Our organization is focused on thoughtful growth that builds on our strong foundation while planning for the future. Through our master plan, we are identifying opportunities to enhance our facilities and better serve our community, partners, and guests. This vision reflects our commitment to innovation, education, and business development, ensuring we continue to evolve while staying true to our mission.
The New Inland Empire
Bakersfield. There are moments, driving north on Highway 99 or west along the 58, when this place feels less like California and more like a frontier economy
disguised as a mid-sized city. The landscape gives it away first. Miles of almond orchards abruptly give way to concrete tilt-up warehouses. Oil pumps nod slowly beside brand new logistics parks. Semi-trucks stack up at truck stops filled with drivers hauling everything from imported appliances to refrigerated produce headed east. To outsiders, Bakersfield is often dismissed as an oil town or an ag center. It is both of those things.
But increasingly, it is something else: one of the last largescale industrial growth markets left in California. That reality has quietly reshaped this region over the past decade. For years, Southern California’s industrial explosion concentrated in the Inland Empire, where massive distribution centers transformed dairy land into logistics infrastructure serving the Ports of Los Angeles and Long Beach. But eventually success created its own problem. Land prices soared. Entitlements became harder. Traffic worsened. Power became constrained. Labor costs climbed. And residential neighbors complained loudly. Then came Covid. Global supply chains broke. Calls for companies to “re-shore” from China increased. Demand for warehouse space soared. Rents doubled overnight. Occupiers needing large buildings began pushing outward. Some moved to Phoenix, Reno, or Las Vegas. Others looked north. That search eventually led to Bakersfield. At first glance, the appeal seems obvious. Bakersfield sits near the population center of California, at the southern gateway to the Central Valley, connected by to the state via Highway 99 and Interstate 5, and to points east via the 58 corridor. It offers overnight proximity to both Northern and Southern California without the pricing of either. Large tracts of land still exist. Truck access is efficient. Development politics remain comparatively pragmatic
by California standards. But newcomers quickly learn the market operates differently than larger coastal cities.
Relationships matter here. Many of the most significant industrial sites are still controlled by local families who have owned land for generations. Deals often move through longstanding personal relationships before they ever reach a formal marketing process. A newcomer expecting a fully institutionalized marketplace sometimes discovers that the most valuable information is still exchanged over breakfast meetings, truck tours, and introductions that begin with, “You should probably talk to so-and-so.” The market itself also reflects Bakersfield’s unusual economic DNA.
Unlike pure logistics markets, Bakersfield industrial real estate sits at the intersection of multiple industries. Agriculture drives demand for cold storage, food processing, packaging, equipment yards, and transportation facilities. Oil and energy companies require fabrication shops, pipe yards, maintenance facilities, and heavy industrial acreage. Distribution users increasingly need modern high-cube warehouses capable of serving statewide logistics networks. As a result, industrial product types here can vary dramatically within just a few miles.
One building may house refrigerated produce exports. Another may support oilfield services. A third may be a million-square-foot regional distribution center with
thirty-six-foot clear heights and ESFR sprinkler systems designed for modern e-commerce logistics. Power availability has also become one of the defining issues of the current cycle. In many industrial markets, developers primarily worry about land and construction costs. In Bakersfield today, serious industrial conversations increasingly begin with a different question: “How much power is available?” Cold storage, food processing, EV-related manufacturing, automation, and modern distribution operations all require substantial electrical infrastructure. Securing adequate utility capacity can determine whether a project succeeds, stalls, or never breaks ground at all.
That reality has elevated infrastructure from a background consideration into a central driver of land value. And yet, despite its growth, Bakersfield still retains a
degree of unpredictability uncommon in more mature industrial markets. Oil prices still matter here. Water still matters here. Air quality regulation matters. Rail access matters. So does California politics. A change in environmental policy, trucking regulations, or agricultural economics can ripple through the industrial market surprisingly fast. That combination creates a market that feels simultaneously modern and old-fashioned. Institutional investors now pursue Bakersfield aggressively, yet local knowledge still carries enormous value. Massive national developers compete alongside local operators who know every parcel, every drainage issue, every farmer, every utility constraint, and every political undercurrent.
For newcomers, that is often the most surprising part. Bakersfield industrial real estate is not simply a smaller version of Los Angeles or the Inland Empire. It is its
own ecosystem entirely — one shaped equally by logistics, agriculture, oil, land economics, infrastructure, and relationships. And in a state where industrial development has become increasingly difficult, Bakersfield increasingly occupies a rare position: A place where California still has room to grow.
Meet the couple behind Tulare’s first Chick-fil-A
Brett McKinnon spent 19 years working for Chick-fil-A before becoming the first operator to open a location in the South Valley — a milestone he called “humbling and incredibly rewarding.”
