work date.
11) Employees who return to work from a medical, pregnancy -related disability, family medical, or workers' compensation leave of absence may be required to submit to a physical examination, at OTC's expense, to determine fitness for duty. 12) Employees on leave of absence who seek or accept other employment for work that is prohibited by leave restrictions or employment without following OTC policy, may be subject to disciplinary action, up to and including possible termination. Such employment may not conflict with the employee's assigned schedule or responsibilities with OTC. 13) Medical leave is considered time spent off work to satisfy the federal Family and Medical Leave Act and any State leave requirements (if eligible), where the law allows. If State and Federal laws conflict, the most generous law applies. 14) Employees returning from medical leave that concurrently satisfies requirements of FU LA, CFRA, PDL, or Organ or Bone Marrow Donor are entitled to reinstatement to same or comparable position. If such position is still available, if not, the employee is entitled to a position for which they are qualified. 15) An employee who is granted a medical leave of absence must use any accrued vacation, sick benefits and/or PTO during the period of his or her disability, unless the type of leave makes such use optional. 16) Vacation time and sick leave do not accrue during leaves ofabsence. 17) Employees who falsify the reason for their leave of absence may be subject to disciplinary action, up to and including possibletermination.
18) All foreseeable leaves of absence to be approved in advance, in writing, by an employee's supervisor.
Paid Volunteer Time: As part of OTC's commitment to community, all staff are entitled to paid time off for time spent working at a community non-profit organization or city sponsored community events. Part-time employees are allowed 15 paid volunteer hours per year, and full-time employees can earn up to 30 paid volunteer hours annually.
Labor Peace Agreement and Collective Bargaining: OTC upholds strong labor standards in a diverse and supportive workplace environment. We have developed relationships with various labor unions for our other businesses and plan to partner with UFCW's local union as our workforce approaches ten employees. OTC has an existing LPA with UFCW 770 for its current retail locations in Reseda, Harbor City and Sherman Oaks and plans to enter into a Labor Peace Agreement (LPA) with United Food and Commercial Workers (UFCW) Local 770 to enforce its labor values (BPC §26051.5(a)(5)) at our proposed location in Bellflower. UFCW has organized and represented cannabis workers since 2011.Our contemplated LPA includes: (1) Agreements to prevent disruptions of labor organizations' efforts to communicate with and attempt to represent employees; (2) Facilitating access for the UFCW to areas where OTC employees work to meet with employees and discuss the right to representation and employment rights; (3) The enactment of a card check process, in which union agents can obtain the signatures of workers on cards in a secret ballot election authorizing the union to represent the employees; and (4) other employment terms and conditions in accordance with the definition of "Labor Peace Agreement" (BPC §19300.5(w)). OTC has existing LPAs with UFCW, which is a "Bona Fide Labor Organization", for locations throughout California, including the neighboring City of Artesia, and we look forward to engaging UFCW's local chapter to represent our Bellflower cannabis workers.
iSolved - Comprehensive Human Resources Portal. All our employees have access to iSolved, which is a comprehensive human resources (HR) platform for all employees that provides front-end and back -end HR functions. iSolved allows all
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employees to create an account, provide all required personal information, tax documentation and other required inputs to complete the onboarding process. Once employees are onboarded through iSolved, they are provided access to all sorts of internal information such as the management of their benefits, access to the Employee Handbook, tax guidance, pay stubs and history, time off requests and much more. iSolved also integrates with our payroll processing platform, Coastal Payroll, to administer paychecks for all employees and to manage financial data relating to employees, including clock in and out protocols, pay remittance and other internal information that helps us stay vigilant with respect to HR. Employees can also send secured messages to OTC's team of HR representatives to ask questions about benefits, get clarification on onboarding items and form a direct line of communication for all of their HR needs. This platform has been critical for optimizing our HR protocols to provide access to information and empower employees to take advantage of all our benefits offerings.
Employee Assistance Program (EAP): OTC provides access to its EAP to all staff and families. Our history as small business owners has shown us employees face a myriad of complex challenges, such as financial or legal problems, substance abuse and family stress. An increasingly common problem employees face is racism and discrimination in various settings throughout their day-to-day lives and exposure to racial injustice and racially driven events taking place all over the country. We believe it is our responsibility to be there for team members when they experience racism, injustice, and personal difficulties, and to this end, we have developed a program to assist team members in resolving complex challenges as they arise. Staff will be provided with a network of professionals, counselors, and advisors to assist with the following:
(1) 24-hour confidential counseling availability; (2) Community resource referrals for Mental Health, Social Security, Medicare, Hospice, and 12-step programs; (3) Mutual discount offerings to a wide range of local retailers that align with our beliefs; (4) Online training and resources to foster personal and professional growth; (5) Tuition and education subsidies; (6) Legal and Financial Professionals; and (7) Credit counselors and other financial resources. We look to add benefits to our EAP over time that relate to racism, the promotion of social justice, personal wellbeing, and other areas of need. If employees voice a concern, we take it into consideration and determine a possible way of incorporating new features to solve these problems for our employees.
Continuation of Benefits: Under the federal Consolidated Omnibus Budget Reconciliation Act (COBRA), employees and qualified beneficiaries are eligible to continue medical insurance benefits at slightly higher premium rates than OTC pays.
COBRA costs and eligibility are administered in accordance with all statutory requirements. The length of COBRA continuation coverage is determined by the qualified event from the list stated below. An employee who exhausts their 18 months of COBRA coverage and was entitled to less than 36 months of COBRA coverage, may have the option to choose up to 18 months of additional coverage under Cal -COBRA depending on the qualifying event. Group medical and dental coverage can continue when any one of the following "qualified events" occur: (1) Death of covered employee (spouse and dependent child of covered employee covered for up to 36 months); (2) Termination (other than by reason of gross misconduct) or reduction of hours of the covered employee's employment (coverage for up to 18 months for covered employee, spouse and dependent child); (3) Divorce or legal separation of the covered employee from the employee's spouse (former spouse and dependent child covered for up to 36 months); (4) The covered employee becomes entitled to benefits under Medicare (coverage for up to 36 months for the covered spouse and dependent child); (5) The dependent child ceases to be a dependent under the requirements of the plan (coverage for up to 36 months for the formerly dependent child); and (6) An employer's bankruptcy, but only as it relates to health care coverage for retirees and their dependents (coverage for up to 36 months). At the time of termination, or other qualified event, continuation information, time limits and procedures are given to the employee or sent to the employee that includes the benefit premium, terms and options available to the employee. Same -sex partners and spouses are qualified beneficiaries. Under Cal -COBRA, if a registered domestic partner was a health plan participant on the day before a qualifying event, they would be entitled to continuation benefits. If conversion is elected, it is the employee's responsibility to maintain the benefit premiums. The employee should notify OTC if they have not received the COBRA paperwork within 30 days. After the continuation of benefits under COBRA concludes, the employee may convert their insurance to an individual plan by contacting the insurance carrier directly.
Continuing Education: We support the pursuit of continuing education, growth opportunities in the workplace, and accomplishment of outside career goals for employees. We budget up to $20K annually to offset the cost of education or outside cannabis certifications our staff may pursue to enhance knowledge of the plant, the supply chain, and the industry overall. We also provide employees with an education stipend for every semester they are pursuing an associate's, bachelor's or master's degree, which can be used towards enrollment, books, or other education -based expenses. Educational pursuits
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that qualify for OTC's education stipend and flexible scheduling include: (1) Local Community Colleges; (2) Local four- year universities; (3) Oaksterdam University cannabis education programs; (4) Americans for Safe Access (ASA) cannabis educational programs; and (5) Other programs as approved by the CEO, COO and CCO. It is our hope that by investing in our employees' education and training we are fostering a positive environment of growth and opportunity for all those who work at OTC. See 4.E.IV. Additional Benefits: Employee Training and Continuing Education below for more details.
Local Hiring: We strive to ensure that no less than 80% of our staff resides in Bellflower or neighboring communities.
More detail regarding local hiring efforts is provided above in 4.E.H. Local Hiring.
