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LAKEWOOD, Monday April 24 — The State of Colorado and Japan have agreed to simplify the process of issuing driver licenses to those who are licensed to drive on the other side of the road and planet.

The Colorado Division of Motor Vehicles is pleased to announce that it signed a memorandum of cooperation with the Consulate-General of Japan in Denver on Monday, April 24 at its main office in Lakewood.

The agreement, effective April 24, enables those with valid Japan or Colorado driver licenses, who meet all other requirements, to obtain a driver license in the corresponding country without having to take the driving or written tests. The DMV conducted a thorough analysis to confirm that Japan’s written and driving tests were as stringent as Colorado’s testing requirements.

The Japanese population in Colorado is estimated to be about 4,900 people, and Japan is Colorado’s 6th largest trading partner. 

Colorado has similar agreements with Canada, France, Germany, South Korea and Taiwan.

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The DMV is committed to providing services for all Coloradans where they are needed most, whether it’s in-office, online or on the go. Visit DMV.Colorado.gov/Anywhere to find out how you can DMV anywhere. Yes, anywhere. 
 

The Office of the State Architect (OSA) has developed a geographical information system (GIS) map

Aug.

The Capitol is open Monday-Friday, 7:30-5:00.

(May 25, 2022) The Colorado Department of Public Safety mourns the loss o

The Polis Administration and the Global Business Division of Colorado Office of Economic Development and International Trade (OEDIT) announced today that Greenfield Holdings, an integrated agricultural and infrastructure company, has selected Denver for its headquarters. 

Greenfield Holdings is on a growth trajectory and is developing a world-class asset base that will help facilitate the growing international demand for grain and other U.S. agricultural products. Its new headquarters in Denver will support its grain storage, handling and export facilities. 

“Colorado’s agriculture community is unmatched, and we are proud to support Colorado’s hard-working farmers and ranchers. We’re excited Greenfield will help create over 20 new good jobs here, put down roots in our beautiful state as we continue to advance and grow Colorado’s thriving agricultural industry,” said Governor Jared Polis.

Greenfield Holdings expects to create 20 net new jobs at an average annual wage of $83,725,  which is 111.33% percent of the average annual wage in Denver County. The jobs will include traders, analysts, accountants, logistics, operations, IT managers, etc. The company currently has 11 employees, five of whom are already based in Colorado.

“Denver stood out to us not only because of the competitive incentive package offered by the state and city but because of the talent pool that would be accessible to us as our company grows,” said Kyle Egbert, CFO of Greenfield Holdings. “We’re excited to engage with the state’s renowned university systems and tap into young talent as they enter the workforce.” 

“Colorado has a strong heritage in farming and ranching, and innovative companies like Greenfield Holdings help us continue our legacy as an agricultural industry leader in the western United States,” said OEDIT Executive Director Patrick Meyers. 

Greenfield Holdings is constructing a grain export facility in Louisiana and currently has grain assets established in Arkansas and Louisiana with plans for further asset construction taking place along the Mississippi River.  The establishment of the new corporate headquarters in Denver along with these facilities will allow Greenfield to continue to generate strong investment returns in the global economy, while adhering to and benefiting from Environmental, Social, and Corporate Governance (ESG) stewardship.

“The Denver metropolitan area offers employers the second-most educated workforce in the country to tap into,” said Ray Gonzales, executive vice president of the Metro Denver Economic Development Corporation. “Access to this talent pool is attractive to companies like Greenfield and we are thrilled to welcome them home to Denver.” 

Colorado competed with New Orleans, Houston and Chicago as the new headquarters location. The State of Colorado will provide up to $162,974 in performance-based Job Growth Incentive Tax Credits over an eight-year period. 

With high elevation, low humidity, and intense sunlight, gardening in Colorado is not for the faint of heart. Despite these challenges, OrganaGardens has been providing custom landscaping services to the Pikes Peak Colorado Springs area since 1995.

While successfully navigating the Colorado landscape is an accomplishment in itself, OrganaGardens takes their work a step further by gardening in an innovative way. By practicing the principles of “permaculture design,” their home systems serve both the aesthetic and functional needs of their clients. These sustainable systems include rain gardens, erosion control, home food systems, and more, all while minimizing maintenance and water needs.

While gardening is their passion, so too was building an organization that would ultimately further benefit their employees. 

OrganaGardens started as an LLC, where founders Becky Elder and Brian Fritz consistently worked alongside other gardeners who held their own LLCs. “This model is not like a typical business structure, so the founders started researching what other options look like,” said Rachel Ribich, Lead Gardener at OrganaGardens. “Luckily, the State of Colorado educates around employee ownership and cooperative structures, so the founders started moving in that direction.” 

The founders recognized that their model, while not a traditional one, worked best for their needs and officially became a worker cooperative in May of 2021 with the support of the Employee Ownership Grant.

For OrganaGardens, a worker cooperative made sense. The opportunity to pool together resources, labor, tools, and skill sets made their operations sustainable and effective. Becoming one entity fostered and streamlined what they could do together - and helped the business grow, specialize their services, and keep up with demand long-term.

Having an owner mindset is imperative in any employee ownership model. For the gardeners at OrganaGardens, this mindset is a part of them already. In addition to being an employee-owner, each gardener also holds their own LLC. While the owners could operate individually, the cooperative model offers an impactful way for them to share resources and clients while leveraging one another - growing their own businesses, as well as the cooperative at large.

The gardeners also hold a specific leadership function for the business. Owners regularly come together weekly to share knowledge, meet on important topics, and vote on the direction of the organization.

Since becoming a cooperative, OrganaGardens has seen something outside their products and offerings (and plants!) grow - their wages.

“Our wages are significantly above minimum wage, and we were able to do that as a cooperative to come together and pool those resources,” said Rachel. “We’ve been able to raise our rate and our wages for our employees. One of our highest goals is to offer a fair and equitable livable wage…We are making enough money to truly support ourselves, and I think as an employee-owned cooperative, we've been able to focus on that.”

Since instilling the cooperative model, the organization has been refining their process and learning more about what it means to be an employee-owned company. They are navigating the nuances of taxes, refining their bylaws, and streamlining their approval and decision making processes. Rachel notes that they appreciate all of the education and support they received throughout their conversion - especially the organizations that helped them craft their bylaws, and the Employee Ownership Grant that helped cover the technical support necessary to become employee-owned.

Despite challenges along the way, Rachel expresses that the benefits of employee ownership are well worth the effort. To hear OrganaGarden’s journey first-hand, watch our video interview with Rachel.

OrganaGardens was an awardee of the Employee Ownership Office’s Employee Ownership Grant. If your business is considering making the conversion, learn more about how our grant and Tax Credit Program can help cover your transition costs.

The Cannabis Business Office's Social Equity Licensee Highlight series dives into the stories of social equity licensees currently operating in the cannabis space. By exploring the unique backgrounds, challenges, and opportunities of these owners, our case studies serve as unique window into the cannabis industry and a way for businesses to learn from one another.

High Demand Delivery is devoted to the task of distribution of cannabis in Colorado by providing flexibility and reliability to their partners. The business developed a delivery solution with dispensary profitability in mind.

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What sparked your interest in the cannabis industry?

Each owner at High Demand Delivery has their own specific story of what brought them to the industry. Overall, it was a combination of serial entrepreneurship and legacy participation, as well as the fight towards normalization of cannabis and black-ownership in this regulated industry that made our participation a must. 

How will your work impact the community? 

Community is very important to us, and giving back to the community through contributions is key. Last year, we were able to donate financial support to the Court Appointed Special Advocates (CASA) association and Movement 5280. For a new startup with one contract at the time, this was definitely a milestone. 

In addition, bringing more people of color from the community into the industry through job creation and ownership is a priority. We have diverse hiring practices that focus on employment opportunities for community members that have been impacted by the war on drugs, veterans, and women. As our business grows, we will continue to support the community with a focus on athletic and educational sponsorships and financial contributions to community organizations that support youth.  

Is there anything interesting about your backstory that you’d like to share?

Before starting High Demand Delivery, co-founders Terrence Hewing and Sarah Woodson were both negatively impacted by cannabis probation prior to starting their first cannabis ancillary business, Kush & Canvases, LLC. Around this same time, co-founders Cliff and Lillian Stokes were owners of a 420-friendly, black car limo service called High End Transportation. Cliff and Sarah saw the opportunity for a strategic partnership in 2016, where they referred customers to one another. 

After five years of working together and collaborating, COVID-19 caused High End Transportation to close and left Kush & Canvases fighting to stay open. When cannabis delivery finally became a licensed business type, the already existing synergy and business history made the partnership a wonderful opportunity. 

Please share something unique about your company. 

We are the first social equity licensed transport company and  the first operational social equity transporter and delivery company in Colorado. Since June 2021, we have completed just under 1,000 deliveries. We have a full eco-friendly fleet of seven vehicles and are 100% minority-owned, 25% veteran-owned, and 50% woman-owned. 

What challenges do you face as a small business and social equity licensee?

As a new delivery company and small business, our goal is to grow and scale. Right now, we have a medium-sized fleet of seven electric vehicles, multiple social equity partners in our business, 15+ years of logistical experience, and 20+ years of business experience. Despite our business acumen, assets, and being fully licensed, we still have yet to secure a client in Denver. It almost appears that being a social equity license holder has created this road block and became our biggest challenge in securing additional contracts. We have personally reached out to over 60 stores and have had 24 meetings. The majority of the stores we have met with are currently delivering and have opted to stay with in-house delivery. However, we continue to reach out and make new connections to secure more contacts.

What would you change about the Colorado cannabis industry if you could?

Less than 9% of the stores in Denver have opted into delivery. An additional license type that is not reliant on existing retail stores would be the most important change for social equity in the Colorado cannabis industry. Warehouse/non-retail storefront delivery (compared to retail-only delivery) is the last real remaining opportunity to be a part of the plant touching market. This type of delivery allows a business to purchase at wholesale then deliver directly to customers, instead of delivering goods already priced at retail prices. Especially since the majority of all new social equity licenses are non premise transporters with delivery permits, and the majority of the transports do not have contacts! 

In addition, because capital is the biggest burden for social equity applicants, fees for Social Equity have to be reduced - and in certain cases waived - for a period of time to help social equity applicants.

And finally, more cities have to open up for social equity applicants. Denver - which is the only city that is focused on a robust social equity program - must remove distance restrictions and setbacks, as well as allow applicants to open new retail stores in neighborhoods of undo concentration through the exclusivity period. Without this change, it has been a pattern that only social equity applicants that are well funded and a part of the existing industry prior to social equity will benefit. Every new store in Denver is attached to a well funded existing member of industry that happens to qualify for social equity.

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We are developing a case studies series to tell the stories of social equity licensees currently in operation in the cannabis space. If you are an operational social equity licensed cannabis business, please complete our form so we may consider you for a future edition. The next two questions are screening questions. Additional questions will appear if you are eligible.

Apply to be featured

To raise awareness about accessibility in the arts, CCI is reintroducing the “Accessibility Corner”! Every month, this newsletter will include a link to a blog post on a different aspect of accessibility in the arts. We define accessibility as “when the needs of people with disabilities are specifically considered, and products, services, and facilities are built or modified so that they can be used by people of all abilities.” (Disability and Health Inclusion Strategies) We will be curating resources by accessibility advocates, featuring the work of artists with disabilities, and organizing panels for deeper conversations on accessibility topics. This initiative is “one means to a larger goal— inclusion in the cultural community of people of all ages, with and without disabilities.” (Patterson et al.)

Accessibility is an important and often overlooked aspect of equity, diversity, and inclusion. One in five adults in Colorado has a disability. (For Colorado specific data, click here.) As RespectAbility notes, “People can be born with a disability, or acquire one due to an accident, aging, gun violence or in military service to our nation”. (Inclusive Philanthropy Toolkit for Philanthropists and Funders) Disability affects people from all demographics and walks of life. Everyone deserves access to engage in the arts. 

It's CCI’s goal to make sure all Coloradans have access to creative environments and experiences. CCI is curating these resources because prospective grant applicants must demonstrate their organization is complying with ADA regulations. CCI applicants must acknowledge that their programs, services, and facilities are accessible, or be following a plan to make them accessible. This feature will provide resources that can spark discussion and inform applicants’ accessibility initiatives.

