Chipman Relocation & Logistics Acquires Olsen & Fielding Moving Services
Chipman Relocation & Logistics, a full-service moving,
storage and logistics company, is pleased to announce the
acquisition of Olsen & Fielding Moving Services in
Sacramento, CA.
Olsen & Fielding provided professional moving solutions to
residential and corporate customers, as well as the U.S.
Department of Defense (DoD). Founded in 1952 under the
name National Transfer and Storage, the company
rebranded as Olsen & Fielding Moving Services in 1988.
“During that time, Olsen & Fielding continued to set
themselves apart from other companies with each customer-
centric relocation they performed,” says Justin Chipman,
President and Chairman of the Board at Chipman Relocation
& Logistics.
“Like Chipman, Olsen and Fielding has a rich history,” he
adds. “Culturally, it’s a synergistic fit for both companies, as
we share common core values and a deep-rooted understanding of operating as a growth-oriented family-
owned business.” The Chipman family looks forward to welcoming the talented members of Olsen & Fielding into
our organization.
Olsen & Fielding will be under the management of industry veteran Edward Melton. Edward will blend the Olsen & Fielding team into his existing 25 person team in the Natomas area of Sacramento. The combined companies will give Chipman 145,000 sq ft of warehousing in Sacramento and daily capacity of over 50 crews.
About Chipman
Chipman Relocation & Logistics began in 1939 when Arthur &
Dorothy Chipman started Chipman Moving & Storage in
Vallejo, California. A multi-generational family business, the
company has continued to expand through the years. Today,
Chipman operates multiple locations throughout the West
Coast, and is a shareholder agent of Unigroup, Inc., the
largest household goods transportation company in North
America.
The acquisition of Olsen and Fielding will provide Chipman
with wide access to one of the most recognizable names in
moving–Mayflower Transit–in the Sacramento
market. Chipman says the acquisition will also allow
Chipman Relocation & Logistics to better serve agent partners
and clients with additional capacity, warehouse space, and
customer facing resources.
“Together, we will make an impact by having a stronger team
with increased capacity, while maintaining the singular goal
of providing our collective customers with a remarkable
experience every step of the way—everyday,” says Justin
Chipman.
Hospitality Experts in Sacramento adds a West Sacramento Facility
The Sacramento Metro market is the HOTTEST hospitality market in California.
Chipman Relocations and Logistics/ Sacramento run by industry veteran Ed Melton (916-563-7472, emelton@chipmanrelo.com) has taken his team to entirely different level.
- Freight Management
- Warehouse management – on demand
- Model room installation
- Room in a box experts
- 24/7 Deliveries
- Installation
- Headboard Installation experts
- Art Work installation
- Fixture and lighting installation
- Project management
- Space planning
- Carpet storage
- Attic stock inventory management
- White glove service / 24/7
Who should I call for my next Corporate Move in Sacramento?
It’s a no brainer!
@edmelton
JOIN OUR TEAM IN SACRAMENTO! Local Drivers, Owner Operators, Packers
Proposed State Budget Increases Fail to Address Critical Issues in Higher Education
by Taylor Myers
Policy and Research Analysis
On January 10, 2018, Governor Brown released his final budget proposal, a $131.7 billion spending plan for the next fiscal year. The proposal earmarks $18.5 billion in General Fund appropriations for higher education. Following its release, California Competes published an initial analysis of the new budget which highlighted an expansion of investments in full-time student success and innovations targeted at the millions of workers who lack a college credential. While there are many reasons to be optimistic about the proposal, as a policy blueprint, it fails to address several critical issues for improving student access and success across the state:
1. Investing in college completion is critical to promote degree attainment and close the degree gap.
California needs 2.4 million more credentials and degrees by 2025 to remain economically competitive and closing this gap requires every segment to significantly increase degree attainment. The state has historically been inconsistent with imposing enrollment goals on CSU and UC, and has never imposed a strict completion or attainment goal on the segments. This year is no different—the Governor’s budget does not include any enrollment growth or completion rate expectations for either the UC or CSU.
2. Strong policies to support on-time completion and transfer should support the cost of non-tuition expenses while students attend full-time.
Research suggests that full time students who work between five and ten hours per week are less likely to see their academic performance impaired by their jobs than students who work more than 20 hours per week. However, many students need to work longer hours to cover living expenses. Incentive programs that seek to increase full-time attendance, like the proposed consolidated grant for full-time Community College students, should consider the difficult decisions students face when deciding between academics and work. The California College Promise may address this challenge for students who are eligible for regional college promise programs; regions may use their local programs to support students for a second year of full-time attendance, or to cover non-tuition costs. For students who do not qualify for the California College Promise, or who are not additionally covered by a regional college promise program, a solution has yet to be offered.
3. California’s competitive economy depends on increasing degree attainment, which can’t happen without statewide cross-segmental coordination and aligned data practices.
This spending plan doesn’t address the need for statewide, cross-segmental coordination of higher education systems. Several legislative attempts to create one have been introduced, including the current measure AB 1936, authored by Assembly Members Low and Eggman. Over the last several months, policymakers have shown interest in revisiting the Master Plan for Higher Education and in considering more aligned goals for the state’s public higher education segments. But despite demonstrated enthusiasm from policymakers, the budget does not address the need for statewide coordination.
Nor does it include any impactful provisions for data collection and sharing – it leaves institutions to continue to serve as gatekeepers and stewards of information on student and programmatic outcomes. Currently, state policymakers and researchers have no way of efficiently and robustly evaluating the impacts of the state’s higher education investments. California desperately needs a statewide longitudinal data system to evaluate the impacts of the myriad of programs receiving funds from the state.
As they continue to refine the state’s 2018-2019 higher education budget, policymakers should consider the efficacy of the policy changes proposed in the current budget in the absence of the critical components discussed above. Addressing the needs of California’s diverse student population and ensuring equity in educational attainment and economic opportunities requires significant investment from the state in meaningful segmental or institutional goals, stronger higher education finance policies, intentional cross-segmental coordination, and a robust longitudinal student data system.
42 million Americans struggle to find their next meal.
When most people think about hunger, they think of a starving child in a third-world country. Or perhaps they think of a long line of homeless people waiting outside an inner-city soup kitchen.
The truth is: hunger is a HUGE problem everywhere in the United States, but it’s not always easy to see. In a country known for its wealth and prosperity, 42 million Americans struggle to find their next meal.
The face of hunger has changed. No longer is it just the homeless man on the street reaching out for a helping hand, but every day millions of people are struggling to feed their families. No one is a stranger to the economic hardships of today.
Hunger is all around us. Hunger is not limited to a single demographic or geographic region of the country. It is not a problem only affecting the homeless or the poorest of the poor. Hunger is everywhere, and the numbers are staggering.
As the economy continues to put a strain on our wallets, people are being forced to make extremely difficult decisions. What does hunger look like, you might ask?
- It is your father-in-law who just got laid off and now struggles to pay his mortgage and put food on the table.
- It is your elderly neighbor who must choose between buying groceries and heating her home.
- It is your child’s classmate who goes to school each day without lunch and is too embarrassed to ask for help.
Adults who suffer from hunger live shorter, less healthy, and less happy lives. They are more likely to be obese, more prone to mental illness, and more susceptible to deadly diseases. Hunger is terrible for adults, but it’s so much worse for children.
Hunger and malnourishment go hand-in-hand, and kids who miss out on essential nutrients during their critical years of growth will be dramatically disadvantaged for the remainder of their lives. 1 in 6 American children go to bed hungry each night.
According to the Food Research and Action Center, hungry children have compromised immune systems and are two to four times as likely as nourished children to develop health problems—ranging from the relatively minor to potentially fatal. Childhood hunger also impairs cognitive development. Kids who don’t have enough to eat do worse academically, do worse socially, and risk becoming so impacted—even by only temporary food insecurity—that recovery becomes impossible.
Most people tend to think about hunger during the holiday season. We see a ton of food drives occur right around Thanksgiving. But what happens during the rest of the year? Food insecurity is a year-round issue affecting millions of families and individuals across the country.
The summer months are the most difficult time for our nation’s food banks. During the school year, hungry children get the majority of their daily calories from free or reduced price school lunches. When school is out of session, those calories must come from somewhere else. There are summer meal programs, but over 13 million children face a greater risk of hunger during the summer because those programs are difficult to access and underfunded.
Thankfully, the summer is also the busiest season for the moving industry, so Move For Hunger has a great opportunity to fill the shelves of our communities’ food banks. Move For Hunger works to rescue food from people’s homes that would otherwise be thrown away and get it to local food banks where it’s needed.
Want to make a difference?
Click here to Get Involved in our fight against hunger.
Share an infographic from our Visualize Hunger collection on Facebook, Twitter, and Instagram.
Tarragon Property Services Pledges to Fight Hunger in Seattle
Seattle, WA – Tarragon Property Services has partnered with Move For Hunger, a national non-profit organization, to help provide much-needed assistance to food banks in Washington and across the United States.
People throw away a lot of things when they move, including perfectly good food. As a proud partner of Move For Hunger, residents at Tarragon’s 17 multi-family apartment locations in Seattle will have the opportunity to reduce food waste and fight hunger by donating their unopened, non-perishable food items when they move out. These year-round donations are distributed directly to local food banks in need and will help provide meals for the more than 900,000 people in Washington who face hunger every day.
“There are more than half a million people in the greater Seattle area who are struggling with food insecurity; one in six children in the region will go to bed hungry tonight,” explains Adam Lowy, Executive Director and Founder of Move For Hunger. “Tarragon Property Services is committed to fighting hunger in the communities they serve. We are proud to call them our partners.”
“”Everyone at Tarragon Property Services is excited to help Move For Hunger channel much-needed food to local food banks,” says Shelly Gil, Regional Manager of Tarragon Property Services. “We are gratified to serve as a resource for this vital service to hungry families.”
With one in eight Americans affected by food insecurity, including more than 13 million children, it has never been more important to come together to help our neighbors in need. Through the support of partners like Tarragon Property Services, Move For Hunger can continue to help the more than 42 million Americans struggling to find their next meal.
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Move For Hunger is a non-profit organization that mobilizes the relocation industry to fight hunger and reduce food waste. In addition to collecting food from people who are moving to new homes, Move For Hunger helps companies and individuals across the United States and Canada organize successful food drives. To date, they have collected more than 8 million pounds of food. For more information, or to find out how you can host your own food drive, visitwww.MoveForHunger.org.
Tarragon Property Services, based in Sumner, Washington, provides commercial, retail, residential and mixed used property management services exclusively for real estate assets owned by Investco Financial Corporation. For more information, please visit www.tarragon.com.
Media Contacts:
Dan Beam, Move For Hunger | dan@moveforhunger.org | (732) 774-0521 x 109
Jane Griffith, Tarragon Property Services | jgriffith@tarragon.com | 253.861.5700
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