Redwood Credit Union Makes Forbes’ List of America’s Best Credit Unions

Redwood Credit Union (RCU) has been named a Top 10 Credit Union in California, and the highest-ranked credit union in northern California by Forbes magazine’s list of America’s Best Credit Unions. Of the nation’s 5,200 credit unions, RCU is one of only 182 in the United States to be included on the list.

Forbes surveyed more than 25,000 people nationwide about their banking relationships, asking participants to answer 25 questions about their overall satisfaction with their financial institution, as well as their satisfaction in the categories of trust, digital services, financial advice, branch services, and transparency of terms and conditions.

“We’re extremely honored to be included in Forbes’ list of America’s Best Credit Unions, especially because it’s based on consumer sentiment,” said Brett Martinez, RCU President and CEO. “Our employees are passionate about helping our members—not only in person and on the phone, but through our online and mobile services too. Knowing that members appreciate what we do enough to rate us so highly is a testament to our staff’s dedication and hard work.”

About Redwood Credit Union
Founded in 1950, Redwood Credit Union is a full-service financial institution providing personal and business banking to consumers and businesses in the North Bay and San Francisco. RCU offers complete financial services including checking and savings accounts, auto and home loans, credit cards, online and mobile banking, business services, commercial and SBA lending, and more. Wealth management and investment services are available through CUSO Financial Services L.P., and through RCU Services Group (RCU’s wholly owned subsidiary), insurance and auto-purchasing services are also available. RCU has $5.7 billion in assets and serves approximately 365,000 members with full-service branches from San Francisco to Ukiah. For more information, call 1 (800) 479-7928, visit, or follow RCU on Facebook, Instagram, and Twitter for news and updates.

Sonoma State Professor Creates Device That May Help The Recovery Of Coronavirus Patients

A friend of Sonoma State University professor Farid Farahmand lay in a hospital bed at the Redwood City Kaiser Permanente Neurology Center in November 2016. Recovering from surgery to treat bleeding in his head, he was instructed to use an incentive spirometer, a handheld breathing device that measures how deeply a patient can inhale, which helps prevent respiratory issues.

Farahmand jokingly asked if he used it, following instructions from his doctor and many others to patients recovering from surgery. “Yes,” his friend said, but clearly lying.

The problem with incentive spirometers, according to Farahmand, chair of the Department of Engineering Science, is that many patients don’t use them or simply forget. “What if I made something that reminded you to use it and even did more than that?” he asked his friend.

Fast forward three and a half years later, and Farahmand’s idea has come to fruition. With the help of the Advanced Internet Technologies in the Interests of Society Laboratory in Sonoma State’s Department of Engineering Science, he has created InSee, a patented prototype device that may help to encourage patient compliance of incentive spirometers, including those recovering from severe cases of COVID-19.

Named InSee to represent “seeing” the results of a spirometer, Farahmand said the device will remind patients to use their spirometer, monitor how often they use it and record how much air they move with each breath. Using a red, blinking light, InSee automatically reminds the patient to use the device at the frequency set by the doctor, and the only way to shut off the light is by reaching the target volume number set by the doctor as well. The device also records how long it took for the patient to reach the target and how many times they failed.

Farahmand said the project is a testament to the curiosity of the real-world thinkers at Sonoma State.

“This collaborative project involving our young student engineers, local entrepreneurs, and external collaborators is yet another testament to our strong commitment at Sonoma State University to both education and research, and tying them with real-word applications,” said Farahmand, who is also director of the lab. “I’m extremely proud that we’ve come this far, and I’m looking forward to the work ahead.”

Farahmand said the InSee project was officially underway for almost a year, but it was a doctor who encouraged him to speed things up when the COVID-19 pandemic began — none other than his brother. An M.D. and regional medical director in Texas, Alex Farahmand has worked alongside Farid throughout the entire InSee process and saw first hand how easy it was for patients recovering from the virus to not do their breathing exercises.

“Spirometers have been around forever, but there is not a single device that tracks patient compliance of them,” Alex said.

