Please provide a brief update on your progress toward your proposed CWB goals in the last reporting period:
Last reporting period, we successfully completed the training for our first cohort. The members of this cohort have now progressed to more advanced stages of their engagement. Concurrently, we have begun the process of assimilating the members of cohort 2 into the program. To foster a sense of community and continuity, we have arranged for some of the newer members to attend the regular meetings of Lifting Lawndale, which are primarily composed of cohort 1 members. This intentional integration is aimed at creating a cohesive group dynamic and leveraging the experiences and insights of the more seasoned members. By blending the two cohorts, we hope to enhance the collaborative efforts of Lifting Lawndale in North Lawndale. The combined strengths and fresh perspectives of both cohorts are expected to drive the expansion and effectiveness of our initiatives in the area. In summary, our efforts to merge the cohorts are a strategic move to build a stronger, more unified team that can collectively work towards achieving the goals of Lifting Lawndale, ultimately leading to greater impact in the North Lawndale community.
What constraints or limitations, if any, did you experience in the last reporting period?
Most members of cohort 2 are accustomed to having meetings during the week, typically during standard business hours. Lifting Lawndale, however, holds its regular meetings on Wednesdays and Sundays. While the midweek meetings have been relatively easy for cohort 2 members to adjust to, the Sunday meetings have presented a greater challenge. Many cohort 2 members have expressed difficulty in adapting to the Sunday schedule due to prior commitments and the need for a work-life balance. This adjustment has been particularly constraining for them, as they need to rearrange personal and professional obligations to accommodate these meetings. Despite these challenges, we are actively working to support cohort 2 members in this transition. We are exploring various strategies to alleviate this strain, such as offering alternative meeting formats, increasing flexibility in attendance options, and providing additional resources to help members manage their schedules more effectively. Our goal is to ensure that all members can participate fully and benefit from the collective efforts of Lifting Lawndale without feeling overwhelmed by the schedule changes.
What opportunities, if any, did you take advantage of in the last reporting period?
This summer, the Lawndale Community Development Corporation (LCDC) has initiated a robust community engagement campaign by collaborating with local interns to canvass the North Lawndale neighborhood. These interns, drawn from the community's youth, have played a pivotal role in our outreach efforts. The active participation of these young interns has significantly enhanced our visibility and presence in the community. Their involvement in canvassing activities, such as distributing informational materials, engaging with residents, and promoting upcoming events, has been instrumental in spreading awareness about LCDC’s initiatives and objectives. By involving the youth in our incubating efforts, we have not only boosted our brand recognition but also fostered a sense of ownership and empowerment among the younger generation. Their energy, enthusiasm, and fresh perspectives have brought a renewed vitality to our outreach programs, making them more relatable and effective in connecting with the local population. Furthermore, this initiative has provided valuable opportunities for the interns to develop essential skills in communication, organization, and community engagement. It has also strengthened the bond between LCDC and the residents of North Lawndale, as the community sees their youth actively contributing to positive change. In summary, the inclusion of community interns in our summer canvassing efforts has been a resounding success, amplifying our reach and impact while simultaneously nurturing the next generation of community leaders.
Did you establish new CWB relationships/partnerships in the last reporting period?
Yes
Please describe the relationships you established pertaining to your CWB work.
We have gained greater communication with community partners such as Open Books, Steins Foundation, and local businesses. They are active partners in supporting our annual Summer Bash, which the incubator uses as a time to spread awareness of our cooperative incubator and businesses.
Did you collaborate with other TA providers in the last reporting period?
No
Which TA provider(s) did you work with?
Please share on behalf of whom / which projects you collaborated with the TA providers above:
Did you attend the Working Group meeting last month?
No
How would you rate the usefulness of the working group to your project last month? (on a scale of 1-5)
5 extremely useful
Optional Space
Community Area(s) (select all that apply)
| Community Area | Participants Served in this Community Area |
|---|---|
| North Lawndale | 80 |
Race / Ethnicity of Participants (select all that apply)
Gender identity of Participants (select all that apply)
Age Range of Participants (select all that apply)
How many sessions of one-on-one consulting to Worker Cooperatives, Conversions, or Co-op Developers did you conduct this reporting period? (e.g. one group or individual with one training provider)?
0
How many group workshops for Worker Cooperatives, Conversions, or Co-op Developers did you conduct this reporting period? (e.g. convenings, workshops, events, etc.)
0
How many hours of support to CWB Pre-Development Worker Cooperatives, Conversions, or Co-op Developers did you provide this reporting period?
0
How many hours of support to existing Worker Cooperatives, Conversions, or Co-op Developers did you provide this reporting period?
13
How many co-op businesses did you develop last reporting period? (It's okay if the answer is 0)
0
How many jobs were created overall last reporting period? (It's okay if the answer is 0)
0
Please list the Worker Cooperatives, Conversions, or Co-op Developers Organizations you worked with this reporting period.
What type(s) of Technical Assistance did you provide to Worker Cooperatives, Conversions, or Co-op Developers this reporting period? Select all that apply.
Did you provide education to any Worker Cooperatives, Conversions, or Co-op Developers this reporting period?
Yes
How many hours of cohort education/training did you provide last month?
4
How many hours of popular education/outreach did you provide last month?
79
Number of curriculum material(s) created last month
1
How did you market your services and conduct outreach in the last reporting period? Select all that apply.
Please enter, How did you market your services and conduct outreach in the last reporting period?
Canvassing door to door with residents, organizations, and businesses.
What are the greatest needs that your WC clients/partners expressed in this reporting period?
Better banking solutions to place capital contributions.
What are the greatest gaps in service or resources in Chicago's CWB ecosystem?
Enhancing our financial strategy includes exploring better banking solutions for managing and optimizing capital contributions. This involves identifying and implementing more efficient and advantageous banking options that align with our financial goals and operational needs. We are investigating a range of banking solutions that offer higher interest rates, lower fees, and greater flexibility in managing funds. These solutions may include high-yield savings accounts, money market accounts, and specialized business accounts that provide better returns on capital contributions while ensuring liquidity and accessibility. Additionally, we are considering partnerships with financial institutions that offer comprehensive services tailored to our specific requirements. These services might include dedicated account management, financial advisory, and customized investment options that can help maximize the growth potential of our capital contributions. By leveraging advanced banking solutions, we aim to: 1. Optimize Returns: Secure higher yields on our capital through accounts that offer competitive interest rates and investment opportunities. 2. Minimize Costs: Reduce overhead by choosing banking options with lower fees and charges, thereby preserving more of our capital for operational use. 3. Enhance Flexibility: Ensure that our funds are easily accessible and can be managed efficiently to meet both short-term needs and long-term objectives. 4. Strengthen Financial Management: Utilize banking tools and services that provide better oversight, reporting, and management of our capital contributions, aiding in more informed decision-making. In summary, by identifying and adopting better banking solutions, we can more effectively manage our capital contributions, ensuring they work harder for us and support our mission and growth.
Please share any direct testimonials from Worker Cooperatives, Conversions, or Co-op Developers clients or storytelling about the impact of your work this period:
Please upload media (document with testimonials, photos, or video links) from WC workshops or events held.
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Did your organization provide any additional TA support this reporting period that was NOT covered in the previous tabs?
No
Please describe the type(s) of organizations you supported (i.e. nonprofits, business service orgs, etc.)
How many total organizations or entities did you support (that were not covered in the previous tabs)?
How many total hours of support did you provide to these organizations?
Please share any other relevant details about the support you provided these organizations:
