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and a lot of webó everyone uy fortinet over the ring yesterday several test station writer javier vision in English in the south in Spanish and multi news lee would raise structures of chanel and subtract them now in west were seen in norma computer luis got the globe in click o link fairing end in its narrow no in wish you want to hear the station fire a tablet urine smartphone with guts click on the art are their of the web in English are up language Spanish good morning he's going to see simultaneous interpretation in Spanish if you have a normal computer please go down you're going to see like a world click there please click on interpretation and then choose the language you want to hear either Spanish or English if you 're doing it with a tablet or a smartphone go to the three dots click on interpretation and then choose the language you want to use thank you very much de flores this team uy we are fortunate to have two speakers from James and marketing from Ohio we have more do nazi who is the president and activist who has many many histories of doing good things in Dayton and through him and the county and we have the key and Who is the executive? The executive director in Dayton is also a member of the board of regents and has a long history of developing cooperatives, unions, and the good things happening in Ohio. Without further ado, let's give my deepest respect to our presenters. Excellent! Hello everyone, we're excited to be here. We have the right mix; the cells and the stars aligned. Now I'm on the last slide. My apologies. Back off, second, a technical difficulty. We also want to talk today about something complex—perhaps the word is complete—and it involves a computer, an incubator, and then we have James City Market EFE. He also has a flash drive. They both have value today, but let's leave time for dialogue. Questions? The first question about our system is from when we broke ground, and one of the philosophies that I would say we evaluate is community involvement, community participation. We see participation as a way of connecting hope and power because the more the community feels, the more they have the ability to transform the environment in which they live, the more hope they become. The more hope they have, the more talent they have in the circle and in the procreation project to see what it's like to have a community living in their own habitat. When we come here, when we talk about openings, well, everyone has problems when they break up the floor in the traditional way. They see three or four officers with their shovels, they take a picture, they leave, and well, no, no, no, no, the community that brought us to this point, the community is going to bring their shovels and we're all going to break up the floor. So this is the photo where part of the team that was there took the pictures. And to give you a little background about Leyton, it's a community that has a history. They call their process the King Night Red Line because they were very segregated. The west side of Leyton was 98% African American, and then the west side was 94% white, Turkish, Latino, refugee, and from other communities. We presented these metrics in 2015, and this gave us the opportunity. One of the things that became very clear to us is that not only were the areas in the red line underdeveloped, but They also created different access points to different opportunities; these were common and favored them more in achieving their goals. So, everything in the west was very low in opportunities, and the streets, when the two avenues were close, one was very high and the other very low. So, on the development side, it was because there were no services, no stores. The community came together and decided that if they needed a store, then how could they create one themselves? And this was part of the process of creating James and Market. Well, I want to talk about this only because of the transformation of the community. It's the use of language, very easily. Many times they say, "It was a tester," that's the language that's used, but we changed it. A product because we wanted to see, recognize the imagination, the human agency that was present. So, when the woman soccer asteroid implies a national phenomenon, and we say, "Today, God, we live in this area that is a desert, but we want to see what to do, to be clear that this underdevelopment or this economic sanction was a result of the imagination of the race. Certain people were willing or deserved to have access to resources, and if you weren't white, well, you were considered less than something." You don't have access to the resources, so we want to emphasize this because again, if you know it was an act of imagination, then we can revitalize it, and that's where the power comes from. So we focus on language, which we want to clarify is a human mechanism that we can sustain. Now, imagine creating something new. So language is key, and sharing with the community—a community— was a shared vision, and with the knowledge that we have a shared future. But the question is, are we going to be intentional about the vision for the future and how are we going to create it? So this photo was from one of the annual meetings. The parties were voting on something, I don't know what, but I think so. But the participation is demonstrating democracy. Come as a group, we are a community that came together. There wasn't any larger organization that brought us together at the beginning. We were 20 individuals from the community, from