Chipman Relocation & Logistics, a full-service moving,
storage and logistics company, is pleased to announce the
acquisition of Olsen & Fielding Moving Services in
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
“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
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.
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
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
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, firstname.lastname@example.org) 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
- 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
It’s a no brainer!
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.