McKinnon and his wife, Amber, previously worked as directors, a high-level management role, at a Chick-fil-A in South Carolina before setting their sights on the Central Valley.
Chick-fil-A doesn’t operate as a traditional franchise. The company owns its restaurant locations and equipment, and operators are selected through a competitive application and development process, with only a $10,000 upfront fee.
The McKinnons’ Tulare restaurant, located just off Highway 99 on East Cartmill Avenue, held its grand opening May 7, bringing the chain to a market it had not previously served.
To celebrate, the McKinnons and their team hosted a “Moove-In” party starting at 6:30 a.m. Customers dressed in a full cow costume or wearing cow-spotted accessories received a free entrée or kids meal.
Chick-fil-A is known for its fried chicken sandwiches, wraps, nuggets and tenders, made from a 60-year-old recipe. Its signature smoky Chick-fil-A sauce and waffle-cut fries are also popular menu items.
A Chick-fil-A location in Visalia is set to begin construction soon, to become Tulare County’s second location.
In honor of the new location, Chick-fil-A pledged to donate $25,000 to the Central California Food Bank, Central California’s largest hunger-relief organization, serving Fresno, Madera, Tulare, Kings and Kern counties.
The new restaurant created around 120 jobs.
There are more than 3,000 Chick-fil-A locations in the U.S., Puerto Rico and Canada, with plans to expand into Europe and Asia. California has about 200 locations. The Tulare restaurant is the fourth in the Central Valley, joining two in Fresno and one in Clovis.
https://thebusinessjournal.com/chick-fil-a-tulare-first-south-valley-location/
How many homes are getting built in Merced in 2026?
Homebuilding plays a critical role in maintaining a steady housing supply and keeping prices at sustainable levels. As the U.S. population grows, more housing is needed to meet demand. Since the Great Recession, construction has lagged well behind what is needed, which is one of the main reasons home prices are so high today.
Supply has slowly increased over the past few years but is still below what is needed for the market to balance out. Until that gap closes, prices are likely to remain elevated, and many buyers will likely struggle to afford a home.
So, how many homes are getting built in Merced, CA, in 2026? Is construction increasing or decreasing? Redfin Real Estate analyzed the seasonally-adjusted annual rate of housing permits issued in the city each month over the past year to find out. National permit data is a seasonally adjusted annual rate; metro-level permit data is the non-seasonally adjusted total number of permits issued per month.
https://www.mercedsunstar.com/news/local/article312683467.html
Madera Economic Summit highlights growth potential, regulatory hurdles facing the county
The Madera Economic Development Commission brought together a group of leaders across the state Wednesday for its 2026 Economic Summit at San Joaquin Wine Co., where panelists discussed rapid growth, regulatory hurdles, and long-term economic risks shaping the future of Madera County.
The Business Journal’s Managing Editor Gabriel Dillard served as moderator.
Much of the discussion focused on how and why Madera County has emerged as a growth leader in California. Developer Timothy Jones, who developed the Riverstone community, said that projects like Riverstone have succeeded despite early skepticism, giving credit to local partners and demand for housing.
“I think that the state of California needs houses,”Jones said. “I think that you have the opportunity to deliver those houses. I think with those houses will come commercial, retail, industrial opportunities that generate tax dollars that are going to benefit the communities in this area tremendously, and the key is just going to be to have the vision and support and effectuate.”
Joshua Peterson, Trumark’s president for its Central California division, said that timing has played a role, pointing to northward expansion that started in Fresno and has worked its way up to Madera with Riverstone and Tesoro Viejo developments.
He highlighted the importance of long-term planning to convert “bedroom communities” into job centers.
Panelists agreed that regulation continues to be the most significant hurdle with development. Sarah Bohn, the vice president of the Economic Policy Center for the Public Policy Institute of California, cited research showing California businesses face thousands of regulatory constraints, contributing to slower job growth and reduced competitiveness.
“Uncertainty and the volatility in the crisis in trade policy and other issues that are really driving pessimism among Californians,” Bohn said. Overall, Californians are pretty pessimistic, including small businesses, only 15% think now is a good time to expand their business.”
From an industrial perspective, Michael Matter, vice president of Central Valley Industrial Real Estate for Jones Lang LaSalle, said that Madera County has an opportunity to position itself as a logistics hub but currently lacks shovel-ready sites that are large enough for distribution facilities like Amazon.
Matter pointed to the need for more entitled industrial land and infrastructure to attract major users.
“Madera has the potential to become a logistics hub,” he said. “In my opinion, the some of the bigger challenges are with a million square feet being kind of the soup du jour for large occupiers.”