academics, advocacy groups. We all came together, we were inspired by the cooperative movements at the national level, and we knew that we needed the community to take the pilot's seat so that we would be viable and resilient, and we were inspired by the cooperative workers who could impact and make a difference. To create an impact, and that's why this was n't inspired as an idea to make a cooperative. Besides, a few basic things: they chose this market. It's in a neighborhood that's 80 percent American. The family income is around $48,000 a year, and as they said, it's believed to be a non-segregated community. It's 86 percent African American, but it's more diverse. The other neighborhoods are 90 percent white or 90 percent black. There really are n't very diverse places. The place where we're located is where I grew up, and it was during the period or time when there was a lot of segregation. There were more African Americans and Jews there because they couldn't buy houses in more privileged areas. Back then, we're the working class. There are many single-parent families. Many people work in the manufacturing sector before industrialization, and on the other side, there are these mansions where the African American lawyers, doctors, activists, and shopkeepers were. The neighborhood has about 33 percent of the population receiving benefits from SNAPS, and also, since the construction industry has permeated the area, it's going to hear three million... The neighborhood also has 53,000 children and 22,000 people in total in this specific neighborhood we serve. We said we wanted the store to be 15,000 square meters. We knew that was about $8,000 per square meter according to the market. So, the store is owned by about 5,000 members. Most of them live about a mile and a half from the store and have money invested in our store. $100 is the membership fee. 5,000 people are store owners because they invested in equity. We also offer a $10 membership for people who identify as Snap users or low-income individuals. I don't know if I've said this before, but I'll say it now: 30 percent of our sales are currently to Snap users. We have about 30 employees. Since we're trying to be a good employer, we're trying to pay $15 an hour. Employees have the right to... I'll talk about that more in the future, but they have... right to also become owners after they have worked with us in the market for a year and we had the first year a week ago we are going to attend to our but while the other thing to say is that our elements require that the cooperative be neutral about the inviters that is as far as employer you can say we cannot say what we will mean because they are the employees have the right to receive if they want to have a collective bargaining agent but we have said that we do not want any compatible resource if they use to discourage buying we also talked about it gives importance to the movement the labor of love in the broader movement for economic justice if we bet internationally we are in solidarity the reason why as a group we have the labor there on the table from the beginning among the original supporters for caregivers were some unions and local puppets more involved I am in your office now and we know that you are very interested in multi-party objectives well it may be a bit expressed that I have training the employers and the employees who as you will see share the power in decision-making the balance in governance the employees who have more than a year of work are going to have first- hand knowledge about What's at stake are stakeholders, with the more they have, the more at stake. There are worker-owners who buy their share. Now, the starting cost is originally two or three thousand; we have to bring that down. But what are we asking them to buy? Because, to be honest, we have to pay both the workers for training and experience, participation, history, to become a good company. When there are seven, if they are good, they will have the right to choose five of the nine people who are currently in our company. But we have to keep the workers' minds. The owners will have 70 percent of the annual profits and 65 percent of the photos at scientific meetings. If they continue, they can choose a union committee to negotiate their contracts. We see collective bargaining as a good way to set the terms. The divisions don't have to be corporate week, but we want to maintain the interests as workers and the interests. There's a question: how are the nine chosen? When I have the spirit of the project, the player has a permanent seat at the table. We want them to continue the reaction that it had, the direction it had. You have the institutional memory, the history, so you can share the details, the history, but also three-dimensionally.
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And he said that the process we have three seats of the In a community where we're not participatory, someone mentioned how we ensure this nectar isn't used for gentrification. So we wanted to factor in the seats for the religion area 2, and the seats have a mechanism so that the local directors of the area have to participate in that area. A little more than half of the owners are in the area. I think since last year, we have one person, a figure in general, but even that spirit. If there's someone from the patents area, there are three community board members who are very local. The members all live in the area. We hire the manager, and then we use governance and policy to monitor the day-to-day. We do n't decide when to put the popcorn out, but we always see oversight and governance. The board sets the policy, and the manager has to implement those policies. It's the membership that can change the course of the cooperative. Community members can make any decision to close or move. We also have another nuance for active reception, and we also have an instant teaching kitchen, a medical clinic. Okay, I love this picture. These kids from a few weeks ago, I came to the store to buy I was looking through some things and found this in the kitchen and I was very happy. This is the teaching kitchen. We have six stoves. This is a classroom that's connecting people. We're teaching young cooks. We have a team. We have a room. We have a medical unit. Since the SAMU (presumably a medical unit), we just launched Mom this Tuesday, and Moms at the Market. Also, Judas Cooperatives. We're creating comprehensive services for new mothers. We help them register for Week. There are several exciting programs. This is called the Third Space. You can see what we say in the Cooks program when it reaches everyone, valuing it. So this is a space in our city where you meet, you get to know each other to form deep relationships. The important thing is the depth of our relationships. So we have these classrooms that allow us to have classes. Organizations. We have meetings for three organizations, and we're figuring out comfortable spaces, the pieces, and everything works. Tip: To answer the question in the chat, in the same building, it's 15,000 square feet. 8,000 are for retailers, the rest is for offices, and at least there's a restriction on actors, so there are almost 11,000 The 10 square meters are for sales, and apart from that monetary space, so two-thirds are for selling and meeting. We also have a medical clinic on site, which is in partnership with the government center, but we're having problems. It's been a big challenge to have staff during this great nation. It's been operating half the time. We have power tests; we have vaccines that are in the store, which is open on Thursdays. What it does is allow you to register, have the building package loaded, and also ask about the basics of shopping, which can be a little complicated the first time. There are staff members who help people. We want to activate the space in this way. We also have vegetable groups and equal buying, but we also work with the help of being here with six people. I know we're looking for new ways to activate the space with my collaboration. We don't want to do everything, but we want to provide a space for everyone. It's almost in the photo, for example. It's totally part of the community, a small NGO that in our space has a producer who comes to prepare meals. We also have a workforce development program that has 10-week classes to help people in the sector of the Services here are also prepared with Lina. We're trying to collaborate with everyone there. Sure, it has a suicide rate as fundamental for the dollar that you spend on coverage next time, and you receive free vegetables of that value— one dollar this month, another dollar next time. Yes, and that's a good way to increase access to vegetables. There's a single store, another store in Game that does it, plus the mate. More in the market is a collaboration between the Raid and Web aid cooperative, as well as public health. There are people who help you face infant mortality, which we have double nationally, especially for racial reasons. Also, for the workers, they are spending four hours on the website that's there, and we have some activities for mothers, for pregnant women, and a unit room. There's yoga, massage, one of them at one o'clock. Also, our products that we have so that people can open and see tricks that we are trying to teach, like how to make granola with yogurt. The meeting with the mothers is every Thursday, I think it's every three of 13. Every Thursday for three hours they meet. We started it in the fall of last year, but we decided to wait because eligibility for Week didn't start until this one. It took a year for people to come to the store and apply to see if they were eligible for the program. Then a few days ago, we relaunched the program, and we had about 35 pregnant moms come into the store that day. I couldn't find parking; the station was packed. Everything was very nice. The produce purchase is funded by a state agency, but it's also part of something national that I hope is called Jose on Wave. I don't know if anyone is national; every state calls it something different. We are producers in Ohio, but it's at the state level. Since it was funded by the government, people have asked how the program works. We've been open for a year, definitely. Like everyone else, we've seen the impact of the pandemic, and we had problems with suppliers getting the quality certification for sale and also offering prices that are competitive. The cost is for the market we serve, which is more conscious of what they spend. We also have— well, I don't want to stereotype who my customer is—but the price we offer is important, and we've offered good prices from the beginning, even though we've had challenges with suppliers. One of the things we've done, and we've... One of the most successful things we've done is hire our own butcher so we can cut our meat ourselves, and we cut specific cuts to meet market demand. Instead of relying on a supplier, we get very fresh meat. We also have some challenges, like staffing. The biggest issue has been resolved, but during the winter it was very difficult to maintain staff. On the positive