Employee Discounts: All OTC staff receive a 25% discount on purchases. At the time of hire, each employee also receives a gift card with a $5 store credit. Employees receive periodic store credit incentives on their gift cards. Any purchases for employees must take place before or after work, on a break, or on a day when an employee is not working. Only supervisors may apply the employee discount to purchases, and all employees, including supervisors, cannot ring up their own purchases. OTC employees are prohibited from extending OTC's 25% discount to any non -OTC staff or contractors. We also encourage our employees to participate in reviewing products.
OTC Gear: When employees are onboarded, we offer them a package of OTC -branded clothing, hats, and accessories that they wear during their time at OTC at no charge. The package varies depending on the season, but it generally includes five t-shirts, a hooded sweatshirt, two hats and various accessories such as key chains and stickers. We want employees to feel like part of the family, and the provision of a "swag bag" helps us welcome new employees to the team and show our appreciation for their help in making OTC a premiere cannabis retail establishment.
Wellness Reimbursement: OTC offers up to $500 per calendar year for employee -initiated health and wellness activities and expenses. Employees receive reimbursements for a variety of wellness -related expenses including but not limited to:
gym/pool memberships, fitness classes, lessons, retreats, sports league dues, physical equipment and various other activities to help employees achieve their health and wellness goals.
Fully Stocked Break Room: To promote the health and wellness of our staff, we stock our Break Room with food, drinks and snacks that have nutritional value and help our employees stay nourished throughout their day at work. Rather than a vending machine that carries food with processed ingredients and soda with high fructose corn syrup, we take the time to evaluate healthy food, drink, and snack options and solicit employee participation in our selection process. Our fully stocked Break Room is always equipped with a complimentary and diverse selection of items, ensuring a constant variety is available at no cost to employees. We also include options for those who have dietary restrictions, such as vegan, gluten -free, Keto, and Kosher.
1 4.E.IV. ADDITIONAL BENEFITS: EMPLOYEE TRAINING AND CONTINUING EDUCATION OTC's Training and Development Program ("TDP") includes multiple phases, and each phase consists of various training modules that collectively educate employees on the entirety of compliant cannabis retail operations. Our onboarding training consists of a 5-day introductory training module and includes operational and security training to help new staff learn system protocols that their positions require. This first phase of training is conducted in a classroom setting and includes the following topics: (1) Client Check -In, Screening, Registration & Validation; (2) Processing Transactions, Point -of -Sale and Customer Service; (3) Security Operations; (4) Inventory Control; and (5) Local and State Regulations. Two out of the five days of our Phase One onboarding training are dedicated to security alone. Staff members must pass a written examination with a minimum score of 85% prior to graduating to the second phase of onboarding training, where they perform practical exercises and simulated demonstrations of the protocols and procedures that they were trained on in Phase One; the specific practicums required for each type of training are described below. Phase Two also includes trainee evaluations and feedback in real time to help new hires understand their strengths and overcome any areas of weakness ensuring they are best equipped for success. Once they pass through the second phase of training, employees are officially ready to begin their duties as an OTC staff member.
Throughout their employment at OTC, staff members are provided quarterly training modules across varying operational topics to ensure they are continuing to hone their skills. We also provide training in all regulatory updates that are passed along from the City of Bellflower, the DCC, OSHA, or any other oversight agencies. Biannual performance reviews, honest
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feedback and consistent support ensure continual growth and optimized performance from all team members. Our focus on continuous training not only supports staff retention and customer satisfaction but also drives operational efficiency. By keeping our employees updated on the latest industry practices and regulatory changes, we ensure that the store runs smoothly, remains compliant, and stays ahead of market trends. This approach enables our team to identify areas for improvement, implement new solutions, and contribute to the overall growth and success of OTC.