Our intended audience for this work is broad and will vary from month to month. Since accessibility can be incorporated into every facet of the arts, we will have resources for individual artists with disabilities, arts organizations (serving patrons and employees with disabilities), and philanthropic organizations funding the arts. These resources will apply to a variety of artistic mediums including the performing arts, visual arts, literary arts, and more. 

To ensure that we create content that reflects the interests of the disability community, we are engaging in frequent discussions with multiple leaders in the Colorado arts community focused on disability advocacy. We aim to supplement existing resources and highlight the work of experts in this field. We intend to keep intersectionality, inclusion, and intentionality at the center of this work. Understanding that this work is ongoing, we welcome any and all feedback on how we can improve these resources. 

Thank you for engaging in this crucial work to make Colorado’s arts community accessible to all. 

Bibliography

“Disability & Health U.S. State Profile Data: Colorado.” Centers for Disease Control and Prevention. Centers for Disease Control and Prevention, June 28, 2021. https://www.cdc.gov/ncbddd/disabilityandhealth/impacts/colorado.html.

“Disability and Health Inclusion Strategies.” Centers for Disease Control and Prevention. Centers for Disease Control and Prevention, September 15, 2020. https://www.cdc.gov/ncbddd/disabilityandhealth/disability-strategies.ht….

“Inclusive Philanthropy Toolkit for Philanthropists and Funders.” Respect Ability, March 3, 2022. https://www.respectability.org/inclusive-philanthropy/.

Office for AccessAbility, Charles Goldman, Ann-Ellen Lesser, Mary Lincer, Sharon Parks, and John P. S. Salmen. Edited by William V Patterson, Katharine Bird, and Andi Mathis, Design for Accessibility: A Cultural Administrator's Handbook § (2003). https://www.arts.gov/about/publications/design-accessibility-cultural-a…;

DENVER - The Polis Administration today announced the Cannabis Business Office’s Cannabis Business Pilot Grant, a bold, forward-thinking initiative to save small businesses money, foster a more equitable cannabis industry, and make it easier for Coloradans to thrive in one of the state’s fastest growing industries. 

“Colorado’s nation-leading innovations in the cannabis industry are strengthening our economy, advancing diversity, and inclusion, and saving small business owners money,” said Gov. Polis. 

The innovative grants, an initiative of the Office of Economic Development and International Trade (OEDIT), provide financial support for social equity licensed cannabis businesses to accelerate the growth of their businesses. 

“Finding funding opportunities is an ongoing challenge that cannabis entrepreneurs face in the US,” said Cannabis Business Office Program Manager, Tristan Watkins Ph.D. “The Pilot Grant is designed for early-stage and growing businesses to gain access to the capital they need to succeed - whether it's for seed money to get started, or to help cover costs to improve their business.”

The first round of the Cannabis Business Pilot Grant opens today for eligible social equity licensed cannabis businesses who have been awarded, or are actively pursuing, a regulated business license from the Marijuana Enforcement Division. 

Based on their maturity, eligible businesses are divided into either the Foundational or Growth category, awarding up to $25,000 and $50,000, respectively. Funds may be applied toward previous and upcoming projects for their business, including: brick and mortar regulatory requirements, technical and expert requirements, licensing and regulatory fees, operation needs and innovative initiatives.

To be eligible for the grant, businesses are required to complete the Cannabis Business Technical Assistance program or a partner program, which teaches the fundamentals of launching and operating a business in the cannabis industry. Businesses will then complete the pre-application and application process, where they will prepare a project proposal detailing their projected use of the grant funds. The prerequisite technical assistance program is a valuable tool for applicants as they prepare their project proposal. Approved applications will undergo reviewer evaluations, and awarded businesses will be notified and receive funding soon after.

Visit the Cannabis Business Pilot Grant webpage to learn more about eligibility, award amounts, the application process, selection criteria and more. Applications are due by April 11. To be notified of future rounds of grant funding, subscribe to the Cannabis Business Office monthly newsletter.