side, the support we've received from the beginning has been very helpful. We've had everything we've needed, from the budget to social distancing measures, hand sanitizers, and masks for staff to use in the store. We were able to get about $20,000 from county suppliers to help us through these first months of the pandemic. We've been receiving about 400 or 450 customers a day, and in recent weeks it's been almost 500. So, we're currently at our usual sales levels. Yesterday we had a record, and last week we also had our highest sales ever. We had to reorganize the store and create a department for essential items, where we put the cheapest items. These aren't variable prices, but rather fixed prices. fixed prices so people can say, "Okay, I need to come in and out, I need to find the lowest price." It'll be there too. We also improved our services; we hired a butcher, and now we have salads and soups made fresh every day. We tripled our selection of fruits and vegetables, and we added a bakery service. We thought people wouldn't want it, but it seems they do, with lots of pastries. And we'll mention the snacks; they've also increased a lot in sales. The 30-plus items start to go up, and since we went through a difficult period during the winter, partly due to prices and the challenge we have with suppliers, but currently... We started a new membership program to attract more investment capital. I can't talk about that if anyone's a bit of a nerd when it comes to funds and support. We also have cash reserves that we need to reactivate, but sales have been above 40% for the last few months, which makes us very, very happy. We hope to bring in the capital we need. Capital is always going to be a challenge, and I have a slideshow. I want to make sure I tell you the story of the butcher because we don't just have a butcher; the butcher has taken over the division and is now the community butcher. Previously, the butcher knew the family, knew when they liked their cuts of meat, and had this sense of community, of belonging. It excites me a lot to see this. Well, maybe the other thing you wanted to write about was being in that position. We wanted to show you the progress. Here's when the store was under construction. Well, we already showed you when they broke the floor, and we wanted the community to feel like owners. They gave a tour of the construction even while it was still underway. Here are the pictures of the people. From the board of regents, she's giving a tour of the store. This is what it looked like the day we opened. We had a line that stretched from the door to the end of the parking lot. We made a ton of sales in a single day, which was a whole day. We didn't show much because for the grand opening we campaigned for like five or six full days. These are our buyers. The local poet we have, named Sierra Leone, is well-known, and this is the customer service manager. This is one of the classes we have, and it was an all-day event where the kids were doing things with the library. They were making pizzas—I don't remember what the theme was, but they had a lot of fun. This is one of the community chefs who was making the pizza. This is a tour we do for co-op developers in Ohio. Hours to show them that, well, this is really a good movement. And here's another picture from this event. In the middle is the butcher, Adrian, who they were talking about, and two of our staff are in the store. If you want, this would be to Spain. Yes, of course, we're looking into this. It goes into Ford Day's vision, and as We're trying to adjust the economy. We have the tribe we already mentioned. We have a website that I just opened a month ago, maybe a little more. We have a market space that's in the pilot stage, and we're inside the library. We have three printers and cutters. We have a lot of things, but the goal is to create more industries. What are the things the community is interested in? We need more cutting equipment. We would develop more carpentry so that in six months to a year we'll have a building up. And we're going to have more services that meet the community's needs so we can be more productive and innovative. And we also have Air Nostrum, which is a mushroom cooperative, and it's really growing quite a bit. We sell products within our market. That's how we're also turning the currency around. I also want to talk about everyone. For those who know about Black Street, the dollar moves 20 times before it reaches the community. So I want to build resilience in the community, in the local economy, create more jobs, help the community live up to their full potential, and here's the market in the middle. I think someone in the chat He asked about local meat sourcing. The only meat we've been getting that's local is turkey, from a more local farm. But sourcing locally, the local market, is something we're currently trying to do. We also buy from about 20 or 30 local vendors. We want to expand that. There are things that are kind of gray areas, for example, the ones they were talking about. There are others that are like mixes, not local and from around the Black Market Network. What I forgot to mention is that we have three definitions of local. We have website because the bone is primarily African American; it's basically a campaign for African American Roque Mica. Then we have regional local, and then we have local at the state level. These are indicators so people know that we're combining these three products, two that are local and one that's not, to see how we can turn the coin, not locally, and build the local economy. This