General Operations Training: OTC's TDP integrates various aspects of our general operations with our security SOPS, such as inventory control to prevent diversion, or customer check -in procedures to prevent unauthorized individuals from entering the premises. Through our TDP, our staff receives comprehensive training in all areas of operation so they can effectively do their job, help us maintain compliance with local and state regulations and instill a safe and secure environment at the facility. OTC makes a substantial investment in staff education and training to include differences in products, product potency, delivery methods, customer service, and laws governing personal use. Staff are trained to spend as much time as needed with clients, suggesting alternatives, and discussing disadvantages and benefits of different products and consumption methods. Beyond customer service and product knowledge, staff training also focuses on operational training, which educates staff on essential standard operating procedures (SOPS) and compliance protocols. Training includes situational simulations where managers and senior staff simulate workplace situations to ensure staff is prepared to perform their duties. Our 5-day introductory training module includes operational training to help new staff learn system protocols that their positions require of them, including: (1) Point of Sales; (2) Client Check -In, Screening, Registration & Validation; (3) Processing Transactions; (4) Security; (5) Inventory Training; and (6) Quality Control. Staff are also trained on appropriate use of safety and sanitary equipment, cleaning maintenance requirements, and emergency operations. Our training program incorporates an orientation quiz and trainee evaluations and feedback to help new hires understand their strengths and overcome any areas of weakness ensuring they are best equipped for success. All staff is required to complete ongoing training on a quarterly basis to ensure they are consistently building their knowledgebase and are being given all tools required to succeed at OTC. Employees are also given quarterly reviews and management provides ongoing support and advice to ensure continual growth and optimized performance from all team members. In addition to quarterly trainings, OTC is committed to providing staff with opportunities for continuing education from external programs while focusing on staff retention. Our commitment to ongoing training increases employee retention, which directly benefits the store and customers as longer tenured staff build upon their knowledge of cannabis and become familiar with returning customers, ultimately creating a safe, comfortable, and reliable environment for our customers and staff. Below is a summary of our general operations training modules and their respective functions within the TDP:
Training Module - Employee Identification: Employees are trained in the importance of wearing ID badges, checking badges in and out, returning badges upon termination and protocols for handling the loss of an ID badge.
Training Module - Security Protocols: All staff are trained in organizational security protocols to ensure personal safety, and the safety of customers and the community. Specific security training focuses on the requirements of BMC, including video surveillance, alarm system, monitoring, the overall security plan, live video and audio feed, diversion prevention, product access protocols, cash management plan, product deliveries, employee safety, and theft reduction measures.
Training Module - Customer Check -In, Screening, Registration & Validation: Intake registration training focuses on verifying age documentation. All customers are required to provide valid government -issued ID verification. Our training emphasizes the California Consumer Protection Act as well as the Health Insurance Portability and Accountability Act (HIPAA); our training helps employees prioritize clientele's privacy and ensure compliance with state and federal mandates as they relate to consumer and patient privacy.
Training Module - Differences in Products: Training on differing properties and various benefits, effects and dosage recommendations of products to ensure that our employees are knowledgeable and can guide customers through the process of product selection. Training focuses on the differing benefits and effects associated with cannabinoids, terpenes and individual compounds found products, various product categories and delivery methods. We also host information sessions with sales representatives to impart detailed knowledge about their products on our staff. Working knowledge of cannabis components and their effects and benefits allows our employees to effectively help customers determine the cannabis products that best serve their health and wellness needs.
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Training Module - Customer Service: Customer service training encompasses sales, active listening, engagement with customers and assisting customers in making informed purchase decisions. Our approach is to teach staff how to facilitate client -lead solutions while maintaining a strong connection with customers and understanding their needs.
Training Module - Simulated Customer Interactions: Simulations involve senior staff playing the role of a customer with a specific need, so hirees can adapt to customer requests in a lifelike situation. Simulations ensure staff is proficient at processing transactions, handling cash, informing customers, and creating a welcoming atmosphere.
Training Module - Laws Governing Personal Use: Employees are trained on personal use guidelines so they can inform customers about laws governing cannabis use and ensure they have a safe and enjoyable experience. Employees must show knowledge of the daily limits of different cannabis goods, product dosing parameters, limitations on cannabis possession and use in public spaces and while in a vehicle, personal use cultivation policies, interstate transport of cannabis goods.
