Cincinnati Union Cooperative Initiative

We fostered Cooperative development through 4 courses: power in numbers co-op u, which is designed to enable black-led teams to launch successful co-op businesses, our agricultural co-op u for refugees, a construction focused co-op u and a state-wide Ohio co-op u.in response to long-standing racial and economic inequality, co-op cincy continued to support co-op entrepreneurs of color by offering our 3rd power in numbers co-op u. In addition, we planned our 4th course and provided assistance and mentoring to the co-op businesses that graduated from the previous courses. In total, we supported the development and growth of 10 black-led co-op businesses. In our 3rd power in numbers course, we guided 4 black-led teams through the process of developing and refining co-op business plans. Pvd flowers is in the process of opening the nation's first bipoc worker-owned and unionized marijuana dispensary in providence, rhode island, while the team for the local, a farm and restaurant, is helping to alleviate the food desert in selma al. Everything co-op is a multi-platform operation publicizing the concept and benefits of co-ops; and calabash, a local food distribution co-op effort.our construction co-op u supported 6 teams from across the country, the e-team, a property management co-op from Cincinnati, we are the ones, a construction co-op from houston Texas ,an effort from dayton to replicate sustainergy co-op, a carpenter co-op from des moines Iowa, and a team exploring construction co-op possibilities in toledo Ohio and the bay area. Our statewide co-op u effort brought together two teams from dayton, nusol farm co-op and the heart and two groups exploring co-ops from Cincinnati, the culture collaborative and a sewing social enterprise.we provided co-op training through our rapp agriculture and co-op development courses for refugees. We began working with our cohort #4, which is composed of 14 bhutanese and east african refugee high-school students and finidhes working with cohort 3 with 8 bhutanese and east african refugee students. We educated them about farming and Cooperative business, cultivating co-op business leaders of the future. We also continued providing assistance to them after they graduated. Finally, we supported the ongoing farming and business activities of our cohort #1, whose members farm and sell produce to the bhutanese refugee community in greater Cincinnati. We completed a series of 7 short instructional videos on co-op business development and principles.

Through our technical assistance program, staff members supported the stabilization, development, and growth of co-op businesses in our network, including the co-ops mentioned above. Staff met with co-op teams an average of 2 hours weekly, tailoring meetings to team needs and helping team members tackle challenges. Staff provided training on open book management, business best practices, financial literacy, hr systems, leadership skills, communication and marketing strategies, and conflict management. Staff also connected co-op team members to resources. Through weekly meetings and the occasional retreat, we developed goals and tracked team progress. We evaluated results at least quarterly. If we determined there was insufficient progress, we developed interventions. In addition, through our loan program, we helped remove barriers to development for new and existing co-ops.through our partnership with the seed commons financial co-op, during this fiscal year we arranged for loans over 1.2 million to 4 co-op businesses and a land trust in our network.we began monthly co-op socials for our co-op network to foster deeper connection and community. Leadership team of co-op of co-ops continued to meet every two months.

We continued working to expand our business legacy fund program. We worked on several larger multi-million dollar deals. We expanded our lending throughout Ohio, via our statewide network - Ohio worker-ownership network. Working in partnership with the evergreen cooperatives out of cleveland we completed our first deal outside of Cincinnati, helping convert a $3.1m in revenue, 20 person majority bipoc wood manufacturing company, called lefco to worker ownership. The past year, the fund finished transitioning 1 company to worker-ownership and initated the process of transitioning 5 more. These 6 businesses have a total of $17.4 million in annual sales, $4.8 million in annual payroll, and 60 employees. By enabling these businesses to become worker-owned, we are anchoring them in their communities and expanding wealth-building opportunities to individuals from historically marginalized communities. In addition, our business legacy fund educated the larger community about the value and viability of worker-ownership. The fund gave 4 presentations to local chambers, business groups, accountants, law firms, policymakers, and business services professionals and engaged 18 companies in the search process, increasing understanding of this equitable business model.the funding enabled us to deepen relationships in the business community and leverage additional funding to expand our search statewide, partnering with organizations across Ohio. This increased our reach and impact.

We offered our 3rd Cooperative management certificate course in partnership with the xavier university leadership center. The 12-week courses had a total of 6 participants and explored the powers of cooperatives to structure businesses in ways that make them profoundly accountable to workers, environments, and communities.our statewide Ohio worker ownership network was dormed in 2021 with co-op cincy as the lead organizer. Own strives to expand worker-ownership in Ohio by raising awareness, providing technical assistance, and connecting business owners with resources. Own has 7 member organizations throughout the state and held its first in-person meeting. Own members gathered at the Ohio employee ownership center's conference in akron to connect, develop Cooperative skills, share best practices, create legal tools and templates, and discuss strategies for expanding worker-ownership in Ohio. In addition, own held regular virtual meetings.