InSee was granted a U.S. patent in April, and Alex said they hope to receive funding soon to build around 200 units and begin clinical trials. Pending approval from the Institutional Review Board, trials will take place at HCA Gulf Coast Hospital in Houston and Houston Methodist Hospital. “It just feels great to know we can move forward,” said Alex.

Members of the SSU Advanced Internet Technologies in the Interests of Society Laboratory are committed to working on projects that are innovative and sustainable to educate future environmentally responsible and skilled engineers. Farid said this project exemplifies the work of the lab and the engineering department as a whole.

“The engineering program at SSU strives to combine fundamentals and hands-on training and to focus on developing technologies that matter the most to sustainability and improving the human condition,” Farid said. “Through this rigorous training we make sure our students are put in a unique position to stand out and become the best engineers they can be.”

Dominican University Has Big Plans To Thrive After The Pandemic

Shortly after the onset of the pandemic, I had the opportunity to convene a group of national higher education leaders to learn how they had responded in the weeks following the closure of many college and university campuses. Joining me in that conversation was Dr. Mary Marcy, president of Dominican University in California. Much of the attention in the early days of campus closures seemed to focus on large universities and statewide systems — largely because of the numbers of students impacted and the magnitude of the response needed to ensure connectivity and the continuity of support services. I wanted a different perspective.

What I learned from talking with President Marcy was how the response of a small campus, such as Dominican, might actually signal the promise and potential of other small colleges on the other side of this public health crisis.

Prior to the pandemic, President Marcy had authored The Small College Imperative: Models for Sustainable Futures. Its lessons are more relevant now than ever.

In this interview, President Marcy and I talk about Dominican’s early response to the crisis, lessons learned that can inform the future of small colleges, and why she plans to reopen (in-person) this fall.

Alison Griffin: Walk me through Dominican University’s response to the pandemic. What happened in the first few weeks, and how did that change in the months that followed?

Mary Marcy: It has been an intense few months! In late February, when we started hearing the warnings about the growing spread of COVID-19, I activated our Incidence Response Team in order to monitor developments. As we approached spring break, we requested that all students and employees complete a travel form so that the university was alerted to anyone who may need additional follow-up upon their return to campus. We ended up needing those forms more than we might have imagined, as President Trump’s Executive Order – which stopped travel to and from Europe – was issued during our spring break. We monitored our study away groups and were able to get everyone safely home.

Things escalated quickly, and by March 9, my cabinet had moved from meeting weekly to convening daily. On March 16, we were ready to launch a week of intense on-site professional development training for faculty and staff to prepare for the possibility of remote teaching and work. On that day, we were quite literally sitting in a Cabinet meeting when the Bay Area became the first in the nation to issue a shelter in place order — instead of a week to design our remote learning and work, we had a few hours. It was startling and intense, but we did it.

For an industry known for lugubriousness, the rapid and successful move to remote work and learning was extraordinary. Our faculty quickly adapted to delivering their courses online while retaining that important Dominican commitment to creating a community of learners. They maintained meaningful online interactions with students through Zoom, providing content through lectures and then context for that content through smaller discussion groups. They worked with community partners to ensure many service-learning, clinical, and internship placements were able to continue through the semester. Our staff ensured that support systems and business operations continued without interruption. It was intense, complex, unprecedented — all the things that you hear about. I’m proud that we pulled it off, and did so with real quality.

Alison: How are your fall plans shaping up? What data or which organizations are influencing your decision to re-open in-person instruction in the coming months?

Mary: We intend to conduct in-person courses this fall. Our mission, as embodied by The Dominican Experience, will not change, but some things will look different. We will have more structured schedules, even smaller classes, and a lot of flexibility as we adapt to evolving public health protocols. The close-knit community and sense of engagement will remain intact; if anything, we have bonded as a campus through this experience. We are fortunate that our spacious campus grounds allow for community even as we employ best public health protocols. Our relatively small size means there are almost no large classes in our curriculum, and will allow us to continue to be nimble.