Training Module - Metrc, Meadow POS and OnFleet: Our Owners, Managers and Supervisors undergo state mandated Metrc training and all modules relating to Meadow POS to ensure that our staff is highly capable of performing the necessary track and trace retail functions for compliant cannabis retail sales. All new hires complete training with Meadow POS software and the program to make sure they are proficient in the operating system, scanning products, recording transactions, providing sales receipts, uploading completed transactions and all other transaction processing tasks required for inventory management, control and documentation. Meadow training consists of two training videos with a one -hour Q&A session with their Customer Success team. Employees have access to the training videos as new hires or for brushing up on the materials. Meadow Customer Success teams are available 365 days per year via phone, email or online chat through the software itself.
Training Modules - Inventory Management & Control: Employees are trained how to document incoming inventory in the store's inventory database. All staff are trained to reconcile daily and weekly sales, conduct weekly inventory reconciliation, enter new products by creating product names, categories, and SKU's, coordinate product disposal and report expired product in Metrc based on expiration dates. The Manager, with the oversight of the CEO, ensures all staff have the education, training, and experience essential to perform all assigned inventory functions. Employees will not be allowed to report to work prior to receiving orientation training, which includes inventory training. OTC ensures that all employees receive annual refresher training that, at minimum, covers all necessary topics, including batch sampling, reviewing Certificates of Analysis, transporting inventory and various other topics.
Training Module - Customer Education: Our employees that are responsible for monitoring our onsite consumption clients need to be able to recognize signs of an adverse reactions to cannabis, overly intoxicated patrons and various other aspects of cannabis consumption. Training our employees to administer customer education on how to prevent these events is crucial to our onsite consumption operations.
Training Module - Impaired Customers & Purchase Limits: We teach staff to spot intoxicated guests entering the premises and prohibit sales to intoxicated customers while adhering to state -imposed purchase limits.
Training Module - Transportation: We train our delivery employees on the requirements for vehicle maintenance and storage, product security during transport, driver safety, logistics coordination and other aspects of their day-to-day operations as a Delivery Driver or Dispatcher. These modules include instructions on how to use OnFleet to communicate between both parties and also how to use Dutchie for order processing and correspondence.
Training Module - Dispatch: These training modules focus on driver coordination, transportation monitoring and all other responsibilities maintained by the Dispatcher. We ensure that all our delivery routes are streamlined to reduce emissions attributed to our operation and that all our customers receive their orders in a timely fashion without compromising driver safety. These modules also have a heavy component on OnFleet as this software is a foundational piece for route planning, tracking, correspondence, and customer notification.
Training Module - Loading & Unloading: This module focuses on the process of loading and unloading cannabis and currency from the delivery vehicle. This process happens at least once and often multiple times per shift, and the quality control and proper handling of cannabis and currency in this process is imperative for inventory and cash management.
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Security Training: As highlighted above, a significant portion of the TDP involves training in specific elements of the Security Plan, including but not limited to: preventing diversion, inversion, theft and loss of cannabis; reporting requirements for disqualifying offenses; pocketless uniforms; random pat down searches; serious injury or death of an employee; employee assault; employee theft, fraud or embezzlement; suspicious activity protocols; access control protocols; main facility entrance procedures; ID sign in -log procedures; confidential passwords; identification badges; facility agent identification procedures; emergency exits and evacuations; video surveillance system; data security; vulnerability and threat assessment training; sexual harassment prohibitions; workplace violence; inventory management, control and reporting; and reporting potential violations and security issues. Staff members are required to demonstrate the following, at minimum, prior to working their first shift at OTC: (1) How to follow established procedures to access the main entrance using badge and employee PIN; (2) Gaining access through the security pass through by electronic means to enter Limited Access Areas (LAAs); (3) Properly displaying their badge; (4) Observing security threats in parking areas and other areas in the surrounding neighborhood; (5) Cash management protocols; (6) Loading and unloading cannabis goods to and from a delivery vehicle; (8) Proper operation of security equipment such as access control, alarm and surveillance systems; and (9) Walkthroughs of robbery, burglary and active shooter situations. Below is a detailed breakdown of the more important training topics and modules within Security Training:
Security Training Module — Security Equipment and Systems: It is imperative that all employees understand the role of security systems and equipment in operational security for the entire facility. We provide employees a copy of our security diagram that shows the locations of all surveillance cameras, alarm system components, access control tags and other features of the security system to ensure their ability to use this equipment if needed. For example, our Cannabis Specialists must know the location of all panic buttons installed at the POS counter in the event of an attempted robbery. We also train employees on the functions of all security systems. We provide a walkthrough for how to successfully scan RFID badges in LAA's throughout the facility to access product, how to access playback footage in the surveillance system, how to use a panic button and other elements of operating our security systems.