is a picture of our grand opening just before, world before, and now we have the floor open for questions. A great presentation. If you could stop sharing the screen, thank you very much so that we can all see it. A formidable presentation, very informative. Thank you very much for going into detail about the structure of the cooperative. What is it that this group wanted to learn? And if we have dialogue so that we can learn, we have all this collective intelligence in the room. So we have to have a dialogue. One thing I want to point out, as I said before, especially because we are local owners, we have to understand the power of the worker being the owner. Also, in January I explained something to all the staff. Some of the workers pushed us, demanded, well, we have to work as a cooperative, but we don't have the cooperative culture. So that gives me the indication that I need to do more cooperative development, more cooperative training, to make sure that the owners feel empowered because we really want the decision-making to be in the hands of the workers, who are the dreams of this agency. It's nice to see that they have more power. For me, that's part of what's nice: that they have more agency, that they feel like they're putting on the company shirt. It's nice to see how, in part, it transforms from the container. As you're pushing that power more, we realize that we were for what we were waiting for. So it's been very nice to see. Someone in the chat asked about the incentive market. Well, the new The market closed the funds in the end, but we raised about 3 billion from the community. The cooperative itself is founded by these members who own the property. They each paid $100, but we know we're a community cooperative. I don't know if that's wrong, or if we can take money from the members because if we hadn't been able to do it this way, we wouldn't have been able to build the buildings we have now. We wanted to share that the prices would be low to attract people from the surrounding area. So, $100 for 5,000 people isn't enough to build a building, but it's enough to start a cooperative. The building itself is owned by a philanthropic partner of the cooperative, so it rents out the building at a below-market rate. They are responsible for paying the interest on the rent and the taxes at the end of the year because they are paying below market rates. I do n't think it will fall prey to this, but a long time ago there was a big scam in a store that was created, and then the people who were given this money were returning it with very little interest. But I think this was the case. In 2018, they were going to return the money, but I think at that time they eliminated that program and did n't return it because the government shut down. During that time, we met with them and told them that they should give back that money that was there. So we asked Secretary Calzón for permission, and the two senators gave us approval for us to take that money that had been left there. Then, when they tell us when we take the money, the cooperative... no, no, no, it's not like that, it's not free, and it doesn't come from nowhere. It was a lot of cooperative work, a lot of research was done. It was on Friday, during the negotiations... yes, the partnership we have with UNICEF, the agency that owns the building, and the market pays. A market pays, and we... we... since they have the note that they pay everything for seven years, they change, or simply the cooperative has to find a way... a lawyer... the tax credits are the challenge. I don't think most of what one receives from tax credits would do it. Another thing is that with our community list, the markets have many illegal fixtures. You have to have an agreement, but it can't be in writing. To have real debt to claim the tax benefit, and one has to accept millions of dollars of debt. A project like ours couldn't pay for 27 years. The parties support the debt, but it has to be real debt. So there are many big players, institutions, and one has to have a new market set aside for that. Here, to have a clear one that isn't written down [Music]. We saw the 2009 resolution. There were mortgages for everyone, and that has caused quite a bit of trouble. So it's not a program that's coming. Winamp, and there I stopped telling my speech. And confrontations, questions, very strong feedback. I've heard from several different cooperatives about the difficulty of attracting and retaining the general manager. These are some lessons learned. What advice can you give us? Well, that hurts us. We're on the third search for a manager in two years. We have interviews with this same person. I think one lesson, and the one we've learned the most, is that we underestimated the culture. What I mean is, and probably halfway through the table, we've thought about the groundwork. These five years, we've built the opening with the city, an area that has been developed on a commitment and accomplished. It's important that it was for activity. From the name of distillation, we weren't very Participative, that's part of us, and that's how we raise the community's hope. We did n't appreciate how deep we were during the transition. The pastor doesn't maintain the culture; it's not here. We have the nuances of the culture so that everyone was coming to experience it. It was a little strange. I think it's important to understand the value of culture during these changes, during these transitions. You have to nuance it; it can be created. Let's see how we move. Well, for you, it's something that needs to be understood. You know, you have to have expertise, and we didn't have it before. We didn't have the tools to have someone who knows what to do, how to treat people, to see what can be asked. We have a theory that we could hire someone with experience in management, but it wasn't cheap. We can provide training and support with consultants who have walked with us. Simple. First, we're a little bit into this activity. We're like this now, but we're in another light that also wants to be at first speed. We don't have any candidates yet. As a contingency plan, we work together with reporting agents to finish opening the doors and then look for a manager who could support the first manager, who had a lot of experience in food, very creative, very rational, but the relationship... now we have a 30-year and temporary He has 40 years of experience and we can talk and we didn't know, we didn't know how to talk about the volume of questions we had asked ourselves to ask. The other agent we had was such a person then, but don't try the culture of the grocery stores, and that's what I think. If the competitive ones are going to be the solutions to food deserts, someone wants to build the sewing, you have to have cultural humility. Some expert who doesn't know the community can't function, can't work there. Not necessarily about the managers, but because of the cooperative, because it's opening the trend that they see themselves as a solution to the problem. In the other part, the purpose is more oriented towards vibration, self-determination, and other things and other purposes for existing collectively. As it doesn't have, Favaro 3 is another way of relating to the community, two voices to reach him. Roberts, if he doesn't have a car, acquire it in two or three hours, an hour and a half round trip. If you have a large family with everyone, there are many thoughts for him. He's tired, that's fine, but if that's central, except one, it's damaged. The children don't have the nutrition they need for their education. All these things are interconnected in a network and That's why we see food as the best way to use it when we opened the aforementioned city, the second most food insecure city in the country. Something new didn't surprise us, but something was at a moment to say, "Down in this, the west suburbs," and ultimately, that wasn't acceptable. I thank everyone for joining us, and we saw how it was a way to heal the unique wounds we have. We are building a future. I know we have a future in video, but the question is, are we going to make it intentional? How is it going to be by chance? This has done a lot to heal the wounds we have. For the theologian, we have an incredible family that came together to make this a reality. And Ley Young, we are more in the public eye, but they don't realize how many people are participating to make this a reality. Now, I would like to thank everyone we are traveling with. And other questions, I'll be asking other questions. What you are doing fascinates me; it's very exciting. Something I saw from the experience in this first Rock North Carolina is that people didn't make the change. That place closed; there wasn't a single store for over a decade, and people didn't make the change. They got used to it. Traveling an hour and a half without knowing where we were going, and they didn't make the damn change. Sharing it here, you see that people are making a difference. We learned important things from NASA; they explained their lessons, their triumphs, and we feel like we're standing on their shoulders. We're part of SICA Minis, an Assange lending organization. The thing they told us was a mistake is that they didn't have a prepared food program. They did n't have a budget for important things in the pool. The first six or eight months, we didn't see the sales we wanted. We never saw much. We haven't had the kind of challenge they had. They were at 20 or 30 percent of what they expected. And the fact that someone lives near the store, if they didn't try these services, to change, you have to differentiate. Here, you have to have the services they want. We invested in a community kitchen. We invested in the deli department. Now we have a butcher. We haven't been quick when something isn't working, and I don't know what. I'm not saying it's been perfect because, well, we have challenges, but at the very least, we were doing 60 percent of the sales we projected, so we have benefited. From this knowledge of the services, since the perimeter department has to be strong, I agree. Someone asked the question, what if I had a question about whether you want to answer that? It's not right. Speaking of what you 've talked about, do you offer any conventional goods? We're all conventional; we're 80% conventional. If you go to the store, it looks like a DJ, not as ugly as Jay, because we've designed it very nicely, but the products are associated with a normal store. We're like Iun and Faith, conventional and organic, but we offer organic products, specialized things like sauces and pizzas, but primarily we're conventional products. The services are geared towards what the community needs. And going back to the question, normally what isn't focused on is not trying to destroy what was already old, but how do we emerge to attract the community, and how has the market been? If the market weren't the end, it's a piece towards the end, to get there in the future. It's a piece of the strategy, how can we use the resources to get there? One of the things we learned and continue to learn is the need to organize because this really comes back. to the co-creation piece and how we connect with the members, how we build this life, our overall vision, different people in the community, different networks in the community moving towards something new, something alternative, how we do all this, and how we stay competitive in the market. We are competitive, but as I buy here, I can contribute to making this tangible and real. That's where we are, continuing to grow within this, like sharing space. But my questions are, where are we headed?
I always want to ask the question if you had to do it again, what would you do differently? And very importantly, what would you do the same? Eladio, now there's a curve to that question. I would say yes, but at first, we thought this was going to be like a short- term project because there was a Kroger that was empty, and we said, well, let's take this product. But then we said, well, what would it look like if we built something? Definitely the rule of where we were going, one of the main lessons, is to underestimate culture, expertise, and get the knowledge that is needed, to focus on the transitions, to put extra emphasis on passing the baton, not to minimize this, to open it up as well. In the process of building the building, we learned Making mistakes, maybe we spent a little more than we could have because we didn't fully understand what was needed at the beginning. I think we did n't have the proper knowledge about flooding, I do n't know, just that, and finding a way to minimize those kinds of things. I think I'm very proud of the participation in entering the market, and I can literally say who made these decisions. We have the restrooms at the beginning of the market, and then we added them because originally we had the restrooms at the front and the clinic at the back, and then members said, "Chicha, take me, and you know, I need a urine sample, and I need to walk through all the vegetables to get to the center at the front of the market," and we said, "We didn't think of it that way." So we had to add another one at the back. It's collective intelligence again; we created it. I love the story, I just don't like the word "urine" when we talk about the story. And well, I would echo everything I do. I would say there has to be a way for communities to have access to fresh, healthy food that doesn't take six years and six million dollars, which is what we're talking about. This is too much to ask a community to wait for, even though it's a tribe that we managed to do it, but we believe that Our projects need to be learned and replicated. We have many communities calling us and asking if we want to do it the way we did, what you did, and I want to tell them, look, there has to be another way, whether it's a franchise or something. We have to make it easier. I don't know if I would tell them I would do it again, but I'm very proud of what we did. We learned a lot and we want to share that learning, and I'll tell them that I'm talking about the communities. In other cities, in other states, once or twice a week I have this conference about the girls leaving and all that, and I agree with Jon. I don't think food, maybe sneaker bars or something like that, but we do n't need food in such a fluctuating market. How do we build something more permanent, a more permanent infrastructure? How do we make this easier? How do we create spaces to consolidate our learning? I believe in being a thermostat and not a thermometer because we don't want to control the outcome and not be the container. But at the same time, it's optional. They bleed from it because in our community, because the community intentionally did it, but why? Why did we have to leave it to us to do this, this fundamental uplifting? Something doesn't seem very right to me. So I feel the same way. Some markets take longer to develop, more than five years, but as a teenager, we have, for example, the option to make a sandwich earlier. In our participation that we had previously, Khelil, I can be a full-time employee because the others will be volunteers, and you have to have someone who gets up early, goes to meetings, and thinks about everything that needs to be done. I think our The most important thing was that the first big thing they gained was that he and she could make me a full-time employee. How much time passed during the project before Lila could be an employee? A year when we were doing the market research. There was an organizer who had some capital. We started meeting in April 2018, and I became a staff member almost at the end of 2018. In fact, for the first year, I was a part-time employee, more or less. But even though I was working full-time... Any other questions, any other thoughts? This was a very good conversation. Thank you so much for sharing all this knowledge. It was incredible. Congratulations from the cooperative community. Thank you so much for what you have done. Thank you so much for sharing the knowledge, and a big round of applause to the city of Dayton for having this great support today. Looking forward to the course. Thank you very much. I think it's also important to say that we appreciate being part of the cooperative community. We appreciate her. She thanked us today. We already did it. We already paid, and through... If there's anything you can tell us, please let us know, and please give us advice. We're going to learn from each other. We appreciate everyone who was able to come and support us in what we do. Thank you so much. Have a good conference in Madison. Thank you very much. Take care. See you later.