Energy access also came up as a recurring issue, with Jones even noting that a company had backed out of the area after not wanting to be in an area that PG&E covers.
Despite some of the risks, the panelists expressed optimism in the county’s future. With continued housing development, improved planning and targeted industrial recruitment, Peterson said that region could become a “formidable force for economic growth compared to surrounding counties.”
Madera County approves $130 million Highway 41 expansion
MADERA, Calif. (FOX26) — Eastern Madera County’s rapid growth is set to bring major changes to one of the region’s busiest routes, after county leaders approved a sweeping expansion of Highway 41.
In a unanimous vote, the Madera County Board of Supervisors approved the widening of Highway 41 between Avenue 10 and Avenue 15 to four lanes in what was called the largest public works expansion project ever for the county.
The project carries a $130 million price tag. The expansion also includes a new southbound bridge over Avenue 11, a new signal at Avenue 12, and modifications to the existing signal at Avenue 15. Construction and inspection bids were awarded to California Construction Management and Engineering Inc. and Yarbs Grading and Paving Inc.
The project is expected to break ground in May and is scheduled for completion in May 2028.
No existing lanes will be blocked off during construction.
Funding for the project is covered by road impact fees, a federal grant, discretionary federal funds, and property tax revenue from housing and commercial developments along the corridor.
Fresno staffing firm partners with EDC to place workers at no cost to employers
Denham Resources, a leading staffing and human resources consulting firm in Fresno, has partnered with the Fresno County Economic Development Corp. to give local employers access to pre-screened employees at no wage cost.
The SEEN (Social Enterprise Employment Network) is a public-private collaboration between the Fresno EDC and Social Finance, a national nonprofit and investment advisor. SEEN is launching across Fresno, Kings, Madera, and Tulare counties.
The program pairs employers with job-ready workers for up to 90 days at no wage cost. Employers maintain full control over training, supervision and hiring decisions. Denham Resources was selected through a competitive request for proposal process to lead employer placements for the program. The SEEN program is launching with its first 10 candidates and is limited to a total of 90 participants.
Candidates entering the program are screened through partners with Employment Social Enterprise, a grant initiative aimed at designing, developing and implementing programs that promote job training opportunities and transitional employment. Candidates are personally interviewed, assessed and matched by Denham Resources.
Participants receive job readiness training, hands-on work experience and ongoing support before and during placement. Wages are funded through the program, and payroll, taxes and workers’ compensation are handled by Denham Resources. Employers provide supervision, training and day-to-day direction. The goal of the SEEN program is to create a pathway to long-term, unsubsidized employment—ideally with the host employer.
Joe Denham, vice president of Denham Resources, said the RFP process started last August, and they placed their first candidate in December. Denham Resources has about 20 candidates available. About half are placed with employers. The goal is to place 90 people with employers by December. Participating organizations include Fresno Area Community Enterprises, Hope Now For Youth, Goodwill Industries of San Joaquin Valley, Neighborhood Industries, Reading and Beyond, The Light House Women’s Recovery Center and others. The program provides significant cost savings to employers, he said.
“Other programs that have been like this—you have to pay the people and submit for reimbursement, which can take a long time and hassles and paperwork,” Denham said. “This is unique that they’re running it like a temporary service. It’s a lot more streamlined and easier for companies.”
The program serves people facing barriers to employment, including justice system-involved individuals, long-term unemployed, older workers, people with disabilities and veterans. Initial placements will prioritize roles in professional and financial services, transportation, distribution and logistics, manufacturing and construction.
Denham will provide behavioral-based interview and candidate matching, skills testing tailored to the employer, culture and fit evaluation, ongoing follow-up and support for up to four years. Denham said they are trying to avoid minimum wage positions and are looking for placements that are good for people in the long run. Denham said the firm chose to enroll in the program to continue their involvement with the community.
“Having a good job can change a person’s life generationally,” Denham said. “It’s very exciting to be a part of this because it’s what we do with our normal work, but with the added benefit of really changing people’s lives.”
‘Future is bright’ according to 2026 State of Tulare County address
Tulare County leaders highlighted steady financial growth, modernization efforts and major investments in infrastructure, public safety and health services during the county’s 2026 State of the County address.
In her speech, Board of Supervisors Chair Amy Shuklian praised the commitment and dedication of her colleagues on the board and those who work closely with them, as well as county department heads and staff.
“I am confident that because of your leadership and commitment, the county’s future is bright,” she said. “While the state of California faces an uncertain future, the Tulare County Board of Supervisors remains committed to disciplined and responsible budgeting.”