Security Training Module — Robbery & Burglary Protocols: Burglary training provided to staff is designed to eliminate direct conflict with suspects, making various mental notes and observations while facilitating rapid suspect departure.
Mental notes include descriptive features and distinguishing marks on suspect(s) including clothing, hair color, eye color, scars, tattoos, etc. Staff is trained to handle high stress situations by prioritizing staff and customer safety over money and merchandise. Employees are shown locations of silent alarms and panic buttons but are always instructed to comply with demands and alert robbers/burglars of potential escalation factors. OTC employs a no chase policy and trains staff to enforce minimum contact protocol with robbers. Robbery management training is aimed at teaching de-escalation techniques and emphasizing customer and staff safety. Staff must remain as calm as possible — refraining from spreading panic and following direction as swiftly as possible. Crime scene preservation (such as items, entryways and control systems accessed and utilized by suspects), cooperation with law enforcement, alarm activation and maintaining confidentiality of occurrences are additional training concepts. Such protocols are in effect to protect staff, security, and the general public from harm including bodily injury or death. In addition to training for security and safety, all staff completes the following courses: (1) FEMA IS-906: Workplace Security Awareness — this course hones employee awareness of workplace security threats, teaching them to identify and mitigate risk; (2) FEMA IS-907: Active Shooter —this training prepares staff to respond effectively to active shooter scenarios; and (3) FEMA IS-912: Retail Security Awareness — training bolsters security awareness, equipping staff with strategies to prevent fraud and theft, as well as to safeguard assets. Management also completes: FEMA IS-37.19: Managerial Safety and Health designed to sharpen their ability to oversee safety and health policies that protect both staff and clientele. OTC's burglary and robbery protocols focus on protecting assets, preventing unauthorized entry, and deterring crime from the outset. All OTC employees are trained on how to deter these crimes and respond during the commission of these crimes to maximize safety.
Security Training Module — Cash Handling: Maintaining security in the chain of custody for cash is as important as maintaining chain of custody for cannabis goods, and we ensure all employees fully understand this priority. Onboarding training for cash management includes walkthroughs for processing cash transactions, counting in starting tills at the start of the business day, counting out closing tills at the end of the business day, cash -related features of Meadow' POS system, SmartSafe operation and maintaining records of cash deposits. We also train employees on how to detect counterfeit bills with the use of initial visual inspections, markers, and ultraviolet lighting systems as well as how to reject counterfeit bills !1111-11Mlei *Xy9WWI
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and deescalate negative customer reactions when a bill is not accepted. Managerial level employees who interact with cash transport officials are trained on these protocols extensively with a step-by-step walkthrough of completing a bank drop with DAMA Financial.
Security Training Module — Emergency Response: All employees undergo safety training throughout onboarding and receive additional training. In addition, semi-annual scripted training courses are required with group and individual evaluations. Each employee is evaluated on several objectives, including understanding and execution of required protocols, attention to detail, verbal communication, and ability to demonstrate restraint and control in complex and ever -changing circumstances. General Safety Protocol is to include earthquake, fire and evacuation safety training that teach employees to manage varying circumstances. All staff is made aware of exits and standard safety protocol. The location of fire extinguishers and manual fire sprinkler valves are addressed in training as well as how to properly coordinate evacuation efforts including limited access evacuation considerations. General safety training also includes chemical safety, office furniture and equipment safety, and safe work practices. This training is supplemented by the employee handbook safety rules and safe work practices. Finally, a list of safety rules is provided to all staff and posted in various locations throughout the premises.