I have appointed a cross-functional task force to develop a comprehensive plan to prepare the campus for fall 2020. Its members are designing in- and out-of-class protocols that will enable us to remain flexible while continuing in-person work and learning in a healthy environment. Fortunately, these efforts will not be as difficult for us compared with larger schools or those in denser urban areas. The team also is identifying the technology, training, policy, and infrastructure needed to offer our high-impact learning experiences in hybrid or remote delivery contexts if necessary. We will ensure that students have equitable access to learning in any scenario.

Alison: Not long before the pandemic began, you released a book that looked at the challenges ahead for small colleges — and the ways in which those institutions could prepare for the road ahead. What do you see as the role of small colleges in helping the country recover from the impacts of the pandemic?

Mary: Higher education is a complex ecosystem, and many facets of that ecosystem – particularly small colleges – are under severe financial stress, dramatically exacerbated by the pandemic. In many smaller and rural areas, the small college is the key economic driver. What would happen if the college – the area’s main employer and job creator – disappeared?

There is no doubt that this nation needs the economic and social opportunities generated by its small colleges and universities, and small colleges and universities must become full partners in the economic and social recovery of the nation.

The contribution of small colleges focuses primarily on the student, not on research or athletics or one of the many other strands of large institutions. It is these small institutions that will nurture the personal and professional skills students need to be gainfully employed and contribute to society.

We have a signature program that we call the Dominican Experience that touches every student regardless of their major. Every student has an integrative coach from the time they enroll all the way to and beyond graduation who helps them with a guided pathway through college. Every student also has some type of community-engaged learning. Every student has a signature experience of their own before they graduate, and every student has a digital portfolio that helps them reflect while in college — and represents their best work as they move on to graduate school or apply for jobs. Dominican’s student retention and persistence to graduation has increased dramatically in the last decade, largely because of the Dominican Experience.

Alison: In the wake of COVID-19, how do you think the playbook for small colleges will need to change? And, equally importantly, how will it stay the same?

Mary: The pandemic is highlighting issues of equity, access and stress on the business models. There is an urgent need to explore alternative ways to finance higher education. There are some interesting new consortia and partnerships just starting to emerge, and I talk about some of them in my book — from new online consortia designed to increase programs and lower cost, to creative new partnerships that capitalize on aligned institutional strengths. The reality is that the financial model is not working for too many campuses and too many students. As student demographics continue to shift, the need for new models becomes more urgent. If higher education is to be the great equalizer, then that means that opportunity cannot be available only to a select few.

One of the most under-appreciated aspects of independent higher education is how many first-generation students, Pell-eligible students, and underrepresented students attend and are successful in these institutions. That is not true across the board, of course, but it is true at a large number of these campuses. Dominican is not an exception — we often say that Dominican students look like California, which means they look like the future of the United States. Well over half of our students are students of color, most are from underrepresented groups. About a third are Pell-eligible and one quarter the first in their family to go to college. A big part of our work in the last few years has been responding to this student demographic and ensuring our students are successful. Dramatic increases in our graduation rate and post-graduation satisfaction means we are succeeding. Yet we have work left to do in making that education accessible and continuing to improve our graduation rates.

Alison: What has inspired you amidst this crisis? What lessons are you learning that you hope the institution will embrace in the years to come?

Mary: I am inspired by the way communities have come together to solve problems in the best interests of the larger good.

One example: Many of our hospitals and health care facilities suspended clinical rotations for students due to COVID-19, and for a while it looked like many of our seniors would not be able to complete enough clinical hours to graduate. Our nursing faculty reached out to a long-time community partner to turn a face-to-face program serving vulnerable and at-risk elderly clients living in rural areas of our county into a telenursing program. The Board of Registered Nurses approved the program, and more than 30 of our nursing students were able to complete the clinical hours needed to graduate. The nonprofit and its clients were thrilled that they were still able to interact with our nursing students during the crisis. This was a tremendous example of compassionate nursing care. Some of the students are continuing to volunteer their time over the summer.

Our faculty shifted their delivery almost overnight, yet they were able to maintain that close connection with their students. Our students – especially our graduating seniors – overcame disappointments and focused on the task at hand. And, everyone got really creative! Internships were completed, research was presented, lab work continued, and our student athletes remained part of a team.