The county’s net assessed roll (total taxable property value) grew by 6% over the year, adding $3 billion and bringing the total to nearly $53 billion, according to Shuklian.
She went on to tout the accomplishments of in 2025 and preview what residents can look forward to in 2026.
Ownership Culture: How ESOPs are helping Valley businesses attract, keep top talent
The competition for skilled employees has pushed employers to rethink what they offer. Health benefits, paid time off and flexible schedules have become table stakes. Increasingly, what separates a company that retains its best people from one that watches them walk out the door is something more fundamental: a stake in the business itself.
That shift is driving renewed interest in employee stock ownership plans, or ESOPs — a retirement and ownership structure that allows employees to accumulate company stock over time. For business owners in the San Joaquin Valley, ESOPs are emerging not just as a succession planning vehicle, but as a strategic tool for workforce development and long-term competitiveness.
What is an ESOP?
An ESOP is a qualified contribution plan — structured as a stock bonus plan or a combined stock bonus and money purchase plan — in which a company sets aside shares for employee benefit. Employer stock is purchased and allocated to individual participant accounts. When employees retire or leave, they can receive their distribution in cash or shares, which are then sold back to the ESOP.
Plans generally take one of two forms. In a nonleveraged ESOP, the employer contributes cash directly to the plan, which uses it to purchase company stock. In a leveraged ESOP, the plan borrows funds from a bank or other lender, with the employer guaranteeing the loan or committing to pay dividends, make contributions or both.
The scale of ESOP adoption nationally reflects growing employer interest. According to data from the U.S. Department of Labor, 309 new ESOPs were reported in 2023 — the most recent year for which data is available — adding 55,663 active participants. In total, 6,609 plans were identified as ESOPs in the United States, holding total assets of over $2 trillion.
Local momentum
The Valley’s business community has not been slow to take notice. Local companies operating under ESOP structures include Geil Enterprises, Horn Photo, Span Construction, engineering firm 4Creeks, FFB Bank, Teter Architects, and Swinerton Inc.
The most recent addition to that list is Milano Restaurants International, the Fresno-based parent company of Me-n-Ed’s Pizzeria, Me-n’-Ed’s Victory Grill, Blast & Brew, and Piazza del Pane. In late February, the company announced a newly established ESOP that enables employees to earn shares of company stock over time as tax-deferred retirement wealth.
“This structure will only make the Company even more efficient, innovative and responsive to meet our customers’ needs,” said CEO John Ferdinandi. “This is about more than ownership; it’s about creating a culture where every team member feels invested in our shared future.”
A changing workforce calculus
Deborah Nankivell, CEO of the Fresno Stewardship Foundation — a nonprofit with a mission to promote inclusive prosperity and wellbeing in the San Joaquin for present and future generations — sees the ESOP trend as part of a broader shift in how employers must think about talent.
“People are starting to realize if you do human development intentionally, more people will stay with you,” Nankivell said. “Even if they leave, it adds to the talent pool in your community, which also benefits you.”
Nankivell notes that each generation brings different strengths and expectations to the workplace, and younger workers in particular are looking for partnership, life-work balance and a sense that their contributions matter beyond a paycheck. She has also observed a broader diversification of the regional economy, with workers increasingly motivated to add value to the communities where they live — not just the companies that employ them.
Younger employees, she adds, are skeptical of the economic models that defined prior generations of business leadership. “For them and in business schools it’s all about the single bottom line and the shareholders,” Nankivell said. “How did that work out? People with a 401K or who want cheap consumer goods are happy, but people who want peace in the neighborhood — not so much.”
For entrepreneurs who want a profitable business that also adds value to the community, Nankivell argues the logic of ESOP structures is compelling: when a business performs, the people who built that performance share in the reward.
What business owners should know
Nankivell acknowledges that the specifics of an ESOP structure will look different depending on the size and ownership model of the business — whether it’s a small independent, a family-owned enterprise or a larger corporate entity. The values and vision of the leadership team matter as much as the mechanics.
In her experience, business owners become more motivated to explore the ESOP model once they see it working elsewhere and begin asking, “what’s in it for me?” Some may not be aware of the opportunity at all until they watch one of their best employees leave for a company that already has one.
Her advice to owners considering the transition is to start by listening — to employees, to advisors and especially to other business owners who have already made the move.
“The old model of ‘top-down, don’t mess with me because I said so’ — that’s done,” Nankivell said. “Leaders need to be humble, they need to listen, learn, hold people accountable and at the same time accept that human beings need grace.”
The best information, she says, doesn’t come from a white paper or a consultant’s pitch deck. It comes from the people who have been through it. “The best information is not an idea, but experience from the people who have done it,” Nankivell said.