Security Training Module: Occupational Safety & Health: Safety and health training is essential to prepare staff for potential dangers that can occur in the workplace. Safety Training is modeled after the Occupational Safety and Health Administration's (OSHA) Voluntary Protection Program (VPP) and include information about associated Safety and Health Management Systems implemented at our facility. Operational procedures and standards for site maintenance and discrepancy reporting follow OSHA guidelines. Covered topics include Hazardous Materials, Personal Protective Equipment, Medical/First Aid, Hygiene/Sanitary Practices and reporting. We require one employee and supervisor to complete a 30-hour OSHA general industry training course by an authorized OSHA training institute within one year of obtaining the retail storefront and delivery licenses (BPC § 26051.5(a)(11)). It is imperative that all employees are well - versed on these protocols to protect themselves and each other form injury and illness.
4.E.IV.1. CONTINUING EDUCATION
In addition to offering employees exceptional compensation and benefit packages that exceed living wage standards, OTC is committed to providing our employees meaningful development ladders where they may not only grow their careers within the company but also build their careers for opportunities beyond OTC. OTC works with committed and talented employees to provide management opportunities and wage increases as well as offer their staff continuing education opportunities in cannabis specific education and training and support for those seeking higher education goals.
Continuing Education: Our Training and Development Program (TDP) supports the pursuit of continuing education, growth opportunities in the workplace, and the accomplishment of outside career goals for our employees. We cover the complete cost of outside cannabis certifications our staff may pursue to enhance knowledge of the plant, the supply chain, and the industry overall. We also provide employees with an education stipend for every semester they are pursuing an associate's, bachelor's or master's degree which can be used towards enrollment, books, or other education -based expenses.
It is our hope that by investing in our employees' education and training we are fostering a positive environment of growth and opportunity for all those who work at OTC. Vocational training and college education should allow employees to pursue the career paths of their choice, whether it be with OTC or not; we look forward to being an integral supporter of our employee's future successes. We are committed to providing flexible scheduling to accommodate academic pursuits as well as employee stipends that can be used for continuing education purposes. Managers work with enrolled employees at the beginning of academic semesters to coordinate shifts and scheduling to ensure staff can carry out both their professional and academic responsibilities. Beyond financial support, OTC works with employees to schedule shifts that allow them to meet their academic and employment responsibilities. OTC's shift manager coordinates with all enrolled employees at the beginning of each academic semester to coordinate shifts and scheduling amongst team members to ensure staff can harmonize work and school scheduling. Educational pursuits that qualify for OTC's education stipend and flexible scheduling include technical and vocational schools; cannabis training and education; as well as junior college and 4-year colleges.
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Career & Technical Education Opportunities: OTC's commitment to providing employees with opportunities for growth and career development, within OTC and in career areas of interest, is exemplified through reimbursements to Employee's who are enrolled in accredited secondary schools, vocational programs, or an equivalent institute offering some form of academic, technical, and job preparation training. These programs give students career -oriented education specific to areas of interest. Employees obtain a certificate, diploma, or career -specific credential that allow for growth within OTC or entry and growth in the industry they have received training in upon completion. While OTC does not discriminate against an employee education/career choice, we encourage employees looking for internal growth opportunities to take programs specific to retail cannabis operations such as, business, health and wellness, as well as some cannabis -specific technical - oriented programs. While some cannabis operations related programs are offered through community colleges and 4-year universities, which are outlined below, there are many opportunities for career and technical education that may be a better fit for someone who would benefit in a less traditional educational setting.
Community Colleges: OTC provides employee support for all employees enrolled in local community or junior college.
Whether an employee is working towards an associate degree, vocational certificate or wants to move on to a four-year university, OTC is committed to providing its employees who are enrolled at a local community college or a similar community college, reimbursement for a substantial amount of their tuition. By offering employees reimbursement for further education through a community college, OTC hopes it can further their employees' opportunities to grow within OTC, move on to new career paths or even continue their education in a 4-year university setting.
Local 4-Year Universities: OTC further extends tuition reimbursements to employees who are enrolled in a four-year university such as University of California, Los Angeles or a similar accredited university preferably located in surrounding counties. Enrollment is not limited to these locations if the Employee's education does not interfere with their employment.