I hope we can continue that spirit of looking for the common good, and leading with compassion, as we address other profound issues such as race, equity, and access and emerge from the pandemic.

Ultragenyx Pharmaceutical Inc. Wins 2nd Drug Approval in 2 Weeks

Ultragenyx Pharmaceutical Inc. won its second drug approval in two weeks — and a month ahead of schedule — as regulators greenlighted a treatment against a family of debilitating and potentially deadly genetic disease.

The Novato-based company (NASDAQ: RARE) said a 500-milliliter bottle of the drug to treat long-chain fatty acid oxidation disorders will cost $4,875 wholesale, or an average net price of $138,000 per patient per year.

Because the disorders can occur in newborns, Ultragenyx said the drug, branded as Dojolvi, will have an average net price of $46,000 in the first year of a patient’s life. A company spokesman said the “vast majority” of patients will have zero or “very low” out-of-pocket costs for the drug.

Ultragenyx’s stock closed up $4.56 per share, or 6.2%, to $78.22.

The FDA wasn’t expected to make a decision on the drug until July 31.

Long-chain fatty acid oxidation disorders are a group of rare conditions that prevent the body from breaking down certain fats into energy, leaving kids with low blood sugar, muscle ruptures and muscle weakness and heart disease. They are estimated to affect one in 9,300 people in the United States, Australia and Germany, with some 3,000 to 3,500 children and adults in the U.S. alone.

Ultragenyx earlier this month won FDA approval to sell its already-approved drug Crysvita to treat tumor-induced osteomalacia, a rare disease that causes weakened or soft bones.

CannaCraft Launches Product to Help Prison Population

With his deep cannabis roots firmly planted in the Northern California growing community, CannaCraft co-founder Dennis Hunter plans to use those connections to tackle social injustice with a new product line — the Farmer and the Felon.

One of Sonoma County’s largest cannabis companies, CannaCraft, released the new product with the help of some established growers to raise awareness and provide funding to the fight against unjust treatment of cannabis offenders who end up behind bars.

Following a stint of living underground after his Humboldt County cultivation site was raided by federal agents in 1998, Hunter was arrested in 2002, resulting in a prison term of over six years. That, he said, gives him a sense of the fear and distrust of what it’s like to be on the other side of the law.

“I’ve seen it first hand in prison. It used to blow me away. And now with COVID-19, these people are stuck in pretty scary situations in prison — one that can turn into a death sentence,” he said.

CannaCraft’s latest brand — the Farmer and the Felon — takes Hunter back to those troubling times. His roots in and commitment to the cannabis industry run deep. That’s why the businessman plans to use the popularity of the flower to help others facing the same fate while languishing in prison. The brand’s proceeds are earmarked to support the Last Prisoner Project, a coalition of cannabis industry leaders, activists and artists working on prison reform.

“The story of CannaCraft has taken so many different pathways. A lot of those have been so rough. It’s been a roller coaster ride,” Hunter told the Business Journal during an interview with his business partner Ned Fussell. In an industry valued at $40 billion nationwide, they’re calling these efforts to fight social injustice “cannabis for change”

The men were introduced to the Last Prisoner Project during a benefit party at Jim Belushi’s house in Los Angeles about eight months ago. The nonprofit group seeks criminal justice reform and provides legal assistance, with a focus on prisoner release, record clearing and programs geared to helping ex-cons reenter society.

Within three months of hitting most cannabis dispensary shelves and making an online presence, the Farmer and the Felon has raked in $1 million. More than $50,000 of those funds were channeled to the Last Prisoner Project, Hunter said. The more than 50 Northern California farmers CannaCraft works with have welcome the effort to divert these proceeds to promote social justice.

“It’s exciting to put the best flowers into this brand,” Hunter said, giving a nod to the California farmers.

“It’s insane to me that there are still people sitting in jail while we legalize cannabis across the country,” said Honeydew Farms grower Alex Moore, a 30-year veteran farmer in Humboldt County. “Farmer and the Felon has created an avenue for us to help those in need, and we are thrilled to be a part of (its) mission.”

The need to set the bar higher

American prisons hold almost 2.3 million people in more than 7,000 federal, state, local, juvenile, immigration and Indian Country facilities, the Prison Policy Initiative reported in March. Drug offenses still account for the mass incarceration of nearly half a million people, and non-violent drug convictions numbering more than 40,000 are deemed the “defining feature of the federal prison system,” where Hunter was jailed.

“It changed my life. I don’t want others to go through it,” Hunter said. “I thought it was a huge injustice. I never felt like I did anything wrong.”

Marijuana is still considered a Schedule 1 drug in the United States, despite being legal in a number of states.

Right and wrong is not necessarily black and white

A reflection of these racially charged times of civil unrest, Hunter cites the unfair incarceration of people of color who make up a large portion of offenders thrown and held in the slammer.

“This hits home for us in a lot of ways,” Hunter said in response to the Black Lives Movement asking for police and criminal justice reform after the killing of George Floyd by a Minneapolis police officer.

In the drug world, Hunter noted the disparity among minorities in the prison system.

Fussell agreed.

“What’s happening now is eye opening,” he said.

According to an analysis published in April by the American Civil Liberties Union, Blacks are nearly four times as likely as Caucasians to be arrested in the United States for marijuana possession offenses.

Hands down, Fussell and Hunter expressed gratitude they live and run a business in California.

“The (American prison) system is rooted in racism. It preys on people and hurts family members,” Fussell said. “The punishment far outweighs the crime.”

CannaCraft isn’t the only organization seeking to give back to notable civil rights causes.

The National Cannabis Industry Association announced Tuesday it’s offering free memberships to people of color and marginalized communities in the industry.

The Social Equity Scholarship Program intends “to level the playing field” for networking, educational and resource opportunities to the nation’s largest trade organization.

“The tragic deaths of George Floyd and so many others at the hands of police have caused a national reckoning about systemic racism and inequality in all facets of life, including the cannabis industry,” association Executive Director Aaron Smith said. “As an organization founded on the principles of justice, fairness and inclusion, this program is a necessary step for us to better uphold and promote those values.”

The application is available now.

Tackling the larger-than-life issue of racism that plays out from the streets to the criminal justice system has been long in coming to the national organization.

“This program is one way that NCIA can help empower black and brown communities that were and are disproportionately targeted by law enforcement for cannabis offenses,” said association Board of Directors Chairman Khurshid Khoja, who referred to his member-based advocacy group’s gesture as “a moral obligation.”

Kaiser Permanente Donates $100M to Help Black-Owned Businesses

Kaiser Permanente is putting its money where its mouth is in standing up to systemic racism in America.

The Oakland-based health giant announced a series of actions on Friday, including $60 million in joint investments and $40 million in grant funding to support businesses owned by Black and other underrepresented individuals. The effort is part of a wider, organization-wide push to address inequity and racism.

Kaiser will work with three organizations to support businesses “to help close the racial wealth gap through access to capital and capacity-building resources,” the company stated.In all, Kaiser said it expects to provide support to more than 2,000 businesses across the country.

The $60 million investment partnership, launched together with national community development organization Local Initiatives Support Corporation (LISC), is designed to strengthen businesses amid Covid-19 by providing business loans between $100,000 and $4 million.

Kaiser is also designating $15 million in grants to increase access to formal training, business networks and recovery and growth capital to help businesses led by Black and other underrepresented groups overcome economic disadvantages. For this effort, Kaiser is partnering with Pacific Community Ventures and the Initiative for a Competitive Inner City (ICIC) — two organizations that work with small business owners.

“All across the country, we can see that health and wealth are inextricably linked. Creating pathways for people to get back to work in quality jobs, and for small businesses to get on solid ground and grow, is so important for the well-being of the nation at large,” said Maurice A. Jones, LISC president and CEO.

Kaiser was one of the first health care organizations to recognize the link between trauma and health through a study it conducted along with the U.S. Centers for Disease Control and Prevention on adverse childhood events, or ACEs. Studies have indicated that those with four or more ACEs are 12 times more likely to attempt suicide and those with six or more ACEs have a 20-year shorter life expectancy. Research has also shown that Black people experience 11% more ACEs than white people at all income levels.

