CCWBE Report

Organization:
Lawndale Christian Development Corporation
Reporting Period:
Oct 2024
Submitted on:
November 4, 2024
Submitted By:
Brian Tyler

TA Providers: General Questions

CWB Goals

Please provide a brief update on your progress toward your proposed CWB goals in the last reporting period:

During the past reporting period, significant progress was made toward our CWB goals. The Lifting Lawndale cooperative focused on creating essential materials for its upcoming Pop-Up shop, an initiative designed to increase local engagement and economic opportunities for cooperative members. This shop will provide a platform to showcase member products and foster stronger ties within the North Lawndale community. In addition, the cooperative has prepared a funding package to solicit grant funding from various organizations. This funding is critical for supporting Lifting Lawndale’s goals, as it will provide necessary resources for ongoing training, business support, and community outreach efforts. LCDC has also continued to promote training courses for Cohort 3. These courses are essential in equipping new cooperative members with the skills and knowledge required to build and sustain successful cooperative businesses. By broadening awareness of these training opportunities, we aim to expand participation and strengthen the foundation of cooperatives within North Lawndale.

What constraints or limitations, if any, did you experience in the last reporting period?

In the past reporting period, we encountered several constraints that affected our progress. One of the primary challenges has been securing sufficient funding. Although Lifting Lawndale has taken proactive steps by developing a funding package to seek grant support, converting these efforts into financial commitments remains a work in progress. Limited funding has, in turn, impacted our ability to expand and sustain activities, such as training, marketing, and operational support for the cooperative’s planned initiatives, including the Pop-Up shop. Community outreach has also presented challenges. Consistently engaging with potential participants, especially for Cohort 3, has required more resources and time than anticipated. With limited staff and outreach tools, expanding awareness of the Pop-Up shop and training opportunities has been slower than we initially hoped, affecting our ability to reach the broader community effectively. Additionally, preparing for the Pop-Up shop has faced logistical constraints. Coordinating materials and securing necessary supplies have taken more time than planned due to limited access and vendor coordination issues. These logistical delays have somewhat slowed our timeline for the Pop-Up initiative, highlighting the need for additional support and resources to maintain our momentum and meet our cooperative development goals effectively.

What opportunities, if any, did you take advantage of in the last reporting period?

In the last reporting period, we seized several key opportunities to advance our cooperative goals. Lifting Lawndale made significant strides by crafting a detailed funding package aimed at securing grant support. This initiative not only addresses our immediate need for resources but also positions the cooperative for future growth by establishing stronger relationships with potential funding organizations. By proactively seeking this support, we are laying the groundwork for sustained activities, such as training programs, community events, and the Pop-Up shop. Additionally, LCDC leveraged its community connections to promote Cohort 3’s training courses. We capitalized on existing community networks to extend our reach, raising awareness among potential participants and fostering broader interest in cooperative development within North Lawndale. This effort has created momentum around our training initiatives, encouraging more community members to consider cooperative business as a viable pathway. Finally, we took advantage of our partnerships with local vendors and suppliers to begin securing materials for the Pop-Up shop. By tapping into these resources early, we were able to make headway on our preparation, despite the logistical challenges we faced. These steps have strengthened our cooperative’s foundation, enhanced its visibility and positioned us well for upcoming initiatives.

Chicago CWB Ecosystem

Did you establish new CWB relationships/partnerships in the last reporting period?

Yes

Please describe the relationships you established pertaining to your CWB work.

Established partnership with Wintrust Bank and informal relationship with Cocina Compartida de Trabajadores Cooperativistas.

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?

Yes

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

Demographic Data

Community Area(s) (select all that apply)

Community Area Participants Served in this Community Area
North Lawndale 12

 

Race / Ethnicity of Participants (select all that apply)

Black

 

Gender identity of Participants (select all that apply)

Female
Male

 

Age Range of Participants (select all that apply)

50 to 64
Over 65
35 to 49
25 to 34

 

Worker Coop Work

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.)

8

 

How many hours of support to CWB Pre-Development Worker Cooperatives, Conversions, or Co-op Developers did you provide this reporting period?

20

 

How many hours of support to existing Worker Cooperatives, Conversions, or Co-op Developers did you provide this reporting period?

19

 

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)

1

 

Please list the Worker Cooperatives, Conversions, or Co-op Developers Organizations you worked with this reporting period.

Cocina Compartida de Trabajadores Cooperativistas (CCTC)

 

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?

8

 

How many hours of popular education/outreach did you provide last month?

0

 

Number of curriculum material(s) created last month

0

 

How did you market your services and conduct outreach in the last reporting period? Select all that apply.

Social Media Marketing (e.g. Facebook, Instagram, Twitter, LinkedIn)
Email Marketing
Traditional Marketing (e.g. newspaper ads and other print ads)

 

What are the greatest needs that your WC clients/partners expressed in this reporting period?

During this reporting period, our WC clients and partners expressed several pressing needs essential to their success and sustainability. One of the most frequently mentioned needs was access to reliable funding. Many partners highlighted the necessity of securing consistent financial resources, not only to launch their businesses but also to sustain ongoing operations, training, and community outreach. Without reliable funding, cooperative initiatives are difficult to scale, limiting their impact within North Lawndale. Additionally, clients expressed a strong need for expanded training and technical support. While our current programs are valuable, many cooperative members voiced a desire for more comprehensive training that covers business development, marketing, financial management, and cooperative governance. This expanded support would empower members with the skills needed to manage and grow their enterprises effectively. Another critical need identified was community awareness and engagement. Clients emphasized the importance of broader community support for their cooperative efforts. Many are eager to establish a stronger local presence, but they face challenges in reaching the community effectively due to limited outreach resources. Increased community awareness would not only help cooperatives attract new members but also foster a culture of support for locally owned businesses. These expressed needs underscore the importance of financial support, technical training, and community engagement resources in helping our WC clients and partners achieve their cooperative development goals.

 

What are the greatest gaps in service or resources in Chicago's CWB ecosystem?

A gap in the ecosystem is the lack of centralized support for community awareness and engagement efforts. Many cooperatives struggle with visibility and often lack the resources or networks to effectively promote their work within the community. Building a stronger culture of support for cooperatives within Chicago requires sustained outreach and public education efforts that promote the cooperative model and its benefits to local economies.

 

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.

https://ccwbe.org/wp-content/uploads/2024/11/Final-Co-hort-3-Flyer.pdf

https://ccwbe.org/wp-content/uploads/2024/11/Marketing-for-LCDC-Incubator.docx

https://ccwbe.org/wp-content/uploads/2024/11/IMG_3185-scaled.jpeg

https://ccwbe.org/wp-content/uploads/2024/11/IMG_3187-scaled.jpeg

 

Additional TA Support

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: