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added that cities would never think about doing afterhours because afterhours are <br />perceived as people coming in and doing drugs. He stated that in Las Vegas, they <br />close at 2:00 a.m. but people stay there until 4:00 a.m. He noted that they have had no <br />incidences there, and they are used by the Metro Police there as the example of how to <br />own and operate a night club in that logistic. <br />Commissioner Posson asked Mr. DeBlasi how Coconuts adds to the quality of life in <br />Pleasanton. <br />Mr. DeBlasi replied that he does not think it will, and that would be promising a lot. He <br />stated that what it would do is provide a lot of jobs. He added that they are going to be <br />fair and respectful entrepreneurs who will make sure that the people who work for them <br />are treated well and the community is treated well. <br />Commissioner Olson asked what the total number of staff is. <br />Mr. DeBlasi replied that they do what is called casting, which means that they run ads. <br />He indicated that normally, in Contra Costa, 200 or 300 people show up for casting: <br />they start off with 130 to 150 employees, out of which they normally keep a nucleus of <br />about 80, and with people coming and going around, that would be about 110 to <br />120 staff at any given time, both part-time and full -time. He noted that it takes a lot of <br />staffing to do it right. <br />Commissioner Olson inquired if staff is a finite permanent number or if it varies during <br />an evening where they go through the different phases. <br />Mr. DeBlasi replied that it varies. He explained that, for example, they are open for <br />lunch and are not really going to close; then they have staff come in around 4:00 p.m. <br />who work until 8:00 p.m. or 9:00 p.m., at which time another shift comes in. He <br />indicated that it can vary depending on the day and the shift: there could be as many as <br />40 employees on a packed Saturday lunch; then at night, there are bartenders, bar <br />backs, security, food servers, and people taking the money at the door. He indicated <br />that they always have quite a bit of people; they never want to work shifts for too long <br />just because of the high interaction with customers, and people can get grumpy. <br />Mr. DeBlasi stated the difference between a nightclub and a restaurant is that in a <br />nightclub, the doors open and the place gets full; but a restaurant has to be built. He <br />added that the restaurant is the more important of the two because that is what is kept <br />for the next ten years. He explained that a nightclub has to get a base of people, and if <br />the name of the nightclub has to be changed, the doors have to be closed and then start <br />all over again; the demographic does not change. He continued that on the other hand, <br />for a restaurant, food gives you a base to work off of, and if the restaurant is doing well, <br />profit comes in, hopefully by month 14, because it is very, very labor intensive. He <br />indicated that on Tuesday nights, they have to have four hostesses, four bartenders, <br />five food servers, people in the kitchen. He noted that only 30 people could show up; <br />but if 200 people do show up, they need to be ready. He stated that it is a very <br />PLANNING COMMISSION MINUTES, February 27, 2013 Page 12 of 22 <br />