Along these lines, Kaiser is designating an additional $25 million in grants to build upon its work to address ACEs and trauma. In the coming weeks, Kaiser said it will solicit proposals from community-based organizations, particularly those that are led or governed by Black people or other people of color, that are focused on promoting healing from chronic stress, trauma and grief spurred by systemic racism and social injustice.

“The tragic murder of George Floyd and so many others has reverberated around the world, pushing us to demand overdue change to a status quo that keeps communities of color in the margins and holds us all back as a society,” said Greg A. Adams, Kaiser chairman and CEO, in a statement. “As a country, this is a moment to define who we are and what we stand for. We must take strong action to stop the physical, psychological, economic and social impacts of inequity and systemic racism so that we can create healthier communities where everybody, regardless of their skin color, can feel safe and thrive.”

AT&T California Supports California Community Organizations With Over $3.5 Million in Response to COVID-19

AT&T California announced today more than $3.5 million in contributions to California community-based organizations who are providing relief to residents from underserved communities, front line health workers, public safety organizations and small businesses that have been impacted by the COVID-19 pandemic.

AT&T’s commitment will provide support throughout the Golden State – in the form of food and meals to healthcare workers and first responders, support to small businesses to help mitigate economic losses, donations to organizations serving vulnerable communities and support for distance learning and online education.

“AT&T is committed to making a difference for those who have been so affected by the COVID-19 pandemic,” said Rhonda Johnson, President-AT&T California“Our dedicated employees at AT&T are working around the clock to keep our customers connected to their families, friends and colleagues. This giving effort is one more way that our employees are supporting our local communities.”

AT&T’s more than $3.5 million in funding to organizations throughout California includes:

  • Online Education and Distance Learning: Support for California distance learning and online education organizations, including $550,000 in donations to the California Department of Education Foundation in partnership with Gov. Newsom and First Partner Jennifer Siebel Newsom.
  • Vulnerable Communities: Support for organizations providing shelter, food and other assistance to individuals, families, including $100,000 to Give to SF.
  • Food Access: More than $300,000 in donations to provide meals to students, families and seniors in need across California.
  • California Public Safety: Nearly $200,000 in support for first responders and front-line medical professionals, including the Los Angeles Police Foundation and 2-1-1 San Diego.

AT&T is also donating thousands of devices to groups across the state – including Wi-Fi hotspots and Chromebooks for students learning at home, as well as tablets, phones, and chargers for frontline workers.

“AT&T responded quickly so that we could take care of our most vulnerable residents, support our small businesses and protect the health of all San Franciscans,” said Mayor London Breed, City of San Francisco. “In our city, we are working collaboratively to face the greatest challenges of the crisis head on and partners like AT&T have made a significant impact.”

As part of this commitment, AT&T will be working with community-based organizations to host “Days of Giving” focused on five core areas for groups providing essential services to Californians who are most immediately affected by the pandemic. This approach will enable AT&T California’s philanthropic relief efforts to touch a very broad base of Californians who have been severely affected.

“Our police officers and first responders are working around the clock on the front lines ensuring that people are safe. We are grateful for AT&T’s support so we can provide and replenish necessary Personal Protective Equipment (PPE) so our first responders can perform their jobs to the best of their ability while responding to the COVID-19 outbreak,” said Dana Katz, Executive Director, Los Angeles Police Foundation.

“AT&T’s contribution to the Los Angeles Regional Food Bank will help us continue providing for those in our community who need it the most. Because of the economic impact of the pandemic, we are seeing the need for food assistance markedly increase and appreciate this generous support of our mission to fight hunger in our community during this critical time,” said Michael Flood, President and CEO, Los Angeles Regional Food Bank.

AT&T’s support is part of AT&T Believes℠, a company-wide effort to make a meaningful impact in local communities. To learn more about how AT&T is supporting communities during the current crisis, visit

SolarCraft Solar Power Installation at Anaba Wines Surges Forward on Path Towards Sustainability

Anaba Wines recently partnered with the Novato and Sonoma-based clean energy company, SolarCraft, to complete the installation of the 167.4 kW DC solar electric system on their Carneros property in Sonoma. The newly installed solar photovoltaic system will increase the sustainability of the winery’s operations and cut power cost significantly.

“At Anaba, we are committed to green initiatives, and it has always been our plan to utilize 100% renewable electrical energy,” said first generation proprietor, John Sweazey. “This SolarCraft installation brings us closer to achieving our goal and allows us to continue  weaving sustainability into everything we do.”

The sprawling solar power system was installed on their newly built production facility and Vintners House Tasting
Room, and consists of 465 high-efficiency 360-watt solar panels. The system will produce 243,960 kWh annually,
and any excess power they generate will flow back into the local utility system, reducing the strain on the local
power grid.

During the life of the system, nearly 172 metric tons of carbon dioxide generated by Anaba operations will be
eliminated. This impact is equivalent to removing air pollution produced by over 428,014 miles of driving annually
or the pollutants removed by 225 acres of trees in one year.

In 2009, Anaba Wines became the first Northern California winery to utilize wind power when they installed a 45-
foot Skystream wind turbine on the property. This single wind turbine adds and complements the electricity given
for Anaba’s tasting room, storage, and irrigation pumps for the estate vineyards, as well as an electric car charging

The winery is currently open by reservation, Thursday through Sunday, from 11 am to 5 pm. Anaba is located at 62
Bonneau Road, Sonoma, in the heart of the Carneros region, just 30 minutes from the Golden Gate bridge. Guests
can make a reservation online at or by emailing

About Anaba Wines
Named after the anabatic winds which sweep over Sonoma’s Carneros region, Anaba Wines was founded in 2006
and is led by the father-and-son team of John Sweazey and John Michael Sweazey. Together with winemakers
Katy Wilson, their vision is to craft artistic Rhône-style blends and graceful Chardonnays and Pinot Noirs. Anaba
is committed to land and resource stewardship and plans to utilize 100% renewable energy by 2020. Visit to learn more, or follow along @AnabaWines on Facebook and Twitter, and @Anaba_Wines on

About SolarCraft
SolarCraft is 100% Employee-Owned and one of the largest green-tech employers based in the North Bay for over
35 years. SolarCraft delivers Clean Energy Solutions for homes and businesses including Solar Electric, Solar Pool
Heating and Battery / Energy Storage. With over 8,000 customers, our team of dedicated employee-partners is
proud to have installed more solar energy systems than any other company in the North Bay.

Redwood Credit Union Hosts Free Webcast on Self-Care and Stress Management

Redwood Credit Union (RCU) hosted a free, 60-minute webcast titled “Self-Care and Stress Management: Tools and Best Practices for Coping with COVID-19 and Beyond.” Originally shared as one of the benefits RCU offers its Members, positive feedback spurred the organization to make the resource available communitywide and it can now be viewed on RCU’s YouTube channel.

The webcast was presented by Mary O’Neill, a licensed psychotherapist and expert on helping people cope with stress. RCU’s President & CEO Brett Martinez acted as moderator.

During the webcast, O’Neill provided guidance on how to cultivate a healthy emotional state and manage stress. She shared tools, practices, and steps for remaining calm and steady in the face of any crisis.

“Years of disasters—fires, flood, and now coronavirus—have taken a toll on our mental and emotional health,” said Brett Martinez. “Mary has been a great partner in providing training and support for our employees over the years, so we thought we’d ask her to share her wisdom in this very accessible way.”

About Redwood Credit Union
Founded in 1950, Redwood Credit Union is a full-service financial institution providing personal and business banking to consumers and businesses in the North Bay and San Francisco. RCU offers complete financial services including checking and savings accounts, auto and home loans, credit cards, online and mobile banking, business services, commercial and SBA lending, and more. Wealth management and investment services are available through CUSO Financial Services L.P., and through RCU Services Group (RCU’s wholly owned subsidiary), insurance and auto-purchasing services are also available. RCU has over $5 billion in assets and serves approximately 365,000 members with full-service branches from San Francisco to Ukiah. For more information, call 1 (800) 479-7928, visit, or follow RCU on Facebook, Instagram, and Twitter for news and updates.