In addition, OTC recognizes and supports employees enrolled in accredited online university programs. OTC's education stipend can help employees cover some of the burdensome costs associated with 4-year schools, including books, tuition and even housing. OTC hopes to retain employees who have received a bachelor's degree while continuing to work with the company by considering them for a promotion and pay raise upon completion.
THC University: THC University's mission is to teach the world about "�� THC UNIVERSITY cannabis in the most effective way possible. The University is a great option for those with a limited schedule that are interested in gaining a deep ✓� �' Pau* understanding of cannabis and the industry's driving forces. The university offers a complete set of online courses such as Horticulture Specialist, Budtender Certification, Cannabis Business, Safety and Regulations, and Cannabis Products which allows students to complete the courses at a time that fits their schedule.
Courses are designed and instructed by long-time industry professional and activist Jorge Cervantes. OTC employees are encouraged to sign up for online cannabis educational courses through THC University to strengthen their understanding of cannabis, our products, as well as learn how to best serve individuals seeking to use cannabis for any particular reason.
Oaksterdam University (00: OU is America's first cannabis college with educational roots going back to 1995. Since they opened their �,. OAKSTERDAM doors, OU has been the forerunner in providing the highest -quality and UNIVERSITY most comprehensive training available for the cannabis community, OU's faculty is comprised of some of the most recognized professionals, � Jam: —low
academics, activists, cultivators and entrepreneurs in the _ �®j a e® . world. The university offers educational programs for almost every career interest in the cannabis industry. From business and law to horticulture and patient or customer relations, their internationally recognized faculty helps pave the way for innovations in medical cannabis and adult -use legalization. OU uses a variety of teaching methods to address student learning in a way that allows their students to acquire more knowledge and skills or develop an opinion on each topic that can be applied in the real world.
OTC encourages employees to take in -person or online courses through OU. OTC benefits from employees taking courses specific to retail cannabis operations, as such OTC encourages our employees to complete OU's cannabis business -oriented course before moving on to take horticulture -oriented courses.
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Americans for Safe Access Patient -Focused
Certification: We maintain an active membership with
Americans for Safe Access Foundation (ASA). ASA and CANNABIS CARE CERTIFICATION The Answer Page have created the Cannabis Care a Protect of Americans for Safe Access Foundation and TheAns"rPage Certification (CCC) program to help medical
professionals, patients, and their caregivers better
understand the endocannabinoid system and cannabis therapeutics. The CCC Patient and Caregiver Education course includes access to 2.5 hours of educational videos that review dosage and titration, understanding labeling, transporting medicine safely, and more. The program also includes access to download CCC Patient's Guide to Medical Cannabis and Patient's Guide to CBD. Employees receive a certificate to download when they have completed the full course. Educational modules include:
The Endocannabinoid System: This section explains how cannabis interacts with recently discovered system in the human body to provide a wide range of therapeutic benefits.
Cannabis 101: This covers the basics of the cannabis plant, preparations and side effects.
Cannabis Research and Clinical Data: The field of medical cannabis research is advancing rapidly. This section explores the latest frontiers and their significance for patients treating a variety of symptoms and disease states.
Cannabis -based Medicines: Pharmaceutical companies are using whole cannabis and compounds found in cannabis to create conventional medicines. This section addresses cannabis -based pharmaceuticals, their use, availability, and reported patient experience.
Choosing Your Medicine: Students learn about Potency, Delivery Methods, and Dosage — Unlike pharmaceutical drugs, the selection and dosing of herbal medicine is based, in part, on trial and error and user feedback. Metabolism, prior exposure, variation in composition, and route of administration all play a role in finding the best medicine and dose.
Obtaining Your Medicine: This addresses how to individualize choice of medicine, where to obtain medicine, and what rights and expectations one should have as a medical cannabis consumer.
Safely Using, Storing and Transporting Medical Cannabis: The potency and overall quality of medical cannabis depend on how it is stored and handled. This section addresses strategies for protecting medicine from damage or deterioration. It explains how to interpret information on labels and provides basic safety information.
Medical Cannabis in Your Life: This section provides strategies for talking to your doctor, loved ones, employer, and others about legal cannabis use.
History of Cannabis: Students learn historical perspective on the scientific, legal, and political landscape for medical cannabis in the United States.
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