About Mary O’Neill
Mary O’Neill, MA, MFT, is trained in humanistic psychology, positive psychology, developmental psychology, and living systems theory, and has two decades of experience as a licensed psychotherapist. She brings a unique insight into motivation and behavior, and a broad perspective of human experience and development. She’s passionate about helping people interact and communicate more effectively. For more information, visit

Keysight’s New Regenerative Power Supplies Reduce Cooling and Electricity Costs with an Eco-friendly Design

Keysight Technologies, Inc. (NYSE: KEYS), a leading technology company that helps enterprises, service providers and governments accelerate innovation to connect and secure the world, today announced it is expanding the company’s RP7900 Series with two new bidirectional, regenerative DC power supplies providing integrated safety features that protect people and devices under test (DUT). The unique regenerative design of the new models enables the energy normally consumed to be returned to the grid cleanly, saving costs associated with energy consumption and cooling.

The automotive industry is using larger batteries to extend the range of electric vehicles (EV) and higher voltage electronics to reduce charging time. In fact, MarketsandMarkets estimates nearly 39 percent CAGR growth by 2020 for high voltage batteries to support longer range cars and larger electric vehicles including buses and trucks. As the demand for high power grows, so does the need for high power test equipment. However, high power applications in aerospace defense and infrastructure, as well as automotive and energy, present unique challenges spanning site preparation necessities and safety requirements when transitioning from low power to high power.

Keysight’s RP7900 is a part of the company’s HEV/EV Power Converter Test Solutions which enable customers to deploy high-voltage, high-power solutions that meet the fast paced, high-growth demands of the hybrid-electric/electric vehicle (HEV/EV) market.

By combining the seamless source and load functionality into a compact 3U-high package, Keysight’s RP7900 Series of regenerative power supplies minimizes high-power test costs by shrinking floor space usage, reducing heat dissipation and maintaining uptime.

These new power supplies, available in two models – 20 kW and up to 2,000 V – offer the following key features and benefits:

  • Two-quadrant, bidirectional sourcing and sinking capability allows for seamless, uninterrupted transitions between sourcing and sinking current without changing the power supply’s output characteristics or introducing any disruptive behavior.
  • Autoranging output characteristic improves flexibility over rectangular, or traditional, output characteristic power supplies due to expanded power curve, which delivers more voltage and current combinations in one power supply.
  • Provides fast output speed, sub-millisecond command-processing time (≤ 1 ms), and output list that help achieve significant throughput gains in testing.
  • Offers simultaneous voltage and current measurement capabilities delivering high accuracy and resolution.
  • Reduces rack space requirements due to superior power density in the power range of 20 kW in 3U height.

“The next generation of hybrid-electric and electric vehicle power electronics developed and manufactured by our customers require higher voltage, increased bandwidth and exceptional control capability in design qualification and manufacturing test,” said Christopher Cain, vice president and general manager of Keysight’s Electronic Industrial Products. “Keysight’s RP7900 series power supply capabilities enable automated testing to accelerate time to market and lower operational costs, while the unique regenerative capability delivers substantial operational savings as load-current is converted into AC grid power, instead of simply dissipating as heat that must be further managed in the test environment.”

Pricing and Availability

Keysight’s RP7900 Series of regenerative power systems are available now, starting at USD $27,335.

Additional information is available at

About Keysight Technologies

Keysight Technologies, Inc. (NYSE: KEYS) is a leading technology company that helps enterprises, service providers and governments accelerate innovation to connect and secure the world. Keysight’s solutions optimize networks and bring electronic products to market faster and at a lower cost with offerings from design simulation, to prototype validation, to manufacturing test, to optimization in networks and cloud environments. Customers span the worldwide communications ecosystem, aerospace and defense, automotive, energy, semiconductor and general electronics end markets. Keysight generated revenues of $4.3B in fiscal year 2019. More information is available at